A STUDY ON VIRTUAL RECRUITMENT PROCESS IN THE PANDEMIC SITUATION

WITH REFERENCE TO BANGALORE CITY

Dissertation submitted in partial fulfillment of the requirements for the award of the
Degree of

MASTER OF BUSINESS ADMINISTRATION

OF

BANGALORE UNIVERSITY

By
Edattukaran Lini Johny

Under the guidance of

Dr. Saravana Kumar V

Department of Management Studies - MBA

Oct 2021
 DECLARATION BY THE STUDENT

I hereby declare that “A study on virtual recruitment process in the pandemic situation with
reference to Bangalore City” is the result of the project work carried out by me under the guidance
of Dr. Saravana Kumar V in partial fulfilment for the award of Master’s Degree in Business
Administration by Bangalore University.

I also declare that this project is the outcome of my own efforts and that it has not been submitted to
any other university or Institute for the award of any other degree or Diploma or Certificate.

Place: Name: Edattukaran Lini Johny

Date: Register Number: 19SKCMD049

 BANGALORE UNIVERSITY

Certificate of Originality (Plagiarism)

Name of the Student : Edattukaran Lini Johny

Registration Number : 19SKCMD049

Title of Project : A STUDY ON VIRTUAL RECRUITMENT PROCESS

IN THE PANDEMIC SITUATION WITH
REFERENCE TO BANGALORE CITY

Name of the Guide : Dr. Saravana Kumar V

Similar Content (%) Identified : 9%

(Acceptable maximum limit of similarity 25%)

ID number(s) in Ouriginal : D116517481

The dissertation project report has been checked using Ouriginal anti-
plagiarism software and found within limits as per plagiarism Policy and

instructions issued by the university. We have verified the contents of the case
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above are true to the best of our knowledge and belief.

Signature of Guide Signature of the Principal/Director

(Date & Seal) (Date & Seal)
 ACKNOWLEDGEMENT

I am happy to express my gratitude to my guide Dr. Saravana Kumar V, Faculty of the Department
of Management Studies, who has supported me throughout my project work with his patience and
knowledge.

Besides I like to thank the MBA department for rendering assistance for the completion of this
project.

Finally, I thank my parents for supporting me throughout all my studies and also my friends for
giving me support throughout the project.

Edattukaran Lini Johny

 TABLE OF CONTENTS

Chapter
Chapter Title Page
No.
No
1
I INTRODUCTION
14
II REVIEW OF LITERATURE & RESEARCH DESIGN
21
III PROFILE OF THE SELECTED ORGANIZATION
& RESPONDENTS
33
IV DATA ANALYSIS AND INTERPRETATION
SUMMARY OF FINDINGS, DISCUSSION 72
V
AND SUGGESTIONS
78
BIBLIOGRAPHY

79
APPENDIX
79
Questionnaire / Balance Sheet / Interview Schedule
82
Plagiarism Report
 LIST OF TABLES

TABLE PAGE
TABLE
NO. NO.
TITLE
Gender
4.1 33
Residence
4.2 34
Age- Group
4.3 35
Education
4.4 36
Social networking sites like LinkedIn, Facebook, Instagram and
4.5 37
Twitter have become the most important networking tool for
corporate recruiters and recruitment consultants.
Virtual Recruitment is going to become preferred means of
4.6 38
recruitment by recruiters in times to come.
In the quest for right talent recruiters have started to look beyond
4.7 40
job portals and started tracking their target workforce on social
networking sites.
HR professionals are using social networking sites to spread a
4.8 41
quick word about job vacancies.
Recruiters are attracted towards online recruitment as they can
4.9 42
find the most qualified and talented human resource anywhere in
India as well as abroad.
Virtual recruitment is more affordable and cost effective than
4.10 44
traditional means of recruitment.
Virtual recruitment is more time saving and time effective than
4.11 45
traditional recruitment practices.
Virtual recruitment helps in attracting better quality of workforce
4.12 47
than traditional means of recruitment.
Virtual recruitment helps in better understanding of
4.13 48
Psychographics (Attitudes, Interests, Opinions, Personalities,
Motivations and Aspirations) of job aspirants than traditional
means of recruitment.
 Virtual recruitment requires more skill and expertise than
4.14 50
traditional recruitment process.
Virtual recruitment is more challenging and demanding than
4.15 51
traditional means of recruitment.
Virtual recruitment requires more patience and perseverance than
4.16 53
traditional recruitment process.
The number of social media users has already been there in
4.17 54
Bangalore but it seems the users have been growing by leaps and
bounds after the pandemic.
Due to this pandemic the usage of Social networking sites for
4.18 55
recruitment purpose has increased as they are able to reach the
target audience.
LinkedIn has become the most preferred social networking site
4.19 57
for qualified professional as well as corporate recruiters being the
largest congregation of networked professionals in India and
abroad.
Facebook has become the most preferred Social Networking Site
4.20 58
connecting people with their friends and other people who work,
study and live around them, helping Corporate Recruiters in
understanding the personal lives of potential recruits.
Mental health and well-being of recruiters and HR professionals
4.21 60
gets affected sometimes due to the pandemic which also affects
their ability to build an effective work force.
Network issues are one of the major problems faced by recruiters
4.22 61
in virtual recruitment process.
There is an increased number of fake profiles being created which
4.23 63
becomes a problem in the recruitment process and in recognizing
the right talent.
Virtual recruitment process requires patience as some candidates
4.24 64
are unavailable for the recruitment process at times which might
be stressful.
 Redefining HR practices has been a challenge for the recruiters
4.25 66
and HR professionals who has been used to with the traditional
methods of recruitment.
Quick recruitment is not possible in case of virtual recruitment as
4.26 67
it is time consuming because of factors like analyzing candidate’s
online profile, unavailability, network issues and recognizing fake
profiles.
Chi – square: Table of observed values
4.27 69

Chi- square: Table of Expected values

4.28 69

Calculation of Chi – Square Value

4.29 70
 LIST OF CHARTS

TABLE PAGE
CHART TITLE
NO. NO.
Gender
4.1 34

Residence
4.2 35

Age- Group
4.3 36

Education
4.4 37
Social networking sites like LinkedIn, Facebook, Instagram and
4.5 Twitter have become the most important networking tool for 38
corporate recruiters and recruitment consultants.
Virtual Recruitment is going to become preferred means of
4.6 recruitment by recruiters in times to come. 39
In the quest for right talent recruiters have started to look beyond job
4.7 portals and started tracking their target workforce on social 40
networking sites.
HR professionals are using social networking sites to spread a quick
4.8 word about job vacancies. 42
Recruiters are attracted towards online recruitment as they can find
4.19 the most qualified and talented human resource anywhere in India as 43
well as abroad.
Virtual recruitment is more affordable and cost effective than
4.10 traditional means of recruitment. 44
Virtual recruitment is more time saving and time effective than
4.11 traditional recruitment practices. 46
Virtual recruitment helps in attracting better quality of workforce than
4.12 traditional means of recruitment. 47
Virtual recruitment helps in better understanding of Psychographics
4.13 (Attitudes, Interests, Opinions, Personalities, Motivations and 49
 Aspirations) of job aspirants than traditional means of recruitment.

Virtual recruitment requires more skill and expertise than traditional

4.14 recruitment process. 50
Virtual recruitment is more challenging and demanding than
4.15 traditional means of recruitment. 52
Virtual recruitment requires more patience and perseverance than
4.16 traditional recruitment process. 53
The number of social media users has already been there in Bangalore
4.17 but it seems the users have been growing by leaps and bounds after 54
the pandemic.
Due to this pandemic the usage of Social networking sites for
4.18 recruitment purpose has increased as they are able to reach the target 56
audience.
LinkedIn has become the most preferred social networking site for
4.19 qualified professional as well as corporate recruiters being the largest 57
congregation of networked professionals in India and abroad.
Facebook has become the most preferred Social Networking Site
4.20 connecting people with their friends and other people who work, 59
study and live around them, helping Corporate Recruiters in
understanding the personal lives of potential recruits.
Mental health and well-being of recruiters and HR professionals gets
4.21 affected sometimes due to the pandemic which also affects their 60
ability to build an effective work force.
Network issues are one of the major problems faced by recruiters in
4.22 virtual recruitment process. 62
There is an increased number of fake profiles being created which
4.23 becomes a problem in the recruitment process and in recognizing the 63
right talent.
Virtual recruitment process requires patience as some candidates are
4.24 unavailable for the recruitment process at times which might be 65
stressful.
Redefining HR practices has been a challenge for the recruiters and
4.25 HR professionals who has been used to with the traditional methods 66
of recruitment.
Quick recruitment is not possible in case of virtual recruitment as it is
4.26 time consuming because of factors like analyzing candidate’s online 68
profile, unavailability, network issues and recognizing fake profiles.
 CHAPTER 1

1.1 INTRODUCTION:

The employees of any organization are measured to be the most important resources.
During this pandemic, employers are gradually moving towards virtual hiring solutions to
reduce the loss of potential candidates. Virtual hiring is enabling organizations to
seamlessly conduct talent recruitment and management, no matter where they are.
The success or the failure of an organization is largely dependent on the quality of the
people working therein. Without positive and creative contribution from the people,
organization cannot progress and prosper. In order to achieve the goals or perform the
activities of an organization, therefore we need to recruit people with requisite skill,
qualification and the experience. While doing so we have to keep the present as well as
future requirement of the organization in the mind. The global definition of recruitment
refers to a process whereby a candidate is attracted, screened and selected for a job by a
recruiter or employer. Recruitment is one of the human resource management (HRM)
practices, and can be defined as those attracting potential employees. If employers have
more and wide choice to recruit the employees among the large job seekers, they can
recruit right person for the particular job. For this purpose an organization have to circulate
the information regarding job vacancies at a wide area. In this way employers use different
method to advertise the post like newspaper, notice board etc. but today’s world based on
the technology and we can feel its presence in each part of our lives. In recent years, hiring
is gradually getting digital. It is free from time and place constraints, ending up in multiple
advantages in multiple dimensions, making the recruitment cycle easier. In a virtual
environment, it takes a little extra effort from the HR managers to make sure the candidates
get the 'wow' feeling. Now is the time for HR teams to be savvy in using digital services
such as HR virtual assistants, chatbots, social media, and target emails.

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1.2 Theoretical Background of the Study

Virtual recruitment is a process of recruiting candidates through the internet for filling
various vacant jobs in the organization. Virtual recruitment is an integration and use of
internet technology to improve competence of recruitment process. Electronic recruitment,
online recruitment, cyber recruiting or internet recruiting are all synonyms of e-
recruitment. Virtual recruitment plays very important role in the process of recruitment as
it provides base where employers can find large number of potential qualified candidates.
In attempt to explore pioneering and efficient way to attract the interest of suitable
candidate at a time, when competition for talented staff is fierce. Internet becomes an
important tool for the employer to recruit as well as potential job seekers. Through the
internet recruiter can reach the large number of qualified people and can get the immediate
response from the potential job seekers. When recruiters recruit the candidate through the
online process or internet known as online recruitment or virtual recruitment. Online
recruitment also provides a large platform for the potential job seekers. It gives the updated
information to potential employees whereas they can utilize this information for their
career prospective. In terms of HRM, the internet has radically changed the recruitment
function from the organizational and job seekers‟ perspective. Conventional methods of
recruitment processes are readily acknowledged as being time-consuming with high costs
and limited geographic reach. However, recruitment through provides global coverage and
ease. Likewise, the speedy integration of the internet into recruitment processes is
primarily recognized due to the internet's unrivalled communications capabilities, which
enable recruiters for written communications through e-mails, blogs and job portals.
Conventional recruitment has always been a time consuming and paper intensive process.
They also tend to stress out monitory resources. Online recruitment agencies are looking
to remove the headaches associated with finding the right person or job. Appealing to both
active and passive job seekers, recruitment web sites save companies and job hunters both
time and money. Online recruitment is not just restricted to specific web sites either; many
major companies are using some form of e-recruitment, enabling candidates to e-mail their
resumes to the human resources department. E-recruitment, though at nascent stage, is
becoming a part of corporate strategy with increasing numbers of companies setting aside
budgets for online recruitment. Virtual recruitment practices using the internet to find

2
 candidates for job openings have established some roots in the business world, and has
become in trend after the pandemic. However, the primary benefit is clear and convincing;
it could be very easy and faster to get information.
In short, virtual recruiting describes a hiring process that takes place remotely, without
meeting the candidates face to face. Instead, recruiters rely on technology to host video
interviews, virtual events, surveys, and assessments to evaluate their applicants remotely.

1.2.1 The advantages of virtual recruiting:

While face-to-face interviews shouldn’t be undervalued for the honest, personal

connections they facilitate, virtual recruitment strategies are becoming increasingly
common, especially when social distancing measures apply. So, let’s explore the
advantages of virtual recruiting.
 Ensuring recruiting continuity even in difficult situations:
As we’ve already alluded to, COVID-19 has accentuated the need for remote hiring
strategies. In many cases, this pandemic has forced entire teams to work from home.
Still, by having a virtual recruitment process in place, you can continue to hire and
onboard new staff. As long as you and your applicants have a stable internet
connection, it’s possible to continue filtering prospects through your recruitment
funnel.
 Saving time, protecting schedules:
Virtual recruiting enables you to screen more candidates in a shorter amount of time –
especially if you’re using one-way video interviews and online assessments. But even
traditional video conversations can be scheduled much more flexibly to fit around your
busy schedule. The bottom line: Either way, you’ll save time – which is never a bad
thing!
 Reducing recruitment spending and interview expenses:
A well-designed virtual recruiting process allows you to automate a lot of manual
tasks. That way, you can streamline and optimize the entire process to ensure your
funds are used effectively on finding and recruiting the best possible applicants. In the
long-run, your company will also save money on interview expenses, especially travel
expenses for your out-of-town candidates.

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1.2.2 The limitations of virtual recruiting:

There are two sides to any coin – so, while virtual recruitment boasts plenty of
advantages, conversely, there are valid reasons why many still prefer face-to-face
interviews and wouldn’t want to stick to remote recruiting after the COVID-19
pandemic.
These drawbacks don’t necessarily discredit virtual recruiting. Instead, they pose
challenges that, with careful thought and consideration, can be overcome with a hybrid
approach. With that being said, let’s take a look at some of virtual recruiting’s
drawbacks.
 It’s harder to gauge a culture fit
Without candidates coming into the office, introducing them to the team, and showing
them around, gauging whether they complement your company culture can be a
challenge. They might accept the job only to find that your workplace environment or
their team doesn’t suit them, or vice versa, and this mismatch could lead to an early
exit. The misaligned candidate expectations are the cause of early attrition in many
entry-level roles.
 The candidate experience might suffer
If you’re only using virtual recruitment strategies, candidates don’t always feel as
valued and engaged as they might with in-person hiring methods.This is especially true
if all your video interviews are limited to one-way communications, after all, this is
somewhat of a ‘detached’ approach.

1.2.3 Social Recruiting Process:

Social networking sites are the fast growing network. Tradition means of recruitment
is the lengthy and complex process required more time, money, energy and efforts.
Compared to the traditional means of requirement; e-requirement is more handy and
easy process required less time, efforts, money and energy. There are various steps are
include in virtual recruitment (using social networking sites) explains as under:
 Choose The Precise Social Network Sites:

4
 The first step recruiting through the social networking select the right social media to
give an advertisement of vacancy. However, the company needs to consider specific
target audience. If the type of candidate trying to reach is more likely to have an active
presence or Facebook than on LinkedIn, then it is important to refocus or at least
expand.
 Target the Right Candidates:
One of the benefits of social media is reaching a potentially very large and varied
audience. Taking a blanket approach can be extremely helpful in recruiting efforts,
particularly if the goals are to use social media efforts to promote company or put out
a broad and general hiring announcement. However, the drawback of this unfocused
method is that while may get a large quantity of applicants, the majority would not
necessarily be from high quality candidates. There are a number of ways that can fine-
tune social recruitment efforts to target the candidates that the company wants, starting
with using the right keywords. In any social media job posting or announcement, keep
Search Engine Optimization best practices in mind use key phrases and words that
describe both the position and potential candidates and that would likely be used in a
search. LinkedIn allows creating job postings with specific industry, experience and
educational requirements, and also gives employers the ability to search for and reach
out to individual, handpicked candidates. Using Facebook or Instagram ads for job
postings are another option for reaching a very specific audience, as they will only
show up on the profiles of candidates that match Company’s specified requirements.
 Make Applying Simple:
Do not make the application process their first test in the hiring process. The
recruitment board may have created an exciting job posting that target the ideal
demographic and catches the eye of highly qualified candidates, but if application
process is convoluted and complicated, it may all be for nothing. LinkedIn provides
the opportunity to allow candidates to apply directly from the job posting. Link directly
to an online application in Facebook or Twitter posts (or clearly provide contact info,
such as an email address to submit resumes).
 Sell Yourself:
Interested candidates are going to take the time to research about company before
applying, and candidates reach through social media are likely going to turn to your

5
 social media accounts to learn more. In addition to website; social media profiles need
to suggest the same. Bare-bones profiles with few details and little activity are not
likely to create much excitement; use social media profiles to highlight your
company’s qualities, achievements and benefits.

1.2.4 Advantages of Social Networking Sites:

There are various benefits of social networking sites can be explained are as under:
 Hire Quality: The program may result in hires that perform better on the job and have
higher retention rates.
 Candidate Quality: Those who frequently use social networks is highly desirable early
adopter; this sources identify higher-quality candidates who can then be 32 presented
to hiring managers (including those who are more technically savvy and more
innovative).
 Return on Investment: The dollar value of the program’s benefits may far exceed its
cost, and the resulting ROI may be significantly higher than other recruiting programs.
 Higher Offer Acceptance Rates: Using social networks to attract and communicate
with candidates result in higher offer acceptance rates among finalists.
 Hidden Candidates: It may identify qualified candidates who cannot be found or
successfully messaged using other sources.
 Employer Brand: Using social networks may increase the organization’s visibility and
may significantly improve employer brand image among targeted prospects (even if
the image-building it doesn’t result in immediate applications).
 College Impact: Because of the high social network usage rates among college
students; it may directly impact the number and the quality of college hire and entry-
level candidates.
 Communications Responsiveness: Because there is less spam and in most cases it must
be invited before sending a message, using social networks to communicate may result
in higher response rates and/or in more immediate responses when send messages to
prospects and candidates.
 Job Visibility: Using social networking sources may ensure that organization’s job
openings will be seen and read by a larger number of qualified candidates.

6
  Candidate Diversity: Social networking sites provide firm with a higher percentage of
qualified diverse candidates in managerial and professional jobs.
 Global Candidates: Social networking sites are not limited to specialized country. It
used across the country. So social networking sites provide firm with a high number
of qualified candidates who reside outside of company’s headquarters country.
 Candidate Volume: Social networking sites provide a large place to corporate
recruiters with a high volume of qualified candidates. According to their requirement
they can find suitable candidate on social networking sites for particular job.
 Lower Dropout Rates: Once relationship builds with their friend and other
professionals; it could be easily maintain through the social networking sites. The rate
of dropout of this kind of relation is very low. It could be maintain for a long time by
posting some post or other kinds.
 Competitive Advantage: Using social networks provide firm with a significant
competitive advantage over other talent competitors. The net result that it can win more
head-to-head battles with competitors over top talent.
 Benchmarking and Learning: The time that employees spend building relationships
that lead to recruiting successful candidates also help gather benchmark information
and improve employee learning.

1.2.5 Disadvantages of Social Networking Sites:

As with all recruitment sources, there are not only unique advantages related to the
medium, but there are also a number of disadvantages unique to the sources which
warrant discussion to ensure organizations utilize the source appropriately to maximize
positive outcomes. Outlines of the common disadvantages related to e-recruitment
(using social networking sites) are as follow:
 Major concern is the perception that virtual recruitment will generate a high quantity
of applications. This outcome is attributed primarily to the diversity and geographical
reach of the source, which becomes both an advantage and a disadvantage to recruiting
online. As the Internet has a globalized market, then it can be assumed that more
potential applicants can access and view the job being advertised from anywhere in the
world. In addition, as the majority of job seekers store their resume electronically,

7
 submitting an application via electronic means requires less effort and involves fewer
costs for the individual than traditional methods.
 As a result, an assumption has been made that the number of applications received by
the organization for jobs advertised on the internet will increase. Whilst an increase in
the size of the applicant pool allows the organization to be more selective, potentially
resulting in superior candidates being hired and subsequent improvements in
organizational performance, al large applicant pool can also have the negative effect
of increasing costs in administering recruitment and selection systems.
 The increase in quantity does not necessarily result in an increase in quality
applications; small applicant pools provide the organization with few options about
which applicant to recruit, whilst large applicant pools place heavy burdens on the
organization's administrative system and may lead to the most suitable applicant being
overlooked if the recruitment and selection process is insufficient. Thus the primary
objective of the recruitment process is identifying and attracting an applicant pool
limited to a pre-determined ideal number of candidates who possess the right attributes.
 There is also a concern here is that the increasing volume of general job boards will
result in increased difficulties for applicants to locate vacancies that match their
requirement.
 One strategy being adopted by organizations to counteract this issue is by pointing job
advertisements from all recruitment sources back to a dedicated job webpage on the
company's own website which is cheaper and enables all position for the organization
to be listed in the one location.
 Another concern is that when applying for jobs online where the applicants were
regularly asked to select from pre-determined job categories that did not fit with their
skills, experience and abilities, this create a kind of confusion and frustration for job
seekers.
 This confusion and negativity was also noticed whereby the participant alluded to the
difficulty in distinguishing job classifications and used the example of a manager
searching for a position in a technical profession and under which job category they
should search in engineer, manager, technical or professional.
 High levels of dissatisfaction were reported from applicants who encountered some
degree of failure in applying for jobs online, whilst for companies that had tested and

8
 implemented more sophisticated systems, there were high levels of satisfaction and
positive reaction to the experience by the applicant.
 In addition to where the jobs are advertised, there are ongoing concerns with the
information being posted via this source about the job and the organization. Whilst one
of the advantages cited was the potential for e-recruitment to be more interactive and
provide in-depth information.
 Concerns have been expressed about the potential for the information to be not of high
quality, for it to be perceived in a negative way, or for too much information to confuse
potential applicants and cause disinterest in the job or organization.
 Whilst the diversity of e-recruitment is a positive element to recruiting through the
internet, there is still the concern that organizations will breach equal employment
opportunity legislation and diversity in organizations may be affected.
 For many job seekers, the internet is still not the first recruitment source used and there
is potential that a “digital divide” will be created between people who can 36 readily
access computers and those who are unable to particularly between developed and non-
developed countries.
 Furthermore, people who are from minority of identified groups (eg. Disabled or
Indigenous people) or who are geographically dispersed, may not use this medium to
source jobs vacant either because they don't have access to the Internet or are not
comfortable with such technology.
 Another concern which has been raised in numerous papers are privacy and security
issues expressed by candidates regarding the personal details provided in resumes and
applications posted via the Internet, and the potential for this information to be used
for unethical purposes.
 There are also privacy concerns for passive job candidates not interested in being
targeted whose details are accessed via back-door measures by head-hunters through
corporate websites.
 Some commercial websites and organizations are attempting to address this issue by
introducing passwords to limit access and protect confidentiality, and by including
privacy and job security statements on their career websites. Other key issues that have
been identified with e-recruitment (using social networking sites) include difficulties
in posting resumes and applications; poor navigated links within and between sites,

9
 network problems in web searches, and difficulties in accessing relevant information
about jobs on web-sites (e.g. Job descriptions, salary levels, location of job and travel
requirements); and lack of follow up from organizations about the status of the job.

1.2.6 Difference between Traditional Recruitment and E-Recruitment:

Recruitment is the process by which a company with the help of its in-house team or
consultants, the Human Resource Manager tries to enlist a pool of candidates by
stimulating them and enabling them to apply for jobs available. Earlier on and still, by
large, in India traditional methods of recruitment are in use. This includes advertising
in newspapers, journals, magazines, and distributing relevant pamphlets about the job
vacancies, body-shopping, using government or public employment agencies, head
hunting, campus recruitment, utilizing consultancies for short-listing candidates on a
paid basis for a fixed commission rate etc.
 While traditional methods of recruiting human resources for an organization is a time
and cost consuming process, modern methods turn the plate around and use time and
cost-saving techniques to do the same, much more effectively and with ease.
 Fixed low-cost hiring, online job portals, e-recruiting, campus recruitment s following
internships is different modern recruitment channels. It is the process by which, the
hiring company requests a recruitment consultant to assist them in finding eligible
candidates to fill up the job vacancies available with them. Unlike the traditional
consultants, they do not charge a fixed rate of commission on the salaries paid to the
employee and neither do they charge a certain commission from the job seekers.
Instead, they charge a very low-cost fixed price based on packages and also, carry out
all the activities that an in-house team of recruiters would perform. They do not utilize
any traditional approaches to recruiting people. They use the latest technology to do
the same.
 Online job portals are many in number today. The employers pay a fixed amount to
the job portals available online wherein, the hiring company’s profile and vacancy
details are made available to the job seekers. In addition to this, the job seekers are
charged zero or nominal fees to register with them and operate their accounts over a
period of time. When employers search for candidates, based on criteria mentioned,

10
 CVs of most appropriate candidates are displayed from which employers can carry out
the mass-mailing approach and invite them for interviews. Virtual recruitment involves
all or part of the mentioned ideologies.
 Campus recruitment has always added an edge to recruiting. Fresher’s added a touch
to innovation and bring in creative spirit into the organization. Also, if they are a part
of internship or apprenticeship programs, their mentors can assist the candidates in
finding them suitable jobs. Poaching is no more considered unethical as modern day
recruiters offer better salaries and amenities to the employees of other organization.
By doing so, they stimulate them to apply to jobs of competitive firms and literally,
nick qualified, skilled and experienced employees of an organization.
 Head hunting for top level executives and managers is a modern day approach to
recruitment. Either way, an organization may first look into their present and past
employees as an internal source of recruitment, be it the part-time/casual 38
employees, be it full-time/permanent employees, terminated/retrenched or suspended
employees, dependents of the deceased or terminated employees of an organization.
They can be recruited back into the same or different organization via either of the two
channels. However, the trend that has caught on today is the e-recruitment via fixed-
low cost consultants in India and there is certainly no doubt that this is the future of
recruitment. Employer as well as corporate recruiters are attract more towards the
modern era of the recruitment like social networking site and e-recruitment. Virtual
Recruitment (using Social Networking Sites) is going to become preferred means of
Recruitment by Corporate Recruiters in times to come.

1.2.7 Future of Recruitment Process:

Recruiting today looks radically different than it did just a year ago. Accelerated by
COVID-19 and the movement for racial justice, changes that were expected to take
years are happening instead in months. Virtually recruiting remote workers is the new
norm for many. Internal mobility and up skilling programs are being built out, many
for the first time. Diversity is finally being treated with the urgency and accountability
it always deserved.
 Recruiting will hire less, build and borrow more:

11
 Partnering with learning and development (L&D) and broader HR, recruiting will have
the opportunity to lead/build a rigorous internal mobility program rather than leaving
it to hiring managers. Facing unprecedented uncertainty and volatility, companies will
also move away from static jobs in departments and toward project-based cross-
functional work, where employees will shift to new projects as business needs change.
(Recruiters themselves experienced such a change in the immediate response to
COVID-19, with many moving to new projects when hiring slowed.) This will also
change the way recruiters assess and hire talent. They’ll prioritize applicants’ potential
and transferable skills, like adaptability and problem-solving, over their pedigree and
technical capacity to do specific tasks.
 Recruiting will help keep the business accountable on diversity:
Since companies around the world pledged their support for Black Lives Matter and
greater diversity, candidates, employees, and consumers have been looking to see how
those words will translate into action. Diversity is not a feel-good “initiative,” but a
business-critical imperative — one that recruiting can lead.
Remote work will vastly expand available talent pools, allowing for greater access to
candidates from underrepresented groups and deflating empty excuses that the talent
isn’t there to be found.
Recruiters will not only deliver a diverse pipeline of candidates but advocate for them
and hold hiring managers accountable for moving those candidates through the funnel.
They will restructure hiring processes to reduce bias, from building diverse interview
panels to mandating data-driven reporting against diversity goals.
 Adapt your recruitment tech stack:
A good virtual recruiting process is largely supported by technology and you might
need to adjust your usual recruitment tech stack. Check if it has the necessary
capabilities.
For example, if you’re planning to conduct one-way video interviews, does your
existing tech support that or will you need to implement new software? Can you upload
company videos to your assessments to introduce your organization and its culture?
When you’re expecting higher volumes of applications, consider using chatbots as
virtual recruitment assistants. Program it to answer frequently asked questions and/or
redirect candidates to where they can find the help they need.

12
 It’s an effortless way to ease your support team’s workload, and provide instant
responses to applicants.
 Let candidates experience the job and the company culture:
As we’ve already hinted at, virtual recruiting often doesn’t allow inviting candidates
on site for a job trial or an assignment and letting them experience your workplace
culture.
However, you can overcome this barrier by providing immersive virtual experiences.
For instance, you could take candidates on a virtual tour of the office, have them ‘meet’
various members of the team, and get them to complete tasks that mirror the kind of
work they’ll do on the job.
You should also pay special attention to your culture pitch during the interviews and
come up with examples and stories to build a picture of your company culture in your
candidates’ minds. You’ll get a better feel for whether the applicant is a good fit.
Likewise, the candidate can evaluate for themselves whether they’re interested in what
you have to offer early on in the hiring process.
 Recruiters will lead the transition to remote work:
Recruiters have traditionally been strong advisors to the business when it comes to
workforce planning; now, they have the opportunity to become indispensable. Remote
work tantalizes with its promises of diverse talent pools, increased productivity and
retention, and savings on salaries and facilities, not to mention smaller carbon
footprint.
But it also complicates workforce planning with difficult considerations around
compensation (what will fair pay look like with a distributed workforce?), capacity
planning, company culture, technology, and employee visibility.
Recruiters are uniquely positioned to provide essential insights on this transition,
coming to the table armed with data-driven insights about where talent is and anecdotal
feedback about what talent wants and needs. Knowing those concerns can give
companies a competitive advantage — when they move quickly to address them.
Recruiters can also help the business weigh the benefits of an anywhere-in-the-world
approach versus a hub strategy of targeting a few sites that will make career
development and cultural adhesion more robust.

13
1.3 Importance of the study:

The value of virtual recruiting is in saving time and money and taking much of the routine
process and streamlining it with technology. In the current job market, employers have
access to candidates from around the world at their fingertips with recruiting software,
major job boards, and social media. This requires tools and strategies to reduce and manage
costly processes. The management sees the value of the virtual recruiter and uses a virtual
recruiter team to pre-qualify candidates, save recruiters’ time by providing an additional
avenue for reaching those interested in enlisting, and streamlining the enlistment process.
2021 so far, has been full of uncertainty. With the Covid-19 outbreak, organizations have
been trying their best to stay afloat, improve their productivity and scalability. Thus the
project explains the importance of virtual recruitment and its benefits by which employers
can conduct recruitment process efficiently and employees can get recruited.

1.4 Need for the Study:

The importance of Virtual Recruitment process is going to become even more important
in future. Internet users in Bangalore are on Social Networking Sites, like Facebook,
Twitter and LinkedIn etc. These Social Networking Sites are increasingly being used for
networking (especially for employment and brighter career prospects, besides social
reasons) by employees and recruitment of competent and talented potential employees by
employers and placement agencies. The present research is to study Virtual Recruitment
process in Bangalore from the viewpoint of the employers.

14
 CHAPTER 2

2.1 Review Of Literature:

Review of literature is the most essential part of the research work as it helps in knowing the
gaps thereby getting a clear idea of one’s own research. The present chapter is an effort to
briefly describe the existing studies on electronic media for news and the patterns of the
audience for consumption of news. An effort has been made to access the available literature
in the area of electronic news media which explores the different topics like development of
electronic media like television and online media for news consumption, preference of
electronic media, impact of electronic media/online media on various groups. At last, the
chapter visualized the research gaps in the existing explored from various studies literature.
The analysis of literature on the above mentioned areas are discussed below.

F Ismail, SH Salleh (2021) Found that virtual recruitment is an important strategy that must
be implement by the company to achieve competitive advantage. Based on the discussion of
four advantage that bring by virtual recruitment, it is not only give convenient to the candidates
but giving more benefit to the company which can minimize the cost and time expenses.
Therefore, the company can make investment to other department by using those cost such as
innovation of product, which can increase the competitive strength with the new product.
Beside of the resources, the use of virtual recruitment also can help the company to hire the
most suitable candidate with the better skill and experience. According to the benefits that had
been stated, it had proved that implement of virtual recruitment will provide a huge assistance
to the performance of company.

S Hamouche (2021) The COVID-19 has grandly shaken all organizations, creating a complex
and challenging environment for managers and human resource management (HRM)
practitioners, who need to find ingenious solutions to ensure the continuity of their companies
and to help their employees to cope with this extraordinary crisis. Studies addressing the
impact of this crisis on HRM are sparse. This paper is a general literature review, which aims
at broadening the scope of management research, by exploring the impact of the COVID-19
on HRM. It identifies the main challenges and opportunities that have arisen from this new

15
pandemic and it offers insights for managers and HRM practitioners into possible future
organizational directions that might arise from these opportunities.

Hardie, J. A., Green, G. (2021) Virtual selection methods include video interviewing, online
examinations and aptitude testing. These tools have been used in business for many years, but
their predictive value in surgery is largely unknown. In healthcare, the established online
Multi-Specialty Recruitment Assessment (MSRA) examines generic professional capabilities.
Its scope, however, is too limited to be used in isolation. Candidates and interviewers alike
may have concerns about the technical aspects of virtual recruitment. The significance of
human factors must not be overlooked in the online environment. Surgery can learn from
HROs, such as aviation. Pilot and air traffic control selection is integral to ensuring safety.
These organizations have already established digital selection methods for psychological
aptitude and professional capabilities.

L Waizenegger, B McKenna (2021) implies that leading to a radical shift from on-site to
virtual collaboration for many knowledge workers. Existing remote working literature does
not provide a thorough explanation of government-enforced working from home situations.
Using an affordance lens, this study explores the sudden and enforced issues that COVID-19
has presented, and the technological means knowledge workers use to achieve their team
collaboration goals. They interviewed 29 knowledge workers about their experiences of being
required to work from home and introduced the term “enforced work from home”. Their
research contributes to the affordance theory by providing an understanding of the substitution
of affordances for team collaboration during COVID-19. The shifting of affordances results
in positive and negative effects on team collaboration as various affordances of technology
were perceived and actualized to sustain “business as usual”.

JT Gavin, AG Nguyen, EE Plasek (2020) Presented report on a method to conduct a virtual

recruitment weekend using the business communication tool Slack. They discussed the
strategy to share both research culture and the departmental culture at the University of
Minnesota with prospective students. Content creation, Slack channel cu ration, and a schedule
of events are discussed. Additionally, comparisons to previous years’ acceptance rates
demonstrated that the virtual recruitment weekend acceptance rates were statistically

16
unchanged from previous years, indicating that a virtual recruitment weekend on Slack is as
effective as an in-person recruitment weekend. Further advantages for using Slack for
increasing diversity and decreasing environmental impacts of graduate recruitment weekends
are discussed.

ME Tanaka, TC McLoud (2020) Conducted a study addressing applicant concerns about the
2020-2021 interview cycle and highlighting key aspects of the residency program. Given the
virtual nature of the 2020-2021 residency application cycle, utilization of web-based platforms
for recruitment will be essential. Virtual information sessions can be effective at providing
insight into aspects of a residency program that are typically gained during the in-person
interview experience.

G Prajapati, S Pandey (2020) Studied how top investment banks around the world have
managed their employee life cycle and enriched employee experience during the COVID-19
pandemic. analysis, five major themes are identified across the participant investment banks-
Virtual Recruitment, Work from home, Employee Wellbeing, Employee Communication and
Diversity & Inclusion.

PM Mindia, MK Hoque (2018) explored how e-recruitment and internet influence the overall
recruitment process of an organisation in the context of multinational companies of
Bangladesh. In this study multinational companies of Bangladesh have taken as population
and sample was drawn from renowned companies and data were collected various level of
respondents in the context of job seekers. It concluded that there is moderate relationship
between these two variable and the job seekers feel convenient to search potential jobs for
their prosperous career. So it is recommended that the organisation should continue to use e-
recruitment and online source for hiring candidate so that they can match with the global
business world.

PM Mindia, MK Hoque (2018) explored how e-recruitment and internet influence the overall
recruitment process of an organisation in the context of multinational companies of
Bangladesh. In this study multinational companies of Bangladesh have taken as population
and sample was drawn from renowned companies and data were collected various level of

17
respondents in the context of job seekers. It concluded that there is moderate relationship
between these two variable and the job seekers feel convenient to search potential jobs for
their prosperous career. So it is recommended that the organisation should continue to use e-
recruitment and online source for hiring candidate so that they can match with the global
business world.

BG Boşcai (2017) Studied that the Internet and the development of e-recruitment functions
have changed the way the traditional recruiter perform his duties and responsibilities. These
changes have led to the shaping of new jobs as "online recruiter," which besides the fact that
he has new tasks and responsibilities, he must possess certain qualifications that traditional
recruiter does not have. These qualifications might be for database management, skills and
web designer abilities, qualifications and skills to use and select the appropriate software in
order to solve specific recruitment problems, etc. Online recruitment methods can be improved
by increasing the corporate career site traffic, by using a back-office system, creating a talent
pool and an employer branding with a lot of specific information available to future job
candidates.

2.2 Statement Of The Problem:

One of the most crucial aspects of any organization is hiring the right fit. If your recruitment
approaches are not in the right direction, it is inevitable to see disappointing results. The study
was intended to understand the virtual recruitment process in detail. Also, tried to understand
the challenges, advantages, disadvantages and outcomes of the virtual recruitment process.
This research project is to identify the changes in the recruitment process after the Covid 19
pandemic and the importance of virtual recruitment process in this pandemic situation and the
reliability of such recruitment whether it benefits the employers.

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2.3 Scope Of The Study:

The field of human resources has evolved along with the use of e-recruiting. The addition of
new technology, software, and social media has resulted in the utilization of virtual HR
platforms that are available for the benefit of both employees and HR professionals alike.
Employers can use virtual HR as a means to increase employee engagement, allowing the
company to more easily and efficiently access and maintain their employee data. Human
resources staff may benefit from virtual platforms that assist in maintaining employee
information, automating everyday administrative tasks, and recruiting new staff.
The traditional hiring model is known to all or at least we have experts and recruiting
companies around to help you with that. But hiring an employee virtually is a difficult task
altogether. This project helps in understanding the effectiveness and importance of virtual
recruitment process in detail.
Virtual recruiting has the potential to help employers save time and resources when hiring new
staff, as well as allow prospective applicants to the ability to easily search for and apply to
numerous roles. Due to the popularity of social media, companies are able to more actively
reach job seekers, instead of relying on candidates finding them. Companies that are seeking
the brightest and best-fit employees must take the necessary steps to be successful in today’s
world of talent acquisition. That includes developing their employer brand, leveraging e-
recruiting systems, implementing social media strategies, and proactively selling themselves
to employment candidates.

2.4 Objectives Of The Study:

1. To study the level of awareness about virtual recruitment process.

2. To understand the growth of Virtual Recruitment and how these are different from
Traditional Recruitment practices.
3. To study the motivation of professionals using Social Networking Sites for recruitment
process.
4. To study the problems faced by the recruiters in the virtual recruitment process.

19
2.5 Research Methodology:

A research methodology gives the answer to a number of questions related to what, when, why
and how the research has been carried out. The researcher has used a number of steps in
studying her research problem and to achieve the research objectives. This chapter will discuss
the Research problem; objectives of the study; hypotheses; scope and relevance of study; a
detailed research methodology used to achieve the set objectives; significance of the study;
limitations of the study and organization of the study.

 Sampling:
1. Sampling Technique: Purposive Sampling
2. Sampling Frame: Bangalore City
3. Sampling size: 80

 Sources Of Data:
1. Primary Data: Questionnaire
2. Secondary Data: Articles, Journal and research publications

 Tools for Data Collection: Questionnaire

 Tools for Data Analysis: Graphs and tables, Percentage analysis

2.6 Limitations of the Study:

 The results of the study are based on the perceptual survey of respondents and hence
there may be some chances of error in the responses.
 The present study took a small sample of 80 respondents which could be broadened to
make it more representative to draw more meaningful inferences.
 The time taken for the study was not sufficient and the study was done within the few
companies in Bangalore. The perceptions of respondents of employee/agents of other
regions may differ.

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 CHAPTER -3

Company Profile:

Transforming the Way the World Acquires Talent Allegis Global Solutions (AGS) is a
leading provider of talent solutions. It transforms the way the world acquires talent in order
to deliver immediate and lasting impact. But securing talent can be challenging amid a
rapidly changing talent landscape. In addition, today’s businesses face low unemployment
rates, evolving laws and regulations, as well as a need to mitigate risk while driving
transparency and visibility. Combined, these issues impede a company’s ability to drive
successful workforce strategies that deliver successful business outcome.

ALLEGIS GLOBAL SOLUTIONS (AGS) exist to impact the lives of others, and this
mission is the driving force behind everything they do – for their clients, their candidates,
and their own teams.
Through decades of industry experience, and with services across 60+ countries, it’s
known what it takes to innovate, consult, design, and implement successful, creative, and
data-driven talent solutions across all workforce categories and it doesn’t just manage
processes. By creating a culture devoted to great talent, we take our clients on a
transformative journey in order to deliver immediate and lasting impact.

Tap into Workforce Expertise:

Designing, executing and evolving your workforce approach isn’t a one-and-done deal.
Fully taking command of your flexible and full-time labor is a significant (and ongoing)
responsibility. That’s where it coming from.
Allegis Global Solutions (AGS) helps organizations around the world understand the most
efficient and effective ways to get work done and secure the talent and resources to drive
growth and success. From contingent and flexible workforce engagement, to services
procurement and employee recruiting, our universal workforce solutions cover the breadth

21
 of talent opportunity, so companies can leverage the total extended workforce as a strategic
competitive advantages:
 Clear Views:
Siloed functions may be hiding your true resources, spend and activity. Our
advanced technology and expert partnership give you visibility and confidence to
make informed, data-driven workforce decisions.
 Connect To Talent:
Quickly identifying the workers, skills and resources you need is critical to gaining
a competitive advantage. Leverage our strategic supplier relationships and direct
access to talent.
 Control Costs:
Worried about hidden contingent workforce spend and unpredictable talent
acquisition costs? The consistent process and advanced technology eliminate those
concerns.
 Comply With Regulations:
Don’t get caught off guard again. From employment law, to privacy and worker
classification, leverage proven processes and expertise to stay in front of ever-
changing regulatory demands.

ALLEGIS GLOBAL SOLUTIONS

HISTORY:

Allegis Group, Inc. is an international talent management firm headquartered in Hanover,

Maryland. As of 2018 it had US$13.4 billion in revenue, and 19,000 employees. Founded as
Aerotek in 1983 by Allegis Group's current CEO Jim C. Davis and Baltimore Ravens owner
Steve Bisciotti, the company originally focused on the engineering and aerospace industry.
Major, Lindsey & Africa, a subsidiary of Allegis Group, is a legal and executive search firm,
with headquarters in Hanover, Maryland. The firm was founded in 1982. Allegis Group
acquired it in 2008. It has legal recruiters in major United States markets, and in a number of
international markets.

22
A company that paired contract employment and consulting with superior customer service.
As we grew, we built and acquired new businesses to provide our customers and candidates
with greater degrees of partnership and value.
Aerotek, Inc. expanded to new offices in Orlando, Florida and Ft. Wayne, Indiana. A new
division of the company was created to serve the IT application markets. Aerotek acquired the
Onsite Companies, which allowed it to expand into commercial, environmental, and energy
divisions.
The Data Services division was developed to meet growing IT marketplace demands. Allegis
Group’s first set of international operations began in England and Canada. The Data Services
division was renamed TEKsystems. Team Aerotek became the parent company, changing its
name a year later to Allegis Group, while the other divisions remained separate companies
.Allegis Group Services was established to provide workforce management solutions. Allegis
Group acquired market source and launched a new division, Stephen James Associates.
Major, Lindsey & Africa was acquired to provide legal search and staffing services. Allegis
Group acquired TVA Infotech in India and established a joint venture in China as Allegis-BN.
Allegis Group acquired Talent2, Aston Carter, and Getting Hired. Allegis Partners was
founded.
The Talent2, Allegis-BN, and Stephen James businesses were consolidated under our existing
brand structure. Allegis Group acquired The Stamford Group, a Swiss-based staffing,
recruiting, and services organization. Today, Allegis Group is a $12.3 billion global leader in
talent solutions with over 500 locations around the globe.

Allegis Global Solutions Mission and Vision Statement:

VISSION STATEMENT:

[Allegis Global Solutions’] existing capabilities and forward-looking vision, including its
digital investments, market-leading services procurement offering, and Quantum Work
technology for total talent acquisition, have all contributed to its strong positioning in the
market.”

23
MISSION STATEMENT:

The New mission of Allegis Global Solutions is simple: to find great people jobs they love
with organizations that love having them.

COMPETITORS:
1. Pantoon
2. Headway
3. Endevis
4. Korn Ferry
5. Rightsourcing
6. Object win
7. Manpower group
8. Robert half
9. Career Net

RANDSTAD

Company Profile:

Randstad is the global leader in the HR services industry. By serving as a trusted human
partner in today's technology-driven world of talent, we help people secure rewarding jobs and
stay relevant in the ever changing world of work. Randstad was founded in 1960 and is
headquartered in Diemen, the Netherlands.
Randstad India, an ISO 9001:2015 certified company, is a wholly owned subsidiary of
Randstad holding net value, a € 23.3 billion global provider of HR services.
With a legacy of over 25 years in the Indian market, Randstad is today one of the leading
players in the Indian recruitment ecosystem. We believe in combining our passion for people
with smart investments in intelligent technology to help organizations and talent realize their
true potential. Employing over 800 specialist recruiters across our 20 office locations,
Randstad India provides a full range of solutions including temporary and permanent staffing,

24
outsourcing and other workforce solutions in the areas of engineering, finance and accounting,
human resources, IT, manufacturing and logistics, and sales and marketing.
The company is specialized in recruitment and HR solution. The company’s services range
from regular temporary Staffing and permanent placements to In-house, Professionals, and
Global Businesses.

Professional

Company use technology with a purpose; to recruit the right experts to fill your management
and specialist positions in areas including - but not limited to - IT, engineering, finance and
technology.
For middle and senior leadership positions, we recruit supervisors, managers, professionals,
interim specialists and consultants with an academic or equivalent qualification from a wide
range of disciplines. These include engineering, IT, finance, healthcare, HR, education, legal
affairs and marketing & communications. We cover both temporary and permanent
placements.
By combining HR technology with our experience and global database, we help you find the
right talent for your company, be it for temporary or permanent positions. In many countries,
we deploy a team structure, with the teams made up of four or five consultants and a team
leader, with each team specializing in certain profiles or business lines and having both sales
and recruitment roles.

Staffing

Company cover temporary staffing, permanent placements and specialties (dedicated units
focusing on specific market segments). Our staffing services are offered through our well-
known network of branches. We deploy a unique unit structure in many countries, where each
unit consists of two consultants who are responsible for both client service and candidate
selection.
Company consultants are experts in the local labor market, and work with you to understand
their business and their needs. They use the latest technologies to source talent and put their

25
people skills to good use to ensure the right talent comes to employee. This is how employees
support in taking business forward.

In-house

In-house Services is a unique solution for managing an efficient contingent workforce for
which there is a fluctuating level of demand. It is aimed at improving clients’ labor flexibility,
retention, productivity and efficiency.
We work on-site exclusively for one client, providing a large number of candidates, often in
the manufacturing and logistics segments. We frequently work with the client to determine
specific performance criteria, and provide total HR management, including recruitment &
selection, training, planning, retention, and management reporting.
We are the only organization that provides a dedicated account team supported by process
managers with Six Sigma Black Belt qualifications to significantly enhance your bottom line.
Our process managers are industry experts, eminently qualified to analysis and implement
operational efficiencies into your organization to achieve cost containment goals.

Global services

Under Global businesses, company provides clients with a range of services, such as job
positioning and resume services on own digital platforms, managed services programs (MSP),
recruitment process outsourcing (RPO) and outplacement.
Managed Services Programs (MSP) and Recruitment Process Outsourcing (RPO) services are
provided by Randstad Source right. Through MSP, we take primary responsibility for the
organization and management of a client’s contingent workforce. RPO services take control
of our clients' acquisition process to strengthen their permanent workforce and reduce costs.

Digital Services

Company has combined our entire tech stack into one intuitive and efficient suite called
relevate. You can choose and personalize the service offerings you need, all in one place, from

26
a centralized portal. Relevate is designed to bring people closer to the work they want and
employers closer to the talent they need.

HISTORY

Ma Foi Management Consultants: 1992–2010 Randstad India started in 1992 as Ma Foi

Management Consultants Ltd, a Chennaibased HR service provider founded by K. Pandiarajan
along with his wife.
In 2004, Dutch headhunting firm Vedior NV acquired Ma Foi Management Consultants to
develop its business in Southeast Asia and West Asia. In 2005, Ma Foi merged its consulting
and outsourcing businesses to form a separate subsidiary, Ma Foi Consulting Solutions Ltd,
which was acquired by ADP, Inc. in January 2012.
Transition to Randstad India: 2005–present Randstad entered India in 2005/2006, with back-
to-back acquisitions of two Indian recruitment companies – 'EmmayHR' and 'Teams4U'.
In December 2007, Randstad Holding NV acquired the operations of Ma Foi, through its $5.14
billion acquisition of Vedior. By 2010, Randstad consolidated its Indian operations as the "Ma
Foi Randstad" brand, by integrating the businesses of EmmayHR and Teams4U with Ma Foi.
Finally in April 2012, "Randstad India" brand replaced Ma Foi Randstad. In February 2015,
Randstad India converted into a Private Limited Company. In October of that year, its Sri
Lankan arm was acquired by Quess Corp.

Activities

Randstad specializes in temporary and contract staffing, and the related recruitment and
selection are traditionally the firm's core activities. It offers these services through a network
of branches in towns and cities Besides regular staffing services for temporary and permanent
jobs, as well as temporary and contract staffing of professionals and senior managers,
Randstad also offers specialized HR Solutions and supplies dedicated on-site personnel
management with its inhouse services.

27
MISSION AND VISSION STATEMENT

VISSION STATEMENT

We are experts delivering technology talent and solutions that power your business.

MISSION STATEMENT

By combining our experience and expertise in acquiring exceptional technology talent with
our flexible delivery methodology, our experts help power your business by providing
technology talent and solutions how and when you need it. With our deep industry expertise
and full-service capabilities – Recruitment, Consulting, Projects and Outsourcing – Randstad
Technologies will be our clients’ total technology Talent and Solutions provider

ORGANIZATION STRUCTURE HIERARCHY

Randstad specializes in human resource services for temporary and permanent jobs, including
contract staffing of professionals and senior managers. In most of these countries, Randstad
works according to a unit structure, whereby each unit consists of two consultants who are
responsible for service provision to clients and selecting candidates. Randstad promotes these
activities under two brand names: Randstad and Tempo Team.
A separate division of Randstad focuses on recruiting supervisors, managers, professionals,
interim specialists, and advisors. These people are deployed in temporary positions in middle
and senior management, such as engineers, ICT specialists, or marketing & communication
specialists.
In a number of countries, Randstad also has operating companies that select managers for
permanent placements in middle and senior management. HR Solutions also involves a
number of services such as selection processes, HR consultancy, outplacement, and career
support.
Brands under which Randstad promotes its activities include Randstad, Randstad Care, Tempo
Team, Expectra, and "Yacht.

28
ORGANIZATION HIERARCHY

Jacques Van Den Broek(CEO)

Rebecca Hendrerson (CEO Randstand Sourceright)
Karen Fichuk (CEO Randstand North America)
Henry Schirmer( CFO)
Rene Steenvoorden (CIO)
Chris Heutink (Executive Board Member)

COMPETITORS

Tons of people want Staffing Agencies. Hirewell and Betts Recruiting are the most popular
alternatives and competitors to Randstad.

Hirewell

Hirewell provides recruitment and placement services to Fortune 500 and early stage
companies. The company offers executive search, information technology recruiting, human
resource recruiting, digital/marketing and sales recruiting, and recruitment process
outsourcing services. It offers positions for design, strategy, social media, campaign
management, training and development, policy and labor relations, project management,
engineers, and account managers. The company lists its jobs online. Hirewell was formerly
known as Human Capital Management Solutions, Inc. Hirewell was founded in 2001 and is
based in Chicago, Illinois.

Betts Recruiting

Betts Recruiting is a worldwide recruitment firm, specializing in revenue-generating talent for

high growth B2B and B2C companies. The Betts difference is a unique, hands-on approach to
match fully vetted jobseekers with their ideal positions. Betts' hiring experts build genuine
relationships. They take the time to deeply understand what motivates candidates and how to

29
best help scale their clients' business. Betts Recruiting's five offices include San Francisco,
Los Angeles, Austin, New York, and Chicago. Some of Betts Recruiting's clients include:
WeWork, MuleSoft, Houzz, Samsara, Periscope Data, and Box.

GlobalHunt:

Company Profile:

"GlobalHunt has established itself as a renowned name in the HR realm by providing wide
range of recruitment and selection services to diverse companies. Their team of expert
consultants is dedicated towards leveraging the business potential of our clients by offering
strategic HR services. Moreover, our global presence in Asian, African, European and
American markets gives us a benchmark to stand among one of the leading HR firms."
With clients to expand their business potential by providing solutions in Executive Search &
Selection, Middle Management Hiring, Project Based Hiring and Recruitment Process
Outsourcing through integrated suite of leadership services. With decade long knowledge
expertise in the domain we have been successfully able to deliver solutions for all kind of
global and local business industry specific demands.
At GlobalHunt ability to align diversified and intricate HR needs of our clients by providing
reliable and strategic staffing solutions. By understanding the significance of aligning talent
strategy with business strategy we tend to offer workforce solution that drive businesses
forward. Our capability in fast delivery has gained us the reputation of being a reliable and
efficient global executive search firm.

Organization as a team

The strength lies in multifaceted team of professional consultants holding credentials of being
highly specialized and experienced in the industry/sectors they serve. GlobalHunt is associated
with best of talent which are capable of harnessing new pool of talents.
The workforce culture is equipped with new technology and techniques to maintain reliable
quality assurance. Being a leading HR firm GlobalHunt change thier mechanism from time to

30
time so as to keep pace with the changing employment scenario and skill sets demand. Hence,
the team is oriented towards taking timely demand and needs analysis, available and upcoming
skill set in the market, talent review etc. to provide unparallel quality service to our clients.

Management Heads:

Managing Director: Mr. Sunil Goel

Director: Ms. Tanu Goel

Vision

“GlobalHunt strives to seamlessly get integrated into Customers’ business as an inevitable HR

services provider.”

Mission

To be “THE CHOICE of Client as Strategic Partner in Talent Search & of Candidate in Career
Progression”.

Clients, people, partners and overall society are significant stakeholder and are committed to
be responsible, honest, respectful, accountable and transparent:

Valuable Clients
Client success signifies the company’s success. Delivering qualitative, scalable and flexible
solutions that satisfy the client utmost needs. Provide them an unmatched combination of
solutions that can assist them in making the right kind of choices.

Responsible Professionals
Opportunity for capabilities to grow and to emerge as responsible professionals. Values like
standard, experience, commitment and sincerity which can become an asset to a company.

31
Long term Partners
Through the workforce solutions connecting with the best kind of talent and clients with whom
they have established continuing relations. Long term partners are the best assets of an
organization and to maintain that, trust, honesty and good services provided.

Sustainable Society
Traditional workforce solutions are not compatible to match with the current employment
demands. Thus, GlobalHunt is in a continuous process of changing their methods and
technology to keep pace with the changing employment scenario. They tend to innovative
solutions that align with businesses, government, world economies and market to deliver
quality of talent.

32
 CHAPTER 4

Data Analysis and Interpretation

1. Gender:

Table 4.1
Gender No. of Respondents Percentage
Female 62 62
Male 38 38
Total 100 100

No. of Respondents

Male
38%

Female
62%

Male Female

Figure 4.1

Interpretation:
From the above graph it can be interpreted that out of 100 respondents 38% of them
are male and 62% are female. Majority of the respondents are female.

33
 2. Residence:

Table 4.2
Residence No. of Respondents Percentage
Metro 45 45
Non-Metro 55 55
Total 100 100

No. of Respondents

Metro
45%

Non-Metro
55%

Metro Non-Metro

Fig. 4.2

Interpretation:
From the above graph it can be interpreted that out of 100 respondents 45% of them are from
metro region and 55% of the respondents are from non-metro area. We can see that there is
only slight difference among the population staying in the metro as well as non-metro region.

34
 3. Age Group:

Table 4.3
Age Group No. of Respondents Percentage
20 – 30 60 60
30 – 40 20 20
40 – 50 15 15
50 – 60 5 5
Total 100 100

No. of Respondents

20 - 30 30 - 40 40 - 50 50 - 60

Fig. 4.3

Interpretation:
From the above graph, it can be interpreted that out of 100 respondents 60% of them are
coming under the age group 20-30, 20% of them are coming under 30-40, 15% of them are
coming under 40-50 and only 5% of them coming under 50 to 60 . With this, it can be stated
that the survey will mostly represent the patterns followed by youngsters, though the responses of
other age groups are also accounted.

35
 4. Education:

Table 4.4
Education No. of Respondents Percentage

12th 10 10

Graduation 20 20

Post-Graduation 70 70

Total 100 100

No. of Respondents

12th Graduation Post-Graduation

Fig. 4.4

Interpretation:
From the above graph, it can be interpreted that out of 100 respondents only 10% started
working after 12th while 20% started working after graduation and 70% after post-graduation.
Majority of the respondents have education till post-graduation.

36
Awareness about Virtual Recruitment Process:

5. Social networking sites like LinkedIn, Facebook, Instagram and Twitter have become
the most important networking tool for corporate recruiters and recruitment
consultants.

Table 4.5
Particulars No. of Respondents Percentages

Strongly Agree 80 80

Agree 10 10

Neutral 9 9

Disagree 1 1

Strongly Disagree 0 0

Total 100 100

No. of Respondents
90
80
70
60
50
40
30
20
10
0
Strongly Agree Agree Neutral Disagree Strongly Disgree

No. of Respondents

Fig. 4.5

37
Interpretation:

From the above graph, it can be interpreted that out of 100 respondents 80% of the respondents
strongly agree that Social networking sites like LinkedIn, Facebook, Instagram and Twitter
have become the most important networking tool for corporate recruiters and recruitment
consultants. 10% agree to the statement while 9% neither disagree nor agree and only 1%
disagrees while no one strongly disagrees with the statement.

6. Virtual Recruitment is going to become preferred means of recruitment by recruiters

in times to come.

Table 4.6
Particulars No. of Respondents Percentages

Strongly Agree 76 76

Agree 14 14

Neutral 9 9

Disagree 1 1

Strongly Disagree 0 0

Total 100 100

38
 No. of Respondents
80

70

60

50

40

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly Disgree

No. of Respondents

Fig. 4.6

Interpretation:

From the above graph, it can be interpreted that out of 100 respondents, majority of the
respondents i.e. 76% strongly agree that virtual Recruitment is going to become preferred
means of recruitment by recruiters in times to come. 14% agree with the opinion while 9% are
neutral, only 1% disagree while no one strongly disagrees.

39
7. In the quest for right talent recruiters have started to look beyond job portals and started
tracking their target workforce on social networking sites.

Table 4.7
Particulars No. of Respondents Percentages

Strongly Agree 70 70

Agree 15 15

Neutral 11 11

Disagree 3 3

Strongly Disagree 1 1

Total 100 100

No. of Respondents
80

70

60

50

40

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly Disgree

No. of Respondents

Fig. 4.7

40
Interpretation:

The above graph shows that majority of the respondents i.e. 70% strongly agrees that in the
quest for right talent recruiters have started to look beyond job portals and started tracking
their target workforce on social networking sites. 15% just agrees with the statement, while
11% has no opinion and 3% of the respondents disagrees while only 1% strongly disagrees
and has the opinion that job portals are the tools mainly used for recruitment purpose

8. HR professionals are using social networking sites to spread a quick word about job
vacancies.

Table 4.8
Particulars No. of Respondents Percentages

Strongly Agree 80 80

Agree 10 10

Neutral 10 10

Disagree 0 0

Strongly Disagree 0 0

Total 100 100

41
 No. of Respondents
90

80

70

60

50

40

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly Disgree

Fig 4.8

Interpretation:

From the above graph it can be interpreted that, out of 100 respondents majority of them
strongly agree that HR professionals are using social networking sites to spread a quick word
about job vacancies i.e. 80%, to which 10% of the respondents agree and 10% neither agree
nor disagree with the statement while no one disagrees or strongly disagree.

9. Recruiters are attracted towards online recruitment as they can find the most qualified
and talented human resource anywhere in India as well as abroad.
Table 4.9
Particulars No. of Respondents Percentages

Strongly Agree 54 54

Agree 35 35

42
 Neutral 11 11

Disagree 0 0

Strongly Disagree 0 0

Total 100 100

No. of Respondents
90

80

70

60

50

40

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly Disgree

Fig. 4.9

Interpretation:

From the above graph it can be interpreted that, out of 100 respondents, 54% of the
respondents strongly agree that Recruiters are attracted towards online recruitment as they can
find the most qualified and talented human resource anywhere in India as well as abroad. 35%
agree with the same while 11% have no opinion. Thus majority of the response are positive.

43
How virtual recruitment is different from traditional recruitment practices:

10. Virtual recruitment is more affordable and cost effective than traditional means of
recruitment.

Table 4.10
Particulars No. of Respondents Percentages

Strongly Agree 72 72

Agree 18 18

Neutral 10 10

Disagree 0 0

Strongly Disagree 0 0

Total 100 100

No. of Respondents
80

70

60

50

40

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly Disgree

No. of Respondents

Fig. 4.10

44
Interpretation:

From the above graph it can be interpreted that, out of 100 respondents, 90% of the sample
population has responded positively in which 72% strongly agree and 18% agree and 10%
remains neutral regarding their opinion. Thus majority of the respondents agree with the
statement that virtual recruitment is more affordable and cost effective than traditional means
of recruitment.

11. Virtual recruitment is more time saving and time effective than traditional recruitment
practices.

Table 4.11
Particulars No. of Respondents Percentages

Strongly Agree 74 74

Agree 18 18

Neutral 8 8

Disagree 0 0

Strongly Disagree 0 0

Total 100 100

45
 No. of Respondents
80

70

60

50

40

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly Disgree

No. of Respondents

Fig. 4.11

Interpretation:

From the above graph it can be interpreted that, out of 100 respondents, , 92% of the sample
population has responded positively in which 74% strongly agree and 18% agree and 8%
remains neutral regarding their opinion. Thus majority of the respondents agree with the
statement that virtual recruitment is more time saving and time effective than traditional
recruitment practices.

46
12. Virtual recruitment helps in attracting better quality of workforce than traditional
means of recruitment.

Table 4.12
Particulars No. of Respondents Percentages

Strongly Agree 45 45

Agree 17 17

Neutral 25 25

Disagree 10 10

Strongly Disagree 3 3

Total 100 100

No. of Respondents
50
45
40
35
30
25
20
15
10
5
0
Strongly Agree Agree Neutral Disagree Strongly Disgree

No. of Respondents

Fig. 4.12

47
Interpretation:

From the above graph it can be interpreted that, majority of the respondents i.e. 45% strongly
agree that Virtual recruitment helps in attracting better quality of workforce than traditional
means of recruitment. 17% has positive opinion while 25% neither agree nor disagree with the
statement. 10% disagree and only 3% strongly disagrees with the statement.

13. Virtual recruitment helps in better understanding of Psychographics (Attitudes,

Interests, Opinions, Personalities, Motivations and Aspirations) of job aspirants than
traditional means of recruitment.

Table 4.13
Particulars No. of Respondents Percentages

Strongly Agree 37 37

Agree 15 15

Neutral 9 9

Disagree 37 37

Strongly Disagree 2 2

Total 100 100

48
 No. of Respondents
40

35

30

25

20

15

10

0
Strongly Agree Agree Neutral Disagree Strongly Disgree

No. of Respondents

Fig. 4.13

Interpretation:

From the above graph it can be interpreted that,37% of respondents strongly agree as well as
other 37% disagrees, so there is equal percentage of respondents having negative as well as
positive opinion about Virtual recruitment helps in better understanding of Psychographics
(Attitudes, Interests, Opinions, Personalities, Motivations and Aspirations) of job aspirants
than traditional means of recruitment.15% has positive opinion while 9% neither agree nor
disagree with the statement, only 2% strongly disagrees with the statement.

49
14. Virtual recruitment requires more skill and expertise than traditional recruitment
process.

Table 4.14
Particulars No. of Respondents Percentages

Strongly Agree 54 54

Agree 27 27

Neutral 18 18

Disagree 1 1

Strongly Disagree 0 0

Total 100 100

No. of Respondents
60

50

40

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly Disgree

No. of Respondents

Fig. 4.14

50
Interpretation:

From the above graph it can be interpreted that, out of 100 respondents, 81% of the sample
population has responded positively in which 54% strongly agree and 27% agree and 18%
remains neutral regarding their opinion. Thus majority of the respondents agree with the
statement that virtual recruitment requires more skill and expertise than traditional recruitment
process. Only 1% disagrees and no one strongly disagrees.

15. Virtual recruitment is more challenging and demanding than traditional means of
recruitment.

Table 4.15
Particulars No. of Respondents Percentages

Strongly Agree 46 46

Agree 36 36

Neutral 18 18

Disagree 0 0

Strongly Disagree 0 0

Total 100 100

51
 No. of Respondents
50

45

40

35

30

25

20

15

10

0
Strongly Agree Agree Neutral Disagree Strongly Disgree

No. of Respondents

Fig. 4.15

Interpretation:

From the above graph it can be interpreted that, out of 100 respondents 82% of the sample
population has responded positively in which 46% strongly agree and 36% agree and 18%
remains neutral regarding their opinion. Thus majority of the respondents agree with the
statement that virtual recruitment is more challenging and demanding than traditional means
of recruitment. There is no negative response for this statement.

52
 16. Virtual recruitment requires more patience and perseverance than traditional
recruitment process.

Table 4.16
Particulars No. of Respondents Percentages

Strongly Agree 72 72

Agree 10 10

Neutral 10 10
Disagree 8 8

Strongly Disagree 0 0

Total 100 100

No. of Respondents
80

70

60

50

40

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly Disgree

No. of Respondents

Fig. 4.16

Interpretation:
From the above graph it can be interpreted that, out of 100 respondents majority of the
respondent’s i.e.72% strongly agree with the statement that virtual recruitment requires more
patience and perseverance than traditional recruitment process. 10% agrees and only 8%
disagrees with statement.

53
To study the Motivation of Professionals using social networking sites:

17. The number of social media users has already been there in Bangalore but it seems the
users have been growing by leaps and bounds after the pandemic.

Table 4.17
Particulars No. of Respondents Percentages

Strongly Agree 62 62

Agree 35 35

Neutral 3 3

Disagree 0 0

Strongly Disagree 0 0

Total 100 100

No. of Respondents
70

60

50

40

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly Disgree

No. of Respondents

Fig. 4.17

54
Interpretation:
From the above graph it can be interpreted that, out of 100 respondents 97% of the sample
population has responded positively in which 62% strongly agree and 35% agree and only 3%
remains neutral regarding their opinion. Thus majority of the respondents agree with the
statement that the number of social media users has already been there in Bangalore but it
seems the users have been growing by leaps and bounds after the pandemic. There is no
negative response for this statement.

18. Due to this pandemic the usage of Social networking sites for recruitment purpose has
increased as they are able to reach the target audience.

Table 4.18
Particulars No. of Respondents Percentages

Strongly Agree 54 54

Agree 36 36

Neutral 10 10

Disagree 0 0

Strongly Disagree 0 0

Total 100 100

55
 No. of Respondents
60

50

40

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly Disgree

No. of Respondents

Fig. 4.18

Interpretation:

From the above graph it can be interpreted that, out of 100 respondents 90% of the sample
population has responded positively in which 54% strongly agree and 36% agree and only
10% remains neutral regarding their opinion. Thus majority of the respondents agree with the
statement that due to this pandemic the usage of Social networking sites for recruitment
purpose has increased as they are able to reach the target audience. There is no negative
response for this statement.

56
19. LinkedIn has become the most preferred social networking site for qualified
professional as well as corporate recruiters being the largest congregation of networked
professionals in India and abroad:

Table 4.19
Particulars No. of Respondents Percentages

Strongly Agree 72 72

Agree 10 10

Neutral 18 18

Disagree 0 0

Strongly Disagree 0 0

Total 100 100

No. of Respondents
80

70

60

50

40

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly Disgree

No. of Respondents

Fig. 4.19

57
Interpretation:

From the above graph it can be interpreted that, out of 100 respondents 82% of the sample
population has responded positively in which 72% strongly agree and only 10% agree, while
18% remains neutral regarding their opinion. Thus majority of the respondents agree with the
statement that LinkedIn has become the most preferred social networking site for qualified
professional as well as corporate recruiters being the largest congregation of networked
professionals in India and abroad. There is no negative response for this statement.

20. Facebook has become the most preferred Social Networking Site connecting people
with their friends and other people who work, study and live around them, helping
Corporate Recruiters in understanding the personal lives of potential recruits.

Table 4.20
Particulars No. of Respondents Percentages

Strongly Agree 36 36

Agree 27 27

Neutral 27 27

Disagree 9 9

Strongly Disagree 1 1

Total 100 100

58
 No. of Respondents
40

35

30

25

20

15

10

0
Strongly Agree Agree Neutral Disagree Strongly Disgree

No. of Respondents

Fig. 4.20

Interpretation:

From the above graph it can be interpreted that, out of 100 respondents, 36% strongly agrees
that Facebook has become the most preferred Social Networking Site connecting people with
their friends and other people who work, study and live around them, helping Corporate
Recruiters in understanding the personal lives of potential recruits. 27% agree as well as has
neutral opinion about the statement and 9% disagree while only 1% strongly disagree.

59
Problems faced by the recruiters in virtual recruitment process:

21. Mental health and well-being of recruiters and HR professionals gets affected
sometimes due to the pandemic which also affects their ability to build an effective
work force.

Table 4.21
Particulars No. of Respondents Percentages

Strongly Agree 36 36

Agree 54 54

Neutral 10 10

Disagree 0 0

Strongly Disagree 0 0

Total 100 100

No. of Respondents
60

50

40

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly Disgree

No. of Respondents

Fig. 4.21

60
Interpretation:

From the above graph it can be interpreted that, out of 100 respondents 90% of the sample
population has responded positively in which 54% strongly agree and 36% agree, while 10%
remains neutral regarding their opinion. Thus majority of the respondents agree with the
statement that mental health and well-being of recruiters and HR professionals gets affected
sometimes due to the pandemic which also affects their ability to build an effective work force.
There is no negative response for this statement.

22. Network issues are one of the major problems faced by recruiters in virtual recruitment
process.

Table 4.22
Particulars No. of Respondents Percentages

Strongly Agree 72 72

Agree 25 25

Neutral 3 3

Disagree 0 0

Strongly Disagree 0 0

Total 100 100

61
 No. of Respondents
80

70

60

50

40

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly Disgree

No. of Respondents

Fig. 4.22

Interpretation:

From the above graph it can be interpreted that, out of 100 respondents 97% of the sample
population has responded positively in which 72% strongly agree and 25% agree, while only
3% remains neutral regarding their opinion. Thus majority of the respondents agree with the
statement that Network issues are one of the major problems faced by recruiters in virtual
recruitment process. There is no negative response for this statement.

62
23. There is an increased number of fake profiles being created which becomes a problem
in the recruitment process and in recognizing the right talent.

Table 4.23
Particulars No. of Respondents Percentages

Strongly Agree 63 63

Agree 27 27

Neutral 10 10

Disagree 0 0

Strongly Disagree 0 0

Total 100 100

No. of Respondents
70

60

50

40

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly Disgree

Fig. 4.23

63
Interpretation:

From the above graph it can be interpreted that, out of 100 respondents 90% of the sample
population has responded positively in which 63% strongly agree and 27% agree, while 10%
remains neutral regarding their opinion. Thus majority of the respondents agree with the
statement that there is an increased number of fake profiles being created which becomes a
problem in the recruitment process and in recognizing the right talent. There is no negative
response for this statement.

24. Virtual recruitment process requires patience as some candidates are unavailable for
the recruitment process at times which might be stressful.

Table 4.24
Particulars No. of Respondents Percentages

Strongly Agree 72 72

Agree 18 18

Neutral 10 10

Disagree 0 0

Strongly Disagree 0 0

Total 100 100

64
 No. of Respondents
80

70

60

50

40

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly Disgree

Fig. 4.24

Interpretation:

From the above graph it can be interpreted that, out of 100 respondents 90% of the sample
population has responded positively in which 72% strongly agree and 18% agree, while 10%
remains neutral regarding their opinion. Thus majority of the respondents agree with the
statement that virtual recruitment process requires patience as some candidates are unavailable
for the recruitment process at times which might be stressful. There is no negative response
for this statement.

65
25. Redefining HR practices has been a challenge for the recruiters and HR professionals
who has been used to with the traditional methods of recruitment.

Table 4.25
Particulars No. of Respondents Percentages

Strongly Agree 73 73

Agree 20 20

Neutral 7 7

Disagree 0 0

Strongly Disagree 0 0

Total 100 100

No. of Respondents
80

70

60

50

40

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly Disgree

No. of Respondents

Fig. 4.25

66
Interpretation:

From the above graph it can be interpreted that, out of 100 respondents 93% of the sample
population has responded positively in which 73% strongly agree and 20% agree, while 7%
remains neutral regarding their opinion. Thus majority of the respondents agree with the
statement that redefining HR practices has been a challenge for the recruiters and HR
professionals who has been used to with the traditional methods of recruitment. There is no
negative response for this statement.

26. Quick recruitment is not possible in case of virtual recruitment as it is time consuming
because of factors like analyzing candidate’s online profile, unavailability, network
issues and recognizing fake profiles.

Table 4.26
Particulars No. of Respondents Percentages

Strongly Agree 75 75

Agree 19 19

Neutral 6 6

Disagree 0 0

Strongly Disagree 0 0

Total 100 100

67
 No. of Respondents
80

70

60

50

40

30

20

10

0
Strongly Agree Agree Neutral Disagree Strongly Disgree

Fig. 4.26

Interpretation:

From the above graph it can be interpreted that, out of 100 respondents 94% of the sample
population has responded positively in which 75% strongly agree and 19% agree, while 6%
remains neutral regarding their opinion. Thus majority of the respondents agree with the
statement that quick recruitment is not possible in case of virtual recruitment as it is time
consuming because of factors like analyzing candidate’s online profile, unavailability,
network issues and recognizing fake profiles. There is no negative response for this statement.

68
Chi Square test:

1. Age of the respondents and preferred recruitment method:

Null Hypothesis: There is no significant impact of age on recruitment method

preference.
Alternate Hypothesis: There is impact of age on recruitment method preference

Table of observed values:

Table 4.27
Age Strongly Agree Neutral Disagree Strongly Total
Group Agree Disagree
(In Years)
20 – 30 25 20 12 2 1 60
30 – 40 10 6 2 1 1 20
40 – 50 7 5 2 1 0 15
50 – 60 2 2 1 0 0 5
Total 44 33 17 4 2 100

Expected Values:

Table 4.28
Age Strongly Agree Neutral Disagree Strongly
Group Agree Disagree
(In Years)
20 – 30 26.4 19.8 10.2 2.4 1.2
30 – 40 8.8 6.6 3.4 0.8 0.4
40 – 50 6.6 4.95 2.55 0.6 0.3
50 – 60 2.2 1.65 0.85 0.2 0.1

69
Formula: (Observed value – Expected value) 2
(Expected Value)

Calculation of Chi Square value

Table 4.29
Observed Value Expected Values O-E (O-E)² (O-E)²/E
( O) €
25 26.4 -1.4 1.96 0.742
20 19.8 0.2 0.04 0.002
12 10.2 1.8 3.24 0.318
2 2.4 -0.4 0.16 0.067
1 1.2 -0.2 0.04 0.033
10 8.8 1.2 1.44 0.164
6 6.6 -0.6 0.36 0.054
2 3.4 -1.4 1.96 0.576
1 0.8 0.2 0.04 0.05
1 0.4 0.6 0.36 0.9
7 6.6 0.7 0.49 0.074
5 4.95 0.05 0.0025 0.0005
2 2.55 -0.55 0.3025 0.119
1 0.6 0.4 0.16 0.267
0 0.3 -0.3 0.09 0.3
2 2.2 -0.2 0.04 0.018
2 1.65 0.35 0.1225 0.074
1 0.85 0.15 0.075 0.088
0 0.2 -0.2 0.04 0.2
0 0.1 -0.1 0.01 0.1
4.1465

70
Chi square calculated value = 4.1465
Degrees of Freedom = (C-1)(R-1) = (4-1)(5-1) =12
Chi square value for 5% significance
Table value of chi square = 21.03
The table value is more than the calculated value. Hence the null hypothesis is accepted and
alternate hypothesis is rejected.
So, there is no significant impact of age on recruitment method preferences.

71
Findings:

1. Recruitment consultancies and recruitment agencies are using social networking sites
and online job portals for recruitment purpose. Most of the companies recruit from
their own job portal. Recruiters are more aware about the virtual recruitment and they
are used to conducting virtual recruitment due to this pandemic situation.

2. Recruiters are preferring online recruitment as they can explore a wide area of talent
and find the right candidate from any part of the world, which is one of the best thing
about virtual recruitment.

3. Recruiters are using social networks and job portals to find the right talent and they
believe that the future of recruitment is finding candidates virtually and also they are
able to find as many candidates as they want by posting a job on the internet, in job
portals or social networking sites.

4. Majority of respondents think that in terms of sheer numbers, virtual recruitment is

more affordable and cost-effective than traditional means of recruitment for corporate
recruiters. With widespread adoption of internet; social networking sites (like
Facebook, Instagram, LinkedIn etc.) are within easy reach of millions of aspiring
workforce in the labor market-place and corporate recruiters can save a lot of time and
effort in recruiting target workforce using social networking sites which play out to be
very cost effective and affordable for even the smallest of recruiters who got more
recruitment tool than more in the past.

5. Majority of respondents think that virtual recruitment is more time-saving and time-
effective than traditional means of recruitment for recruiters. The ubiquitous nature of
internet and real-time communication of social networking sites make e-recruitment
very time-saving as well as time-effective compared to traditional means of
recruitment which are quite cumbersome, effort-intensive and time-guzzling in
comparison.

72
6. Majority of respondents think that virtual recruitment is more creative and imaginative
than traditional means of recruitment for recruiters. Unlike traditional means of
recruitment; virtual recruitment helps in creative usage of imagination in engaging
target workforce. Recruiters could engage in a one to one conversation with potential
employees through the creative and imaginative medium of social networking sites.

7. Majority of respondents think that virtual recruitment helps in attracting better quality
of workforce than traditional means of recruitment for recruiters. In traditional means
of recruitment; skilled employees are attracted by placing expensive advertisements in
different media but virtual recruitment use word-of-mouth publicity which spread like
wild-fire and help in attracting better quality workforce (who are capable enough in
researching about the company and the kind of job being offered). Many online surveys
help job aspirants get informed about the human resource practices and work culture
prevalent in popular organizations. Besides, interested people can stay in direct contact
with potential recruiters who keep on posting about the latest openings in their
organizations.

8. Majority of respondents think that virtual recruitment helps in better understanding of

Psychographics (Attitudes, Interests, Opinions, Personality, Motivation and
Aspirations) of job aspirants than traditional means of recruitment for corporate
recruiters. Virtual recruitment is the only means available to recruiters during this
pandemic to know about the psychographic characteristics of their potential workforce
by being able to background check and understand people on the basis of their personal
and professional social media profiles and content generated.

9. Majority of respondents think that virtual recruitment requires more skill and expertise
than traditional means of recruitment for recruiters. In comparison to other traditional
means of recruitment, virtual recruitment involves closely observing and analyzing the
distinct behavioral patterns of potential employees on various social networking sites
and job portals for a considerable period of time to get to know the real person the

73
 potential employee is in his/her real life in contrast to their public personas (which
might be fake or designed to impress).

10. Majority of respondents think that virtual recruitment is more challenging and
demanding than traditional means of recruitment for recruiters. Compared to other
traditional means of recruitment; virtual recruitment is more difficult, challenging and
demanding because every potential employee has got a unique identity and displays
distinct behavior on different social networking sites and details on job portals. Thus,
recruiters must put some real effort in outlining the real character, personality and
temperament of potential employees but it is well worth in the long term.

11. Majority of respondents think that virtual recruitment requires more patience and
perseverance than traditional means of recruitment for recruiters. When recruiters use
virtual recruitment they need to patiently indulge into the social media content
(representing thinking, personality and behavioral patterns) and job profiles created by
potential employees. They also need to research about employees’ character, integrity,
beliefs, values, attitudes and opinions of employees towards different subjects. This
requires a lot of effort on the part of recruiters since a glance shall not be enough to
find out the real motivation, aspirations and thought processes of potential employees.

12. Due to this pandemic the usage of Social networking sites for recruitment purpose has
increased as they are able to reach the target audience and also the number of social
media users has already been there in Bangalore but it seems the users have increased
after the pandemic. LinkedIn has become the most preferred social networking site for
qualified professional as well as corporate recruiters which is the largest congregation
of networked professionals in India and abroad. Majority of the respondents agree with
these statements.

13. Majority of the respondents agree that Facebook has become the most preferred Social
Networking Site connecting people with their friends and other people who work,
study and live around them, helping Corporate Recruiters in understanding the
personal lives of potential recruits.

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14. Majority of the respondents think that mental health and well-being of recruiters and
HR professionals gets affected sometimes due to the pandemic which also affects their
ability to build an effective work force. Many workers are not used to with this current
scenario of work from home concept. Most of them have been working in a very
interactive environment while interacting with co-workers, change from such
environment can make them uncomfortable, which affects their health as well as work.

15. Majority of the respondents agree with the statement that network issues are one of the
major problems faced by recruiters in virtual recruitment process. There can be many
reasons due to which network issue might occur, like lack of strong Wi-Fi connection
and there can be power cut and bad network connectivity.

16. Majority of the employees think that there is an increased number of fake profiles being
created which becomes a problem in the recruitment process and in recognizing the
right talent. This issue is faced by many recruiters. Some candidates are unavailable
for the recruitment process at times which might also be stressful. And recruiters have
to deal with stress because of these reasons and due to this virtual recruitment process
requires patience.

17. Majority of the respondents agree that redefining HR practices has been a challenge
for the recruiters and HR professionals who has been used to with the traditional
methods of recruitment. Many recruiters might have problem to adapt to new methods
and some might be uncomfortable with new applications and technology of
recruitment.

18. Majority of the respondents agree that quick recruitment is not possible in case of
virtual recruitment as it is time consuming because of factors like analyzing
candidate’s online profile, unavailability, network issues and recognizing fake profiles.

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Suggestions:

1. Virtual recruitment can be conducted more effectively by conducting video interviews.

Video interviewing helps to connect with candidates in a face-to-face setting during
virtual recruitment. Without the added hassle of scheduling in-person interviews or
costly travel expenses, you can understand their communication skills, personality, job
fit, and motivations.

2. Conducting a personality test to the shortlisted applicants to perform can improve the
virtual recruitment process. It isn't easy to assess all the traits while hiring someone
virtually. A personality test is a tool used to determine human personality. Personality
testing and assessment refer to techniques designed to measure the characteristic
patterns of traits that people exhibit across various situations.

3. Daily interactions with coworkers by scheduling daily group meatings through

different applications like google meet, zoom meet and Microsoft teams can reduce
stress and this can create the workspace enjoyable and conducting online games and
entertaining the employees can be motivating and enhances their work and mental
health.

4. Through the virtual recruitment using different job portals and social networks for job
posting corporate recruiters can spread the information about job vacancies like a wild
fire which provide a large selection area where corporate recruiters can easily find their
better quality target workforce. There are search methods like Boolean search for
finding the right candidates.

5. Organization should adopt latest interview techniques to recruit prospective

employees. And also find a method to virtually give the candidates an experience of
the work culture and the company environment which can be helpful in attracting more
skillful and talented candidates.

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Conclusion:

Virtual recruitment is forward step of normal methods of recruitment. Virtual recruitment has
become the most wanted need for recruiters to find potential employees. Compared to
traditional means of recruitment, virtual recruitment is more time-effective, cost-effective and
more efficient to accomplish the recruitment objective. The analysis of the study suggests that
virtual recruitment provide the large platform where recruiters as well as potential employees
can interact with each other. Virtual recruitment has been in trend since the pandemic situation
has arisen. Many workers and recruiters find it very much difficult to adapt with the new
methods of recruitment. Thus virtual recruitment has always been helpful in selecting the right
candidates and in maintaining the workflow. The study provides an insight of new trends and
methods of virtual recruitment and its awareness level for the recruiters and some of the
problems faced by the recruiters during this pandemic. Thus virtual recruitment is going to be
in practice in the future taking into consideration the current pandemic situations.

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 BIBLIOGRAPHY

How to create a virtual, recruitment strategy - Recruiter

Your Guide to Virtual Recruiting: Everything You Need to Know (harver.com)

HR Articles Blogs to Read for HR Trends 2021, Types of Articles examples

(hrhelpboard.com)

Human Resource Articles, Research, & Case Studies – HBS Working Knowledge

Boşcai, B. G. (2017). The evolution of e-recruitment: The introduction of online recruiter.

Holm, A. B. (2009, May). Virtual HRM: A case of e-recruitment. In 11th International Conference on
Enterprise Information Systems (pp. 49-68).
Mindia, P. M., & Hoque, M. K. (2018). Effects of E-recruitment and internet on recruitment process: An
Empirical study on Multinational companies of Bangladesh. International Journal of Scientific Research
and Management, 6(1), 1-6.
Gavin, J., Nguyen, A., Plasek, E. (2020). Rethinking graduate recruitment weekends: Using slack to
make virtual recruitment as effective as in-person visits.
Prajapati, G., & Pandey, S. (2020). Enhancing Employee Experience during Covid-19: A Qualitative
Study on Investment Banks. International Journal of Modern Agriculture, 9(3), 1711-1734.
Tanaka, M. E, McLoud, H. R. (2020). Utilization of a virtual information session to increase engagement
with prospective applicants in the setting of COVID-19. Current Problems in Diagnostic Radiology.
Hamouche, S. (2021). Human resource management and the COVID-19 crisis: implications,
challenges, opportunities, and future organizational directions. Journal of Management & Organization,
1-16.
Ismail, F., Salleh, S. H., & Wei, C. S. (2021). VIRTUAL RECRUITMENT CHALLENGES ACCORDING
TO EMPLOYER PERSPECTIVE. Jurnal Penyelidikan Sains Sosial (JOSSR), 4(11), 31-39.
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virtual recruitment in surgery during the COVID-19 pandemic. The Annals of The Royal College of
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 APPENDIX

Questionnaire

Gender: Male Female

Residence: Metro Non-Metro

Age (in years): ≥ 20 < 30 ≥ 30 < 40 ≥ 40 < 50 ≥ 50 <60

Education: 12th Graduate Post Graduate

Please answer the following questions on a Scale of 1-5, where “1” denotes Strongly
Disagree, “2” denotes Disagree, “3” denotes Neutral, “ 4” denotes Agree and “5” denotes
Strongly Agree

1. Awareness about Virtual Recruitment Process :

S.N Research Statements 1 2 3 4 5

1.1 Social networking sites like LinkedIn, Facebook, Instagram and
Twitter have become the most important networking tool for
corporate recruiters and recruitment consultants.
1.2 Virtual Recruitment is going to become preferred means of
recruitment by recruiters in times to come.
1.3 In the quest for right talent recruiters have started to look beyond
job portals and started tracking their target workforce on social
networking sites.
1.4 HR professionals are using social networking sites to spread a quick
word about job vacancies.

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1.5 Recruiters are attracted towards online recruitment as the can find
the most qualified and talented human resource anywhere in India
as well as abroad.

2. How virtual recruitment is different from traditional recruitment practices:

S.N Research Statements 1 2 3 4 5

2.1 Virtual recruitment is more affordable and cost effective than
traditional means of recruitment.
2.2 Virtual recruitment is more time saving and time effective than
traditional recruitment practices.
2.3 Virtual recruitment helps in attracting better quality of workforce
than traditional means of recruitment.
2.4 Virtual recruitment helps in better understanding of Psychographics
(Attitudes, Interests, Opinions, Personalities, Motivations and
Aspirations) of job aspirants than traditional means of recruitment.
2.5 Virtual recruitment requires more skill and expertise than
traditional recruitment process.
2.6 Virtual recruitment is more challenging and demanding than
traditional means of recruitment.
2.7 Virtual recruitment requires more patience and perseverance than
traditional recruitment process.

3. To study the Motivation of Professionals using social networking sites:

S.N Reference Statements 1 2 3 4 5

3.1 The number of social media users has already been there in banglore
but it seems the users have been growing by leaps and bounds after
the pandemic.
3.2 Due to this pandemic the usage of Social networking sites for
recruitment purpose has increased as they are able to reach the target
audience.
3.3 Linkedin has become the most preferred social networking site for
qualified professional as well as corporate recruiters being the
largest congregation of networked professionals in India and abroad

80
3.4 Facebook has become the most preferred Social Networking Site
connecting people with their friends and other people who work,
study and live around them, helping Corporate Recruiters in
understanding the personal lives of potential recruits.

4. Problems faced by the recruiters in virtual recruitment process:

S.N. Reference Statements 1 2 3 4 5

4.1 Mental health and well-being of recruiters and HR professionals gets
affected sometimes due to the pandemic which also affects their
ability to build an effective work force.
4.2 Network issues are one of the major problems faced by recruiters in
virtual recruitment process.
4.3 There is an increased number of fake profiles being created which
becomes a problem in the recruitment process and in recognizing the
right talent.
4.4 Virtual recruitment process requires patience as some candidates are
unavailable for the recruitment process at times which might be
stressful.
4.5 Redefining HR practices has been a challenge for the recruiters and
HR professionals who has been used to with the traditional methods
of recruitment.
4.6 Quick recruitment is not possible in case of virtual recruitment as it
is time consuming because of factors like analyzing candidate’s
online profile, unavailability, network issues and recognizing fake
profiles.

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