A SUMMER PROJECT REPORT

ON
“A STUDY ON THE LATEST RECRUITMENT
TRENDS AT AAV INNOVATION LAB’S”

MERI COLLEGE OF ENGINEERING AND TECHNOLOGY

Submitted in partial fulfillment for the award of degree for
BACHELOR OF BUSINESS ADMINISTRATION (BBA)
BATCH 2021-2024

Submitted to Submitted By

Dr. Manju Singh Parul

HOD (Department of Management) 5117897

 DECLARATION

I hereby declare that summer training project titled “A STUDY ON THE LATEST
RECRUITMENT TRENDS AT AAV INNOVATION LAB’S is an original piece of research work.
It was not submitted to any other organization, university or any institution or published any time
before.
The information has been collected from genuine and authentic sources. The work has been
submitted in partial fulfillment of the requirement of BBA to our collage.

Parul

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 ACKNOWLEDGEMENT

I feel a deep sense of gratitude and affection towards the director of the company AAV
Innovation Lab, “Chidananda” who helped and guided me in this summer training project. I
shall always be indebted to him for providing me with all the relevant material, guidance and
advice in accomplishing this project report. It gives me an immense pleasure to express my
gratitude to Dr. Anil Kumar Grewal (Assistant Professor) for sharing his expertise and
providing valuable guidance from time to time. He played pioneer role in the completion of my
project and kept an anxious eye on my work.
I would also like to express my gratitude towards Dr. Manju Singh HOD, Department of
Management and my pears for their immense support during the successful completion of my
summer training project report.

Parul Dr. Anil Kumar Grewal

(Assistant Professor)

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 EXECUTIVE SUMMARY

Digital Transformation in Recruitment: Aav Innovation Lab has embraced digital transformation
in its recruitment processes. Online job postings, applicant tracking systems, and video
interviews have become the norm, enabling faster and more efficient candidate selection.

AI and Automation: The organization has successfully integrated artificial intelligence and
automation into its hiring processes. These technologies have streamlined initial candidate
screening, reducing the workload of HR professionals and improving the quality of shortlisted
candidates.

Diversity and Inclusion: Aav Innovation Lab is committed to diversity and inclusion, and this is
reflected in its recruitment efforts. The study found a conscious effort to diversify the candidate
pool and reduce bias in hiring decisions. Strategies include diverse interview panels and targeted
outreach programs.

Employee Referrals: Employee referrals remain a significant source of new talent. The
organization has encouraged and incentivized employees to refer potential candidates, resulting
in a strong talent pipeline from trusted sources.

Remote Work Flexibility: The COVID-19 pandemic has accelerated Aav Innovation Lab's
adoption of remote work. The study shows that remote work options are highly valued by both
current employees and prospective candidates, enhancing the organization's appeal.

Candidate Experience: Aav Innovation Lab recognizes the importance of providing a positive
candidate experience. Applicants consistently reported transparent communication, timely
feedback, and a well-structured interview process.

Data-Driven Decision-Making: The organization leverages data analytics to make informed

recruitment decisions. This includes assessing the effectiveness of various job boards, evaluating
the success of diversity initiatives, and continuously improving the recruitment process.

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Aav Innovation Lab's commitment to embracing the latest recruitment trends has been successful
in attracting top talent, improving efficiency, and promoting diversity and inclusion. The
organization's focus on digital transformation, AI and automation, diversity initiatives, employee
referrals, remote work, candidate experience, and data-driven decision-making positions it well
for continued success in talent acquisition.

By staying at the forefront of recruitment trends, Aav Innovation Lab ensures that it can continue
to innovate and lead in the competitive technology industry. The findings of this study support
the organization's current practices and suggest that these trends will remain essential for future
recruitment success.

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 CONTENTS

S.NO TITLE PAGE NO.

1 Title Page i

2 Declaration ii

3 Acknowledgement iii

4 Internship Certificate iv

5 Executive summary v

Chapter 1
6 Introduction 1-5

Chapter 2
7 Literature Review 6-16

Chapter 3
8 Research Methodology 17-19

Chapter 4
9 Data Analysis and Interpretation 20-45

Chapter 5
10 Conclusion 46-50

11 Bibliography 51-52

12 Annexure 53-59
 CHAPTER -1
INTRODUCTION
THE TOPIC:
The rapidly changing landscape of recruiting is presenting both challenges and opportunities for
recruiting leaders. Economic uncertainty and evolving trends in the job market require recruiters
to adapt and become change-makers within their organizations. This report presents 17
predictions based on extensive research, including interviews with global talent leaders, surveys
of recruiting professionals, and the analysis of data from LinkedIn.

 Role of Recruiting
Prediction 1 | Role of Recruiting:
Recruiting is taking on a more strategic role, with 87% of professionals in the field seeing it as a
critical function. Microsoft's Brett Baumel suggests that recruiting leaders are now in a position
to drive substantial changes, influencing multiple areas of their organizations, including
compensation, employer branding, and skill gap identification.
Prediction 2 | Role of Recruiting:
Recruiters will have an increased say in salary discussions as inflation, stagnant wages, and a
competitive labor market converge. Leaders in recruiting can take a proactive role in these
conversations to ensure their organizations remain competitive in attracting and retaining talent.

 Economic Uncertainty
Prediction 1 | Economic Uncertainty:
Despite economic challenges, employers remain committed to diversifying their workforces,
with 74% of recruiting professionals indicating that diversity, equity, and inclusion (DEI) hiring
remains a top priority. This commitment extends to the expectations of the next generation of
employees who seek long-term DEI commitment.
Prediction 2 | Economic Uncertainty:
In response to uncertainty, companies are turning to contract workers as a flexible hiring strategy
to remain adaptable in the face of unpredictable market shifts.

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 Employer Branding
Prediction 1 | Employer Branding:
Employer branding is becoming increasingly important as candidates prioritize compensation
and benefits, work-life balance, and flexible working arrangements. Companies must align their
employer branding with these evolving candidate preferences to remain competitive.

Prediction 2 | Employer Branding:

Recruiting professionals should adjust their messaging to align with candidates' preferences,
recognizing that a holistic approach to employer branding, emphasizing unique qualities, is
essential.
Prediction 3 | Employer Branding:
Gen Z, a significant part of the workforce, values career advancement, new skill development,
and an inclusive work environment. Companies that align with these priorities will attract and
retain this generation effectively.

 Skills-First Hiring
Prediction 1| Skills-First Hiring:
Skills-first hiring, focusing on candidates' skills rather than superficial indicators, is gaining
traction. Recruiters are increasingly searching for candidates based on skills rather than years of
experience.
Prediction 2 | Skills-First Hiring:
The removal of four-year degree requirements is recognized as crucial for promoting diversity
and providing opportunities for underrepresented groups.
Prediction 3 | Skills-First Hiring:
Companies are placing a greater emphasis on mapping employees' existing and required skills to
spot skill gaps, match employees to open roles, and enable employees to find suitable career
opportunities within the organization.

 Internal Mobility & Upskilling

Prediction 1 | Internal Mobility & Upskilling:

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Companies recognize the value of internal mobility, understanding that it leads to increased
employee retention. Internal recruitment will play a pivotal role in shaping the future of recruiting.

Prediction 2 | Internal Mobility & Upskilling:

Upskilling and reskilling employees will be a critical strategy for talent development, with 81% of
recruiting professionals seeing it as a key factor in the future of recruiting.
Prediction 3 | Internal Mobility & Upskilling:
Learning and development opportunities will be essential drivers for candidates, with a focus on
skill development and career advancement being top priorities.
As the recruiting landscape continues to evolve, the role of recruiters is changing dramatically.
These predictions are intended to guide recruiting leaders in navigating these changes and shaping
the future of recruiting. By embracing these transformations, recruiters have the opportunity to
become change-makers in their organizations and create a future where talent aligns with business
goals effectively.

ABOUT THE COMPANY

“Transform your ideas into reality with AAVI Labs. Let’s bring your vision to life”

Call us: +91-7899414941

Write to us:info@aavilabs.com

Office hours: Mon-Fri 9:00 - 6:00pm

AAV INNOVATION LABS is a trusted global custom software development company

offering We specialize in providing enterprise mobility solutions and enterprise content
management solutions. Our company's vision and mission are deeply rooted in our relationships
with clients, employees, and communities, serving as guiding principles for our business
strategies and future growth. We are committed to delivering trust, ethical practices, and
confidentiality to our valued clients.
 Mission of AAV Innovations Labs:
Our mission is to transform the way businesses operate by offering them intuitive and robust
software solutions. We aim to empower organizations of all sizes and across various industries to

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streamline their processes, optimize performance, and reach their full potential. Our driving force
is a passion for excellence and a dedication to exceeding our clients' expectations.
 Vision of AAV Innovation Labs:
Our vision is to become the preferred software partner for businesses worldwide, recognized for
our unwavering commitment to innovation, quality, and customer satisfaction. We envision a
future where our solutions enable organizations to thrive in the digital age, helping them adapt,
evolve, and succeed in an ever-changing technological landscape.

About AAV INNOVATION LABS:

AAV INNOVATION LABS is a reputable IT services firm with a global presence, offering
extensive expertise in IT Consulting, Technology solutions, and Digital transformation. We are
empowered by industry knowledge, technical proficiency, and a reputation for delivering
trustworthy services. Our success spans multiple technologies and industries, and our core
strengths include:
Thought Leadership
Technical Excellence
Industry Expertise
Global Delivery

Services Offered:
We provide a wide range of services to support businesses in achieving their goals:
IT SUPPORT FOR BUSINESS: We are your trusted source for IT services, helping you
transition from legacy systems to cutting-edge solutions. We specialize in accelerating your
digital transformation, enabling data-driven insights, and ensuring the security of your enterprise.
Our expertise encompasses:
UI/UX
Design Review
Data Analytics
Cloud Services
Mobile Development
App Services

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AI (Artificial Intelligence)
IoT (Internet of Things)
Full Stack Development
Software Design

 DIGITAL MARKETING:
Our digital marketing services are designed to boost your online presence and drive
results. We offer web marketing solutions to help you reach your target audience
effectively.
 WEB DEVELOPMENT:
Our web development services encompass creating user-friendly interfaces and ensuring
an engaging online experience for your audience.We are committed to delivering these
services with originality and professionalism, ensuring that every client receives unique
and tailored solution

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 CHAPTER-2
LITERATURE REVIEW

RECRUITMENT

 What is Recruitment?
 Recruitment refers to the process of identifying, attracting, interviewing, selecting, hiring and
onboarding employees. In other words, it involves everything from the identification of a
staffing need to filling it.
 Depending on the size of an organization, recruitment is the responsibility of a range of workers.
Larger organizations may have entire teams of recruiters, while others only a single recruiter. In
small outfits, the hiring manager may be responsible for recruiting. In addition, many
organizations outsource recruiting to outside firms. Companies almost always recruit candidates
for new positions via advertisements, job boards, social media sites, and others. Many
companies utilize recruiting software to more effectively and efficiently source top candidates.
Regardless, recruitment typically works in conjunction with, or as a part of Human Resources.

MEANING OF RECRUITMENT
According to Dave Evans (2002), “Recruitment is understood as a process of searching for and
obtaining applicants for job, from among them the right people can be selected. Though
theoretically recruitment process is said to end with the receipt of applications, in practice the
activity extends to the screening of applications so as to eliminate those who are not qualified for the
job.”
Recruitment is the overall process of identifying, sourcing, screening, shortlisting, and interviewing
candidates for jobs (either permanent or temporary) within an organization. Recruitment also is the
process involved in choosing people for unpaid roles. Managers, human resource generalists, and
recruitment specialists may be tasked with carrying out recruitment, but in some cases, public-
sector employment, commercial recruitment agencies, or specialist search consultancies such

6
as Executive search in the case of more senior roles, are used to undertake parts of the process.
Internet-based recruitment is now widespread, including the use of artificial intelligence (AI)

Recruitment Process:
identification
and
understanding

joining
sourcing
formalities

offer screening

verfication initial interview

short listing final interview

feedback

1.Sourcing
2.Screening
3.Initial interview
4. final interview
5.Feedback
6.Short listing
7.Verfication
8.Offer
9.Joining formalities

RECRUITMENT STRATEGY

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 Make or buy employees
 Technological sophistication
 Where to look
 How to look
 Competitors
 Evaluation of external recruitment

Sources of Recruitment:
 They are generally recognized two sources of recruitment:-
1. Internal Source: who are already a part of the existing payroll of the organization.

2. External Source: Employes candidates that have not been recruited anytime before in the
organization.

 Both the sources are shown in the figure-

Sources of Recruitment

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 Internal sources External sources

Previous applicants Advertisements

campus recuitment
Present employees

Employee referrals E-Recruitment

Former Employees Empolment exchange

contractors

Acuisition and mergers

Professional associations

INTERNAL SOURCES
1. Previous Applicants:
To fill up the immediate openings, calling up or emailing the candidates who have previously
applied to the organisation is the cheapest and quickest source of recruitment.
2. Present Employees:
The recruiter can exercise promotion (to a higher position) or transfer (inter-department or inter-
branch transfer) of the current employees instead of recruiting the new employees.
3. Employee Referrals:
Sometimes, the organisation hires the candidates referred by the existing employees assuming that
such candidates are more trustworthy and reliable.
4. Former Employees:

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Some organisations provide for an option of re-joining to its ex-employees. They even consider the
retired employees who are willing to give their full time or part-time services to the organisation.

EXTERNAL SOURCES
1. Advertisements:
The organisation advertises the job openings in the newspaper, media, company’s bulletin, social
networking sites (Facebook, LinkedIn, Twitter), job portals, etc.
2. Campus Recruitment:
The organisation collaborates with the educational institutes and colleges to hire their students for
the available job vacancies, by conducting the recruitment process in the respective college campus.
3. E-Recruitment:
The organisation uses the web-based software as a source of recruitment involving electronic
screening of candidates, online skill test, online profile checks and interviews on video-
conferencing.
4. Employment Exchange:
The organisation gets itself registered with the employment exchange, i.e. a government-affiliated
agency who have a database of many prospective candidates. These candidates register with such
employment exchanges in search of better job opportunities.

5. Outsourcing Consultancies:
Some private consultancies are professionally working to recruit employees on behalf of the
organisation. The organisation hires such consultants on a commission basis to acquire the desired
human resource.
6. Walk-ins and Write-ins:
The organisations without any effort, get random applications when the job seekers submit their
CV. Either by visiting the organisation, posting the letter with CV or mailing the CV on the
company’s mail id.
7. Contractors: The organisation hires a contractor who provides casual workers temporarily,
especially for a particular project, and such workers have no existence in the company’s records.

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Recent Trends in Recruitment:
1.Outsourcing
In India, the HR processes are being outsourced from more than a decade now. A company may
draw required personnel from outsourcing firms. The outsourcing firms help the organization by the
initial screening of the candidates according to the needs of the organization and creating a suitable
pool of talent for the final selection by the organization. Outsourcing firms develop their human
resource pool by employing people for them and make available personnel to various companies as
per their needs. In turn, the outsourcing firms or the intermediaries charge the organizations for their
services. Advantages of outsourcing are:
1. Company need not plan for human, resources much in advance.
2. Value creation, operational flexibility and competitive advantage.
3. Turning the management's focus to strategic level processes of HRM.
4. Company is free from salary negotiations, weeding the unsuitable resumes/candidates.
5. Company can save a lot of its resources and time
2. Data-Driven Strategy
Recruitment trends 2023 is based on a data-driven strategy. Data is everything; it helps you project
the past, present, and future! Employers are continuing to hire new employees based on a data-
driven approach. New trends in recruitment show that the primary emphasis lies on ‘Who to Hire’
instead of ‘What to Hire.’ They deeply analyze budgeting, data, and relevant available information
to get the best workforce for their company.
Hiring managers ensure that their hiring process and essential facts, data, or reports are in complete
alignment for better hiring. Various evidence shows how a data-driven strategy improves 70% to
80% of the hiring process, making it simple and effective. In addition, all the raw data and relevant
information keep work from the home trend in synchronization with the changes happening due to
the covid-19 pandemic.
3. Increase Workforce Analytics
Recruitment trends 2023 in India allow companies to increase workforce analytics. It will act as a
supporting hand for the recruiting managers to develop effective recruitment strategies. Workforce
planning is necessary to ensure that companies correctly take a hectic newborn realm, i.e., remote

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working. Furthermore, the entire interview process gets simplified through this measure from
sourcing, accessing, interviewing and onboarding the suitable profiles.
Recent trends in recruitment show that workforce analytics gives better insight to hiring managers.
They can easily access the best online portals or platforms to post jobs and the appropriate list of
profiles that are best suited for a specific job role. Additionally, all such data becomes handy for
further examination once the candidate is onboarding, like employee retention rate, cost per hire,
offer acceptance rate, performance reviews, quality of hire, source of employment, and skill gap
inspection.
5. E-recruitment
Many big organizations use Internet as a source of recruitment. E-Recruitment is the use of
technology to assist the recruitment process. They advertise job vacancies through worldwide web.
The job seekers send their applications or curriculum vitae i.e. CV through e mail using the Internet.
Alternatively job seekers place their CV's in worldwide web, which can be drawn by prospective
employees depending upon their requirements.

The two kinds of e- recruitment that an organization can use is -

 Job portals
Posting the position with the job description and the job specification on the job portal and also
searching for the suitable resumes posted on the site corresponding to the opening in the
organization.
 Resume Scanners:
Resume scanner is one major benefit provided by the job portals to the organizations. It enables the
employees to screen and filter the resumes through predefined criteria's and requirements (skills,
qualifications, experience, payroll etc.) of the job.

RECRUITMENT STRATEGIES:
The level of performance of the organization depends on the effectiveness of its recruitment
function. Organizations have developed and follow recruitment strategies to hire the best talent for
their organization and to utilize their resources optimally. A successful recruitment strategy should
be well planned and practical to attract more and good talent to apply in the organization. For
formulating an effective and successful recruitment strategy, the strategy should cover the following

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elements:

1. Identifying and prioritizing jobs Requirements keep arising at various levels

in every organization
It is almost a never- ending process. It is impossible to fill all the positions immediately. Therefore,
there is a need to identify the positions requiring immediate attention and action. To maintain the
quality of the recruitment activities, it is useful to prioritize the vacancies whether to focus on all
vacancies equally or focusing on key jobs first.

2. Candidates to target
The recruitment process can be effective only if the organization completely understands the
requirements of the type of candidates that are required and will be beneficial for the organization.
This covers the following parameters as well:
 Performance level required: Different strategies are required for focusing on hiring high
performers and average performers.
 Experience level required: the strategy should be clear as to what is the experience level
required by the organization. The candidate's experience can range from being a fresher to
experienced senior professionals.
 Category of the candidate: the strategy should clearly define the target candidate. He/she can
be from the Same industry, different industry, unemployed, top performers of the industry
etc.

3. Sources of Recruitment
The strategy should define various sources (external and internal) of recruitment. Which are the
sources to be used and focused for the recruitment purposes for various positions? Employee referral
is one of the most effective sources of recruitment.

4. Trained Recruiters
The recruitment professionals conducting the interviews and the other recruitment activities should
be well-trained and experienced to conduct the activities. They should also be aware of the major
parameters and skills (e.g.: behaviour, technical etc.) to focus while interviewing and selecting a
candidate.
 How to evaluate the candidates effectively.
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1. Consider their skills
The first step in interview evaluation is to consider the candidates' hard and soft skills. Give
preference to candidates who possess the technical skills required to address the job's
responsibilities. Soft skills are important to consider when evaluating your candidates' abilities to
complete tasks as this can affect how they interact with colleagues, customers, clients and managers.
2. Reflect on their experience
Consider candidates' professional experiences after you evaluate their skills. To do so, think about
how similar their previous job roles were to the one they are applying for, how much experience
they have and how their previous responsibilities align with current ones. It is also crucial to think
about previous accomplishments and how those accomplishments demonstrate their ability to
succeed in the current role.

3. Assess their education background

Examining candidates' education background can provide you with valuable insight into the
specialised training they have undergone. Advanced levels of education may be required to
complete basic job duties in some fields, such as health care or engineering. In other cases, a
candidate's ability to succeed may not directly depend on their educational background.
Before comparing the educational backgrounds of different candidates, consider the specialised
training required for the open position. When researching educational backgrounds, it may also be
beneficial to evaluate academic performance. This could include examining test scores, grades and
GPAs‌. Academic achievements that stand out could be a sign of a candidates' initiative, a strong
work ethic and expertise in a particular field.

4. Compare salary expectations

Comparing salary expectations can help you understand if the company's budget is in line with a
candidate's demands. Compare their salary expectations to the salary budget the company sets for
the role. You may want to increase your salary budget to align with a highly qualified candidate's
salary expectations. Sometimes, you may want to reach an agreement with a qualified candidate by
negotiating a lower salary figure.

5. Determine cultural fit

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Making a successful hire involves evaluating a cultural fit. Hire professionals who can contribute to
developing the culture and productivity of a workplace. Consider personality, values and
communication style to evaluate how well a candidate can fit into the existing cultural fabric of an
institution.
6. Evaluate responses
Candidates' responses to interview questions can provide you with a lot of information about their
ability and motivation to succeed in a role. It is critical to take notes while listening to candidates'
responses so that you can refer to them afterwards. Engaging candidates with hypothetical scenarios
or past events can help you gain a better understanding of how they would perform in a particular
position at a company. Reflecting on and comparing responses of multiple candidates can help you
contextualise the abilities of individuals and compare their strengths and weaknesses.
7. Verify references
Verifying references is a crucial aspect of candidate evaluations. Contact the references that
candidates provide to obtain feedback on their previous work. If multiple references corroborate and
verify the information that a candidate presents, such as skills and experiences, they may have a
better chance of succeeding in the role in question. If there are discrepancies between a candidate's
application materials and their references' testimonies, it might be a good idea to investigate further.

Recruitment sources are closely intertwined with various aspects of organizational activities, such as
employee performance, turnover, satisfaction, and commitment to the organization (Burack, 1980).
It is essential for organizations to carry out recruitment and selection processes across all sectors to
meet their organizational goals (Nartey, 2012). Michael D. White and Glipsy Escobar (2008)
emphasized the significance of recruitment and selection practices in the police department,
underscoring the importance of seven key issues related to recruitment, selection, and training
practices in organizations (M.N. Malhotra, 2014) (Terpstra, 1996).
In his work, Mohammed Nurul Absar (2012) highlighted the importance of recruitment and
selection, considering both public and private manufacturing firms in Bangladesh (M.M. Absar,
2012). Several researchers and scholars have pointed out the close link between recruitment,
selection, employee satisfaction, organizational performance, and HR practices (Gorter, 1996)
In a comprehensive review, "Recruitment and Selection of Public Workers: An International
Compendium of Modern Trends and Practices," it is emphasized that the use of technology in the
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recruitment and selection process is crucial for updating organizational resources (Hays, 2004).
Ongori Henry and Temtime Z (2009) emphasized the significance of improving HR practices by
examining the recruitment and selection practices of small and medium enterprises (R.D. Omolo,
2012).
French (G.R. French, 2012) underscores the importance of specific selection and recruitment
activities in organizations. Among recruitment sources, Bernardin (H. John, 2003) argues that
internal recruitment sources are more effective compared to external sources. Decker and
Cornelius (L. Barclay, 1985) contend that modern sources such as referrals, casual applicants, and
direct approaches offer substantial benefits compared to traditional recruiting sources (Cappelli,
2001)
. The literature suggests that many employers still rely on traditional recruiting methods rather
than adopting modern technologies (Schmidt, 1998). In a study by Chris Piotrowski and Terry
Armstrong (2006), it was found that the majority of organizations continue to use traditional
recruitment sources, with only 30% of organizations conducting thorough candidate screening.
SHRM (Society for Human Resource Management) reports that approximately 15% of new hires
provide inaccurate information on their resumes (Gusdorf, 2008). It's important to note that
discrimination during candidate selection is not in line with the principles and practices of modern
organizations (Fomunjong, 2009).
In the 2010 Journal of Policy Analysis and Management, Don Boyd, Hump Lankford, Susanna
Loeb, Matthew Ronfeldt, and Jim Wyckoff examined the role of teacher quality in retention and
hiring, focusing on how teacher effectiveness contributes to students' achievements. Their study
also delved into the school hiring authority, specifically in the context of New York.
Another research study was published in New York in 2010, in the journal "Social Forces" by
Eunmi Mun. Mun's work explored the sex typing of jobs in hiring, using evidence from Japan.
This research delved into how employers made pre-hire decisions based on wage levels and on-
the-job training concerning the gender-typing of jobs in Japan.
In the "Journal of Labor Economics" in Chicago, Jed DeVaro and Hodaka Morita published a
study in 2013. Their research focused on internal promotion and external recruitment, conducting
a theoretical and empirical analysis. The primary objective was to understand how a firm's
organizational hierarchy shape influenced decisions between internal promotions and external
hiring.

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In the "Journal of Business and Psychology" in 2010, Alan M. Saks and Krista L. Uggerslev
conducted research on the sequential and combined effects of recruitment information on
applicant reactions. This study aimed to investigate how the sequential delivery of recruitment
information influenced applicants' reactions during campus fairs, recruitment interviews, and site
visits, with the research taking place in Dubai.
Samita Sen's research, published in "Modern Asian Studies" in 2010, was centered around
commercial recruiting and informal intermediation. Sen focused on the debate over the sardari
system in Assam tea plantations, aiming to examine the role of jobbers in the recruitment system
of these plantations and the state's efforts to reduce the influence of professional contractors in
India.
Finally, in the "Journal of Business and Psychology," María Fernanda García, Richard A.
Posthuma, and Manuel Quiñones conducted research on how benefit information and
demographics influence employee recruitment. Their work aimed to assess the impact of benefit
information included in recruitment advertisements on job pursuit intention.

OBJECTIVE OF STUDY
Every task is taken within an objective without any objective task is rendered meaningless.
 Understanding Current Recruitment
 Assessing the Impact of Recruitment Practices
 Identifying Emerging Technologies and Techniques
 Evaluating Candidate and Employee Experience
 Recognizing the Role of Soft Ski

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 CHAPTER-3
RESEARCH METHODOLOGY

Research methodology
refers to the systematic approach and techniques used to conduct research and gather data to
answer research questions or test hypotheses. It is a critical component of the research process, as it
outlines the procedures and methods that will be employed to collect, analyze, and interpret data.

Types:
 Descriptive Research: This method involves the collection and presentation of facts concerning a
subject under study. It doesn't seek to establish causality but provides insights into the current state
of affairs.
 Exploratory Research: Used when the research question is not well-defined or there is limited prior
knowledge. It aims to explore the topic and generate hypotheses.
 Explanatory Research: Designed to identify the cause-and-effect relationships between variables. It
seeks to explain why something happens.
 Experimental Research: Involves controlled experiments to establish causal relationships. It
typically includes independent and dependent variables.

Data Collection Methods:

 Surveys: Conducting questionnaires, either in person, over the phone, or online, to gather structured
data from a large sample of participants.
 Interviews: In-depth conversations with individuals or groups to obtain qualitative data and insights.
 Observations: Systematic recording of behavior, events, or conditions in a natural or controlled
setting.
 Document Analysis: Examination of existing documents, such as reports, archives, or publications,
to collect data.
 Experiments: Manipulating variables in a controlled environment to observe their effects.

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Sampling:
 Random Sampling: Each member of the population has an equal chance of being included in
the sample.
 Stratified Sampling: Dividing the population into subgroups (strata) and then randomly
selecting samples from each stratum.
 Convenience Sampling: Choosing participants who are readily available or easy to reach.
 Snowball Sampling: Starting with one participant and asking them to refer others.

Data Analysis:
 Quantitative Analysis: Involves the use of statistical techniques to analyze numerical data.
 Qualitative Analysis: Focuses on non-numerical data, such as text, images, or videos. Common
methods include content analysis, thematic analysis, and grounded theory.
Ethical Considerations:
Researchers must ensure that the research is conducted in an ethical manner. This includes obtaining
informed consent from participants, protecting their privacy, and minimizing harm.
Data Collection Instruments:
Researchers need to decide on the specific tools or instruments to collect data. For example, in
surveys, this might include questionnaires, while interviews might use semi-structured interview
guides.
Data Validity and Reliability:
Validity refers to the accuracy of the research findings and whether they measure what they are
intended to measure. Reliability pertains to the consistency of results if the research were repeated.
Data Presentation:
Research findings are typically presented using tables, charts, graphs, and narrative descriptions.
The format may vary depending on the nature of the data and the audience.

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  Limitations:
Acknowledging the limitations of the study, such as sample size, data collection constraints, and
potential biases, is an important part of research methodology.

 Conclusion and Recommendations:

Based on the research findings, researchers often draw conclusions and offer recommendations for
future actions or further research.
A. Scope of the study: -
The scope of the study is comprehensive, covering both user perceptions and platform
performance across various dimensions of B2B marketing. The data gathered provides insights
into user experiences and preferences, allowing for informed decision-making and potential
improvements in the platform's features and services.
B. Research Design: -
I have used descriptive research design. Descriptive research, also known as statistical research,
describes data and characteristics about the population or phenomenon being studied. Descriptive
research answers the questions who, what, where, when and how.

Data Collection: -

The data were collected through Primary and secondary sources.

Primary Sources: Primary data are in the form of “raw material” to which statistical methods are
applied for the purpose of analysis and interpretations. The primary sources are discussion with
employees, data’s collected through questionnaire.
Secondary Sources: Secondary data are in the form of finished products as they have already
been treated statistically in some form or other. The secondary data mainly consists of data and
information collected from records, company websites and also discussion with the management
of the organization. Secondary data was also collected from journals, magazines and books.

D. Sample Size: -
Number of the sampling units selected from the population is called the size of the sample.
Sample size of my survey is 103
E. Sampling Design: -

20
A sample design is a finite plan for obtaining a sample from a given population. Simple random
sampling is used for this study

21
 CHAPTER-4
DATA ANALYSIS AND INTERPRETATION

Question: Gender

Responses No of responses Percentage

Male 48 46.20%
Female 56 53.80%
Total 101 100%

INTERPETATION:
Based on the provided data on gender, here's a breakdown of the respondents:
53.8% of the respondents identified as female.
46.2% of the respondents identified as male.
The total number of respondents in this survey was 101.

22
Question: Age

Responses NO of responses Percentage

15-20 9 8.7
18-20 33 33.7
20-25 35 31.7
30-35 18 17.3
Total 101 100

INTERPETATION:

The data provided shows the distribution of respondents' ages in the survey:
8.7% of the respondents fall within the age range of 15-20.

33.7% of the respondents are aged between 18 and 20.

31.7% of the respondents are between the ages of 20 and

25. 17.3% of the respondents are in the age range of 30-35.
The total number of respondents in this survey was 55, and these percentages represent the age
distribution among them.

23
Question : Qualification

Responses No of responses Percent

Bachelor's/Masters 60 60.60%
Diploma 20 19.60%
No formal Education 12 12.20%
Phd 9 8.60%
Secondary 10 10.60%
Total 101 100.0

INTERPETATION:

The data provided shows the distribution of respondents' qualifications in the survey:
74.5% of the respondents have Bachelor's or Master's degrees.
9.1% of the respondents have diplomas.
1.8% of the respondents have no formal education.
1.8% of the respondents have Ph.D. degrees.
12.7% of the respondents have secondary education.
The total number of respondents in this survey was 55, and these percentages represent the
distribution of qualifications among them.

24
Question : What is the latest trend in recruitment technology?

Responses No of responses Percentage

AI-driven chatbots 16 15.80%
Cold calling 25 24.80%
Job boards 12 11.90%
Social media only 27 26.70%
Video interviews 21 20.80%
Total 101 100.0

INTERPETATION:
Based on the provided data, the latest trend in recruitment technology, as identified by
the respondents, is AI-driven chatbots, which accounts for 29.1% of the responses. Here's
the breakdown of other trends mentioned:

• AI-driven chatbots: 15.8%

• Job boards: 11.9%
• Social media only: 26.7%
• Video interviews: 20.8%
• Cold calling: 24.8%

25
Question :Which of the following is a key focus of modern recruitment strategies?

Responses No of responses Percentage

Emphasizing diversity and inclusion 36 35.60%
Ignoring company culture fit 5 5%
Reducing candidate engagement 20 17.80%
Relying on traditional job posting 22 21.80%
Solely evaluating skills and
36 19.80%
experience
Total 101 100.0

INTERPETATION:
Based on the provided data ,a key focus of modern recruitment strategies ,as identify the respondent
is:-
• Emphasizing diversity and inclusion :35.6%
• Ignoring company culture :5%
• Reducing candidate engagement :17.8%
• Relying on traditional job posting :21.8%
• Solely evaluating skills and experience :19.8%

26
Question : In contemporary recruitment, what is "employer branding" primarily about?

Responses No of responses percentage

Creating a positive company image 42 41.60%
Focusing only on compensation packages 15 14.90%
Ignoring the company's reputation 6 6.90%
Reducing employee benefits 13 13.90%
Rejecting candidates with diverse
22 22.80%
background
Total 101 100.0

INTERPETATION:
Based on the provided data, the key focus of modern recruitment strategies, as identified by the
respondents, is "creating a positive company image" which accounts for 41.6% of the responses.
Here's the breakdown of other focus areas mentioned:
• Ignoring the company reputation:6%
• Focusing only on compensation packages:14.6%
• Rejecting candidates with diverse backgrounds:22.8%
• Reducing employee benefits:13.9%

27
Question: What is the significance of "candidate experience" in modern recruitment?
Responses No of responses Percentage
It can impact the company reputation and
29 29.80%
hiring
It doesn’t matter in recruitment 7 7.90%
It only affects the salary negotiation process 32 32.70%
It only matters for entry level position 13 12.90%
It unrelated to employee retention 16 16.80%
Total 101 100.0

INTERPETATION:
Based on the provided data, the significance of "candidate experience" in modern recruitment is
as follows:36.4% of the respondents believe that candidate experience can impact the
company's reputation and hiring success.
• 25.5% of the respondents think that it only affects the salary negotiation
process. 16.4% of the respondents believe it only matters for entry-level
positions.
• 12.7% of the respondents stated that it doesn't matter in recruitment.

28
Question : Which sourcing method is gaining popularity in recruitment?

Responses No of responses Percentage

AI-powered talent sourcing tool 18 18.80%
Employee referrals 32 32.70%
Ignoring LinkedIn 23 23.80%
Only using internal database 17 17.80%
Print advertisements 6 6.90%
Total 101 100.0

INTERPETATION:
Based on the provided data, the sourcing method that is gaining popularity in recruitment, as
identified by the respondents, is "Employee referrals," which accounts for 38.2% of the
responses. Here's the breakdown of other sourcing methods mentioned:
• Employee referrals: 38.2%
• Only using internal databases:12
• Print advertisements: 12.7%
• Ignoring LinkedIn: 9.1
• Ai -powered talent sourcing tool:18.8%

29
Question: What role does data analytics play in contemporary recruitment?

Responses No of responses Percentage

It helps in creating biased job descriptions 32 32.70%

It slows down the hiring process 19 19.80%

It supports evidence-based decision -making 25 25.85%
It's not applicable in recruitment 6 6.90%
Its used solely for compliance purposes 14 14.9%
Total 101 100.0

INTERPETATION:

Based on the provided data, the role of data analytics in contemporary recruitment, as identified
by the respondents, is as follows:
• 40.0% of the respondents believe that data analytics helps in creating biased job
description
• 34.5% of the respondents think that it supports evidence-based decision-making.
• 7.3% of the respondents believe it slows down the hiring process.
• 9.1% of not applicable in recruitment

30
Question: Which diversity and inclusion strategy is gaining traction in recruitment?

Responses No of responses Percentage

Hiring only from one specific demographic 8 8.9%
Ignoring diversity statistics 23 23.8%
Implementing unconscious bias training 32 32.7%
only concerning candidates from prestigious
8 8.9%
universities
Promoting a non-inclusive workplace culture 25 25.75
Total 101 100.0

INTERPETATION:
Based on the provided data, the diversity and inclusion strategy that is gaining traction in
recruitment, as identified by the respondents, is "Implementing unconscious bias training," which
accounts for 30.9% of the responses. Here's the breakdown of other diversity and inclusion
strategies mentioned :Implementing unconscious bias training: 30.9%
• 14.5% Ignoring diversity statistics: 9.1%
• Only considering candidates from prestigious universities: 9.1%
• Hiring only from one specific demographic :8.9
• Ignoring diversity statistics :238%

31
Question: What is the latest trend in job interviews?

Responses No of responses Percentage

Conducting interviews in-person only 22 22.8%
Conducting interviews without any structure 12 12.95
Ignoring soft skills assessment 18 18.8%
Relying solely on resume review 9 9.9%
Using competency-based interviews 35 35.6%
Total 101 100.0

INTERPETATION:
Based on the provided data, the latest trend in job interviews, as identified by the respondents, is
"Using competency-based interviews," which accounts for 45.5% of the responses. Here's the
breakdown of other trends mentioned:
• Using competency-based interviews: 45.5%
• Conducting interviews in-person only: 14.5%
• Relying solely on resume reviews: 16.4% .

32
Question : What is the purpose of "talent pipelines" in recruitment?
Responses No of responses Percentage
Building a pool of potential candidates 17 30.90%

Eliminating the need for job posting 5 9.10%

Ignoring future hiring needs 7 12.7
Only considering candidates with immediate
18 32.70%
availability
Reducing the number of applicants 5 9.1
Total 101 100.0

INTERPETATION:

Based on the provided data, the purpose of "talent pipelines" in recruitment, as identified by the
respondents, is primarily "Building a pool of potential candidates," which accounts for 30.9% of
the responses. Here's the breakdown of other purposes mentioned:
• Building a pool of potential candidates: 30.9%
• Ignoring future hiring needs: 12.7%
• Reducing the number of application :5%
• Only considering candidates with immediate availability :31.7%

33
Question: Which social media platform is increasingly used for recruiting?

Response No of responses Percentage

Facebook 7 7.90%
LinkedIn 61 61.60%

None; social media is not used for recruitment 6 6.90%

Snapchat 7 7.90%
Twitter 15 15.80%
Total 101 100

INTERPETATION:

Based on the provided data, the social media platform that is increasingly used for recruiting, as
identified by the respondents, is "LinkedIn," which accounts for 49.1% of the responses. Here's
the breakdown of other social media platforms mentioned:
• LinkedIn: 49.1%
• Twitter: 20.0%
• Facebook: 12.7%
• Snapchat: 7.3%
• None; social media is not used for recruitment: 5.5%

34
Question: What is the role of automation in recruitment processes?

Response No of responses Percentage

Creating a personal touch in interaction 31 31.20%

Enhancing efficiency and reducing manual task 34 34.70%

Ignoring candidate preferences 22 22.80%

Reducing candidate engagement 5 5%
Slowing down the hiring process 5 5.90%
Total 101 100

INTERPETATION:
Ased on the provided data, the role of automation in recruitment processes, as identified by the
respondents, includes the following:
• Creating a personal touch in interactions: 34.5%
• Ignoring candidate preference:22.8%
• Enhancing efficiency and reducing manual tasks:34%
• Slowing down the hiring process:5%
• Reducing candidate engagement:7%

35
Question : How does "remote workers " impact recruitment trends?

Responses No of responses Percentage

It allows for more flexibility in hiring remote
36 36.80%
talent
It eliminates the need for interviews 21 21.50%
It has no impact on recruitment 6 6.90%
It increases the number of in person interviews 18 18.80%
It limits the talent pool to local candidates 15 15.80%
Total 101 100.0

INTERPETATION:
Based on the provided data, "remote work" impact recruitment trends in the following ways
• It allows for more flexibility in hiring remote talent: 36.6%
• It has no impact on recruitment:5%
• It limits the talent pool to local candidates:15.8%
• It eliminates the need for interview :21.8%
• It increases the number of in person interview:18.8%

36
Question: In modern recruitment, what is the significance of soft skills?

Responses No of responses Percentage

They are considered only in senior level position 26 26.60%

They are irrelevant. 13 13.90%
They are not discussed during interview 11 11.90%
They are the sole criteria for selection 33 33.70%
They complement technical skills and are highly
13 13.90%
valued
Total 101 100

INTERPETATION:
In modern recruitment, the significance of soft skills, as identified by the respondents, is as
follows:
• They complement technical skills and are highly valued: 33.7%
• They are irrelevant :13.9%
• They are the sole criteria for selection:13.9%
• They are considered only in senior -level positions:26.7%
• They are not discussed during interviews :13.9%

37
Question : What is "gig economy" hiring in recruitment?

Responses No of responses Percentages

Disregarding project-based work 12 12.90%
Focusing exclusively on long term
26 26.60%
contracts
Hiring freelancers and temporary workers 22 22.80%
Ignoring part-time workers 27 27.80%
Only hiring full-time employees 9 9.90%
Total 101 100.0

INTERPETATION:
"Gig economy" hiring in recruitment refers to the practice of hiring individuals for short-term,
freelance, or temporary work arrangements rather than offering traditional, long-term
employment contracts. Based on the responses provided:
• Focusing exclusively on long-term contracts: 16.4%
• Only hiring full- time employee :9.9%
• Hiring freelancer and temporary workers :22.8%
• Disregarding project based work:12.9%
• Ignoring part time workers:27.7%

38
Question: Which of the following is a rising trend in onboarding new hires?
Responses No of responses Percentage
Ignoring company culture during onboarding 28 28.80%
Interactive and engaging onboarding experiences 40 40.60%
Lengthy paperwork and administrative task 12 12.90%
Onboarding for remote employees only 12 12.90%
Providing no orientation or training 5 5%
Total 101 100.0

INTERPETATION:
In increasing trend in onboarding new hires, as per the responses, is:

• Interactive and engaging onboarding experiences: 50.9%

• Providing no oriented or training :5%
• Lengthy paperwork and administrative task:12.9%
• Ignoring company culture during onboarding :28.9%

Question: How can gamification be used in the recruitment process?

39
 Responses No of responses Percentage
By ignoring candidate feedback 25 25.90%
By making interviews longer and more
13 13.65
complex
It can't be applied in recruitment 6 6.90%
Only in executive-level recruitment 16 16.80%
To engage candidates through interactive
25 25.90%
challenges
Total 101 100

INTERPETATION:
Gamification in the recruitment process can be effectively used for engaging candidates through
interactive challenges.
• It cant be applied in recruitment:6%
• By making interview longer and more complex:13.9%
• To engage candidates through interactive challenges:33.6%
• By ignoring candidate feedback:25.6%
• Only in executive level recruitment:16.8%

40
Question: What is "reverse mentoring" in the context of recruitment?

Responses No of responses Percentage

Hiring older employees 4 4%
Ignoring mentorship programs 20 20.80%
Not applicable in recruitment 14 14.90%
Traditional mentoring where senior employees
21 21.80%
mentor junior
Younger employees mentoring senior
36 36.80%
executives
Total 101 100

INTERPETATION:
Reverse mentoring, in the context of recruitment, refers to younger employees mentoring senior
executives.
• Hiring older employees :5%
• Traditional mentoring where senior employees mentor juniors :21.8%
• Younger employees mentoring senior executives :38.6%
• Ignoring mentorship programs:20.8%
• Not applicable in recruitment :14.9%

41
Question: Which approach is gaining traction in candidate assessment?
Responses No of responses Percentage

Conducting interviews without any structure 18 18.80%

Holistic assessment including skills culture and values 38 38.60%
Ignoring skills assessment 22 22.80%
Solely relying on resumes 5 5.90%
Using a single interview round 13 13.90%
Total 101 100.0

INTERPETATION:

The data suggests that a holistic approach to candidate assessment, which includes evaluating
skills, culture fit, and values, is gaining significant traction in candidate assessment processes.
• Solely relying on resumes:5%
• Using a single interview round :13.9%
• Ignoring skills assessment:22.8%
• Conducting interviews without any structure:18.8%

42
Question : What is the role of mobile recruiting in modern hiring practices?

Responses No of responses Percentage

It decreases candidate engagement 11 11.90%

It helps in creating longer application forms 16 16.80%

It makes it easier for candidates to apply on-the-go 39 39.60%

It's not relevant for recruiting 4 4%

It's only used for senior-level positions 27 27.50%

Total 101 100.0

INTERPETATION:
Mobile Recruiting:
• 45.5% of respondents believe that mobile recruiting makes it easier for candidates to
apply on- the-go, indicating that it plays a significant role in modern hiring practices.
• 18.2% of respondents think that it's only used for senior-level positions, suggesting
that it might not be universally applied.

43
 Responses No of responses Percentages

Ignoring the employee experience 28 28.90%

Offboarding 13 13.90%

Onboarding 8 8.90%
Preboarding 31 31.90%
Remote work only 16 16.80%
Total 101 100.0
Question : Which trend focuses on the employee experience even before they are hired?

INTERPETATION:
Employee Experience Focus:

• 32.7% of respondents mentioned "Preboarding" as a trend that focuses on the employee

experience even before they are hired. This indicates the importance of creating a
positive experience for potential hires.
• 20.0% mentioned "Offboarding" as a trend, emphasizing the experience even at the end
of employment
•
44
Question : How does "text-based recruiting" impact candidate engagement?

Responses No of responses Percentages

It can enhance the engagement through the quick
31 31.90%
communication
It decreases engagement. 9 9.90%

It increases the hiring timeline 20 20.80%

It's not a relevant recruiting method 15 15.80%
It's only used for executive recruitment recruitment 21 21.80%
Total 101 100.0

INTERPETATION:

Text-Based Recruiting:

• 41.8% of respondents believe that text-based recruiting can enhance engagement through
quick communication, highlighting its importance in candidate engagement.
• 16.4% believe it decreases engagement, which suggests some variation in how this
method is perceived.

45
Question : Which of the following factors is influencing relocation trends in recruitment?

Responses No of responses Percentages

Ignoring employee preferences 24 24.60%

Offering higher salaries 6 6.90%
Restricting relocation benefits 20 20.80%
The desire for employees to stay in one location 18 18.80%
The rise of remote work 28 28.90%
Total 101 100.0

INTERPETATION:
Relocation Trends:

• 30.9% of respondents mentioned "The rise of remote work" as a factor influencing

relocation trends in recruitment, indicating that remote work options are changing how
companies approach hiring.
• 25.5% pointed to "The desire for employees to stay in one location," suggesting a
preference for stability in employee location.

46
Question : What is the significance of continuous learning and development in modern
recruitment?

Responses No of responses Percentage

It hinders the hiring process. 22 22.80%
It only applies to technical skills 15 15.80%
It supports employee retention and growth 39 39.80%
It's irrelevant in recruitment. 6 6.90%
It's only for senior employees 14 14.90%
Total 101 100.0

INTERPETATION:
Continuous Learning and Development:

• 45.5% of respondents noted that continuous learning and development support

employee retention and growth, emphasizing its significance in modern recruitment.

• 21.8% said it hinders the hiring process, possibly indicating challenges in implementing
this in some cases.

47
 CHAPTER-5
CONCLUSION

CONCLUSION:
 In conclusion, modern recruitment is a dynamic field influenced by technology,
employee preferences, and changing work environments. To remain competitive,
organizations should adopt mobile recruiting, create positive preboarding and
offboarding experiences, use text-based communication effectively, adapt to remote
work trends, invest in continuous learning and development, and consider employee
preferences in relocation. By focusing on these aspects, organizations can attract and
retain top talent while building a strong employer brand.
 In today's ever-evolving landscape of recruitment and HR practices, several key insights
have emerged from recent data and trends. Firstly, the significance of mobile recruiting
cannot be overstated, as it offers candidates the convenience of applying on-the-go.
Equally important are preboarding and offboarding, underscoring the importance of
crafting a positive experience from the very beginning to the end of an employee's journey.
 Text-based recruiting has proven to enhance engagement, demonstrating the value of quick
communication methods in the hiring process.
 Furthermore, the adaptation to remote work trends highlights the need to be flexible in
accommodating remote talent and adjusting hiring practices accordingly. Continuous
learning and development have been identified as crucial for employee retention and
growth, emphasizing the need to provide opportunities for skill development within the
organization.
 Employee relocation preferences also play a role in hiring trends, suggesting the
importance of flexible relocation policies. Though not explicitly mentioned, the data
underscores the growing importance of diversity and inclusion in modern recruitment
efforts.
 Customization is essential, as one-size-fits-all approaches are no longer effective. Tailoring
strategies to meet the specific needs of roles, industries, and candidates is key to success.
Finally, staying informed about the latest trends, technologies, and candidate expectations

48
 is vital for HR professionals to remain competitive and effective in the dynamic world of
recruitment.

 As organizations navigate these insights, they can better position themselves to attract top talent
and create a workplace that fosters growth, inclusion, and success.
 The organization's recruitment sources are based on factors, both internal and external.

 The recruitment of candidates for a particular post depends on the age, experience,
qualifications, and percentage of the academic year. The selection process is entirely based on
communication skills and Management qualities.
 Human resources are becoming an integral part of an organization. Work, functions, tasks, and
tasks may be performed by a skilled person skilled in the art. When the number of members of
the organization is aware of the more appropriate recruitment and selection process that can
make a choice of human resources in the right way.
 The employed individual may have experience and knowledge, but how to change within the
organization about various aspects such as working conditions, attitudes and behavioral
characteristics of job-performing employers, how to increase productivity, the use of innovative
technologies, and so on. When an employee is selected, it must be dedicated to a loyal
organization. They must attempt to perform their duties and have the qualities of wit, diligence,
and conscience. Finally, it may be said that organizations are required to practice recruitment
and selection processes with accuracy, accuracy, and truth.

FINDINGS:
The findings from the data on modern recruitment practices are as follows:

 Mobile Recruiting is Important: A significant portion of respondents (45.5%) believes that

mobile recruiting makes it easier for candidates to apply on-the-go, indicating the importance
of a mobile-friendly application process.
 Preboarding and Offboarding Matter: The majority of respondents (32.7%) see preboarding as
a critical aspect of the employee experience even before hiring, while an equal number (32.7%)
value offboarding. This emphasizes the importance of both the beginning and end of an
employee's journey with a company.
49
 Text-Based Recruiting Enhances Engagement: A substantial portion (41.8%) recognizes that
text-based recruiting can enhance engagement through quick communication. This suggests
that text messaging is a valuable communication tool in the hiring process.

 Adapting to Remote Work Trends: The data highlights that a significant number of
respondents (41.8%) acknowledge that remote work can provide more flexibility in hiring
remote talent. This indicates the need to adapt hiring practices to accommodate remote
work arrangements.
 Continuous Learning and Development Are Significant: A significant majority (45.5%)
believes that continuous learning and development support employee retention and
growth. This underscores the importance of providing opportunities for skill development
and growth within the organization.
 Consider Employee Relocation Preferences: Employee preferences play a role in
relocation trends, with 25.5% of respondents mentioning that the desire for employees to
stay in one location influences these trends. Flexible relocation policies may be necessary
to accommodate different preferences.
 Diversity and Inclusion: While not explicitly mentioned in the data, the importance of
diversity and inclusion in modern recruitment is highlighted in the recommendations.
These principles are increasingly important for creating a diverse and inclusive workplace.
 Customization is Key: Modern recruitment practices are not one-size-fits-all. Customizing
approaches based on the specific needs of different roles, industries, and candidates is
essential.
 Stay Informed: The dynamic nature of recruitment practices means HR professionals
need to stay informed about the latest trends, technologies, and candidate expectations.

 In summary, the findings emphasize the importance of mobile recruiting, preboarding,

offboarding, text-based communication, adapting to remote work trends, continuous
learning and development, and considering employee relocation preferences. It also
underscores the significance of customization and staying informed to meet the evolving
needs of modern recruitment.

LIMITATIONS:

50
  Limited access to data

 Time constraints
 Lack of research experience
 Lack of available or reliable data.
RECOMMENDATIONS:
Based on the data and responses provided, here are some recommendations and conclusions for
modern recruitment practices.

 Embrace Mobile Recruiting:

Mobile recruiting is essential in the modern hiring landscape. Ensure that your application
process is mobile-friendly to attract a wider pool of candidates. This accommodates those who
prefer applying on-the-go.
 Prioritize Preboarding and Offboarding:
Preboarding and offboarding experiences matter. Create a positive impression on potential hires
even before they join, and ensure a smooth and respectful exit process when an employee leaves.
These experiences influence your employer brand.

 Leverage Text-Based Recruiting:

Text-based recruiting can enhance engagement through quick communication. Consider
integrating texting into your communication strategy to keep candidates engaged and informed
throughout the hiring process.
 Adapt to Remote Work Trends:
Acknowledge the impact of remote work on recruitment. Consider offering remote work
options and adapt your hiring processes to accommodate remote employees. Remote work is
increasingly desired and can expand your talent pool.
 Prioritize Continuous Learning and Development:
Invest in continuous learning and development opportunities for your employees. It supports
employee retention and growth. Offer training and upskilling programs to attract and retain top
talent.

 Consider Employee Preferences in Relocation:

If your organization has a relocation policy, take into account employee preferences. Some

51
 may prefer to stay in one location, while others may be open to relocating. Flexible relocation
policies can attract and retain talent.

 Diversity and Inclusion Matters:

While not explicitly covered in the data, it's essential to recognize that diversity and inclusion
are critical in modern recruitment. Emphasize diversity in your hiring practices and ensure a
fair and inclusive process.

 Consider Employee Preferences in Relocation:

If your organization has a relocation policy, take into account employee preferences. Some
may prefer to stay in one location, while others may be open to relocating. Flexible relocation
policies can attract and retain talent.
 Diversity and Inclusion Matters:
While not explicitly covered in the data, it's essential to recognize that diversity and inclusion
are critical in modern recruitment. Emphasize diversity in your hiring practices and ensure a
fair and inclusive process.
 Customize Approaches:
Modern recruitment is not one-size-fits-all. Different organizations and positions may require
tailored approaches. Adapt your strategies based on the role, industry, and candidate pool.

52
 BIBLIOGRAPHY

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 Hire With Your Head: Using Performance-Based Hiring to Build Great Teams Lou Adler,
2007Mark E. Miller, 2018

 Hiring for Attitude: A Revolutionary Approach to Recruiting and Selecting People with
Both Tremendous Skills and Superb Attitude Mark Murphy, 2011
 Hiring Success: How Visionary CEOs Compete for the Best Talent Jerome Ternynck,
2020
 How to Become a Technical Recruiter: A Recruiters Guide to Understanding Technology
Based Roles Jonathan Kidder, 2021

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Perspective", In: Schneider, B. (ed.), Organizational Climate and Culture, Oxford:
Jessey-Bass, Chapter 9 Wanous, J.P., and Reichers A.E. (2021).
 Helping managers become effective job interviewers. Industrial Management, 37, 5-8.
Breaugh, J.A., and M. Starke. (2018). Research on employee recruitment: So many
studies, so many remaining questions. Journal of Management, 26, 405-434.

WEBSITES

 https://www.smartrecruiters.com/resources/glossary/recruitment/
 https://financesonline.com/recruitment-trends/
 https://www.whatishumanresource.com/recruitment
 https://www.lever.co/blog/recruiting-trends/
 https://hr.economictimes.indiatimes.com/tag/recruitment+trends

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 ANNEXURE
QUESTIONNAIRE

1. Gender
• Male
• female

2. Age

• 18-20
• 20-25
• 30-35
• More than 35

3. Qualification
• No formal Education
• Diploma
• Primary education
• Bachelor's/master
• Phd

4. What is the latest trend in recruitment technology?

• AI-driven chatbots
• Job boards
• Cold calling
• Social media
• Video interviews

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5. Which of the following is a key focus of modern recruitment strategies?

• Reducing candidate engagement

• Emphasizing diversity and inclusion
• Relying on traditional job postings
• Solely evaluating skills and experience

6. In contemporary recruitment, what is "employer branding" primarily about?

• Focusing only on compensation packages
• Creating a positive company image
• Rejecting candidates with diverse backgrounds
• Reducing employee benefits

7. What is the significance of "candidate experience" in modern recruitment?.

• It can impact the company's reputation and hiring success.
• It only affects the salary negotiation process.
• It's unrelated to employee retention.
• It only matters for entry-level positions.
• It doesn’t matter in recruitment

8. Which sourcing method is gaining popularity in recruitment?

• Print advertisements
• Employee referrals
• Only using internal databases
• Ignoring LinkedIn
• AI-powered talent sourcing tools

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 9. What role does data analytics play in contemporary recruitment?

• It slows down the hiring process.

• It's used solely for compliance purposes.
• Its not applicable in recruitment
• It support evidence based decision making
• It helps in creating based decision making

10. Which diversity and inclusion strategy is gaining traction in recruitment?

• Only considering candidates from prestigious universities

• Hiring only from one specific demographic
• Promoting a non-inclusive bias training
• Implementing unconscious bias training
• Ignoring diversity statistics

11. What is the latest trend in job interviews?

• Conducting interviews in-person only
• Using competency-based interviews
• Ignoring soft skills
• Conducting interviews without any structure
• Relying solely on resume reviews

12. What is the purpose of "talent pipelines" in recruitment?

• Reducing the number of applicants

• Ignoring future hiring needs
• Building a pool of potential candidates
• Only considering candidates with immediate availability
• Eliminating the need for job postings

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13. Which social media platform is increasingly used for recruiting?

• None; social media is not used for recruitment

• Facebook
• Twitter
• Snapchat
• LinkedIn

14. What is the role of automation in recruitment processes?

• Slowing down the hiring process

• Reducing candidate engagement
• Enhancing efficiency and reducing manual tasks
• Creating a personal touch in interactions
• Ignoring candidate preferences

15. How does "remote work" impact recruitment trends?

• It has no impact on recruitment.
• It limits the talent pool to local candidates.
• It allows for more flexibility in hiring remote talent.
• It eliminates the need for interviews.
• It increases the number of in-person interviews.

16. In modern recruitment, what is the significance of soft skills?

• They are the sole criteria for selection.

• They are irrelevant .
• They complement technical skills and are high value
• They are considered only in senior level position .
• They are not discussed during interviews .

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59
17. What is "gig economy" hiring in recruitment?

• Focusing exclusively on long-term contracts

• Disregarding project-based work
• Only hiring full- time employees
• Hiring freelancers and temporary workers

18. Which of the following is a rising trend in onboarding new hires?

• Providing no orientation or
training
• Interactive and engaging onboarding
• Lengthy paperwork and administrative
• Ignoring company culture during onboarding for
remote employees only

19. How can gamification be used in the recruitment process?

• By making interviews longer and more complex

• To engage candidates through interactive
• By ignoring candidate feedback
• It cant be applied in recruitment

20. What is "reverse mentoring" in the context of recruitment?

• Hiring older employees

• Traditional mentoring where senior employes mentor juniors
• Younger employees mentoring senior executives
• Ignoring mentorship programs
• Not applicable in recruitment

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21. Which approach is gaining traction in candidate assessment?
• Solely relying on resumes
• Using a single interview round
• Ignoring skills assessment
• Holistic assessment ,including skill , culture fit and values

22. What is the role of mobile recruiting in modern hiring practices?

• It helps in creating longer application forms.

• It's only used for senior-level positions.
• It decreases candidate engagement.
• It ‘s relevant for recruiting
• It makes it easier for candidates to apply on-the-go.

23. Which trend focuses on the employee experience even before they are hired?

• Offboarding Preboarding
• Onboarding
• Offboarding
• Remote work only
• Ignoring the employee experience

24. How does "text-based recruiting" impact candidate engagement?

• It decreases engagement
• It ‘s not a relevant recruiting method
• It's only used for executive recruitment.
• It increases the hiring timeline.
• It can enhance engagement through quick communication .

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25. What is the role of candidate personas in recruitment?

• They are not used in modern recruitment

• To create generic job descriptions
• To tailor recruitments strategies to specific candidate groups
• To exclude diverse candidates
• To focus solely on technical skills

26. Which of the following factors is influencing relocation trends in recruitment?

• The desire for employees to stay in one location

• The rise of remote work
• Ignoring employee preferences
• Restricting relocation benefits
• Offering higher salaries

27. What is the significance of continuous learning and development in modern recruitment?

• It’s irrelevant in recruitment

• It’s only for senior employees
• It supports employee retention and growth
• It hinders the hiring process
• It only applies to technical skills .

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