Organization Study Report

BIG LEAP

Submitted by

Student Name: Ravi Kiran H

REG NO:P19DU21M0059

HR/Reporting Manager Name: SHARATH P

Designation : HR

Submitted to

MS. UZMA NAYEEM

Head–Corporate Relations and Placement- KGI

Krupanidhi College of Management

Bangalore
2021-23

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 Table of Contents

Chapter Contents

1 Profile of the Selected Organization

Introduction.
Vision & Mission.
Core Interest.
Size of the Organization.
Range of Services.
Organization structure.
Company’s Products & Solutions.
Tie-Ups & Partnerships
2 SWOT Analysis.
Competitor in the market.
Areas of Interest.
Service delivery process. (Include only its Service Oriented
organization)

3 Innovative practices in the organization.

Mention Title of Practice:
Description in less than 200 words.

4 Human Resources Departments in the Organization.

Recruitment.
Sector Allocation.
Performance Management System.
Exit Formalities.
Operating Timings.
5 Learning and Interpretation.
Challenges Faced and How did you handle it.
Summary.
Conclusions.
HR/REPORTING MANAGER NAME & CONTACT NUMBER
6 Annexure

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 EXECUTIVE SUMMARY

Today, in every organisation personnel planning as an activity is necessary. It is

an important part of an organisation. Human Resource is a vital ingredient fir
the success of the organisation in the long run. There are certain ways that are
to be followed by every organisation, which ensures that it has right number
and kind of people at the right place and at right time, so that organisation can
achieve its planned objectives.

The objective of Human Resources Department are Human Resources Planning,

Recruitment and Selection, Training and Development, Career planning, Risk
management, Performance Appraisal and so on. Each objective needs special
attention and proper planning and implementation.

For every organisation it is important to have a right person on a right job.

Recruitment and Selection plays a vital role in this situation. Shortage of
skills and the use of technology are putting considerable pressure on how
employers go about Recruiting and Selecting staff. It is recommended to carry
out a strategic analysis of Recruitment and Selection procedure. Also training
need identification is necessary after selection process.

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 selected”.
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 Chapter 1
THEORETICAL BACKGROUND
OF THE STUDY

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INTRODUCTION TO RECRUITMENT

Recruitment is the process of recruiting individuals to apply for jobs inside an

organisation in a timely manner, in sufficient numbers, and with the required
qualifications. The process of finding prospective employees with a diverse set
of talents and experience that aligns with the organization's goals is critical to its
success, and it necessitates a more complete strategic recruitment approach.
Organizations require the services of a huge number of people, who fill diverse
jobs established by the organization's process. Each role in the organisation
makes a unique contribution to the achievement of the organization's goals. The
organization's recruitment process must be strong enough to attract and select
qualified candidates who meet the job specifications. Both HR personnel and
operating managers have duties in the recruiting process, which starts with
human resource planning and ends with the selection of the required number of
candidates.

The core premise of recruiting and selection is to find the “right individual for
the right job”. Every organisation, particularly its managers, should pay close
attention to the people they hire. Operational labour is equally crucial and
necessary for a company's smooth operation.

Every company organisation or unit need manpower in order to carry out

various business tasks efficiently and effectively, and this necessitates the
recruitment and selection of qualified people. If improper people are picked and
employed in a business unit, human resource management in an organisation
will be impossible.

Training focuses on identifying and meeting the needs of individual employees,

whereas development focuses on the needs of the organisation. Human resource
management oversees employee skill, knowledge, abilities, talent, aptitude,
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creativity, and ability. Labour management, human resource management, and
human resource management are all terms used to describe Human Resource
Management. The connection between employees and their employers is
referred to as employee-employer relations, industrial relations, and human
capital. Human Resource Management is the process of hiring and developing
people.

Meaning of Recruitment
Estimating available openings and making recruitment entails following proper
procedures for their selection and appointment. The process of seeking and
receiving applications is referred to as recruitment for employment from which
the best candidates can be chosen.

“Recruitment entails recruiting and obtaining as many applications as possible

from eligible job seekers,” according to a formal definition. As a result, a pool
of applicants is formed from which new employees are selected.” Available
jobs are widely advertised, and potential applicants are encouraged to apply,
resulting in a pool of qualified individuals for scientific selection. Information
are gathered from prospective candidates during the recruitment process.
Various sources, such as newspaper advertisements, job exchanges, and internal
promotion, are employed for this.

During the recruitment process, a pool of qualified and interested candidates is

created from which the best candidates are chosen. Recruitment is a
company's first point of contact with potential workers.

Definition:

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

prospective employees and stimulating them to apply for jobs in the
organisation”.

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According to DALE S BEACH, “Recruitment is the development and
maintenance of adequate manpower resources. It involves the creation of a pool
of available labour force upon whom the organisation can draw when it needs
additional employees”.

NEED FOR RECRUITMENT

The following reasons/situations may necessitate recruitment:

 Positions which are left vacant as a result of promotions, transfers, retirement,

termination, permanent disability, death, and employee turnover.

 An efficient recruitment process is vital since it can decrease expenses

and improve a company's reputation in the market and among candidates.

 The creation of new vacancies as a result of an organization's growth,

expansion, and diversification of business activities. Furthermore, new
positions may arise as a result of job specifications.

OBJECTIVE :
The main objectives for undertaking this project are:

 To understand the internal recruitment process in organisation.

 To identify areas where there can be scope for improvement.
 To give suitable recommendation to streamline the hiring process.
 To develop practical knowledge with theoretical aspects.
 To know about the importance of recruitment and selection.
 To find out better process of recruitment.
 To know about the role of recruiter.

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Recruitment's Purpose and Importance
 To increase the pool of job candidates for the least amount of money possible.

 In collaboration with the organization's personnel-planning and job-analysis

efforts, establish the organization's current and future requirements.

 Reduce the quantity of plainly under qualified or overqualified

job applications to improve the recruitment process' success rate.

 Assist in lowering the likelihood that job seekers will leave the
organisation after being hired and selected for a short time.

 Recruitment is a positive activity in which the organization's job openings

are publicised and interested people are urged to submit applications for
consideration.

RECRUITMENT PROCESS
The process of finding and recruiting job seekers in order to create a pool of
competent job applicants is referred to as recruitment. The procedure is divided
into five steps, each of which is interconnected.

1. Recruitment Planning.

2. Strategy development.

3. Searching.

4. Screening.

5. Evaluation and control.

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STEP 1: RECRUITMENT PLANNING:

The planning stage of the recruitment process is the initial step. Planning entails
converting potential job openings and information about the nature of these
positions into a set of objectives or targets that specify (1) the number of
applicants to be contacted and (2) the kind of applicants to be contacted.

Numbers of applicants: Almost every organisation intends to attract more

candidates than they will hire. Some people will be uninterested, unqualified, or
both when they are contacted. When a recruitment programme is being
considered, one of the first tasks is to estimate the number of applicants required
to fill all vacancies with qualified candidates.

Kind of applicants: It mostly concerns the categories of persons who should be

notified about employment openings. The kind of personnel required is
determined by the tasks and responsibilities involved, as well as the required
qualifications and experience. These specifics can be found in the job
description and specification.

STEP 2: STRATEGY DEVELOPMENT:

When determining what forms of recruitment are required and how many are
required, one must focus on

(1). Make or Buy employees.

(2) The technological complexity of the gadgets used in recruitment

and selection.

(3) Geographical distribution of job searchers in labour marketplaces.

(4). Recruitment sources.

(5). Organizing the operations of the recruitment process in a logical order.

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STEP 3: SEARCHING:

The search process can begin once a recruitment plan and strategy have been
developed. There are two steps involved in searching.

A) Source activation and

B) Selling.

STEP 4: SCREENING:

Although many people consider candidate screening to be the first step in the
selecting process, it is an important aspect of the recruiting process. Even the
concept of recruiting that we provided at the start of this chapter excludes
screening. We have, however, included screening in the recruitment process for
good reason. After the applications have been examined and short-listed, the
selection process will commence. Professors being hired in a university are an
unusual scenario. Only suitable applicants are invited for an interview after
applications received in response to advertisements are screened. Interviews are
conducted by a selection committee consisting of the Vice-Chancellor,
Registrar, and subject specialists. The application screening is part of the
recruitment process here. Only afterward does the selecting process begin.

Clear job specifications are crucial in the screening process. The applicant's
qualification should be appraised on the basis of their knowledge, skills, talents,
and interest required to accomplish the job. This is both good practise and a
legal requirement.

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STEP 5: EVALUATION AND CONTROL:

Because the recruitment process incurs significant expenditures, evaluation and

control are required. In most cases, the costs are as follows: -

1. Recruiters' salaries.

2. Time was spent by management and professionals drafting job

descriptions, job specifications, advertisements, and also the agency relations,
and so on.

3. The expenses of advertising or other techniques of recruitment, i.e.,

agency fees.

4. Expenses associated with recruitment and administration overheads.

5. Costs of overtime and outsourcing while positions are vacant.

6. Costs incurred for recruiting those candidates who are not suitable for
the selection process.

SOURCES OF RECRUITMENT:

INTERNAL SOURCES

 Promotion
 Transfer
 Employee referral
 Retirement
 Former employees

Promotions and transfers

Using job postings and personnel records to promote is an effective method.
Job posting entails notifying vacant positions by posting notices, circulating
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publications, or announcing at staff meetings, and inviting employees to apply.

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Employees who are performing tasks that are insufficient for their educational
qualifications or skill levels can be identified using personnel records.
Promotion has many advantages, including good public relations, morale
building, encouraging competent and ambitious individuals, increasing the
likelihood of good selection because information on the individual's
performance is readily available, being less expensive than going outside to
recruit, and being familiar with the organisation, which reduces orientation time
and energy.

Employee referrals

Employees can help their families and friends by informing them about the
benefits of working for the company, making introductions for them, and
encouraging them to apply. This is a very effective method because it allows the
company to reach a large number of qualified candidates / people at a low cost.
Another benefit is that employees would only bring referrals they believe would
fit in the organisation based on their own experience. In this manner, the
organisation can fulfil its social responsibilities while also generating goodwill.

Former Employees

This category includes employees who have retired and are willing to work
part- time, as well as individuals who have left their jobs and are willing to
return for a higher salary, are ideal candidates. Employees who were laid off
have been rehired. The advantage in this case is that the individuals are already
known to the organisation, so there is no need to conduct background checks on
their previous performance and character.

Banks typically follow this policy for dependents of deceased employees.

When an employee dies, his or her spouse, son or daughter takes his or her
place. This is a common way to fulfil social obligations while also generating
goodwill.

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Retirements:

At times, management may be unable to find suitable replacements for those

who have retired after years of meritorious service. In these circumstances,
management may decide to call retired managers with new extensions.

EXTERNAL SOURCES

 Campus recruitment
 Press advertisement
 Consultancy services
 Headhunting
 Professional and Trade associations
 Walk-ins

Campus Recruitments

Colleges, universities, research laboratories, sports fields and institutes are

fertile ground for recruiters, particularly the institutes. Campus Recruitment is
going global with companies like HLL, Citibank, HCL-HP, ANZ Grind lays,
L&T, 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 produces
job offers and acceptances eventually.

Press 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

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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, job specifications, growth aspects, etc.

Consultants services

These individuals work in the field of recruiting and evaluating managerial and
executive candidates.

They are beneficial because they have national contacts and bring
professionalism to the hiring process. They also protect the anonymity of both
the prospective employer and the employee. On the other hand, the cost can be a
deterrent.

Head Hunters

They are beneficial in locating specialised and skilled candidates to work in a

particular company. The recruiting firm sends an agent to represent them, and
the candidate accepts the offer. When both companies are in the same industry
and the employee is hesitant to accept the offer because he fears his company is
testing his loyalty, this is a useful source.

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.

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Walk-ins

The most common and least expensive approach for candidates is direct
applications, in which job seekers submit unsolicited application letters or
resumes. Direct applications can also provide a pool of potential candidates for
future positions. Employees prefer walk-ins over other methods of recruitment
because they avoid the hassles associated with them.

MEANING OF SELECTION
The Recruitment Process in any organisation also includes the Selection
Process. Throughout the selection process, a decision is made in the
organisation. This stage entails a number of tasks. If a candidate does not
qualify for one stage, he or she will be unable to proceed to the next.

Employee selection is the process of deciding who will work for you and
putting the right people in the right jobs.

SELECTION PROCESS
The procedure for selection begins with a preliminary interview with the
candidate and continues through the application process and job contract.

1. Preliminary examination

2. Aptitude Test

3. Interview

4. Background information and reference

5. Selection Choice

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6. Physical examination

7. An offer of employment

8. Employment Contract

9. Final results of the Selection Process

10. Analysis of Selection Program

Step 1:

PRELIMNARY EXAMINATION:

Job applicants' applications will be reviewed in order to weed out the

unqualified candidates.

This is frequently followed by a pre-interview with the same goal as a

background check. Scrutiny allows Human Resource professionals to reject
unqualified job applicants based on the information provided on application
forms. This, on the other hand, will aid in the rejection of misfits for a variety of
reasons not specified on the application forms.

Step 2:

APTITUDE TEST:

All job applicants who have passed the screening and preliminary examination
must proceed to the Aptitude test. Depending on the profession and the
circumstances, various types of tests may be administered. Tests are commonly
used to evaluate an applicant's abilities, aptitude, and motivation.

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Step 3:

INTERVIEW:

An interview is the third step in the selection process. An interview is a

formal, in-depth discussion held to assess an applicant's suitability. It is said to
be a good selection tool. It is a face-to-face conversation between interviewers
and candidates about their perspectives, ideas, and opinions. In a nutshell, an
interview is nothing more than a candidate's oral examination. The interview
can be tailored to meet your specific needs. Interviews can be tailored to all
types of employees, including unskilled, skilled, managerial, and professional
workers.

Step 4:

BACKGROUND DATA AND REFERENCES:

Many employers request reference information such as names, addresses, and

phone numbers in order to verify information and, in some cases, to learn more
about an applicant's background. Despite being on the list, references are
typically not checked until an applicant has progressed to the fourth stage of the
selection process.

Step 5:

SELECTION CHOICE:

Following information gathering in the preceding processes, the most important

of all procedures is to make a selection decision, i.e. whether to accept or reject
an applicant. The remaining stages of the selection process are used to reduce
the number of candidates in the pool. Candidates who pass the examinations,

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interviews, and other requirements must be chosen for the final decision from a
pool of candidates. The line manager's input will be taken into account in the
final decision. Because he or she is ultimately responsible for the performance
of the new employee.

Step 6:

PHYSICAL EXAMINATION:

A physical fitness exam is required for the candidate following selection and
also before an employment offer is made. A job offer is frequently contingent
on the candidate passing a physical examination. Medical reports from
applicants' medical fitness tests are documented in a statement and kept on file.
One reason for a physical examination is to determine whether the person is
infected with any infectious diseases. Second, the exam can help determine
whether or not an applicant is physically fit for the job. Finally, physical
examination data can be used to determine whether or not a person possesses
specific physical abilities, which distinguishes between successful and
unsuccessful employees. Finally, such an investigation will protect the
company from unjustified workers' compensation claims resulting from injuries
or illnesses sustained on the job.

Step 7:

EMPLOYMENT OPPORTUNITY:

For applicants who have passed all of the previous tests, the job offer is the next
step in the selection process. To make a job offer, a letter of appointment is
used. A deadline for the appointee to report is typically included in such a letter.
The appointee must be given a reasonable amount of time to report. When he or

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she is already employed, this is critical; the appointee must Obtain a certificate
of release from the previous manager.

Step 8:

EMPLOYMENT CONTRACT:

A work contract must also be prepared. The following items should be included
in a written employment contract. Depending on the complexity of the job, the
following checklist will help you get started.

Common titles include:

 Job description.

 The date when the continuous employment begin, and on what based are the
calculations made.

 Pay scale, allowances, bonus work and shift rates, and payment methods

 Working hours, including lunch and overtime, as well as shift arrangements.

 Holiday preparations

 Annual paid vacations.

 Public Holidays

 Special clauses relating to patent and design rights, secret information,

and trade restrictions following termination of employment.

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Step 9:

FINAL SELECTION PROCESS RESULTS:

Unlike popular belief, the selection process will not end with a single interview.
Putting the employment contract into action there is one more step - a more
delicate one - to reassure those candidates who were not chosen that it was not
for any significant reason, that it was not due to flaws in their personality, but
that their profile did not meet the requirements. They must be informed that
those hired were chosen solely based on their qualifications.

Step 10:

ANALYSIS OF SELECTION PROGRAMME:

The quality of the candidates is a broad indicator of the selection process's

effectiveness. Employees who work for a company must be qualified and
dedicated.

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 CHAPTER-2
COMPANY & INDUSTRY
PROFILE

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 COMPANY PROFILE

BIGLEAP TECHNOLOGIES AND SOLUTIONS

PRIVATE LIMITED

BIGLEAP TECHNOLOGY AND SOLUTIONS PRIVATE LIMITED is a

Private incorporated on 02 September 2015. It is classified as Non-government
Company and is registered at Register of companies, Hyderabad. Its authorized
share capital is Rs.10,000,000 and its paid up capital is Rs.8,100,000. It is
involved in Business activities.

Company Name BIGLEAP TECHNOLOGIES AND

SOLUTIONS PRIVATE LIMITED
Company Status Active
Registration Number 100544
Company Category Company limited by shares
Company sub category Non-government company
Class of Company Private
Date of Incorporation 02 September 2015
Age of Company 6years 2months

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MISSION
To become the most preferred Human Resources Management consultant by
providing comprehensive solutions that are on-par with international standards
through holistic thinking, continuous learning and innovation.

VISION
To become multi-dimensional consultant, empower organisation to achieve
their overall objectives and expand our horizons to become one of the leading
providers of reliable and sustainable HRM solutions across the world.

4000+
Employees

400+ Hires per month BIGLEAP 50+ Clients

5
Locations

Directors of BIGLEAP:
1. Sainath Goud Malkapuram.
2. Vinay Kotra.
3. James Johnson.
4. Thummala Manoj Yadav.

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Branches of BIGLEAP:
1. Hyderabad (Head office).
2. Bangalore.
3. Chennai.
4. Mumbai.
5. Delhi.

BUSINESS SERVICES PROVIDED AT BIGLEAP

HRO

Human Resource Outsourcing is the principal and pivotal service domain of

BigLeap Technologies. We have been deploying stringent methodologies to
provide the most efficient solutions for the discerning needs of our clients. With
multitude of factors to consider and numerous unique scenarios, Human
Resource is often a chaotic and tedious task for an organization. When there’s
no room for error, let the professionals at BigLeap do the job for you.
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  Leave & Absence Administration

 Compliance, Insurance & Benefits

 Response & Staff Helpdesks

 Separations

STAFFING &PAYROLL SERVICES

We make it little easy for you by preparing highly accurate and comprehensive
profiles of the candidates keeping in view of your key requirements. Thrive,
excel and dwell beyond the horizon, discover your dream squad at BigLeap
Technologies. Our robust platforms are designed to encompass 360 degree
functionality of a payroll system from attendance management, statutory
compliance, tax deductions and many more. Our unique methodologies have
been proven to be best-in-class in the industry.

 Payroll & Salary Administration

 Payroll Transfers

 Bonus & Incentive Management

 Employee Taxation

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RPO

Mapping organization’s goals and objectives with that of the required skill-set is
the fundamental basis of the overall process. At BigLeap, our recruitment
specialists hold a unique expertise in comprehending the deeds and
understanding the nuances to provide you with the most appropriate and
talented workforce. We impart a proven and systematic approach for the
process of Recruitment thereby contributing towards the overall vision of the
organization.

 Recruitment & Selection

 Profiling & Background Checks

 Scales & Ramp-ups

 Recruitment & Selection Separations

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TRAINING & SKILL DEVELOPMENT

Be it for a fresher or an experienced employee, training sessions at regular

intervals is imperative to upgrade and stay updated with the latest
advancements. We believe, learning is a continuous process and training is an
impeccable tool which enriches the deliverability and overall performance of an
employee. At BigLeap, we provide a wide range of training services from on-
boarding, technical skill development, products and services training etc.

 Staff Training

 Performance Management

 Induction

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IT CONSULTING

Get on-board with BigLeap and scale-up your business to a whole new
dimension with the aid of superlative and contemporary technology. Our IT
Consulting wing will assist you at every stage of re-inventing your models and
improvise your processes. We keep a constant eye on the latest advancements in
the IT world and provide you with the right choice to automate your business
and explore new ways to derive reliable solutions.

 Technology Assessments

 Application Development

 Offshore Development Centre

INDUSTRIES UNDER BIGLEAP

 E-Commerce
 FMCG
 BFSI
 Telecommunication

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 Information technology

E-COMMERCE

To be in the present and tap every

possible opportunity is the core
essence of triumph in the E-
commerce industry. Bright minds
with an inherent ability of swift
thinking are the essential pre-
requisites. We ensure you get to
the right professionals.

FMCG

FMCG is one of the fastest-

growing business domain in India
and at the global scale as well.
Result-driven, efficient Human
Resource Management is the
critical aspect that defines the
effective utilization of talent, skill
& potential.

BFSI

Owing to the substantial hike in

the number of people getting on-
board to avail Banking & other
financial services, the

30
significance of HRM has grown
manifold in BFSI Industry during
recent years. At BigLeap, we are
equipped to cater impulsive surge
of demand with ease.

TELECOMMUNICATIONS

Our trained personnel are well

experienced to understand the
intricacies of the
telecommunication industry and
the core essence of proficiency
that is required to manage the
vital processes of each and every
department.

INFORMATION
TECHNOLOGY

Information Technology is the

driving force behind the evolution
and technological advancements.
At BigLeap, we cater wide range
human resource management
services to stabilize the system
and mobilize the deliverables.

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COMPETITOR’S:
 Growth Stories India Private Limited
 Vishwa Immigration Solutions Private Limited
 Keyzion Tech Services Private Limited
 Pranidi Business Solutions India Private Limited
 Allsoft Corporation Limited
 Powertheme Equitment Private Limited

Future growth & prospects of BIGLEAP

In the Corona pandemic, job losses have a new normal many people. BigLeap
Technologies and Solutions, HR staffing, payroll, recruitment company on
Monday said it is planning to add 6,000 staff by 2021. The firm is aiming to
double its turnover in the next two years.
With this staff addition, BigLeap will have over 10,000 employees on its
outsourcing rolls.

Founded in 2015, BigLeap has operations and strong presence in 22 operational

states and 18 ESI compliant territories including Hyderabad, Chennai,
Bangalore, New Delhi NCR and Mumbai.

Vinay Kotra, Co- Founder and Director, BigLeap, said “With an increasing
demand for our staffing services, expansion has become eminent. Our
commitment to expanding staffing services comes at a critical moment as the
covid-19 pandemic has created tremendous stress in employability, and
employee optimization for our clients.”
The company has an impressive client roster encompassing Flipkart, Myntra,
Ola, ITC Infotech, New Holland Tractors, KreditBee, Rapido, Bounce, PVR
Cinemas, Cafe Coffee Day and several other leading organisations

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 McKinsey 7S Model

The McKinsey 7s model is a strategic tool and framework that helps managers
and businesses assess their performance. The McKinsey 7s model identifies 7
key elements for an organization that need to be focused and aligned for
successful change management processes as well as for regular performance
enhancements.

HARD ELEMENTS SOFT ELEMENTS

Strategy Shared values

Structure Skills

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 System Style

Staff

Strategy

Strategy is a plan developed by a firm to achieve sustained competitive

advantage and successfully compete in the market. Bigleap technology plans to
achieve the strategy of the services or business provided and it is one of the
successfully in the market.

Structure

Structure represents the way business divisions and units are organized and
includes the information of who is accountable to whom. Bigleap technology
has different set of staff for the division of work and will be allotted with the
proper structure for process of work.

System

Systems are the processes and procedures of the company, which reveal
business’ daily activities and how decisions are made. Bigleap technology
follows a particular process and procedure for the business services provided to
the clients.

Skills

Skills are the abilities that firm’s employees perform very well in the company.
They also include capabilities and competences. In Bigleap technology,
employees are well trained and professionalised for the handling of
circumstances with defines the skills of the employees.

Staff

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Staff element is concerned with what type and how many employees and
organization will need and how they will be recruited, trained, motivated and
rewarded. Bigleap technology the staff is well organised and around 4000+
employees are currently working, with all the basic training and orientations
sessions.

Style

Style represents the way the company is managed by top-level managers, how
they interact, what actions do they take and their symbolic value. In Bigleap
technology the decisions are made with all the presences of managers from all
the branches of the company.

Shared Values

Shared values are at the core of McKinsey 7s model. They are the norms and
standards that guide employee behaviour and company actions and thus, are the
foundation of every organization. In Bigleap technology the standard rules and
regulations are well followed and employees are best for following the
guidelines of the company.

Porters Five Forces Model

The main idea of this model is that the key to an enterprise obtaining a
competitive advantage lies in the profitability of the industry in which the
enterprise is located and the relative competitive position of the enterprise in the
industry.

The Porter Five Forces model brings together a large number of different
factors in a simple model to analyse the basic competitive landscape of an
industry. The Potter Five Forces model identified five main sources of
competition, namely:

35
  Bargaining power of suppliers
 Bargaining power of Buyers
 Threats of New Entrants
 Threats of Substitutes
 Competition of existing competitors in the industry.

Threats of New Entrants

New entrants in Industrial Services brings innovation, new ways of doing things
and put pressure on the company through lower pricing strategy,
reducing costs, and providing new value propositions to the customers. Bigleap
technology has to manage all these challenges and build effective barriers to
safeguard its competitive edge.

Bargaining Power of Suppliers

36
Suppliers in dominant position can decrease the margins of the company can
earn in the market. Powerful suppliers in Industrials sector use their negotiating
power to extract higher prices from the firms in Industrial Services field. The
overall impact of higher supplier bargaining power is that it lowers the overall
profitability of Industrial Services.

Bargaining Power of Buyers

Buyers are often a demanding lot. This put pressure on the company
profitability in the long run. The smaller and more powerful the customer base
is of Bigleap technology, the higher the bargaining power of the customers and
higher their ability to seek increasing discounts and offers.

Threats of Substitute Products or Services

When a new service meets a similar customer needs in different ways, industry
profitability suffers. The threat of a substitute service is high if it offers a value
proposition that is uniquely different from present offerings of the industry.

Rivalry among the Existing Competitors

If the rivalry among the existing players in an industry is intense then it will
drive down prices and decrease the overall profitability of the industry. Bigleap
technology operates in a very competitive Industrial Services industry. This
competition does take toll on the overall long term profitability of the
organization.

Implications of Porter Five Forces on Bigleap technology and solutions:

37
By analysing all the five competitive forces of Bigleap Technology and
Solutions Private Limited, strategists can gain a complete picture of what
impacts the profitability of the organization in Industrial Services industry.
They can identify game changing trends early on and can swiftly respond to
exploit the emerging opportunity. By understanding the Porter Five Forces in
great detail Bigleap Technology and Solutions Private Limited's managers can
shape those forces in their favour.

38
 CHAPTER-4
ANALYSIS AND INTERPRETATION
OF FINANCIAL STATEMENT AND
REPORTS

A financial report is a getting of information recognized depending on logic and

continuous recording procedure. The perfect source of finance information on a
business is a finance funds fact sheets records. This may be a basic of data for
analysing the investment prospectus of the company.

ANALYSIS OF BALANCE SHEET (in lakhs).

LIABLITIES Amount
Capital 10.00
Paid up capital 8.10
Reserves and surplus 3.00
Debts 19.00
Loans from Bank 7.00
Current liability 6.00
Creditors 1.50
Total 54.60
ASSETS AMOUNT
Fixed Assets 35.00
Goodwill 3.00

39
 Investment 1.80
Current assets 0.5
Debtors 5.30
Prepaid rent 2.00
Cash 7.00
Total 54.60

TABLES AND CHARTS

1. Gender
a. Male
b. Female

TABLE NO: 4.1 TABLE SHOWING THE GENDER

OF CANDIDATES RESPONDED.
Gender Respondents Percentage

Male 58 58%

Female 42 42%

Total 100 100%

Analysis:

40
The above table give us the information about the gender of the
candidates. Among the 100 respondents, 58% are male employees and
remaining 42% are female Candidates. Hence, this table gives us the
information of the gender of
the candidates responded.

CHART NO: 4.1

CHART SHOWING THE GENDER OF CANDIDATES
RESPONDED.

FEMALE
42%

MALE
58%

Interpretation:

41
Above chart give us the information about the gender of the
candidates. Among the 100 respondents, 58% are male employees and
remaining 42% are female Candidates. Hence, this table gives us the
information of the gender of
the candidates responded.

2. Educational Qualification
a. SSLC
b. PUC
c. Graduate
d. Post Graduate
e. Others

TABLE NO: 4.2

TABLE SHOWING EDUCATIONAL QUALIFICATION OF THE
CANDIDATES.
Educational Numbers Percentage
Qualifications
SSLC 01 01%
PUC 10 10%
Graduate 56 56%
Post Graduate 32 32%
Others 01 01%
Total 100 100%

42
Analysis:

Above table gives information about the Educational Qualification of the

candidates. Among 100 candidates 01% are qualified with SSLC, 10% of then
are possessed with PUC, 56% of them are possessed with Graduation, 32% are
qualified with Post Graduation and remaining 01% belong to other educational
categories.

CHART NO: 4.2

CHART SHOWING EDUCATIONAL QUALIFICATION OF THE
EMPLOYEES.

SSLCPUCGraduatePost G raduateothers

43
Interpretation:

Above chart gives information about the Educational Qualification of the

candidates. Among 100 candidates 01% are qualified with SSLC, 10% of then
are possessed with PUC, 56% of them are possessed with Graduation, 32% are
qualified with Post Graduation and remaining 01% belong to other educational
categories. Hence majority of the candidates belong to the group of Graduates.

3. Which of the Sources of Recruitment and selection are used?

a. Internal

b. External

c. Both

TABLE NO: 4.3

TABLE SHOWING THE CANDIDATES, SOURCES OF RECRUITMENT

Options Numbers Percentage

Internals 10 10%

Externals 20 20%

Both 70 70%

Total 100 100%

Analysis:

44
Above table given us the information of the candidates during the sources used
by the organisation for the recruitment process. Among 100 respondents, 10%
of the candidates are from internal sources, 20% of the candidates are from
externals sources and remaining 70% are from both internal and external
sources of recruitment. Hence the table provides the information about the
sources of recruitment process.

CHART NO: 4.3

CHART SHOWING THE CANDIDATES, SOURCES OF RECRUITMENT

Number of Candidates

INTERNAL

EXTERNAL

BOTH

0 10 20 30 40 50 60 70 80

Number of Candidates

Interpretation:

45
Above chart given us the information of the candidates during the sources used
by the organisation for the recruitment process. Among 100 respondents, 10%
of the candidates are from internal sources, 20% of the candidates are from
externals sources and remaining 70% are from both internal and external
sources of recruitment. Hence the table provides the information about the
sources of recruitment process.

4. Which is the most used external source of recruitment?

a. Job Portals

b. Labour Contractors

c. Social Networking sites

d. Campus hiring

e. Newspaper advertisements

g. Job fairs

TABLE NO: 4.4

TABLE SHOWING MOST USED EXTERNAL SOURCE OF

RECRUITMENT

Options Numbers Percentage

Job portals 60 60%
Labour contractors 09 09%
Social Networking sites 20 20%
Campus hiring 05 05%

46
 Newspaper 03 03%
advertisements
Job fairs 03 03%
Total 100 100%

Analysis:

Above table provides the information about the most used external sources of
recruitment. Among 100%, 60% from job portals as external sources of
recruitment. 09% from labour contractors, 20% from social networking sites,
05% from campus hiring, 03% from newspaper advertisements, and 03% from
job fairs as most external sources of recruitment.

CHART NO: 4.4

CHART SHOWING MOST USED EXTERNAL SOURCE OF

RECRUITMENT

Job portal
Labour contractors Social networking sites Campus hiring
Newspaper advertisement Job fairs

47
Interpretation:

Above chart provides the information about the most used external sources of
recruitment. Among 100%, 60% from job portals as external sources of
recruitment. 09% from labour contractors, 20% from social networking sites,
05% from campus hiring, 03% from newspaper advertisements, and 03% from
job fairs as most external sources of recruitment.

5. Which is the most used internal source of recruitment?

a. Transfer

b. Employee Referrals

c. Job rotation

TABLE NO: 4.5

TABLE SHOWING MOST USED INTERNAL SOURCE OF

RECRUITMENT

Options Numbers Percentage

Transfer 40 40%

Employee Referrals 25 25%

Job rotation 35 35%

Total 100 100%

48
Analysis:

Above table provides the information about the most used internal sources of
recruitment. Among 100%, 40% from transfer as internal sources of
recruitment. 25% from employee referrals and 35% from job rotation as most
internal sources of recruitment.

CHART NO: 4.5

CHART SHOWING MOST USED INTERNAL SOURCE OF

RECRUITMENT

Job Rotation
35%
Transfer
40%

Employee
Referrals 25%

49
Interpretation:

Above chart provides the information about the most used internal sources of
recruitment. Among 100%, 40% from transfer as internal sources of
recruitment. 25% from employee referrals and 35% from job rotation as most
internal sources of recruitment.

6. Which is the best Job portal used?

a. Naukri

b. Timejobs.com

c. Shine.com

d. Quikr.com

e. Recruiter.com

TABLE NO: 4.6

TABLE SHOWING THE USE OF BEST JOB PORTALS

Options Numbers Percentage

Naukri 25 25%

Timesjobs.com 20 20%

Shine.com 11 11%

Quikr.com 36 36%

50
 Recruiter.com 08 08%

Total 100 100%

Analysis:

Above table represents the information about the use of best job portals.

Among 100%, 25% is Naukri, 20% is Timesjob.com, 11% is Shine.com, 36% is

Quikr.com and 08% is Recrutiment.com as the job portals. Hence the above
table gives us the information about the use of best job portal.

CHART NO: 4.6

CHART SHOWING THE USE OF BEST JOB PORTALS

51
 Recruiter.com

Naukri

Quikr.com

Timesjob.com

Shine.com

Interpretation:

Above chart represents the information about the use of best job portals. Among
100%, 25% is Naukri, 20% is Timesjob.com, 11% is Shine.com, 36% is
Quikr.com and 08% is Recrutiment.com as the job portals. Hence the above
table gives us the information about the use of best job portal.

7. What is the prime competency that VMAPS considers while recruiting

a candidate?

a. Communication skills

b. Logical and Analytical skills

c. Technical Knowledge

52
d. All the above

TABLE NO: 4.7

TABLE SHOWING PRIME COMPETENCIES USED AT RECRUITMENT

PROCESS

Options Numbers Percentage

Communication skills 25 25%
Logical and Analytical 15 15%
skills
Technical knowledge 10 10%
All the above 50 50%
Total 100 100%

Analysis:

Above table gives us the information about the prime competencies skills
during the time of recruitment. Among 100%, 25% look for communication
skills, 15% look for logical and analytical skills, and 10% look for technical
knowledge and remaining 50% look for all the above prime competencies to
perform a job.

CHART NO: 4.7

CHART SHOWING PRIME COMPETENCIES USED AT RECRUITMENT

PROCESS

53
 60

50
50

40

30

25
20

15
10
10

0
Communciation skillsLogical and Analytical skillsTechnical knowledge All the abvove

Series 1

Interpretation:

Above chart gives us the information about the prime competencies skills
during the time of recruitment. Among 100%, 25% look for communication
skills, 15% look for logical and analytical skills, and 10% look for technical
knowledge and remaining 50% look for all the above prime competencies to
perform a job.

8. From which sources will get maximum job responses?

a. Calling through contacts on job portals

b. Mass mailing or SMS

c. Job posting

d. Direct Candidates approaching the firm

54
 TABLE NO: 4.8

TABLE SHOWING THE SOURCES OF MAXIMUM JOB RESPONSES

Options Numbers Percentage

Calling through contacts 60 60%
on job portals
Mass mailing or SMS 10 10%
Job posting 18 18%
Direct candidates 12 12%
approaching the firm
Total 100 100%

Analysis:

Above table gives the information about the sources from which will get
maximum job responses. Among 100%, 60% from calling through contacts on
job portals, 10% through Mass mailing, 18% have felt through job posting and
remaining 12% get maximum job responses through the direct candidates
approaching the firm. Hence the table provides information about the sources of
maximum job responses.

CHART NO: 4.8

CHART SHOWING THE SOURCES OF MAXIMUM JOB RESPONSES

55
 Calling through contacts on job portals
Mass mailing or SMS

Job posting

Direct candidates approaching the firm

Interpretation:

Above chart gives the information about the sources from which will get
maximum job responses. Among 100%, 60% from calling through contacts on
job portals, 10% through Mass mailing, 18% have felt through job posting and
remaining 12% get maximum job responses through the direct candidates
approaching the firm. Hence the table provides information about the sources of
maximum job responses.

9. Which of these sources are used to track the candidates?

a. Manual records

b. MS Excel
56
c. Other online means

TABLE NO: 4.9

TABLE SHOWING THE SOURCES TO TRACK CANDIDATES.

Options Numbers Percentage

Manual records 43 43%

MS Excel 35 35%

Other online means 22 22%

Total 100 100%

Analysis:

Above table gives the information about the sources to track the employees.
Among the 100%, 43% track the candidates through manual records, 35% use
MS Excel to track the candidates and remaining 22% track the candidates
through other online means. Hence the above table provides the information
about the tracking of candidates.

CHART NO: 4.9

CHART SHOWING THE SOURCES TO TRACK CANDIDATES.

57
 Manual recordsMS ExcelOther online means

Interpretation :

Above chart gives the information about the sources to track the employees.
Among the 100%, 43% track the candidates through manual records, 35% use
MS Excel to track the candidates and remaining 22% track the candidates
through other online means. Hence the above table provides the information
about the tracking of candidates.

10. To what extent candidates satisfied with the recruitment process?

a. Highly satisfied

b. Satisfied

58
c. Neutral

d. Dissatisfied

e. Highly dissatisfied

TABLE NO: 4.10

TABLE SHOWING THE CANDIDATES SATISFACTION LEVEL

TOWARDS RECRUITMENT PROCEDURE

Options Numbers Percentage

Highly satisfied 45 45%
Satisfied 20 20%
Neutral 22 22%
Dissatisfied 09 09%
Highly dissatisfied 04 04%
Total 100 100%

Analysis:

Above table provides the information about the candidates satisfaction level
towards the recruitment process. Among 100 respondents 45% are highly
satisfied, 20% are satisfied, 22% of them have an average and neutral opinion
on the recruitment process, 09% of them are dissatisfied with the procedure of
recruitment process followed and remaining 04% of them are highly dissatisfied
with the recruitment procedure followed by the company. Hence the above
table gives the information about the satisfaction level of candidates towards the
recruitment process followed by the company.

CHART NO: 4.10

59
 CHART SHOWING THE CANDIDATES SATISFACTION LEVEL
TOWARDS RECRUITMENT PROCEDURE.

Dissatisfied

Neutral
Highly satisfied

Satisfied

Interpretation:

Above chart provides the information about the candidates satisfaction level
towards the recruitment process. Among 100 respondents 45% are highly
satisfied, 20% are satisfied, 22% of them have an average and neutral opinion
on the recruitment process, 09% of them are dissatisfied with the procedure of
recruitment process followed and remaining 04% of them are highly dissatisfied
with the recruitment procedure followed by the company. Hence the above
table gives the information about the satisfaction level of candidates towards the
recruitment process followed by the company.

60
 CHAPTER-5

FINDINGS, SUGGESTIONS AND

CONCLUSION
FINDINGS

The collected data are analysed and general observations has proven that
BIGLEAP TECHNOLOGY has done remarkable job in its Human Resource
department.

The main findings are as follows:

 More number of male candidates are responded to the Company.

 Majority of the candidates who are responded are Graduates.

 Majority of the candidates felt that both the internal and external sources
of recruitment and selection have been used in the company.

 The recruitment process and selection process is centralised at Company.

 The companies HR practices of the company are excellent.

61
The distinction between recruitment and selection is as follows:

SL NO. RECRUTITMENT SELECTION

1 Recruitment refers to the process The process of shortlisting applicants
of simulating applicants for a and selecting the best candidates for
vacant job position and a job position is referred to as
identifying qualified candidates selection.
for the job.
2 It attracts and encourages a large It makes an attempt to reject
number of job candidates unsuitable candidates while selecting
suitable candidates.
3 Recruitment is a straightforward Selection is a difficult process.
procedure.
4 It is the initial process, so it occurs It is the final process, so it occurs
prior to selection after selection.
5 The primary goal of recruitment is The primary goal of selection is to
to create a pool of qualified select the best candidates for the job
candidates for selection. role.

6 There is no contractual . After being chosen for the job, a

relationship for the service created contractual relationship for the
in this case. service is formed.
7 A large number of talent pools or During and after the selection
candidates are involved in process, only a small number of
recruitment. candidates are involved.

SUGGESTIONS

62
Following the completion of the study of the company's recruitment process,
interaction with the Human Resource Manager, company associates, , the
following suggestions were made to the company for further improvement:

 The company should adopt latest techniques like stress test, personality
test and situational test to find the right candidate suitable for the job.

 Company should try to use mainly the internal recruitment process because
it involves less cost and acts as a motivational factor to the employees.

 It is suggested that the company is advised to follow the existing

recruitment and selection policies in future also.

 The organisation shall increase the response level to the job seekers via e-mail
or call.

 The organisation shall concentrate and conduct workshops, training

programs to the employees in order to mould their career growth.

 Recruitment feedback should be taken by the candidates to improve

the recruitment process in the organisation.

 Employees should be called for interviews only after their educational

qualifications and job experience have been thoroughly reviewed, in order
to save time and money on the recruitment process.

 Organisation should use the new trend LinkedIn, which is currently used
by many organisations to attract the probable candidates

• Follow up with newly hired employees to ensure that they have settled in
and to see how they are doing. If they have any problems it is better to identify
that at an early stage rather than allowing them to become worse.

63
 The HR department can also focus on Campus hiring, Job fairs, Newspaper
ads, Consultancy, Labour contractors and Social networking sites as a source
of external recruitment.

CONCLUSION

The recruitment process refers to the search for suitable or qualified candidates
to fill job openings in an organisation. Candidates should be encouraged to
apply for jobs in the HR department. The recruitment process is critical in any
organisation because it determines the organization's overall success. A good
recruitment and selection process reduces turnover. We also get much better
results in our recruitment process if we advertise specific job-related criteria.
Include all required skills as well as a list of desired skills that are not required
but would improve the candidate's chances.

During the recruitment and selection process, we look for someone who not
only has the experience and aptitude to do the job that we are looking to fill,
but also someone who shares and endorses our company's core values. The
candidate must be a good fit for our company's culture. The selection and

64
recruitment process should result in an employee who is adaptable and works
well with others in our company.

Furthermore, the selection function provides us with an important opportunity

to focus on what candidates can offer our company. It is critical to choose
carefully, either using our own judgement or enlisting the assistance of
managers we trust. The interviewer must understand the job and what is
expected of a new hire in order for them to perform well.

65
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Websites:

https://www.wikipedia.org/

https://www.geeksforgeeks.org/

https://www.bamboohr.com/

https://bigleaptech.com/

https://www.hrhelpboard.com/

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