SUMMER TRAINING PROJECT REPORT

On

“A STUDY ON RECRUITMENT AND SELECTION AT SOFT

COPY IT SERVICES PVT LTD’’

Submitted in partial fulfillment of the requirement for

MBA

BATCH-2021-2023

Submitted to:- Submitted by:

Dr.Rajni Singh Vanshika Choudhary
III Semester

HIERANK BUSINESS SCHOOL

A-42 INSTITUTIONAL AREA , SECTOR -62 NOIDA.
AFFILIATED TO ABDUL KALAM TECHNICAL UNIVERSITY.
 Date…………………..

TO WHOM SO EVER IT MAY CONCERN

This is to certify that Ms. Vanshika Choudhary is a bonafide student of MBA 2nd Year
of thisinstitute for the session (2021-23) and she has prepared Summer Training
ProjectReport titled “A STUDY ON RECRUITMENT AND SELECTION

AT SOFT COPY IT SERVICES PVT LTD.”, for partial fulfillment of Master of

Business Administration (MBA) affiliated to Dr. A P J Abdul Kalam Technical
University, LUCKNOW.

I wish him/her all the best for his/her future endeavors.

Dr. Rajni Singh (Faculty Supervisor)

(Dean Academics MBA)
 ACKNOWLEDGEMENT

I acknowledge here to all who have been instrumental in preparation of my project. I

acknowledge my gratitude to my parents whose support, dedication and honest efforts
have given me an intense help in doing this project.
I take the opportunity to thank Mrs. RAJNI MAM for encouraging, guiding and
supporting every step and sparing their valuable time for me.
Last but not the least I record my sincere thanks to all beloved and respectable persons
who helped me and could find any separate mention.
 INDEX

PAGE NO.
S.NO

1.INTRODUCTION
1-6

2.OBJECTIVE OF THE STUDY 7-7

3.SCOPE OF THE STUDY 8-9

4. LITERATURE REVIEW 10-22

5. RESEARCH METHODOLOGY 23-26

6. DATA ANALYSIS AND INTERPRETATION 27-47

7. FINDINGS 48-48

8. CONCLUSION 49-49

9.SUGGESTION AND RECOMMENDATION 50-50

10.BIBLIOGRAPHY 51-52
 INTRODUCTION ABOUT THE PROJECT

Project is an essential and basic activity to get knowledge and where it is a great
Opportunity to involve ourselves It is a long term commitment where we develop
ourselves into innovative ideas that explain facts and knowledge .The internship
program of MBA will help to learn more knowledge about the study of recruitment and
selection at Softcopy IT services private limited, by understanding about the topic I am
sure my experience will definitely help in future.

The main purpose of the internship is to enrich classroom learning through exposure to
the future on the job experience and to assist in the determined career goals.

During my internship period I am going to learn a lot of things things like company
profile, company policies and rules and regulations.

Recruitment and Selection is the major part of the Human Resource Management. It is
the gateway through which employees are selected and hired into the organization.
Recruitment process involves identifying the vacant post, Posting Ads for vacant
positions, Filtering and screening the candidates. Whereas Selection process comes into
action after the provide training and evaluate their performance.

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INTRODUCTION OF THE ORGANISATION

SOFT COPY IT SERVICES PRIVATE LIMITED

Softcopy IT Services is a single window solution for all your IT needs. It is An ISO
9001:2015 & 27001:2015 Certified Company. We take pride in our history of serving
clients from a wide range of industries, and our advanced innovative solutions for them,
are in themselves a testament to the dedication and diligence we put in our work. Our
products are currently being used by several companies and we excel in efficiently
managing on-site as well as remote projects.

Our professional ethics put client satisfaction as our top priority, everything else comes
later. We believe in making and maintaining long term healthy relationships with our
clients, which are beneficial for both, the clients and us. These ethics drive us to provide
top notch customized software packages and websites to our clients.
Every client has different needs and requirements, so every client needs a different
solution. Working with our team of experienced and well qualified engineers, we
provide our clients with a software solution which will meet their specific requirements
and even exceed them. Our engineers work hard to integrate the varied requirements of
the client, and yet make the product efficient and easy to use. Our standardized software
development methods enable us to reduce development time and be cost effective at the
same time.
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VISION

It is our vision to develop Soft Copy IT services and make it a world class IT services
centre and to serve clients with top quality services in the fields associated with top
quality services in the fields associated with Application Development, Web designing
and development, Mobile Application Development, Business Consultation and online
Marketing Consultation allunder one roof.

• Being a Name clients can trust.

• Providing an open, stimulating and nurturing environment to its employees,

where Every voice is heard, every opinion is respected .
• Exploring new possibilities and opportunities for the growth of its clients.

MISSION

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“WE ARE COMMITTED TOWARDS FULFILLING YOUR DREAMS ’’.

Soft copy IT services strives to be a first class organization on which its clients can
depend and we are ready to do whatever it takes to reach that level. We feel it is our
duty to motivate every person with us to work towards excellence and to imbibe in them
the spirit of team work.
We aim to improve our excellent quality of service through close interaction with our
clients at every step and comprehend their needs and demands so that they are happy
with the final product.
• Innovative solutions

• Satisfied clients

• Happy employees

FEATURES

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 • Communication
• Creativity
• Focus
• Quality work
• Fair prices
• Safety and security
• Smart work
• Planning
• 100% satisfaction
The techniques that we use keep you in 100% control of everything that is important to
you like budget, quality, resources, time and security. We strive to attract, nurture and
retain exceptional talent in our organization. We look at today’s software design
challenges from a global perspective to develop a global solution.

Website development is the forte of Softcopy IT Services, we provide services that take
your website idea from the drawing board to the internet. Our web designers are the
experts of their field and have the creativity and coding skills to create great looking
websites which are pleasing to the eyes of the visitor. Our innovative and experienced
designers enable us to deliver websites which are easy to use, load faster and grab the
attention on the web user. Softcopy IT Services is a fast growing software development
company. In a very short time we have provided our clients with a software
infrastructure which is the backbone of management in an organization, and we have
done it in a very cost effective and reliable way. During this time we have also
developed industry leading business software and analytics technology which is
changing the face of the software industry.

5
During the entire development cycle, we make sure that the application is resource easy
to use and meets the client’s requirements completely, and to ensure this, we are
efficient and careful at every step from initial architectural design to development and
integration into existing systems to provide seamless operation all platforms.

CAREERS
At Softcopy, our quality working environment lets our professionals rejoice an enriched
personal life and rewarding long-term career growth. We appreciate their collaborative
efforts, teamwork and persistent innovations and are committed to polish their skills
through constant training, knowledge sharing initiatives and brainstorming sessions on
technology. Our creative initiatives are motivated by diverse culture, religion and native
languages, making way for a fun-filled environment. We all here are inspired by the
deliberate efforts of each other and work together as a unit to achieve excellence and
quality for SoftCopy.

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OBJECTIVE OF THE STUDY
The objective of the Study is to understand the Recruitment and Selection process
carried out by the company. The Strategies used by the organization to retain their loyal
employees and to attract new talents inside and outside the organization.
Communication media is checked, to know if the employees are aware of the activities
going on in the organization. Feedbacks are collected at the end to know the employees
view about the company. Recruitment and Selection is the major part of the Human
Resource Management. It is the gateway through which employees are selected and
hired into the organization. Recruitment process involves identifying the vacant post,
Posting Ads for vacant positions, Filtering and screening the candidates. Whereas
Selection process comes into action after the recruitment, which involves, Choosing the
correct candidate for the vacant position and provide training and evaluate their
performance. Recruitment is the process of attracting new talents using various sources
and making that candidate apply for the job, according to Edwin. D. Flippo. The
Recruitment process vary from one company to another. Companies follows different
Recruitment strategies and Techniques to hire people. The one main concept followed
by all the companies is Recruitment Policy, based on this the candidates are selected for
the further rounds of interview. There are certain factors which will affect the
recruitment process of the organization and they are brand image, welfare, goodwill,
etc. Selection is the process of selecting the skilful candidate for the vacant position, by
verifying if the candidate meets all the requirements of the job. Selection process is time
consuming and lengthy when compared with Recruitment process. According to Yoder,
Selection is classified into two categories, namely, selected and not selected. The factors
that affect Selection process in the organization are Background verification, Referral
checks, interviews and many more.
Ultimately the Recruitment and Selection (R & S) process is very essential for bringing
change in organization and it also helps in motivating the employees in the organization.
It provides growth to the employee’s career. Hence it is important both for organization
as well as the employees.

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SCOPE OF STUDY
Recruitment and selection is an important operation in HRM, designed to maximize
employee strength in order to meet the employer’s strategic goals and objectives. In
short, Recruitment and selection is the process of sourcing, screening and shortlisting
and selecting the right candidates for the required vacant positions.
The scope of recruitment and selection is very wide and it consists of a variety of
operations.
Resources are considered as most important asset to any organization.
Hence, hiring right resources is the most important aspect of Recruitment. Every
company has its own pattern of recruitment as per their recruitment policies and
procedures.
The scope of Recruitment and selection includes the following operations-
• Dealing with the excess or shortage of resources.
• Preparing the Recruitment policy for different categories of employees.
• Analysing the recruitment policies, processes and procedures of the organization.
• Identifying the areas, where there could be a scope of improvement.
• Streamlining the hiring process with suitable recommendations.
• Choosing the best suitable process of recruitment for effective hiring of
resources. Any organization wants it future to be in good and safe hands. Hence,
hiring the right Resource is a very important task for any organization.
The benefits of the study of the researcher is that it helped to gain knowledge and
experience and also provided the opportunity to study and understand the prevalent
recruitment and selection procedures.
The key points of my research study are:
• To study the fact about the SoftCopy IT Services Pvt. Ltd as a group.
• To analyses the recruitment policy of the organization.
• To understand and analyse various HR factors including recruitment procedure
at SoftCopy IT Services Pvt. Ltd.
• To suggest any measures /recommendations for the improvement of the
recruitment procedures.
• It extends to the whole of the organization.

8
It covers workers, clerical staff, officers, junior management, middle management and
senior management.

9
LITERATURE REVIEW
Recruitment refers to the process of attracting, screening, and selecting qualified people for
a job at an organization or firm. For some components of the recruitment process, mid and
large size organizations often retain professional recruiters or outsource some of the process
to recruitment agencies. It is is the process to discover sources of manpower to meet the
requirement of staffing schedule and to employ effective measures for attracting that
manpower in adequate numbers to facilitate effective selection of an efficient working
force.
The main objective of the recruitment process is to expedite the selection process.

Selection on the other hand, is the process of picking individuals who have relevant
qualifications to fill jobs in an organization. The purpose of selection is to pick up the most
suitable candidate who would meet the requirements of the job in an organization best , to
find out which job applicant will be successful if hired. To meet this goal, the company
obtains and assesses information about the applicants in terms of age, qualification, skills,
experience, etc.
The needs of the job are matched with the profile of candidates. Recruiters should check
candidates information like achievements, behaviour in their previous companies.

Information that needs checking is:

• Candidates behavior / habits that can badly affect your department or company’s
activities.
• Achievements which candidates mention to be theirs, but in fact, those achievement
belong to the whole team. Awfully, some candidates make up some achievements.
• Reasons why candidates do not work for the previous companies.

• Candidates salary in the previous companies.

• Relationship among candidates and their colleagues or managers.

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Employee selection begins when a pool of applicants is generated by the organization’s
recruitment efforts. During the employee selection process, a firm decides which of the
recruited candidates will be offered a position. Effective employee selection is a critical
component of a successful organization. How employees perform their jobs is a major
factor in determining how successful an organization will be. Job performance is essentially
determined by the ability of an individual to do a particular job and the effort the
individual is willing to put forth in performing the job.

Through effective selection, the organization can maximize the probability that its new
employees will have the necessary KSAs to do the jobs they were hired to do. Thus,
employee selection is one of the two major ways (along with orientation and training) to
make sure that new employees have the abilities required to do their jobs. It also
provides the base for other HR practices-such as effective job design, goal setting, and
compensation-that motivate workers to exert the effort needed to do their jobs
effectively, according to Gatewood and Field.
Job applicants differ along many dimensions, such as educational and work experience,
personality characteristics, and innate ability and motivation levels. The logic of
employee selection begins with the assumption that at least some of these individual
differences are relevant to a person’s suitability for a particular job. Thus, in employee
selection the organization must:

1. Determine the relevant individual differences (KSAs) needed to do the job and

2. Identify and utilize selection methods that will reliably and validly assess the
extent to which job applicants possess the needed KSAs. The organization must
achieve these tasks in a way that does not illegally discriminate against any job
applicants on the basis of race, colour, religion, sex, national origin, disability, or
veteran’s status.

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AN OVERVIEW OF THE SELECTION PROCESS
Employee selection is itself a process consisting of several important stages, as shown
in Exhibit 1. Since the organization must determine the individual KSAs needed to
perform a job, the selection process begins with job analysis, which is the systematic
study of the content of jobs in an organization. Effective job analysis tells the
organization what people occupying particular jobs “do” in the course of performing
their jobs. It also helps the organization determine the major duties and responsibilities
of the job, as well as aspects of the job that are of minor or tangential importance to job
performance. The job analysis often results in a document called the job description,
which is a comprehensive document that details the duties, responsibilities, and tasks
that make up a job. Because job analysis can be complex, time-consuming, and
expensive, standardized job descriptions have been developed that can be adapted to
thousands of jobs in organizations across the world. Two examples of such databases
are the U.S. government’s Standard Occupational Classification (SOC), which has
information on at least 821 occupations, and the Occupational Information Network,
which is also known as O*NET. O*NET provides job descriptions for thousands of
jobs.

An understanding of the content of a job assists an organization in specifying the

knowledge, skills, and abilities needed to do the job.

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MAIN RESPONSIBILITIES OF HRM
a) Objective of Workforce Planning

Workforce planning is one of the most important activities in any organization. It starts with
analysis of the strategic position of the business. The results of this analysis then feed into a
forecast of the required demand for labour by the organization and how this is likely to be
supplied. The final stage involves the creation and implementation of a human resources
plan which aims to deliver the right number of the right people for the Organization.

b) Strategy for workforce plan

The strategic position and requirement of the organization have the most important
influence on workforce planning:
Organization objectives and scope of activities:What are the objectives of the
organisation? What products are to be sold, in which markets; using what kind of
distribution?
Organisation location – where is the organisation located? How are the various business
units, divisions, functions distributed across the various locations? What specialist skills
are essential in each location? What are the workforce implications of decisions on
organisation location?
• Labour environment:
What is happening to the size of the labour force?

What key population and employment trends (e.g. the increasing numbers of people
working on temporary or short-term contracts) affect the ability of the business to
recruit staff?
What provision needs to be made for employee pension; what employment
legislation

Timetables – to what extent does the strategic needs of the business require short-term
changes in the workforce – or can change be achieved over a longer period. For example,
are new retailing or distribution locations to be opened in the next 12 months that require
staff?

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c) Forecasting Workforce Demand

Putting a good Human Resources plan together requires an organisation to make a

reasonably accurate forecast of workforce size. Key factors to consider in this forecast are:
• Demand for existing and new products/projects

• Organisation disposals and product closures

• Introduction of new technology (e.g. new production equipment)

• Cost reduction programmes (most usually involve a reduction in staff numbers

somewhere within the business)
• Changes to the business organisational structure

• Business acquisitions, joint ventures, strategic partnerships

1.Forecasting Workforce Supply

The starting point for estimating supply is the existing workforce: an

Organization should take account of: Scheduled changes to the composition of
the existing workforce (e.g. promotions; job rotation)
Normal loss of workforce – e.g. through retirement, “normal” labor turnover
Potential exceptional factors – e.g. actions of competitors that create problems of
staff retention
By comparing the forecast workforce demand and supply – it is possible to
compile a forecast of net workforce size. This then needs to be compared with
the strategic requirements for the organization. The result is the “workforce gap”
(which is a forecast of too few or too many workers). The role of HRM is to
close the gap.

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SPECIFYING JOBS AND ROLES
This phenomenon includes two processes;
• Job specification
• Job description

Job Specification
Derived from job analysis, it is a statement of employee characteristics and qualifications
required for satisfactory performance of defined duties and tasks comprising a specific job
or function.
A job specification describes the knowledge, skills, education, experience, and abilities
organisation believes are essential to performing a particular job. The job specification is
developed from the job analysis.
A job specification cuts to the quick with organisation requirements whereas the job
description defines the duties and requirements of an employee’s job in detail. The job
specification provides detailed characteristics, knowledge, education, skills, and experience
needed to perform the job, with an overview of the specific job requirements.

Job Description
Job descriptions are essential. Job descriptions are required for recruitment so that
organisation and the applicants can understand the role. Job descriptions are necessary for
all people in the organisation. A job description defines a person’s role and accountability.
Without a job description it is not possible for a person to properly commit to, or be held
accountable for, a role.

Smaller organisations commonly require staff and managers to cover a wider or more mixed
range of responsibilities than in larger organisations (for example, the ‘office manager’ role
can comprise financial, HR, stock-control, scheduling and other duties). Therefore in
smaller organisations, job descriptions might necessarily contain a greater number of listed
responsibilities, perhaps 15-16. However, whatever the circumstances, the number of
responsibilities should not exceed this, or the job description becomes unwieldy and
ineffective.

15
Some feature in most job descriptions are as following;

• communicating ( How to communicate with upper and lower level of management

from his/her level)
• Panning and organising.

• Managing information and general administration support.

• Monitoring and reporting.

• Financial budgeting and control

• Producing things.

• Maintaining and repairing.

• Quality control.

• Health and safety.

• Using equipment and system.

• Developing and creating things.

Importance of Job Description:

Job descriptions improve an organisation’s ability to manage people and roles in the
following ways:
• Clarifies organisation expectations for employees.

• Provides basis of measuring job performance

• Provides clear description of role for job candidates

• Provides a structure and discipline for company to understand and structure all jobs
and ensure necessary activities, duties and responsibilities are covered by one job or
another
• Provides continuity of role parameters irrespective of manager interpretation

• Enables pay and grading systems to be structured fairly and logically

• Prevents arbitrary interpretation of role content and limit by employee and employer
and manager
• Essential reference tool in issues of employee/employer dispute

• Essential reference tool for discipline issues

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 • Provides important reference points for training and development areas

• Provides neutral and objective reference points for appraisals, performance reviews
and counselling

• Enables formulation of skill set and behaviour set requirements per role

• Enables organisation to structure and manage roles in a uniform way, thus

increasing efficiency and effectiveness of recruitment, training and development,
organisational structure, work flow and activities, customer service, etc
• Enables factual view (as opposed to instinctual) to be taken by employees and
managers in career progression and succession planning.

JOB DESCRIPTION COMPONENTS

• Job Title
• Based at (Business Unit, Section – if applicable)
• Position reports to (Line Manager title, location, and Functional Manager, location if
matrix management structure)
• Job Purpose Summary (ideally one sentence)
• Key Responsibilities and Accountabilities, (or ‘Duties’. 8-15 numbered points)
• Dimensions/Territory/Scope/Scale indicators (the areas to which responsibilities
extend and the scale of responsibilities – staff, customers, territory, products,
equipment, premises, etc)
• Date and other relevant internal references.
Hiring:
Organisation basically has two main resources to get Human resources
• Internal Promotion
• Recruitment
• Outsourcing.
Internal Promotions:
In this scenario existing employees of the organisation are promoted to fill the
required place in the organisation.

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RECRUITMENT AND SELECTION
Recruitment is the process of identifying that the organisation needs to employ someone
up to the point at which application forms for the post have arrived at the organisation.
Employee selection is the “process of collecting and evaluating information about an
individual in order to extend an offer of employment (R.D. Gate wood and H.S. Field)
Employee selection is part of the overall staffing process of the organization, which also
includes human resource (HR) planning, recruitment, and retention activities. By doing
human resource planning, the organization projects its likely demand for personnel with
particular knowledge, skills, and abilities (KSAs), and compares that to the anticipated
availability of such personnel in the internal or external labour markets. During the
recruitment phase of staffing, the organization attempts to establish contact with
potential job applicants by job postings within the organization, advertising to attract
external applicants, employee referrals, and many other methods, depending on the type
of organization and the nature of the job in question. Employee selection begins when a
pool of applicants is generated by the organization’s recruitment efforts. During the
employee selection process, a firm decides which of the recruited candidates will be
offered a position.

Effective employee selection is a critical component of a successful organization. How

employees perform their jobs is a major factor in determining how successful an
organization will be. Job performance is essentially determined by the ability of an
individual to do a particular job and the effort the individual is willing to put forth in
performing the job. Through effective selection, the organization can maximize the
probability that its new employees will have the necessary KSAs to do the jobs they
were hired to do. Thus, employee selection is one of the two major ways (along with
orientation and training) to make sure that new employees have the abilities required to
do their jobs. It also provides the base for other HR practices-such as effective job
design, goal setting, and compensation-that motivate workers to exert the effort needed
to do their jobs effectively……. Gate wood and Field. Organisational document that
details what is required to successfully perform a given job.

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The necessary KSAs are called job requirements, which is simply means they are
thought to be necessary to perform the job. Job requirements are expressed in terms of
desired education or training, work experience, specific aptitudes or abilities, and in
many other ways. Care must be taken to ensure that the job requirements are based on
the actual duties and responsibilities of the job and that they do not include irrelevant
requirements that may discriminate against some applicants. For example, many
organizations have revamped their job descriptions and specifications in the years since
the passage of the Americans with Disabilities Act to ensure that these documents
contain only job-relevant content.
Validity of selection methods

Validity refers to the quality of a measure that exists when the measure assesses a
construct. In the selection context, validity refers to the appropriateness,
meaningfulness, and usefulness of the inferences made about applicants during the
selection process. It is concerned with the issue of whether applicants will actually
perform the job as well as expected based on the inferences made during the selection
process. The closer the applicants’ actual job performances match their expected
performances, the greater the validity of the selection process.
Selection methods

AOrganisation should use selection methods that reliably and accurately measure the
needed qualifications. The reliability of a measure refers to its consistency. It is defined
as “the degree of self-consistency among the scores earned by an individual.” Reliable
evaluations are consistent across both people and time. Reliability is maximized when
two people evaluating the same candidate provide the same ratings, and when the
ratings of a candidate taken at two different times are the same. When selection scores
are unreliable, their validity is diminished. Some of the factors affecting the reliability
of selection measures are: Emotional and physical state of the candidate. Reliability
suffers if candidates are particularly nervous during the assessment process.
Lack of rapport with the administrator of the measure. Reliability suffers if candidates
are “turned off” by the interviewer and thus do not “show their stuff” during the
interview. Inadequate knowledge of how to respond to a measure. Reliability suffers if
candidates are asked questions that are vague or confusing.

19
Individual differences among respondents. If the range or differences in scores on the
attribute measured by a selection device is large, that means the device can reliably
distinguish among people.

Question of difficulty

Questions of moderate difficulty produce the most reliable measures. If questions are
too easy, many applicants will give the correct answer and individual differences are
lessened; if questions are too difficult, few applicants will give the correct answer and,
again, individual differences are lessened.
Length of measure.

As the length of a measure increases, its reliability also increases. For example, an
interviewer can better gauge an applicant’s level of interpersonal skills by asking
several questions, rather than just one or two.
Up to this point, our discussion has assumed that an employer needs to validate each of
its: Studies summarizing a selection measure’s validity for similar jobs in other settings.
Data showing the similarity between the jobs for which the validity evidence is reported
and the job in the new employment setting.
Data showing the similarity between the selection measures in the other studies
composing the validity evidence and those measures to be used in the new employment
setting.
Making final selection:

The extensiveness and complexity of selection processes vary greatly depending on

factors such as the nature of the job, the number of applicants for each opening, and the
size of the organization. A typical way of applying selection methods to a large number
of applicants for a job requiring relatively high levels of KSAs would be the following:
Use application blanks, resumes, and short interviews to determine which job applicants
meet the minimum requirements for the job. If the number of applicants is not too large,
the information provided by applicants can be verified with reference and/or
background checks. Use extensive interviews and appropriate testing to determine
which of the minimally qualified job candidates have the highest degree of the KSAs
required by the job.

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Make contingent offers to one or more job finalists as identified by Step 2. Job offers
may be contingent upon successful completion of a drug test or other forms of back-
ground checks.
General medical exams can only be given after a contingent offer is given.

RECRUITMENT PROCESS

STEP 1: Database search

STEP 2: Advertising
STEP 3: Networking and referrals
STEP 4: Processing of applicants
STEP 5: Submission and interview
STEP 6: feedback and offer
STEP 7:Commencement and retention

•CLIENT NEED ASSESSMENT

Define objectives and specifications.

Understand clients business and culture

Understand the job /position specifications.

Understand the role and responsibilities of the prospective candidate.

Develop a search plan and review with the client .

•CANDIDATE IDENTIFICATION

Identify target sources.

Extensive organisation mapping, research and database search for the profile.

Provide status report to client about the available talent pool.

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•CANDIDATE ASSESSMENT AND PRESENTATION

Screen and evaluate candidates.

Personal Interviews with candidates wherever possible – assess skills, interest level
and cultural fit.
Discuss the shortlist with the client and send resumes.

•CANDIDATE INTERVIEW , SELECTION AND PRESENTATION OFFER.

Facilitate interviews with the client.

Obtain feedback.

Participate in decision making process

Provide inputs on candidates desired compensation.

•CLOSURE AND FOLLOW UP

Negotiate offer acceptance.

Execute reference check, compensation and job level discussion.

Coordinate joining Formalities and boarding as per predefined date .

Closing review to understand clients level of satisfaction.

•TELEPHONIC INTERVIEW QUESTIONS

Tell me about yourself?

Tell me about your job profile?

How much current CTC, you are getting in current organisation?

How much you are expecting from new organisation?

How the notice period you required if you are selected?

Why did you want to resign from your previous job ?

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RESEARCH METHODOLOGY
Research design

Research-Design is a process in which information is collected and analysed, so as to

provide solutions for the problem. It is a method used to find solutions for questions asked
in research.
There are 4-types of Research Design, namely:

1. Descriptive Research Methodology, 2.

Correlational Research Methodology and
3. Experimental Research Methodology.

4. Causal- Comparative Research Methodology.

Research Methodology is systematic method which is used to collect information about a

particular topic and to do detailed study on that topic. Currently we are using descriptive
research methodology for this study.

Sample Size

Sample Size is number of respondents or people selected from a population to collect

data/samples for computing in the research. The sample size for this study is 80. Sampling-
Technique
Sampling-Techniques is the process by which the sample for the research or study is
selected. This helps in selecting a group for the survey, as it is difficult to do the survey for
the entire world’s population. Various types of sampling techniques are there and they are
mentioned below:
1. Simple Random Sampling-Techniques,

2. Systematic Sampling-Techniques,

3. Clustered Sampling-Techniques,

4. Quote Sampling-Techniques, 5. Convenience Sampling-Techniques,

6. Snowball Sampling-Techniques.

7. Stratified Sampling-Techniques and

8. Purposive Sampling-Techniques.

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The Sampling-Technique used in the study currently is Simple Random
Sampling Technique.
Data Collection

Questionnaires is the primary data collection source and through articles, books and
company website Secondary data collection has been carried out.
Research tool

Research tool is an instrument or means through which the research is carried out, for
example, Surveys, Questionnaires, etc. Chi-Square test is the research tool used in the
study.

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HYPOTHESIS
H0: The recruitment and selection process have unfavorable impact on the organization.

H1: The recruitment and selection process have favorable impact on the organization.

25
LIMITATIONS

• As there was time constraint, limited information was collected. Employee’s busy
work life can also be the reason to collect minimal information.
• The information collected and analyzed from the employee might be biased.

• As the research was limited to a single part of the organization, it can’t be

considered as the overall view of the employees in the organization .

26
DATA ANALYSIS AND INTERPRETATION.

1.Employee working Duration in the organization?

DURATION NO. OF RESPONDENTS

0-1 35
1-3 20
3-5 15
5-7 10

Respondents

10

15 35

20

0-1 Months 1-3 Months 3-5 Months 5-7 Months

27
INFERENCE :
It is very clear from the above table that 45% of the employee have worked for 0-1 year,
24% of them have served 1-3 years, 18% of them have served from 3-5 years and 13% of
them have worked for 5-7 years in the organization.
The above graph tells that majority of the employees working in the organization between
0-1 years.

2. Recruitment source that fits for the company?

SOURCES NO.OF RESPONDENTS

INTERNAL SOURCES 25
EXTERNAL SOURCES 55

Respondents

25

55

Internal External

28
INFERENCE:
32% of recruitments are done through utilizing Internal sources and 68% are done through
utilizing external sources is depicted from the above table.
Above graph depicts that external sources of recruitment is preferred by the employee and
the organization to find or hire new employees, rather than internal source of Recruitment
fits the company.
3.Websites used by the organization for hire employees?

WEBSITES NO.OF RESPONDENTS

NAUKRI 30
INTERNSHALA 20
LINKEDIN 12
INDEED 10
MONSTER 08

Respondents

12

30
10

12

20

Naukri Internshala LinkedIn Indeed Monster

29
INFERENCE:
From the above table we can say that, 40% use Naukri, 25% use Internshala, 14% use
LinkedIn, 11% use Indeed and 10% use Monster for hiring employees using websites or job
portals.
Naukri is the website or the job portal majorly used by the organization to hire new
candidate when compared to other websites. Internshala is the second website used for
hiring. These websites help in identifying and selecting the potential candidates.

4.Does the organization verify the vacant positions before the process of recruitment?

PARTICULARS NO. OF RESPONDENTS

STRONGLY AGREE 20
YES 50
MAY BE 10
NO 0
STRONGLY DISAGREE 0

Respondents

10
20

50

Strongly Agree Yes Maybe No Strongly Disagree

30
INFERENCE:
The above table says that 25% of employees Strongly-Agree that the organization verifies
the vacant positions before the Recruitment process. 64% of the employees Agree and the
remaining 11% of the employees have given their opinion as Neutral.
It is concluded that verification of the vacant position is done before the recruitment
process, as most of them Agree. And few of them have a neutral opinion on it.
Analysis of Chi-square
H0: Verification of vacant position is not done before recruitment process.
H1: Verification of vacant position is done before recruitment process.
N= Total Frequency= 20+50+10+0+0= 80
Np= 80/5= 16

O E (O-E) (O-E)2 (O-E)2/E

20 16 4 16 1
50 16 34 1156 72.25
10 16 -6 36 2.25
0 16 -16 256 16
0 16 -16 256 16
80 107.5
Chi-square (0.05) (Tabulated value) = 9.488> Chi-square (Calculated value) = 107.5 As the
Value calculated of is greater than the value tabulated, it is significant. H0 will be rejected.
Since there it is significant, the verification of the vacant positions is done recruitment
process. H1 will be accepted .

5.Conducting on time Recruitment and Selection process?

PARTICULARS NO.OF RESPONDENTS

YES 60
NO 20

31
INFERENCE:
From the above table, it is predicted that 75% of employee in the organization think that the
organization conducts timely R & S process and 25% think that the company won’t
conduct. We can interpret that, most of the employees think that the organization conducts
R & S process on time. On the other side, few of them think it does not conduct R & S
process on time.

Respondents

20

60

Yes 2nd Qtr

6. Is Employee Performance affected by the R & S process ?.

PARTICULARS NO.OF RESPONDENTS
YES 55
MAYBE 15
NO 10

32
 Respondents

10

15

55

Yes Maybe No

INFERENCE:
70% of employee says that performance depends on R & S process, whereas another 19%
of employees says that performance may or may not be based on R & S process and the
remaining 11% says that performance won’t depend on R & S process.
R & S process has no effect on the employee performance in company, is clearly
understood from the above graph. Though few of them think it affects the performance
majority thinks it won’t affect the performance .

7. Scope for Improvement in R & S process?

PARTICULARS NO. OF RESPONDENTS
STRONLY AGREE 15
YES 50
MAYBE 10
NO 5
STRONGLY DISAGREE 0

33
 Respondents
5
15
10

50

Strongly Agree Yes Maybe No Strongly Disagree

INFERENCE:
The above table says that 15% of the employee Strongly-Agree, 50 % of the employee say
Yes, 10% of the employee have a Neutral opinion, and 5% of the employee says No, that
there should be a scope for improvement in the R & S process .
From the above table, we can get a clear picture about the employees view about enhancing
in the R & S process. The most of the employees Agree that there is a scope for
improvement in the R & S process.
8.Fair practices of R & S will increase the company’s performance?
PARTICULARS NO.OF RESPONDENTS
STRONGLY AGREE 30
YES 45
MAYBE 0
NO 5
STRONGLY AGREE 0

Above table says that 38% of the employee Strongly-Agree, 56 % of the employee says
Yes, and 6% of the employee says No, that the organization should follow fair practices of
R & S process for increasing company’s performance.
34
It is suggested to follow Fair practices of R & S process by majority of the employees in the
company as it impacts on employee performance and also on the company’s performance in
the market.

Respondents
5

30

45

Strongly Agree Yes Maybe No Strongly Disagree

Analysis of Chi-square H0:

Fair practices of R & S process will not increase the organisation’s performance.
H1:
N= Total Frequency= 30+45+0+5+0= 80.
Np= 80/5= 16.
O E (O-E) (O-E)2 (O-E)2/E
30 16 14 196 12.25
45 16 29 841 52.56

35
0 16 -16 256 16
5 16 -11 121 7.56
0 16 -16 256 16
80 104.37

DF(V)= 5-1= 4 Chi-square (0.05) (Tabulated value) = 9.488> Chi-square (Calculated value)
= 104.37.

As the value calculated is greater than the value tabulated, it is significant. H0 will be
rejected and H1 will be accept, hence it is significant, and the changes will increase the
company’s performance by following fair practices in recruitment and selection process.

9. Initial Screening of the candidates is done by the recruitment team?

PARTICULARS NO.OF RESPONDENTS
YES 70
NO 30

Sales

30

70

Yes No

36
INFERENCE:
It is analysed that 88% of employee in the organization think initial screening of the
candidate is done by the recruitment team and the remaining 12% think that it is not
conducted by the recruitment team.
Many people working in company think the initial screening the candidate is carried out by
the recruitment team, which helps them to hire a candidate for a vacant position in the
organization.

10. Awareness about the existing vacancies to the employees?

PARTICULARS NO. OF RESPONDENTS

YES 55
NO 45

37
 Respondents

45

55

Yes No

INFERENCE:
It is very essential to inform the vacancies in the organization internally. Once it is
communicated internally, it will be communicated externally as well, so that the talents are
retained in the company. 70% of the employees are aware about the vacancies and 30% of
the employees are unaware about the vacancies.
In order to be successful in R & S process, it is important to communicate about vacant
positions internally as well as externally. From the above graph, it is depicted that most of
the employee are aware about the vacant positions in the organization.

11 In the process of recruitment does Employee Referral plays an important?

PARTICULARS NO.OF RESPONDENTS
STRONGLY AGREE 15
YES 45
MAYBE 15
NO 5
STRONGLY DISAGREE 0

38
 NO. OF RESPONDENTS
5
15

15

45

STRONGLY AGREE YES MAYBE

NO SRRONGLY DISAGREE

INFERENCE:
Above graph we can say that 56% of the employees Agree that Employee Referral plays a
essential role in hiring new talents for company. 19% of the employees Strongly Agree and
6% of the employees Disagree and another 19% of the employees have a Neutral opinion.
Above table concludes that majority of the people in the company prefer Employee Referral

39
for hiring new talents for the vacant position in the company, which helps them to build
relationship as well as to gain loyal employees.
12 .Will Internal Source of Recruitment motivate the employee?
PARTICULARS NO.OF RESPONDENTS
STRONGLY AGREE 5
YES 70
MAYBE 5
NO 0
STRONGLY DISAGREE 0

NO.OF RESPONDENTS
5 5

70

STRONGLY AGREE YES MAYBE

NO STRONGLY DISAGREE

40
INFERENCE:
Above graph says that 88% employee in the organization think that internal hiring will
motivate the employees within the organization as it provides them assurance about their
job. Whereas the remaining 6% of the employee have Strongly Agreed and have Neutral
opinion about it respectively.
Internal Source of recruitment will help in motivation the employee in the company is
depicted from graph above, as most of the employees agree. It helps in bonding employee
and organization and having long term relationships.

Analysis of Chi-square

H0: Internal Source of hiring will not motivate the people in the company.

H1: Internal Source of hiring will motivate the people in the company.

N= Total Frequency= 5+70+5+0+0= 80

Np= 80/5= 16
O E O-E (O-E)2 (O-E)2/E
5 16 -11 121 7.56
70 16 54 2916 182.25
5 16 -11 121 7.56
0 16 -16 256 16
0 16 -16 256 16
80 229.37

DF(V)= 5-1= 4 Chi-square (0.05) (Tabulated value) = 9.488> Chi-square (Calculated value)
= 229.37
The value calculated is greater than the value tabulated, and therefore H1 is significant. H1
will be accept and H0 will be rejected. From this it is said that Internal Source of
Recruitment or hiring will motivate the employee to stick with the organization.

41
13 Employees Satisfaction with the current R & S process in the company?
PARTICULARS NO. OF RESPONDENTS
HIGHLY SATISFIED 15
FULLY SATISFIED 40
MAY BE 15
NOT SO SATISFIED 10
HIGHLY DISSATISFIED 0

NO. OF RESPONDENTS

10
15

15

40

HIGHLY SATISFIED FULLY SATISFIED MAY BE

NOT SO SATISFIED HIGHLY DISSATISFIED

INFERENCE
Many people working in the company are Fully-satisfied with the current R & S
process. The table above says that 19% of employee are Highly-satisfied, 51% of

42
employee are FullySatisfied, 19% of the employee have an opinion Maybe and 11% of
the employee are Not so Satisfied. Many people working in company are fully-satisfied
with the current R & S process followed by company or organization is concluded from
the above graph .

43
INFERENCE:
14. Will hiring the right candidate will decrease the Employee Turnover?

PARTICULARS NO.OF RESPONDENTS

STRONGLY AGREE 10
YES 45
MAYBE 15
NO 5
STRONGLY DISAGREE 5

NO.OF RESPONDENTS
5
10
5

15

45

STRONGLY AGREE YES MAYBE

NO STRONGLY DISAGREE

Table above suggest 10% employee Strongly-Agree, 45 % people says Yes, 15% people
have Maybe opinion, 5% of the employee Disagree, and 5% people Strongly Disagree
hiring right candidate will decrease the employee turnover in the organization. Table
showing Employee Turnover through hiring.
Table above will say that many people in the company Completely-agree that hiring the
right talent for the vacant positions will decrease the employee Turnover.

44
15. Referred candidates are preferred by the Organization?

PARTICULARS NO. OF RESPONDENTS

YES 60
NO 20

NO. OF RESPONDENTS

20

60

YES NO

INFERENCE:

From the above table it is clear that 75% of the employee thinks that preference for referred
candidates is more when compared to others. And remaining 25% of the employee thinks,
that the organization does not consider referred candidates.

45
As shown in the above graph, majority of the employees in the organization think that new
candidates hired are selected by the preference of reference by the employees working in
the organization.

16.Satisfactory level of employees with R & S process?

PARTICULARS NO.OF RESPONDENTS

HIGHLY SATISFIED 15
FULLY SATISFIED 65
MAYBE 0
NOT SO SATISFIED 0
HIGHLY DISSATISFIED 0

NO.OF RESPONDENTS

15

65

HIGHLY SATISFIED FULLY SATISFIED MAYBE

NOT SO SATISFIED HIGHLY DISSATISFIED

46
INFERENCE:
From the above table, it is commented that many of the people working in the company are
Fully-satisfied with the R & S process. 20% of the employee are Highly-satisfied and 80%
of the employee are Fully-Satisfied with the recruitment and Selection process. From the
above graph, it is depicted that all or many people working in the company are Fully-
satisfied with the R & S and selection process practiced by the company.
Analysis of Chi-square
H0: Employee Dissatisfied with R & S process practiced in company.
H1: Employee Satisfied with R & S process practiced in company.
N= Total Frequency= 15+65+0+0+0= 80
Np= 80/5= 16

O E (O-E) (O-E)2 (O-E)2/E

15 16 -1 1 0.06
65 16 49 2401 150.06
0 16 -16 256 16
0 16 -16 256 16
0 16 -16 256 16
80 198.12
DF(V)= 5-1= 4
Chi-square (0.05) (Tabulated value) = 9.488> Chi-square (Calculated value) = 198.12 The
value calculated is greater than the value tabulated, H1 is accept as it is significant. H0 is
rejected. Thus, people are satisfied with the R & S process in company.
17. The Selection policies followed by the company are Satisfactory?

47
PARTICULARS NO.OF RESPONDENTS
HIGHLY SATISFIED 15
FULLY SATISFIED 55
MAY BE 10
NOT SO SATISFIED 0
HIGHLY DISSATISFIED 0

NO.OF RESPONDENTS

10
15

55

HIGHLY SATISFIED FULLY SATISFIED MAY BE

NOT SO SATISFIED HIGHLY DISSATISFIED

INFERENCE:
20% people are Highly-satisfied and 69% employee are fully-Satisfied and 11% employee
have Maybe opinion on the Selection Policies followed by the organization, this is depicted
from the above table. Many people working in the company agree that selection policies
followed by company is Satisfactory.

18. Is systematic and regular process of R & S conducted in company?

48
PARTICULARS NO.OF RESPONDENTS
STRONGLY AGREE 15
YES 45
MAYBE 10
NO 5
STRONGLY DISAGREE 0

NO.OF RESPONDENTS
5
15
10

45

STRONGLY AGREE YES MAYBE

NO STRONGLY DISAGREE

49
INFERENCE:
Above table says that, 19% employee Strongly-Agree, 54% of people Fully-Agree, 11%
people have Maybe opinion and 6% people Fully-Disagree that the organization follows
Systematic and Regular process of Recruitment and Selection.
Though few people working in company consider that company won’t follow Systematic
and Regular process of R and S. From above graph it is also said that many people working
in company agrees that company follows Systematic and Regular Process of R & S.

19. The performance of Human Resource department is satisfactory?

PARTICULARS NO.OF RESPONDENTS

HIGHLY SATISFIED 10
FULLY SATISFIED 45
MAYBE 20
NOT SO SATISFIED 5
HIGHLY DISSATISFIED 0

50
 NO.OF RESPONDENTS
5
10

20

45

HIGHLY SATISFIED FULLY SATISFIED MAYBE

NOT SO SATISFIED HIGHLY DISSATISFIED

INFERENCE:
From the above table we can say that 10% employee are Highly-satisfied, 54% of the
employee are Fully-Satisfied, 25% people have neutral opinion and 6% of the employee
are not so satisfied with the Performance of the Human Resource department in
company. Table above says that many people working in company are fully-satisfied
with the performance of the Human Resource department in company.

51
20.Organization’s overall rating over recruitment and selection process?

PARTICULARS NO.OF RESPONDENTS

EXCELLENT 5
GOOD 25
AVERAGE 50
BAD 0
WORST 0

NO.OF RESPONDENTS
5

25

50

EXCELLENT GOOD AVERAGE BAD WORST

52
INFERENCE:
6% of the employee have rated excellent, 32% of the employee have rated good and
remaining 62% of the employee have rated average as their response for overall R & S
process in the company by the above table.

53
FINDINGS

• The company follows external recruitment source for hiring new talents via
contracts which is beneficiary for company.
• The R & S process, methods and practices followed in the company gives
outcomes.

• This process involves attracting talents and increasing the networks all across
the country.
• From the above survey, we can say that R & S process followed in the
organization is excellent.
• Best screening process is done prior recruitment, in order to save time and hire
effective employee.
• The ultimate objective of conducting interviews, R & S process is to find new
talents for innovative ideas and expand their business.

54
CONCLUSION
Managing the organization is capable by the R & S process. It will also help in leading
company. It’s a competitive benefit for increasing the workforce of company. It helps
in classifying and managing different levels, so as to avoid conflicts in the organization.
Utilisation of Fair, valid and reliable R & S process helps in improving the business by
the point view of market. This process helps in decision making in critical situations.
To know the employee satisfaction levels R & S process can be used. Motivational &
encouraging activities can be conducted to enhance the skills of the employee.
Identifying the strengths and weakness of the employee is very essential for
organizational growth, as it will inversely affect the overall performance of the
organization. Training facilities will be provided to the candidates based on it. Few
changes in the R & S process can help company to grow.

Talented employees are retained and new talents are found for the job to reach the goal.

Effective R & S process helps to decrease employee turnover in the organization.

Recruitment process requires certain attempts and cost for it to be successful. It also
helps to boost the morale of the employee. It improves the communication internally
within the organization. Selection tools included assessment, testing, etc. It determines
the validity and reliability of the company.
Above study, says many people working in company are quite happy with the R & S
practiced by company.

55
SUGGESTIONS AND RECOMMENDATIONS

• The organization should follow Internal Sources of Recruitment for retaining the
talented employees in the company and promoting them for higher positions.
Internal Sources of Recruitment also helps in motivating the employees in the
organization.
• More chances for new talents should be provide without considering their
experience of working.
• Work life balance of the employees can be improved. As working hours are
more and the employee will not be spending quality time with family& friends.
• The organization can use more Advertisement Media for increasing their
business and it also helps to compete with the competitors.
• Few changes in R & S process will enhance business of the company (Ethical
Changes).

56
BIBLIOGRAPHY

BOOKS:

1. Recruitment and Selection: Theory and Practices by Professor Dipak Kumar

Bhattacharyya, Cengage learning.
2. Recruitment and Selection: Employee Selection by Gareth Roberts, 2005, CIPD
(Chartered Institute of Personnel Development) publication - Second Edition.

57
WEBSITES
1) www.wikipedia.com
2) www.buzibrains.com

58
QUESTIONNAIRES
“
A Study on Recruitment and Selection process in SOFTCOPY IT services pvt.ltd ” I,
Vanshika Choudhary, student of HIERANK BUSINESS SCHOOL has prepared this
questionnaire to understand the “Recruitment and Selection process in SoftCopy IT
Services pvt ltd. Researcher assures you that the opinion or response collected shall be
highly confidential and the research outcomes will be used only for the academic purpose. I
sincerely appreciate your cooperation in this regard.
Please fill your personal information:
1. Name:
2. Mobile No.:
3. Email ID:
4. Occupation:
5. Date of birth:
6. Gender: (a) Male (b) Female.
Please mark what you feel is appropriate
Q1. Duration of time you have worked in this organization? a)0-
1 years.
b) 1-3 years.
c) 3-5 years.
d) 5-7 years.
Q2. Which Recruitment source fits the organization best?
a) Internal Sources.
b) External Sources.
Q3. Which website is used by the organization for hiring employees?
a) Naukri.
b) Internshala.
c) LinkedIn.
d) Indeed.
e) Monster.

59
Q4. Does the organization verify the vacant positions before recruitment process?
a) Strongly-Agree
b) Yes.
c) Maybe.
d) No.
e) Strongly-Disagree.
Q5. Does the organization conduct Recruitment and Selection process on time?
a) Yes.
b) No.
Q6. Is Employee Performance affected by the Recruitment and Selection process?
a) Yes.
b) Maybe.
c) No.
Q7. Should there be a cope of Improvement in Recruitment and Selection process?
a) Strongly-Agree.
b) Yes.
c) Maybe.
d) No.
e) Strongly-Disagree.
Q8. Will the Fair practices of Recruitment and Selection process increase the company’s
performance?
a) Strongly-Agree.
b) Yes.
c) Maybe.
d) No.
e) Strongly-Disagree.
Q9. Is the Initial Screening of the candidate done before Recruitment process?
a) Yes.
b) No

60
Q10. Awareness about the existing vacancies to the employees?
a) Yes.
b) No.
Q11. Does an Employee Referral play an important role in recruitment process? a)
Strongly-Agree.
b) Yes.
c) Maybe.
d) No.
e) Strongly-Disagree.
Q12. Will Internal Source of Recruitment motivate the employee?
a) Strongly-Agree.
b) Yes.
c) Maybe.
d) No.
e) Strongly-Disagree.
Q13. How is the Employee Satisfaction with the current R & S followed by the
company?
a) Highly-Satisfied.
b) Fully-Satisfied
c) Maybe.
d) Not so satisfied.
e) Highly-Dissatisfied.
Q14. Will hiring the right candidate decrease the Employee Turnover?
a) Strongly-Agree.
b) Yes.
c) Maybe.
d) No.
e) Strongly-Disagree.
Q15. Referred candidates are preferred by the organization?
a)Yes.
b) No.

61
Q16. Satisfactory level of employee with R & S process?
a) Highly-Satisfied.
b) Fully-Satisfied
c) Maybe.
d) Not so satisfied.
e) Highly-Dissatisfied.
Q17. Is the Selection Policies followed by the company Satisfactory?
a) Highly-Satisfied.
b) Fully-Satisfied
c) Maybe.
d) Not so satisfied.
e) Highly-Dissatisfied.
Q18. Is systematic and regular process of R & S conducted in the company?
a) Strongly-Agree.
b) Yes.
c) Maybe.
d) No.
e) Strongly-Disagree.
Q19. Is the performance of Human Resource Department Satisfactory?
a) Highly-Satisfied.
b) Fully-Satisfied
c) Maybe.
d) Not so satisfied.
e) Highly-Dissatisfied.
Q20. What is the Overall rating of Recruitment and Selection process in
the organization? a) Excellent.
b) Good.
c) Average.
d) Bad.
e) Worst.

62