Certificate

I bearing Enrolment No.2101520700080 from MBA-III Sem of the Mangalmay Institute of Management & Technology,
Greater Noida, U.P. hereby declare that the Summer Training Project Report (KMBN 308) entitled Analysis
Recruitment nd Selection at Spectrum Talent Management is an original work and the same has not been submitted
to any other Institute for the award of any other degree.

Date: Signature of the Student

Certified that the Summer Training Project Report submitted in partial fulfillment of the requirements for the award
of the degree of MASTER OF BUSINESS ADMINISTRATION to DR. A.P.J. ABDUL KALAM TECHNICAL UNIVERSITY
LUCKNOW by Gunjan Enrolment No. 2101520700080 has been completed under my guidance and is Satisfactory.

Signature of the Faculty Guide

Name of the Guide: Dr. Ajay Pratap Singh

Designation:

Date:

Signature of the HOD

Name of the HOD:

Date:

1
 ACKNOWLEDGEMENT

The present work is an effort to throw some light on Recruitment and Selection procedure in SPECTRUM
TALENT MANAGEMENT, Noida.

With deep sense of gratitude, I acknowledged the encouragement and guidance received by my Project Guide
MOHD IRFAN, in his valuable guidance. She has been a constant guiding force and source of illumination
for me. She was very generous in giving me this opportunity to work under shape. I would like to thank her
for her valuable advice and guidance.

I would also like to thank Mr. Narender and Mr. Irfan without their guidance, supervision, assistance,
inspiration and cooperation the work would not have been possible to come to the present shape.

Further I would thank all the staff members of HR division who have been very courteous in providing all
other information about company.

I am also thankful to all the respondents who spared their valuable time for filling up the questionnaire and
helped me out with this project.

I convey my heartful affection to all those people who helped and supported me during course, for
completion of my Project Report.

Gunjan
Roll No.: 2101520700080
MBA 3rd Sem.

2
 EXECUTIVE SUMMARY

I interned with Spectrum talent management which is a comprehensive HR services company offering solutions
spanning the entire talent life cycle including Recruitment, On boarding, Payroll and Flexible Staffing. The main
objective is to study the recruitment and selection process followed by the organization for their clients and
understand the barriers to effective recruitment and selection process at Spectrum.

The sources of project depend on accurate data which is collected both primary and secondary data collection
method. A sample size of 50 employees. Internal Promotions and Job Portals are mostly used recruitment
source. Concerned departmental head is given special attention while selecting a candidate of the department.

To be conclude, Management should structure and systematically organize the entire recruitment processes. It
should offer tolls and support to enhance performance, solutions and optimizing the recruitment processes to
ensure improved ROI. Due to time constraint in-depth study could not be carried out. As the strength of the
company is big, it was not possible to draw sample from each and every department.

3
 LIST OF CONTENT

S.NO CONTEND PAGE NO

1. Certificates 2
2. Acknowledgement 3
3. Executive Summary 4
4. Chapter I: Introduction 6-38
5. Chapter II: Review of Literature 39-42
6. Chapter III: Research Methodology 43-45
7. Chapter IV: Data Reduction, Presentation & Analysis 46-62
8. Chapter V: Data Interpretation 63-67
9. Chapter VI: Summary & Conclusions 67-72
10. References/ Bibliography 73
11. Appendices 74-78
12. List of Tables 79
13. List of Figures 80

4
 CHAPTER-1

INTRODUCTION

5
 INTRODUCTION

Recruitment and Selection:

Recruitment is the process of attracting individuals on a timely basis in sufficient numbers

and with appropriate qualification, to apply for jobs within an organization. The process
of searching prospective employees with multidimensional skills and experience that suits
organization strategies in fundamental to the growth of the organization, this demands
more comprehensive strategic perspective recruitment. Organizations require the services
of large number of personnel, these personnel occupy the various positions created to the
process of organization. Each position of the organization has certain specific contributions
to achieve the organizationalobjectives. The recruitment process of the organizational has
to be strong enough to attract and select the potential candidates with right job
specification. The recruitment process begins with human resource planning and concludes
with the selection of required number of candidates, both HR staff and operating
managers have responsibilities in the process.

“Right person for the right job is the basic principle in recruitment and selection. Every
organization should give attention to the selection of its manpower, especially its
managers. The operative manpower is equally important and essential for the orderly
working of an enterprise.

Every business organization/unit needs manpower for carrying different business activities
smoothly and efficiently and for this recruitment and selectionof suitable candidates is
essential. Human resource management in an organization will not be possible if unsuitable
persons are selected and employment in a business unit.

RECRUITMENT

Meaning:

Recruitment means to estimate the available vacancies and to make suitable arrangements
for their selection and appointment. Recruitment is understood as the process of searching
for and obtaining applicants for the jobs, from among whom the right people can be selected.

A formal definition states, “It is the process of finding and attracting capable applicants for
the employment. The process begins when new recruits are sought and ends when their
applicants are submitted. The result is a pool of applicants from which new employees are
selected”. In this, the available vacancies are given wide publicity and suitable candidates
are encouraged to submit applications so as to have a pool of eligible candidates for scientific
selection.
6
In recruitment, information is collected from interested candidates. For this different source
such as newspaper advertisement, employment exchanges, internal promotion, etc are used.

In the recruitment, a pool of eligible and interested candidates is created for selection of
most suitable candidates. Recruitment represents the first contactthat a company makes
with potential employe

Definition:

According to EDWIN FLIPPO, “Recruitment is the process of searching for prospective

employees and stimulating them to apply for jobs in the organization.”
Need for recruitment

The need for recruitment may be due to the following reasons / situation:

a) Vacancies due to promotions, transfer, retirement, termination, permanentdisability,

death and labor turnover.
b) Creation of new vacancies due to the growth, expansion and diversification of
business activities of an enterprise. In addition, newvacancies are possible due to
job specification.

Purpose and importance of Recruitment:

1. Determine the present and future requirements of the organization on conjunction

with its personnel-planning and job analysis activities.
2. Increase the pool of job candidates at minimum cost.
3. Help increase the success rate of the selection process by reducing the number of
visibly under qualified or overqualified job applicants.
4. Help reduce the probability that job applicants, once recruited and selected, will
leave the organization only after a short period of time.
5. Meet the organization’s legal and social obligations regarding the composition of its
work force.
6. Begin identifying and preparing potential job applicants who will be appropriate
candidates.
7. Increase organizational and individual effectiveness in the short term and long term.
8. Evaluate the effectiveness of various recruiting techniques and sourcesfor all
types of job applicants.
9. Recruitment is a positive function in which publicity is given to the jobs available
in the organization and interested candidates are encouraged to submit applications
7
 for the purpose of selection.
Recruitment Process:

Recruitment refers to the process of identifying and attracting job seekers so as to build a
pool of qualified job applicants. The process comprises five interrelated stages, viz.

1. Planning.
2. Strategy development.
3. Searching.
4. Screening.
5. Evaluation and control.

STAGE 1: RECRUITMENT PLANNING:

The first stage in the recruitment process is planning. Planning involves the translation of
likely job vacancies and information about the nature of these jobs into set of objectives or
targets that specify the (1) Numbers and (2) Types of applicants to be contacted.

Numbers of contact: Organization, nearly always, plan to attract more applicants than
they will hire. Some of those contacted will be uninterested, unqualified or both. Each time
a recruitment Programmed is contemplated, one task is to estimate the number of applicants
necessary to fill all vacancies with the qualified people.

Types of contacts: It is basically concerned with the types of people to be informed about
job openings. The type of people depends on the tasks and responsibilities involved and
the qualifications and experience expected. These details are available through job
description and job specification.

STAGE 2: STRATEGY DEVELOPMENT:

When it is estimated that what types of recruitment and how many are required then one
has concentrated in (1). Make or Buy employees. (2). Technological sophistication of
recruitment and selection devices. (3). Geographical distribution of labor markets
comprising job seekers. (4). Sources of recruitment. (5). Sequencing the activities in the
recruitment process.
Make or Buy:

Organization must decide whether to hire le skilled employees and invest on training and
education programmers, or they can hire skilled labor and professional. Essentially, this is
the “make‟ or „buy‟ decision. Organizations, which hire skilled and professionals shall
have to pay more for these employees.

8
 Technological Sophistication:

The second decision in strategy development relates to the methods used in recruitment
and selection. This decision is mainly influenced by the available technology. The advent
of computers has made it possible for employers to scan national and international
applicant qualification. Although impersonal, computers have given employers and job
seekers a wider scope of options in the initial screening stage.

STAGE 3: SEARCHING:

Once a recruitment plan and strategy are worked out, the search process can begin. Search
involves two steps

A) Source activation and

B) Selling.

STEP 4: SCREENING:

Screening of applicants can be regarded as an integral part of the recruiting process, though
many view it as the first step in the selection process. Even the definition on recruitment,
we quoted in the beginning of this chapter, excludes screening from its scope. However,
we have included recruitment for valid reasons. The selection process will begin after the
applications have been scrutinized and short-listed. Hiring of professors in a university is
atypical situation. Application received in response to advertisements is screened and only
eligible applicants are called for an interview. A selection committee comprising the Vice-
chancellor, Registrar and subject experts conducts interview.Here, the recruitment process
extends up to screening the applications. Theselection process commences only later.
Purpose of screening

The purpose of screening is to remove from the recruitment process, at an early stage, those
applicants who are visibly unqualified for the job. Effective screening can save a great deal
of time and money.

In screening, clear job specifications are invaluable. It is both good practice and a legal
necessity that applicant’s qualification is judged on the basis of their knowledge, skills,
abilities and interest required to do the job.

9
STAGE 5: EVALUATION AND CONTROL:

Evaluation and control is necessary as considerable costs are incurred in the recruitment
process. The costs generally incurred are: -

1. Salaries for recruiters.

2. Management and professional time spent on preparing job description, job
specifications, advertisements, agency liaison and so forth.
3. The cost of advertisements or other recruitment methods, that is, agencyfees.
4. Recruitment overheads and administrative expenses.
5. Costs of overtime and outsourcing while the vacancies remain unfilled.
6. Cost of recruiting unsuitable candidates for the selection process.

Sources of Recruitment:

SOURCES OF MANAGERIAL RECRUITMENT:

INTERNAL SOURCES EXTERNAL SOURCES

1) Promotion 1) Campus recruitment

2) Transfers 2) Press advertisement

3) Internal notification 3) Management consultancy service

4) Retirement 4) Deputation of personnel or transfer

fromone enterprise to another

5) Former employees 5) Walk-ins, write-ins, talk-ins

Fig.1 SOURCES OF MANAGERIAL RECRUITMENT

The sources of recruitment can be broadly categorized into internal and externalsources-

1) INTERNAL RECRUITMENT:

Internal recruitment seeks applicants for positions from within the company. Thevarious
internal sources include:

Promotions and Transfers:

Promotion is an effective means using job posting and personnel records. Job posting
requires notifying vacant positions by posting notices, circulating publications or
10
 announcing at staff meetings and inviting employees to apply. Personnel records help
discover employees who are doing jobs below their educational qualifications or skill
levels. Promotions has many advantages like itis good public relations, builds morale,
encourages competent individuals who are ambitious, improves the probability of good
selection since information on the individual’s performance is readily available, is cheaper
than going outside to recruit, those chosen internally are familiar with the organization
thus reducing the orientation time and energy and also acts as a training device for
developing middle-level and top-level managers.

Employee referrals

Employees can develop good prospects for their families and friends by acquainting them
with the advantages of a job with the company, furnishing them with introduction and
encouraging them to apply. This is a very effective means as many qualified people can be
reached at a very low cost to the company. The other advantages are that the employees
would bring only those referrals that they feel would be able to fit in the organization based
on their ownexperience. In this way, the organization can also fulfil social obligations and
create goodwill.

Former Employees:

These include retired employees who are willing to work on a part-time basis, individuals
who left work and are willing to come back for higher compensations. Even retrenched
employees are taken up once again. The advantage here is that the people are already
known to the organization and there is no need to find out their past performance and
character

Dependents of deceased employees:

Usually, banks follow this policy. If an employee dies, his / her spouse or sonor daughter
is recruited in their place. This is usually an effective way to fulfilsocial obligation and
create goodwill.

Recalls:

When management faces a problem, which can be solved only by a manager who has
proceeded on long leave, it may de decided to recall that persons afterthe problem is
solved, his leave maybe extended.

11
Retirements:

At times, management may not find suitable candidates in place of the one whohad retired,
after meritorious service. Under the circumstances, management may decide to call retired
managers with new extension.

2) EXTERNAL RECRUITMENT:

External recruitment seeks applicants for positions from sources outside thecompany.
They have outnumbered the internal methods. The various external sources include

Professional or Trade Associations:

Many associations provide placement service to its members. It consists of compiling job
seeker’s lists and providing access to members during regional or national conventions.
Also, the publications of these associations carry classified advertisements from
employers interested in recruiting their members. These are particularly useful for
attracting highly educated, experienced or skilled personnel.

Advertisements:

It is a popular method of seeking recruits, as many recruiters prefer advertisements

because of their wide reach. Want ads describe the job benefits,identify the employer and
tell those interested how to apply. Newspaper is the most common medium but for highly
specialized recruits, advertisements may be placed in professional or business journals.
Advertisements must contain proper information like the job content, working conditions,
location of job, compensation including fringe benefits, jobspecifications, growth aspects,
etc.

Campus Recruitments:

Colleges, universities, research laboratories, sports fields and institutes are fertileground
for recruiters, particularly the institutes. Campus Recruitment is going global with
companies like HLL, Citibank, HCL-HP, ANZ Grind lays, Motorola and Reliance looking
for global markets. Some companies recruit a given number of candidates from these
institutes every year. Campus recruitment is so much sought after that each college;
university department or institute will have a placement officer to handle recruitment
functions.

However, it is often an expensive process, even if recruiting process producesjob offers

and acceptances eventually.

12
Walk-ins, Write-ins and Talk-ins:

The most common and least expensive approach for candidates is direct applications, in
which job seekers submit unsolicited application letters orresumes. Direct applications can
also provide a pool of potential employees to meet future needs. From employees‟
viewpoint, walk-ins are preferable as they are free from the hassles associated with other
methods of recruitment. While direct applications are particularly effective in filling entry-
level unskilled vacancies, some organizations compile pools of potential employees from
direct for skilled positions. Write-ins are those who send written enquiries. These
jobseekers are asked to complete application forms for further processing. Talk-ins
involves the job aspirants meeting the recruiter (on an appropriated date) for detailed talks.
No application is required to be submitted to the recruiter.

Consultants:

They are in this profession for recruiting and selecting managerial and executive
personnel. They are useful as they have nationwide contacts and lend professionalism to
the hiring process. They also keep prospective employer and employee anonymous.
However, the cost can be a deterrent factor.
Head Hunters:

They are useful in specialized and skilled candidate working in a particular company. An
agent is sent to represent the recruiting company and offer is made to the candidate. This
is a useful source when both the companies involved are in the same field, and the
employee is reluctant to take the offer since he fears, that his company is testing his
loyalty.

Radio, Television and Internet:

Radio and television are used to reach certain types of job applicants such as skilled
workers. Radio and television are used but sparingly, and that too, by government
departments only. However, there is nothing inherently desperate about using radio and
television. It depends upon what is said and how it is delivered. Internet is becoming a
popular option for recruitment today. There arespecialized sites like naukri.com.

SELECTION:

Selection process is a decision-making process. This step consists of a number of activities.

A candidate who fails to qualify for a particular step is not eligible for appearing for the
subsequent step. Employee selection is the process of putting right men on the right job. It
is a procedure of matching organizational requirements with the skills and qualifications
12
of people. Effective selection can be done only where there is effective matching. By
selecting best candidate for the required job, the organization will get quality performance
of employees.
Moreover, organization will face less absenteeism and employee turnover problems. By
selecting right candidate for the required job, organization will also save time and money.
Proper screening of candidates takes place during selection procedure. All the potential
candidates who apply for the given job aretested.
The difference between recruitment and selection:

Recruitment is identifying n encouraging prospective employees to apply for a job and

Selection is selecting the right candidate from the pool of applicants
SELECTION PROCESS:

Selection is a long process, commencing from the preliminary interview of theapplicants

and ending with the contract of employment.

1. Preliminary test
2. Selection test
3. Employment interview
4. Reference and background
5. Analysis
6. Selection decision
7. Physical examination
8. Job offers
9. Employment contract

Step-1

PRELIMINARY INTERVIEW:

The applicants received from job seekers would be subject to scrutiny so as to eliminate
unqualified applicants. This is usually followed by a preliminary interview the purpose of
which is more or less the same as scrutiny of application, that is, eliminate of unqualified
applicants. Scrutiny enables the HR specialists to eliminate unqualified jobseekers based
on the information supplied in their application forms. Preliminary interview, on the other
hand, helps reject misfits for reason, which did not appear in the application forms.

Step-2

SELECTION TEST:
13
 Job seekers who pass the screening and the preliminary interview are called for tests.
Different types of tests may be administered, depending on the job and the company.

Generally, tests are used to determine the applicant’s ability, aptitude and personality.
The following are the type of tests taken:

1. Ability test
2. Aptitude test
3. Intelligence test
4. Interest test
5. Personality test
6. Projective test
7. General knowledge test
8. Perception test
9. Graphology test
10. Polygraph test
11. Medical test

Step-3

INTERVIEW:

The next step in the selection process is an interview. Interview is formal, in- depth
conversation conducted to evaluate the applicant’s acceptability. It is considered to be
excellent selection device. It is face-to-face exchange of view, ideas and opinion between
the candidates and interviewers. Basically, interview is nothing but an oral examination of
candidates. Interview can be adapted to unskilled, skilled, managerial and profession
employees.

Types of interviews: -

Interviews can be of different types. There interviews employed by the companies.

Following are the various types of interviews: -

1. Informal interview
2. Formal interview
3. Non directive interview
4. Depth interview
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 5. Stress interview
6. Group interview
7. Panel interview
8. Sequential interview
9. Structured interview
10. Unstructured interview
11. Mixed interview
12. Telephonic interview

Step-4

REFERENCE CHECK:

Many employers request names, addresses, and telephone numbers of references for the
purpose of verifying information and perhaps, gaining additional background information
on an applicant. Although listed on the application form, references are not usually checked
until an applicant has successfully reached the fourth stage of a sequential selection
process. When the labor market is very tight, organizations sometimes hire applicants
before checking references.

Step-5

SELECTION DECISION:

After obtaining information through the preceding steps, selection decision- the most
critical of all the steps- must be made. The other stages in the selection process have been
used to narrow the number of the candidates. The final decision has to be made the pool of
individuals who pas the tests, interviews and reference checks.

The view of the line manager will be generally considered in the final selection because
itis he/she who is responsible for the performance of the new employee.The HR manager
plays a crucial role in the final selection.

STEP 6:

PHYSICAL EXAMINATION:

After the selection decision and before the job offer is made, the candidate is required to
undergo a physical fitness test. A job offer is, often, contingent upon the candidate being
declared fit after the physical examination. The results of the medical fitness test are
recorded in a statement and are preserved in the personnel records. There are several

15
 objectives behind a physical test.

Obviously, one reason for a physical test is to detect if the individual carries any infectious
disease. Secondly, the test assists in determining whether an applicant is physically fit to
perform the work. Thirdly, the physical examination information can be used to determine
if there are certain physical capabilities, which differentiate successful and less successful
employees. Finally, such an examination will protect the employer from workers
compensation claims that are not valid because the injuries or illness were present when
the employee was hired.

STEP 7:

JOB OFFER:

The next step in the selection process is job offer to those applicants who have crossed all
the previous hurdles. Job offer is made through a letter of appointed. Such a letter generally
contains a date by which the appointee must report on duty. The appointee must be given
reasonable time for reporting. Those is particularly necessary when he or she is already in
employment, in which case the appointee is required to obtain a relieving certificate from
the previous employer.

The company may also want the individual to delay the date of reporting on duty. If the
new employee’s first job upon joining the company is to go on company until perhaps a
week before such training begins.

STEP 8:

CONTRACT OF EMPLOYMENT:

There is also a need for preparing a contract of employment. The basic information that
should be included in a written contract of employment willvary according to the level
of the job, but the following checklist sets out the typical headings:

1. Job title
2. Duties, including a parse such as “The employee will perform such dutiesand will
be responsible to such a person, as the company may from time totime direct”.
3. Date when continuous employment starts and the basis for calculating service.
4. Rate of pay, allowance, overtime and shift rates, method of payments.
5. Hours of work including lunch break and overtime and shift
arrangements.
6. Holiday arrangements:
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 7. Paid holidays per year.
8. Public holidays.
9. Special terms relating to rights to patent s and designs, confidential information and
restraints on trade after termination of employment.

The drawback with the contracts is that it is almost to enforce them. A determined
employee is bound to leave the organization, contract or no contract.

STEP 9

CONCLUDING THE SELECTION PROCESS:

Contrary to popular perception, the selection process will not end with executing the
employment contract. There is another step – amore sensitive one reassuring those
candidates who have not selected, not because of any serious deficiencies in their
personality, but because their profile did not match the requirement of the organization.

They must be told that those who were selected were done purely on relative merit.

STEP 10

EVALUATION OF SELECTION PROGRAMME:

The broad test of the effectiveness of the selection process is the quality of the personnel
hired. An organization must have competent and committed person

Difference between Recruitment and Selection:

1. Recruitment is the process of searching for prospective candidates and motivating

them to apply for job in the organization. Whereas, selection is a process of
choosing most suitable candidates out of those, who are interested and also qualified
for job.
2. In the recruitment process, vacancies available are finalized, publicity is given to
them and applications are collected from interested candidates.In the selection
process, available applications are scrutinized. Tests, interview and medical
examination are conducted in order to select most suitable candidate.
3. In recruitment the purpose is to attract maximum numbers of suitable and interested
candidates through applications. In selection process the purpose is that the best
candidate out of those qualified and interested in the appointment.
4. Recruitment is prior to selection. It creates proper base for actual selection.
Selectionism next to recruitment. It is out of candidates available/interest.
5. Recruitment is the positive function in which interested candidates are encouraged
to submit application. Selection is a negative function in which unsuitable
17
 candidates are eliminated and the best one is selected.
6. Recruitment is the short process. In recruitment publicity is given to vacancies and
applications are collected from different sources Selectionis a lengthy process. It
involves scrutiny of applications, giving tests, arranging interviews and medical
examination.
7. In recruitment services of expert is not required Whereas in selection, services of
expert is required
8. Recruitment is not costly. Expenditure is required mainly for advertising the posts.
Selection is a costly activity, as expenditure is needed for testing candidates and
conduct of interviews.

1.2 SCOPE OF THE STUDY

•The research will enable research to study thoroughly the recruitment and selection process.

•This research will help the researcher to have a better insight into the recruitment and selection

process followed by organization for their clients.

•This research will help in better evaluation of the recruitment and selection process.•Feedback

received from employees, will highlight present recruitment and selection scenario in the

organization.

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 1.3 OBJECTIVES OF THE STUDY

1. To study the recruitment and selection process followed at spectrum talent management.
2. To determine the priority given by the company to internal &or/ external source of
objectives.
3. To determine the type of interview conducted and identify the parameters on which the
candidates are evaluated.
4. To study the weightage given to various selection techniques.
5. To study the feasibility of selection process.
6.To ensure that all appointments are made on merit to attract sufficient applications from
potential candidates for appointment with the skills, qualities, abilities, experience and
competencies deemed as being necessary to the job.

19
LEARNING OUTCOMES FROM INTERNSHIP

✓ Learned about the organization’s culture, values, atmosphere, various policies, vision,
mission and goals.

✓ Gained practical knowledge of creating and maintaining talent pool.

✓ Helped in understanding how to source candidates for a particular position and how to
conduct telephonic round of interviews for different designations and job profiles.

✓ Learned to prepare Job description by understanding the client’s requirement from a

particular post

✓ Got knowledge of how to deal with colleagues and seniors in an organization.

✓ Got knowledge about the various positions for which I sourced candidates.

20
1.4 PROFILE OF THE COMPANY

SPECTRUM TALENT

MANAGEMENT

21
 COMPANY PROFILE

Website – https://www.stmpl.co.in/india

Industry- Business service

size- 6-10

Headquarters – Noida, Uttar Pradesh

Email – info@stmpl.co.in

Type- Headhunting and Manpower Recruitment

Founded- 2008

Specialties – Business Development & Transformations /Sales Execution/Training/BusinessStrategy/ Consult,

Coach, Mentor & Contract Services

No of Internship Students –40

Student Ratings – 4.9/5

LinkedIn - https://www.linkedin.com/company/spectrum-talent-management/

Facebook https://www.facebook.com/profile.php?id=100054425983526&mibextid=ZbWKwL

Instagram –https://instagram.com/therealspectrumtalentagency?igshid=YmMyMTA2M2Y=

22
 INTRODUCTION

Spectrum Talent Management is a comprehensive HR services company offering solutions

spanning the entire talent life cycle including Recruitment, On boarding, Payroll and Flexible
Staffing.

Founded in 2008, we are a continuously growing, yet mature service firm specializing in
recruitment and staffing requirements of global organizations. Our leadership and high
acceptance in the market is evident by the phenomenal growth that we have demonstrated in just
few years of our inception. From Permanent recruitment to Flexi staffing, Payroll management
to RPO, the orbit of the value add that we provide our customers with has always evolved, and
diversified from time to time. This has enabled us to become a preferred vendor with most of
our clients.

Key pointers:

• Established in 2008
• 6 Offices globally including 5 in India and Dubai
• Presence through partner companies in Australia and Singapore
• Strong credentials in the following industry verticals:
Automotive
Banking and Financial Services
Consumer businesses (FMCG/CD)
Engineering/Oil and Gas
Information & Technology
Management Consulting and Research
Pharmaceuticals/Healthcare Offerings Include:
Contingent recruitment
Contract Staffing
Executive Search (PRO-Spect)
Global Migrations/recruitment
Global Recruiter Leasing
23
 IT Staff Augmentation
Payroll Management
RPO

OFFERINGS

Offerings

1-Contingent recruitment
2-Contract Staffing
3-Executive Search (PRO-Spect)
4-Global Recruitment
5-IT Staff Augmentation
6-Payroll Management
7-RPO

Contingent Recruitment

Sometimes it makes sense to pay only when the process is complete and your new hire is on
board. Contingency recruiting is particularly appropriate for companies looking to fill mid-level
to upper management positions on a non-confidential basis.

The critical success factor in contingency recruitment is in establishing the right specifications
for both job roles and candidate profiles. These specifications include company background and
structure and detailed information about the precise skills required. It’s our experience and the
investment of time at this stage that enables the process to run to pre-arranged interview dates,
times and venues.

At STM, we treat contingency recruiting with thoroughness, professionalism and discretion. We

possess an unparalleled national network of candidates, sophisticated technology, rigorous market
research and analytics, a holistic communications process and deep industry knowledge.

The experience of our team ensures quality of service throughout the recruitment process. Our
recruitment consultants are dedicated to understanding both the requirements of the role and each

24
candidate’s skills and experience. During the in-depth pre-screening we also examine and
document the candidate’s personality and

motivation, which is particularly useful to clients, and normally present no more than four
candidates for any one position. This ensures both sufficient choice and the highest quality of
candidates.

Our search methodology separates us from others in the contingency recruiting space and ensures
that you receive the focused insight and dedicated commitment to hiring success that you and your
business deserve. We identify and evaluate prospective candidates who meet your precise hiring
criteria. We thoroughly vet and pre-qualify every candidate for your consideration. We present
top candidates to you through comprehensive profiles, and we arrange interviews for each
candidate you select.

We are retained by our clients to find employees for key positions and are retained to hunt key
resources for further openings. We are the vendors of choice for many companies and stay
committed to serve them whenever and wherever they need. We have over the years developed
competencies to search and recruit key executives spread across multiple skills, domains and
across levels, right from the Junior Executive to Top Management professionals.

We partner organizations in major metros and tier I & II towns, so that you can relax while your
recruitment needs are taken care of. Our delivery capability is spread across sectors as wide as IT
/ ITES, KPO, Automotive, Auto Ancillary, Consumer Businesses, EPC, Pharma, Audit and
Consulting, Infrastructure, Telecom and a few more.

CONTRACTS STAFFING

STM works across industry verticals, catering to requirements of leading names in BFSI,
Consumer Durables, Retail, Telecom, Chemical, Manufacturing, e-commerce, Pharmaceuticals
and healthcare sectors. A combination of people, process & technology focus enables us to
enhance business productivity by enabling our clients to outsource their staffing requirements
and allowing them to focus on operating and growing their core businesses.

25
This has resulted in STM dedicating its efforts towards developing resources and specialist
expertise to source and retain highly-skilled teams for projects of all sizes. Our teams have
employed these essential tools to deliver excellence across various activities in the human
resource industry:

• Recruitment and transfers/migration

• Payroll management
• Statute & compliance management
• Grievance management
• Engagement programs
• Exit formalities

Benefits to the clients:

• Single Window Contact

• Implementation of minimum wages
• Manpower availability at all times
• Help Clients to concentrate on core areas
• Reducing internal hiring cost
• Issue appointment letters
• AOP – Associate Orientation Program
• No permanency claims
• Easy online access to Associate details
• Labor Law Management
• Anytime anywhere access to payroll data through a comprehensive Online Employee Self
Service (ESS) / Mobile app /HRSS which empowers employees and HR teams to view
relevant information
• Centralization and standardization of the entire payroll management process for the
client across multiple locations
• Online document submission for easy and transparent exchange of information

26
We at STM believe & Follow a phrase that in this competitive Staffing Market : “You’ll never
have a product or price advantage again. They can be easily duplicated, but a strong customer
service culture can’t be copied.”

We believe in developing a specific & dedicated Client Servicing Team as per Client needs
because we value our association.

We all understand that true strategic advantage is difficult to imitate. Customer service is one of
those things that can deliver strong competitive advantage. We all know the examples of Apple,
Southwest airlines etc.

Flexible to be “perfectly staffed”

Hand Holding employer and employee

No Cash handling.

100% compliance management & Audit Support.

Monthly and client specific – PF submission.

Dedicated Ops & Sourcing team for each client.

Educating and assisting Associates with all compliance.

Strict 48hr “TAT” for our ops.

“Here is a simple but powerful rule: always give people more than what they expect to get.”

27
Fig.2 PROCESS CYCLE
28
As an organization, we are enablers. If there are several leaders whom we have helped to move
into their current roles, there are several others who have grown into leadership from the roles
we helped them access years ago. Our approach is to move you into the best path, not just the
best spot – because careers are streams not ponds.

PRO-Spect, the executive search arm of STM is a boutique executive search firm specializing in
CXO and specialist searches across functions and levels for a number of global and Indian
companies.

Executive search and selection require the application of a rigorous methodology, and a
comprehensive approach taking into account and targeting across such factors as specific
competitors, industry, job function, management style and future potential. We differentiate
ourselves by offering our clients a “hands-on”, timely and cost-effective approach that
emphasizes client communication and learning, process management and quality control.

We specialize in the search and recruitment of top-notch professionals at middle and senior
management levels across a broad range of industries. With well-established offices, widespread
network and a dedicated team of qualified consultants, we help blue-chip world leaders to fill
positions across India and at several international locations.

We manage a limited number of engagements and offer best in class expertise, coupled with
deep local market knowledge and intuition that has been built over a decade of search
experience in India. Certified and compliant, we operate out of offices in Dubai, Noida,
Mumbai, Bengaluru, Chennai and Pune.

Engagements are personalized and bespoke, and always managed by an experienced consultant
with industry knowledge and extensive networks. Unmatched in the industry, our core team of
partners and researchers has worked together unconditionally, and our research and engagement
team each have between 5-15 years of search experience.

Committed to the diversity agenda, over 15% of all our placements to date have been women and
minorities. We also provide additional bespoke services in the areas of market mapping and
diversity searches.

Global Recruitment – MENA

29
STM has been perennially focusing on people and their knowledge. Specializing in Recruitment
Solutions and business consultancy, STM serves the private and public sectors in the Middle East
and North Africa. Driven by some of the most qualified consultants and recruiters, highly
specialized in their own market sectors, we are dedicated to meeting and exceeding its clients’
demands and needs. Based in India and UAE, STM has a network stretched across the region. It
has also built strategic partnerships with comparable recruitment and training corporations around
the world.

From the very beginning, STM has fostered the spirit of creativity, innovation and excellence that
continues to underlie all of the company’s success and was driven by the belief that quality is the
best route to maximize productivity. Our Middle East office was founded in December 2012,
headquartered in Dubai UAE. We deal with clients in the UAE, Qatar, Oman, Bahrain, Saudi
Arabia, Nigeria, Egypt and other key areas in the MENA region. Our consultants’ sector-specific
knowledge and unique understanding of the local market allows us to offer an exceptional level
of service across all divisions.

STM is a well-established recruitment firm that provides specialized contingency and retained
recruitment solutions in the following sectors across the MENA region.

• Accountancy and Finance

• Banking Technology
• Energy
• Engineering
• Global Markets
• IT and Media
• Legal
• Oil and Gas
• Sales and Marketing
• Supply Chain
• Telecommunications

30
We have had the privilege of having enjoyed continuous growth over the past 8 years and a
widely connected network of desirable professionals across the globe. We are prominently
regarded as one the leading executive recruitment consultancies offering unparalleled training,
career progression and support to our consultants. This enables best in class service delivery
across the marketplaces we focus upon.

STM is committed to developing long term business relationships in the MENA region and take
pride in the provision of quality recruitment support to our clients. Firms driven by a need to
attract the best candidates from the local and international community use us repeatedly to gain
competitive advantage in the acquisition of hard to find skill sets across the MENA region.

STM has the most extensive database of experienced and qualified candidates available for
regional deployment. We have been working closely with the region’s leading organizations
providing candidates with excellent career path development and unrivaled employment
opportunities.

Global Recruitment (Far East Asia and Australia)

Spectrum Talent Management serves the Far East Asian countries including Singapore, Malaysia,
Thailand and Indonesia And Australia & New Zealand for their local recruitment needs. We work
with our clients to profile the successful candidates by focusing on outcomes not qualifications.
Our proven method for selecting the right talent for the right companies has been cultivated from
8 years of success. When you work with us, you retain the benefit of our experience! Whether you
need contract personnel, permanent or both we’ll overcome your talent management challenges.

A thorough understanding of our clients’ needs and a deep-rooted understanding of culture,

lifestyle and business practices in each country has enabled us to introduce and place many
exceptional individuals over the years.

Through our highly-specialized consultants, we have gained the reputation for matching people
and companies together across industries and across the globe.
Our network of branches throughout Asia and in Australia allows us to source the highest caliber
professionals from all over the world for clients, and enables us to find international appointments
31
for candidates with the aspirations, skills and language ability to work overseas in today’s global
marketplace.

As a major recruitment agency, we make the most of our size and track record, our global network
and our corporate culture to deliver recruitment solutions to our clients.
Seasoned pros, expats, or locals- the fabric of your company is people.

When you have the right people on board, wonderful things happen! Call us to discuss your
vacancies.

Global HR Backend

Corporate recruiting departments and staffing firms have a continual need to lower costs while
increasing recruiting productivity — and some recruiting organizations have turned to
outsourcing. Outsourcing can take many forms including retaining an overseas-based recruitment
process outsourcing firm, sending job orders to staffing agencies, participating in split-fee
recruiter networks, or hiring contract sources and/or recruiters.

A less-expensive solution being implemented by progressive U.S. companies is partnering with

an offshore recruiting firm. The cost of an offshore source or recruiter is generally about one-third
to one-half the cost of

Local-based contract source or recruiter. Offshore recruiting firms allow overseas-based in-house
recruiters to offload time-consuming, but important tasks, such as candidate sourcing and
screening. With the additional time, in-house recruiters can work on and close more open
positions, focus on complex tasks requiring the greatest skills, provide a more positive experience
for candidates, and delight hiring managers by presenting higher quality candidates.

At Spectrum Talent Management, we provide professional HR outsourcing solutions for your

business with the ideal administrative methods that ensure a smooth progression of your
company’s management.
Our team of expert recruiters at Spectrum Talent Management source CVs of potential talents
from multiple leading Job Boards of the world to match job requirements of your business
precisely. Our team will source candidates from global job boards, internal candidate database and
32
from the internet to find active candidates to meet the specific job requirements of your
organization’s human resource services to your company. Our effective methods of recruiting and
selection processes; policy development & management; employee training and development
programs, help you gain an efficient ascendancy over your enterprise.

IT STAFF AUGMENTATION

At Spectrum Talent Management our verticals are designed according to industry needs and one
large need of the industry is IT Staff augmentation. This is a separate offering as needs for IT
Staffing in today’s competitive scenario can be very complex.

Key Highlights

• Best practices and tools for rapid recruitment

• Automated Resource Management System
• Access to large pool of pre-qualified talent, local and national
• 24X7 Global recruiting team with national level network of highly qualified and pre-
screened IT talent
• Robust candidate screening process with in-house technical and business experts
• Focus on delivering customer delight and enhancing employee engagement

Fig.3 Candidates Review Process

STM provides the right talent – at the right time – to enable our customers to meet their IT staffing
needs. Our team screens and interviews all candidates to determine their technical capabilities, the

33
relevance of their experience for a specific role, and cultural fit within our customer’s
organizations.

Further, the personnel and HR needs of the deployed resources are required to be managed through
the tenure to their utmost satisfaction. Our uniqueness is to ensure meticulous compliance to
statutory requirements and guarantee employee satisfaction by engaging them in various ways
although all of them work at client sites or end-user sites.

To achieve all the above, we have 3 specialized functionaries working from 5 different locations
across India – Noida, Chennai, Bangalore, Mumbai and Pune

The functionaries at each location consist of a team of Business Development people for close
interaction with clients, a team of Recruiters to locate the right profiles and dedicated operations
teams. They are appropriately supported by corporate Shared services teams that perform
centralized activities from contract reviews and background checks to salary payment and
statutory compliance (PF, ESI etc.) to documentation needs like Appointment Orders and Release
letters.

We help organizations in this augmentation process by placing staff – with positive background –
that can work as turnkey resources and also endowed with the required skill sets and experience
to handle functions from Day One. STM staff has the skills and expertise to support a variety of
technologies and domains, including application development and management, business
intelligence and data warehousing, software engineering, software testing, project management,
business analysis, training, support and more. STM offers high quality staffing services in the area
of information technology to organizations ranging from emerging businesses to Fortune 100
companies using following engagement models:

• IT Contract Staffing Model

• IT Contract-to-Hire Model
• IT Managed Services Model

PAYROLL MANAGEMENT

34
Whether you need a vanilla payroll processing capability; or your requirement is that of integrated,
on-demand SaaS based payroll services – Spectrum shall be able to provide you with a fully
compliant managed service along with the necessary technology platforms to suit your needs. Our
team of highly motivated payroll processors believe in delivering payroll on time and with
complete accuracy, thereby ensuring that your HR team can focus on core HR issues and leave
the payroll worries to us!

With our targeted services you can focus on your business and leave the entire payroll process on
us. You can also get in touch with our team to avail our premium online payroll services.

• Processing of salary as per the inputs received from client like Attendance, New Joiners,
Resigned, Salary Increment, Incentive, Advance, Loan etc. thru our own developed in-
house payroll software.
• Managing Attendance record, leave record, Pay registers etc.
• Calculation of Arrear Salary.
• Calculation of Leave Encashment, Overtime, Bonus, Gratuity etc.
• Preparation of salary registers Department wise, location wise and cost center wise etc. as
per clients´™ requirement.
• Providing monthly salary slips, Tax Projection sheet & Reimbursement slip to the
individual employees through e-mail.
• Reimbursement Management.
• Providing of Bank Statement file module for salary Transfer as per the Bank´s format.
• Generating monthly salary reports in Excel and PDF file format like Pay register, Pay
Slip, Loan statement, Tax Projection, Reimbursement Slip. YTD, Summary sheet etc.
• Providing of Statutory dues statement like PF Challan thru ECR, ESI challan,
Professional Tax, TDS & LWF amount for deposit.
• Preparation of Full n Final settlement of left employees.
• Preparation Salary MIS reports.
• Handling queries of the employees related to their salary, reimbursement, Tax related
issues etc.

35
 • Assist in interim Payroll audit.

Advantages of Payroll Management Solutions:

• A complete payroll management solution with real-time reporting

• Compliances management solutions
• Single Contract, Single Point of Contact and a Single Centralized Solution for a multi
country environment
• Open Integration Platform and Single Sign on (SSO) for integration with client systems and
In Country Partner
• SaaS platform for Employee Self Service (ESS) /Mobile app/HRSS, and Localization
• Secure internet-based technology
• High levels of service, support and training
• Management of overall programmed plan including In-country Payroll Providers
• Local representation, with multi-lingual capability where required

RPO (Managed Recruitment Services)

• STM offers the most comprehensive recruiting services in the industry. We deliver the
precise, customized blend of people, process and technology to your talent acquisition
function and align those services with your corporate business objectives to ensure you
have the right people to grow your business. Service excellence is the foundation to service
delivery and our client teams have extensive experience delivering recruitment process
outsourcing (RPO), recruitment training, background screening, and recruitment
technology.

• STM esteems itself in Recruitment Process Outsourcing support and establishes the
following solutions to meet your needs.

36
• Dedicated account team, consisting of an Account Manager and Client Relationship
Manager(s) who will consistently support the client Hiring Managers throughout the
duration of the RPO relationship
• Recruiting and sourcing specialists who will use basic and advanced sourcing capabilities,
including the use of major and niche job boards, social networking, ATS and resume
database mining, cold calling, direct recruiting, industry outreach and more to provide the
client with a pipeline of candidates
• Scalable resources that will provide sourcing expertise and transactional support,
including resume review, interview scheduling, phone interviewing, hiring event logistics,
offer processing, pre-employment screening (wherever applicable) etc., to ensure that
hiring activity is effectively supported
• A well oriented recruitment and hiring process, from job profiling through the entire
recruitment process to new-hire on-boarding customized technology solution utilized by
STM as the RPO-enabling system of record that shall be used to track and report on the
hiring process from end to end.
• STM shall undertake delivery and accountability of entire recruitment function for its
clients, from requisition to on-boarding. As an RPO partner for our clients, we act as the
company’s internal recruitment function and takes entire responsibility of outcomes.
Salient features: -
• Single point of accountability for recruitment.
• Dedicated specialist recruitment team without the headcount cost on balance sheet.
Effective, Scalable and Flexible solutions aligned to meet changes in demand.
• Improving quality, candidate and customer satisfaction
• Reducing HR and Hiring manager time spent on recruitment to focus on more
consultative/strategic activities.
• Leveraging supply chain benefits & best practices across our RPO client base enabling
continuous improvement.
More value for every Rupee spent on recruitment.
• Transparency and control through recruitment metrics and analytics.

37
 • Innovation and continuous improvements

Fig.4 Innovation and continuous improvements

In addition, we will also undertake qualification checks with tertiary institutions, credit and
criminal record checks. The entire process is relevant Labor Legislation compliant. The
production of a short-list is only part of the process for our team. They will facilitate the interview
process to its conclusion. To this end they provide guidance and support to your hiring managers
during the interview process. Reference checking is an integral part of our process. Our belief is
that a candidates historic behavior patterns are likely to be repeated. To this end we undertake
comprehensive reference checks to validate our interview findings. The thoroughness of the
process reduces, significantly, the likelihood of any surprises once a candidate commences duties
and therefore reduces the risk inherent in every new hire.

Benefits of Recruitment Process Outsourcing (RPO) – Why it is a good idea

• Ability to Measure the Activity – Provides an opportunity to manage by the numbers

(such as time to hire, candidate flow, screenings, interviews, etc.)
• Cost Reduction and on Demand Service — RPO can accommodate your needs on your
timetable and minimize your recruiting costs and business headaches
• Improved and Relevant Reporting — Ability to better manage the recruiting efforts in
real time by using information that matters
• Optimize the Best Technology — Eliminates the need to update existing systems or make
a sizable investment in acquiring a new one
38
 • Enterprise-Wide Coordination — Reduce confusion and add efficiencies by keeping
candidates, hiring managers and executives well informed
• Predictable and Reliable Results — Take the guess work out of recruiting functions and
gain more control over planning, forecasting and budgeting
• Uniformed and Centralized Process — Provides a consistent approach to recruiting that
applies to all team members, at all levels and in one location
• Broaden the Talent Search — By increasing your reach you can attract a greater range of
candidates across more areas (regional, national and even internationally)
• Compliance — Meet industry and governance regulations
• Dedicated and Knowledgeable Professionals — Let the experts perform their magic to
find you the best talent, and reduce unneeded stress and additional work for your
managers and key employees

OFFICES OF SPECTRUM -

CORPORATE OFFICE

C-142 Sector 63
Noida, UP 201301

PUNE

Unit No. 23, Hermes Kunj,

Koregaon Park
4-B Mangala’s Road
Pune - 411001

BENGALURU

756, Metro Business Centre

2nd Floor
80 Feet Road 4th Block
Koramangala Bengaluru
Karnataka-560034
39
CHENNAI

No.5, 2nd Main Road Saratha Nagar Vijayanagar

Velachery Chennai TN – 600042

UAE

STM Management Consultancy

803, Dusseldorf Business Point
Al Barsha 1, Dubai
P.O Box 5003501

MUMBAI

B-704, Kailas Business Park

Veer Savarkar Marg Vikhroli West
Mumbai Maharashtra – 400079

SWOT ANALYSIS OF THE COMPANY

The strengths, weakness, opportunities and threats for the spectrum talent management has been
tabulated below-

STRENGTHS

• Recruitment assistance for employers.

• Accessibility in the region.

WEAKNESSES

• Lack of brand identity.

• Lack of marketing exposure.

OPPORTUNITIES

• Growth in world-wide IT sectors.

• Companies moving more towards outsourcing their recruitment practices.

40
THREATS

• Increasing competitions.
• Decrease in market demand due to demonetization leads to less recruitment of
individuals.

41
CHAPTER-2

REVIEW OF
LITERATURE

42
 2.REVIEW OF LITERATURE

The action of finding new people to join an organization or support a clause is generally called as recruitment.
Recruitment is a process of analyzing the requirements of a job, attracting employees to that job, screening
and selecting applicants, hiring, and integrating the new employees into the organization through various
induction programs.

Companies, governments and non-profits organizations do recruitment for their various job roles. Recruitment
thus becomes an essential part of an organization in its growth process. It can be said as the core function of
human resource management. It is the first step of appointment. Generally, managers, human resource
generalists and recruitment specialists carry out the task of recruitment in organizations, but in some cases
public-sector employment agencies, commercial recruitment agencies, or specialist search consultancies are
used to undertake parts of this process.

Recruitment process generally happens in three stage process. The three steps of recruitment are- Job analysis,
Sourcing, and Screening and selection. Job analysis includes analysing the requirement of the particular job
and then drafting up a job description or job specifications. Sourcing is the use of one or more strategies to
attract or identify candidates to fill job vacancies. Screening and selection process helps in finding out the
suitable candidate and employers are legally mandated to ensure them so that they meet equal opportunity and
ethical standards.

Thus, we can say that ‘Recruitment is the activity that links employer and job seekers’.
In sourcing:
Companies recruit the candidates and, employ them, train and develop them and utilize the human resources
of these candidates. This strategy is called In-sourcing. Companies formulate and implement this strategy
when the corporate strategy is stable.
Out sourcing:
Some service companies depend for their human resources on such external organization whose core business
is to provide human resources. This strategy is called Out-sourcing. Out-sourcing strategy is more suitable for
both the fast growing and diversifying companies.

➢ To search for talent globally and not just within the company.
➢ To design entry, pay that competes on quality but not on quantum.
➢ To anticipate and final people for positions that do not exists yet.

43
Subsequent step. Employee selection is the process of putting right men on the right job. It is a procedure of
matching organizational requirements with the skills and qualifications of people. Effective selection can be
done only where there is effective matching. By selecting best candidate for the required job, the organization
will get quality performance of employees. Moreover, organization will face less absenteeism and employee
turnover problems. By selecting right candidate for the required job, organization will also save time and
money. Proper screening of candidates takes place during selection procedure. All the potential candidates
who apply for the given job are tested.
Sources of Recruitment

Sources of recruitment may be classified into two broad categories, namely internal external sources:

Internal Sources

Present employees-permanent, temporary & casual employees already on the payoff the organization are a
good source. Vacancies may be filled up from each employee through promotion, transfer, upgrading & even
demotion.

Retired & retrenched employees who want to return to the company may be rehired. Dependents & relatives
of deceased & disabled employees.

1.2.2 External Sources

❖ Educational and training institutions

Various institute like IIMs, IITs, engineering college, medical colleges, ITI's, & universities are a good source
for recruiting well qualified executives, engineers, medical staff, pharmacists, chemist etc. They provide
facilities for campus interview & placement.

❖ Placement agencies

Several private consultancy firms perform recruiting function on behalf of the client companies by charging
fee. Employment exchange- Government of India has established public employment exchange throughout
the country. These exchanges provide information about job vacancies to the job seekers and help employers
in identifying suitable candidates. They contain a data bank of candidates of different types of jobs.
Whenever they get notice from employers the concerned candidates are informed. A list of such persons is
sent to the employer. The employment exchanges Act 1959 makes it obligatory for both public sector

44
enterprises to fill certain types of vacancies through employment exchanges also provide vocational
guidance and job counseling to jobseekers.

❖ Labor contractors

Manual workers can be recruited through contractors who maintain close links with the sources of such
workers. This source is often used to recruit labor for construction jobs. The disadvantage of this source is that
when the contractor leaves the organization, people employed through him also go.

❖ Employee recommendations

Office bearers of trade unions are often aware of the suitability of candidates. Management can enquire these
leaders for suitable jobs. In some organizations, there is formal agreement to give priority in recruitment

❖ Press advertisement

Advertisement in newspaper & journals is a widely used source of recruitment. The advantage of this is
that it has a very wide reach. One advertisement in a leading daily can cover millions of persons
throughout the country. Cost per person is very low. This method can be used for clerical, technical and
managerial jobs

45
 CHAPTER-3

RESEARCH
METHODOLOGY

46
 3. RESEARCH METHODOLOGY

DESCRPITIVE RESEARCH

A research design is the specification of methods and procedures for acquiring the information needed to solve
the problems. It is the overall operational pattern or framework of the project that stimulates what information
is to be collected from which source and by what procedure. On the basis of major purpose of my investigation
the EXPLORATORY RESEARCH was found to be most suitable. This kind of research has the primary
objective of development of insights into the problem. It studies the main area where the problem lies and also
tries to evaluate some appropriate courses of action.

DATA COLLECTION SOURCES:

Primary Data:

The data that is collected firsthand by someone specifically for the purpose of facilitating the study is known
as primary data. So in this research the primary data is collected from respondents through
QUESTIONNAIRE.

PRIMARY SOURCES:

The data required for the study has been collected from employees working at SPECTRUM.

Secondary data:

Secondary data refers to information gathered by someone other than the researcher conducting the current
study. Such data can be internal or external to the organization and accessed through the internet or perusal of
recorded or published information.

Secondary sources of data provide a lot of information for research and problem solving. This data is mostly
qualitative in nature.

SECONDARY SOURCES:

The secondary sources have been collected from:

a) Internet and websites.

b) Research journals

47
SAMPLING METHOD:

Convenience sampling

SAMPLING AREA:

Noida

SAMPLING UNIT:

50 employees working at spectrum.

48
 CHAPTER -4

DATA REDUCTION,
PRESENTATION & ANALYSIS

49
DATA REDUCTION, PREPATION & ANALYSIS

Analysis

Analysis is a process of inspecting, cleaning, transforming and modeling data with the goal of highlighting
useful information, suggesting conclusions, and supporting decision making. It has multiple facets and
approaches, encompasses diverse techniques under a variety of names, in different business, science, and
social science domains.

RECRUITMENT AND SELECTION SCENARIO IN ORGANIZATION

1) Is there a well-defined Recruitment Policy in your organization?

S.NO. OPTION NO.

1 Strongly agree 10

2 Moderately agree 9

3 Disagree 1

4 Can’t say 0
Table no.1 RECRUITMENT POLICY

5%
0%
STRONGLY AGREE
45% 50% MODERATELY AGREE
DISAGREE
CAN'T SAY

Fig.5 RECRUITMENT POLICY ANALYSIS

50
Q2) Principle of right man on the right job is strictly followed/a detailed job-analysis is done prior
recruitment?
S.NO. OPTION NO.

1 Strongly agree 9

2 Moderately agree 10

3 Disagree 1

4 Can’t say 0

Table no.2 JOB ANALYSIS IS DONE PRIOR RECRUITMENT

5%
0%
STRONGLY AGREE
45%
MODERATELY AGREE
50%
DISAGREE
CAN’T SAY

Fig.6 ANALYSIS JOB IS DONE ON PRIOR RECRUITMENT

51
Q3) Do you think the need for manpower planning is given due consideration in your organization
and the manpower requirement is identified well in advance?

S.NO. OPTION NO.

1 Strongly agree 4

2 Moderately agree 8

3 Disagree 2

4 Can’t say 1

Table no.3 MANPOWER REQUIRMENT

7%
13% 27%
STRONGELY AGREE
MODERATELY AGREE
DISAGREE
53%
CAN'T SAY

Fig.7 ANALYSIS OF MANPOWER REQUIRMENT

52
(Q4) Which internal source of recruitment is followed by the company and given more priority?
S.NO. OPTION NO.

1 Internal 11
promotion
2 Employee referral 0

3 Transfer 1

4 Job posting 3

Table no.4 INTERNAL SOURCE OF RECRUITMENT BY THE COMPANY

20%
INTERNAL PROMOTION
7%
0% EMPLOYEE REFERRAL
73% TRANSFER
JOB POSTING

Fig.8 ANALYSIS INTERNAL SOURCE OF RECRUITMENT BY THE COMPANY

53
Q5) Which external source of recruitment is followed by the company and given more priority?

S.NO. OPTION NO.

1 Advertisements 1

2 Online job portals 13

3 consultancy 1

4 Employment 1
exchange

TABLE NO.5 EXTERNAL SOURCE OF RECRUITMENT

ADVERTISEMENTS

6%6%7% ONLINE JOB PORTALS

CONSULTANCY
81%
EMPLOYMENT
EXCHANGE

FIG NO.9 ANALYSIS EXTERNAL SOURCE OF RECRUITMENT

54
Q6) Which source of recruitment is relied upon when immediate requirement arises?

S.NO. OPTIONS NO.

1 Internal 9

2 External 6

TABLE NO. 6 SOURCE OF HIREING

40%
INTERNAL
60%
EXTERNAL

FIG NO 10. ANALYSIS OF SOURCE OF HIREING

55
Q7) Do you think succession planning is done in advance in your organization?

S.NO. OPTION NO.

1 Strongly agree 5

2 Moderately agree 4

3 Disagree 4

4 Can’t say 2

TABLE NO.7 ADVANCE SUCCESSION PLANNING

9%
10% STRONGLY AGREE

58% MODERATELY AGREE

23%
DISAGREE
4th Qtr

FIG NO. 11 ANALYSIS OF ADVANCE SUCCESSION PLANNING

56
Q8) The sorting of candidate applications is done by some preset criteria?

S.NO. OPTION NO.

1 Strongly agree 6

2 Moderately agree 6

3 Disagree 1

4 Can’t say 2

TABLE NO. 8 SHORTLISTED CANDIDATE

13% STRONGLY AGREE

7% 40% MODERATELY AGREE
DISAGREE
40%
CAN'T SAY

FIG NO. 12 ANALYSIS OF SHORTLISTED CANDIDATE

57
Q9) Which are the parameters on which candidates are evaluated (give ratings out of 10)?

S.NO. OPTION NO.

1 Intelligence 4

2 Aptitude 4

3 Skills 5

4 Experienced 10

TABLE NO.9 LIST OF THE CANDIDATE PARAMETER

17%
INTELLIGENCE
44%
17% APTITUDE
SKILLS
22%
EXPERIENCED

FIG NO. 13 ANALYSIS OF LIST OF THE CANDIDATE PARAMETER

58
Q10) To identify the employee’s capabilities and aptitude, psychological testing is done. Do you think
it is a useful technique?

S.NO. OPTION NO.

1 Strongly agree 9

2 Moderately agree 5

3 Disagree 1

4 Can’t say 1

TABLE NO.10 IDENTIFY EMPLOYEE CAPABILITIES

6% 6%
STRONGLY AGREE
31% 57% MODERATELY AGREE
DISAGREE
CAN'T SAY

FIG NO. 14 ANALYSIS OF IDENTIFY THE EMPLOYEE CAPABILITIES

59
Q11) What type of interview is taken while selection?

S.NO. OPTION NO.

1 Patterned 8

2 Stressed 2

3 Depth 5

4 Others 0

TABLE NO.11 INTERVIEW PATTERN

0%
33% PATTERNED

54% STESSED
DEPTH
13%
OTHERS

FIG NO. 15 ANALYSIS OF INTERVIEW PATTERN

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Q12) The view of the concerned department head is given special attention while selecting the
employee of the department?

S.NO. OPTION NO.

1 Strongly agree 6

2 Moderately agree 8

3 Disagree 0

4 Can’t say 1

TABLE NO. 12 SELECT THE EMPLOYEE ON THE COMPANY RECRUITMENT

7%
0%
STRONGLY AGREE
40%
MODERATELY AGREE
53%
DISAGREE
CAN'T SAY

FIG NO. 16 ANALYSIS OF SELECTING THE EMPLOYEE ON THE COMPANY

RECRUITMENT

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Q13) Is the physical examination necessary after final interviews?

S.NO. OPTION NO.

1 Strongly agree 9

2 Moderately agree 2

3 Disagree 4

4 Can’t say 0

TABLE NO. 13 NECESSARY OF FACE TO FACE INTRACTION

0%
27%
STRONGLY AGREE

60% MODERATELY AGREE

13%
DISAGREE
CAN'T SAY

FIG NO. 17 ANALYSIS OF FACE TO FACE INTRACTION

62
Q14) What is the weightage given to the following (out of 100%)?

S.NO. OPTIONS NO.

1 Written test 55

2 Group discussion 15

3 Final interview 30

TABLE NO. 14 PROCESS OF INTERVIEW

30%
WRITTEN TEST
55%
GROUP DISCUSSION
15%
FINAL INTERVIEW

FIG NO. 18 ANALYSIS OF INTERVIEW PROCESS

63
Q15) Is Induction as well as a training program conducted after joining of employees?

S.NO. OPTIONS NO.

1 Yes 14

2 No 1

TABLE NO. 15 NECCESARY OF TRAINING PROGRAM

7%

YES
NO
93%

TABLE NO. 19 ANALYSIS OF TRAINING PROGRAM

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Q16) Do you think the present selection process is feasible for selecting the employees?

S.NO. OPTION NO.

1 Strongly agree 6

2 Moderately agree 8

3 Disagree 1

4 Can’t say 0

Table no.16 Feasibility check

7%0%
40% STRONGLY AGREE
MODERATELY AGREE
53%
DISAGREE
CAN'T SAY

Fig. no. 20 Analysis of feasibility check

65
 CHAPTER – 5

DATA
INTERPRETATION

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 INTERPRETION

1.An organization must have a well-defined recruitment policy corresponding to the company and vacancy
requirements. Existing employees can give fair feedback on the suitability of the policy. 50% employees feel
that the organization’s recruitment policy is strong & well defined. And 45% employee feel that the
organization recruitment policy is moderately agree. Majority of employees feels that policy is well defined
which is a great morale victory on the part of management.

2. Job Analysis is the process of studying and collecting information relating to the operations and
responsibilities of a specific job. The immediate products of this analysis are job descriptions and job
specifications. Recruitment needs to be preceded by job analysis. The objective of employee hiring is to
match the right people with the right jobs. The objective is too difficult to achieve without having adequate
job information. Responding to detail job analysis prior recruitment, 45 % employees say that the principle
of right man on the right job is strictly followed prior to recruitment. Job Analysis is useful for overall
management of all personnel activities. In present scenario company should focus on job analysis as around
5% employees believes that detailed job analysis is not being done prior recruitment which in future affects
performance of new recruit.

3. Human Resource Planning is understood as the process of forecasting an organization’s future demand
for, and supply of, the right type of people in the right number.27% say that manpower planning is given due
importance and manpower requirement is identified in advance. 13% employees disagree. They think
that node consideration is given to manpower planning in advance

4. Internal Recruitment seeks applicants for positions from those who are currently employed. Responding
to above asked question, 73% employees say that company Prefers internal promotion as internal source of
recruitments. And rest 20% say that Job posting is preferred. Majority of employees actually thinks that
internal promotion is given priority and followed by company as internal source of recruitment

5. External Sources of recruitment lie outside the organization87% employees think that Online job
portals source is given more priority and 7%employees say that consultancy is preferred.

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6. Every organization has the option of choosing the candidates for its recruitment processes from two kinds
of sources: internal and external sources. Responding to recruitment source question, almost all the
employees say that internal sources are relied upon when there is any immediate manpower requirement in
company. Analysis clearly represents that 80% say that internal sources are better to be opted for immediate
opening in organization as company can have sufficient knowledge about the candidate and it is less costly

7. Succession Planning is the process of identifying, developing, and tracking key individuals so that they
may eventually assume top-level positions. In respond to Succession Planning question,
almost 27% employees actually believe that no succession planning is done in advance in organization. Only
33% employees think that succession planning is done in advance.

8. Majority of employees, 40% believe that there is some pre-set criteria according to which sorting of
candidate application is done. 7% feel that sorting is not done by any preset criteria. Rest 13% can’t say
about it.

9. Responding to this question, 22% weightage is given to experience first then second most weighted
parameter is skills then process knowledge and aptitude and lastly attainments are considered. Above
analysis represents that employees believe that experience and skills are mostly preferred parameter for
evaluating candidates.

10. Responding to this question, there is approximately same percentage of opposite opinion of employees
regarding psychological testing.
56% of employees believe that to identify employee’s capabilities and aptitude,
psychological testing is done and 6% think that no psychological testing is carried
out. 6% employees can’t give opinion on asked question.

11. The PATTERNED INTERVIEW format has, a structure to it. There is a set of pre-determined questions
that will be asked from each candidate for a position. The STRESS INTERVIEW is the interview in which
the interviewers try to 'discomfort' the candidates in various ways and observe how they react to various
difficult situations. An IN-DEPTH Interviews a qualitative research technique that allows person to person
discussion. It can lead to increased insight into
people'sthoughts, feelings, and behavior on important issues. This type of interview isoften unstructured.
Responding to the type of interview 53% employees think that patterned interviews are generally taken. 33%
employees have the opinion that depth interviews are often used. Rest believes that stress or any other type
of interview is being taken.

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12. Above analysis clearly shows that almost all the employees believe that the views of concerned
department head is given special attention while selecting the employee of the department. Only 40%
employees agree for giving due consideration to concerned departmental head opinion.

13. Most of the employees think that physical examination is necessary after finalinterview.27% employees
feels that it is not so important and rest 60% employees feel that physical examination is important.

14. Responding to this question, maximum weightage is given to Written Test. Group Discussion is given
the least weightage among the three available options.

15. Induction is planned introduction of employees to their jobs, their co-workers and the organization.
Almost all the employees admit that induction as well as training program is conducted after joining of
employees. It is healthy sign for any organization.7% employees say that no orientation programmed is
conducted in company for new joiners.

16. Selection is a long process, commencing from the preliminary interview of the applicants and ending
with the contract of employment. Responding to selection process, 7% employees think that the present
selection process is not feasible for selecting the employees. 40% employees believe that there exists a
feasible and adaptable selection procedure in company

69
 RESULT OF THE STUDY

• Internal Promotions and Job Portals(naukri.com) are mostly used recruitment source for searching
the best candidates for the profile.

• Written test is given weightage during selection process because it is a tool to analyses their technical
skills and know how about the work.

• To some extent company has preset-criteria for sorting the candidate’s applications.

• Concerned departmental head is given special attention while selecting a candidate of the department
because the head of the department has the deep knowledge about the specification of individual skill
regarding the job.

• Employees are in the favor of physical examination and reference check after selection of candidate.

• Orientation is given to new joiners still employees are in favor of its improvement.

• Present selection process need improvement in terms of its procedure, tests and interview type.

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 LIMITATION OF THE SURVEY

Following are the important limitations faced during the research work undertaken:

1. It was highly expensive and time consuming.

2. Human beings have a tendencyto behave artificially when they know that they are being observed.
3. Subjectivity is the main limitation of the study. It is very difficult to verify the research
results.
4. The study was confined to Noida.

71
 SUGGESTIONS

The research findings have indicated that internship seem to have several effective benefits overall.
Internships apparently do make a difference.

1. Improvement in internal source of income: The company should take opinion of employee and
provide rewards for employee reference and also transfer employee internally according to skills.
2. Source of recruitment: If the company hired employee through the advertisement, then company
need to be done advertise effectively.
3. Immediate hiring: If the company required manpower immediate basis of the certain post, then
company should hire internal because company know about employee skill and behavior.
4. Evaluation of candidate: Most of company evaluate their candidate on the basic of experience but
company should be evaluating the candidate on basis of intelligence and Aptitude.
5. Induction and Training: The company have must conduct induction and Training after the candidate
of hired because through the induction and training the candidate known about company of work
culture in organization.
6. Make titles as specific as possible. The more accurate your title, the more effective you will be
in piquing the interest of the most qualified and interested job seekers.

• Open with a captivating summary. Provide an overview that gets job seekers excited about

the role and company.

• Include the essentials. Write out the core responsibilities, hard and soft skills, day-to-day

activities and explain how the position fits into the organization.

• Highlight your culture. 72% of job seekers say it’s extremely or very important to see details

about your culture, so take the opportunity to highlight your values and your people.

72
 CONCLUSION

The Study was conducted with objectives-:

Further same questionnaire was prepared and distributed to 50 employees of Spectrum Talent Management
however 15 completely filed questionary and analyzed 30% result.
Every company looks for an employee, who can work effectively. They are in search of a person who has
the maximum skill required for the job. After selecting the right person, the company main aim is to place
that person at the right job. The main strength of any company is its employees. effective worker is the best
route to success. For this reason, companies strive to attract and hire the best, and to provide the best place to
work.

Some of the biggest and most constant challenges that plague organization is people related
Because they don’t place more emphasis on getting the recruitment process right. If they get right person at
the right job at the right time, bottom line and many other business benefits are immediate, tangible and
significant. If they get the wrong person in the wrong job, then productivity, culture and retention rates can
all take a hit in a big way.

Spectrum talent management has competent and committed workforce, still there are scope for more
improvements. To ensure that company recruits the right people, it has to identify essential skills and
behaviors that applicants should demonstrate. For each position there should be a job description outlining
typical duties and responsibilities and a person specification defining personal skills and competences. The
emphasis should be on matching the needs of the company to the needs of the applicants. this would
minimize employee turnover and enhance satisfaction.

It is important for the company to have a clear and concise recruitment policy in place , which can be
executed effectively to recruit the best talent pool for the selection of the right candidate at the right place
quickly . creating a suitable recruitment policy is the first step in the efficient hiring process . A clear and
concise recruitment policy helps ensure a sound recruitment process.

Management should structure and systematically organize the entire recruitment processes. It should offer
tolls and support to enhance performance, solutions and optimizing the recruitment processes to ensure
improved ROI. The recruitment management system (RMS) should be such that it helps to save the time and
costs of the HR recruiters in company and improving the recruitment processes.

73
 BIBLIOGRAPHY

1. K Ashwathappa, Human Resource and Personnel Management, Tata Mc Graw – Hill

2. Chris Dukes, Recruiting the right staff, Summersdale Publisher 1td
3. Chhabra T.N., Human resource Management, Dhanpat Rai and co. Edition forth.
4. Gupta C.B., Human resource Management, sultaandSons. Edition third.

➢ www.recruitment.naukrihub.com
https://www.google.co.in/search?q= +www.recruitment.naukrihub.com&oq
➢ www.hrmguide.co.uk
https://www.google.co.in/search= +www.hrmguide.co.uk&oq
➢ www.oneclickhr.com
www.google.co.in/search?q= +www.oneclickhr.com

OFFICIAL
SPECTRUM employee information handbook.

74
 APPENDICE

Q1) Is there a well-defined Recruitment Policy in your organization?

a) Strongly agree

b) Moderately agree

c) Disagree

d) Can’t say

Q2) Principle of right man on the right job is strictly followed/a detailed job-analysis is done prior
recruitment?

a) Strongly agree

b) Moderately agree

c)Disagree

d)Can’t say

Q3) Do you think the need for manpower planning is given due consideration inyour organization and the
manpower requirement is identified well in advance?

a) Strongly agree

b) Moderately agree

c)Disagree

d)Can’t say

75
(Q4) Which internal source of recruitment is followed by the company and givenmore priority?

a) Internal promotion

b) Employee referral

c) Transfer

d) Job posting

Q5) Which external source of recruitment is followed by the company and given more priority?

a) Advertisements

b) Online job portals

c) Consultancy

d) Employment exchange

Q6) Which source of recruitment is relied upon when immediate requirement arises?

a) Internal

b) External

Q7) Do you think succession planning is done in advance in your organization?

a) Strongly agree

b) Moderately agree

c) Disagree

76
d) Can’t say

Q8) The sorting of candidate applications is done by some preset criteria?

a) Strongly agree

b) Moderately agree

c) Disagree

d) Can’t say

Q9) Which are the parameters on which candidates are evaluated (give ratings outof 10)?

a) Intelligence

b) Aptitude

c) Skills

d) Experienced

Q10) To identify the employee’s capabilities and aptitude, psychological testing is

done. Do you think it is a useful technique?

a) Strongly agree

b) Moderately
c) agree
d) Disagree
e) Can’t say

Q11) What type of interview is taken while selection?

77
 a) Patterned

b) Stressed

c) Depth

d) Others

Q12) The view of the concerned department head is given special attention while selecting the employee of
the department?

a) Strongly agree

b) Moderately agree

c)Disagree

d)Can’t say

Q13) Is the physical examination necessary after final interviews?

a) Strongly agree

b) Moderately agree

c) Disagree

d)Can’t say

78
Q14) What is the weightage given to the following (out of 100%)?

a) Written test
b) Group discussion
c) Final interview

Q15) Is Induction as well as a training program conducted after joining of employees?

a) Yes
b) no

Q16) Do you think the present selection process is feasible for selecting the employees?

a) Strongly agree

b) Moderately agree

c) Disagree

d)Can’t say

79
List of table

S.NO Table PAGE NO

1. Table no.1 Recruitment Policy 46
2. Table no. Job analysis is done recruitment 47
3. Table no.3 Manpower requirement 48
4. Table no.4 Internal source of recruitment by the company 49
5. Table no.5 External source of recruitment 50
6. Table no.6 Source of hiring 51
7. Table no. 7 Advance succession planning 52
8. Table no.8 Shortlisted candidate 53
9. Table no.9 List of the candidate parameter 54
10. Table no.10 Identify employee capabilities 55
11. Table no.11 Interview pattern 56
12. Table no. 12 Select of the employee on the company 57
recruitment
13. Table no.13 Necessary of face-to-face interaction 58
14. Table no.14 process of interview 59
15. Table no 15 Necessary of training program 60
16. Table no. 16 feasibility check 61

80
 List of figures

S.NO Table PAGE NO

1. Fig.1 Source of managerial recruitment 9
2. Fig.2 Process cycle 28
3. Fig.3 Student review process 30
4. Fig.4 Innovation and continuous improvement 33
5. Fig.5 Recruitment Policy analysis 46
6. Fig.6 Analysis is done on prior recruitment 47
7. Fig.7 Analysis of manpower recruitment 48
8. Fig.8 Analysis internal source of recruitment by the company 49
9. Fig.9 Analysis external source of recruitment 50
10. Fig.10 Analysis source of hiring 51
11. Fig.11Analysis of advance succession planning 52
12. Fig.12 Analysis of Shortlisted candidate 53
13. Fig.13 Analysis of list of the candidate parameter 54
14. Fig.14 Analysis of identify the employee capabilities 55
15. Fig.15 Analysis of interview Pattern 56
16. Fig.16 Analysis of selecting the employee on the company 57
recruitment
17. Fig.16 Analysis of face-to-face interaction 58

18. Fig.17 Analysis of interview process 59

19. Fig.19 Analysis of training program 60

20. Fig.20 Analysis of feasibility check 61

81
MY KEY RESPONSIBILITIES IN SPECTRUM

In SPECTRUM, I was hired as an intern in the FMCG dept. for recruitment.

In TALENT ACQUISITION TEAM

➢ My job was to create talent pool for SPECTRUM by uploading the CV’s in the software called CRM
(carrier site manager)

➢ I had to source candidates from naukri.com for various profile like sales executive ,Area sales
executive, Junior technical assistance, Graphical designing, Assistant manager maintenance
mechanical, distribution sales executive, assistant manager admin and security, finance executive , HR
officer, Research associate regulatory affairs, assistant manager marketing analytics, boiler operator,
receptionist ,senior manager finance, welfare officer, territory sales manager.

➢ To prepare Job Description for the above mentioned profiles and understanding the responsibilities
expected from these candidates.

➢ To conduct initial round of telephonic round of interviews for the above mentioned profiles based on
the candidates communication skills, their current job role, CTC, and other basic details

➢ To draft and send interview call letter for clients for clients by sending E- mails.

➢ To coordinate in the selection procedures of the above profiles with the client teams.

➢ To check the joining formalities of the new employees and help then in their document verification
and sorting out their queries.
➢ To understand the client’s needs to hire for them.

➢ To source CV’S and conduct initial round of face-to-face interview for various business heads.

82
➢ To prepare Job Description for the above-mentioned profiles and understanding the responsibilities
expected from these candidates.

83