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PROJECTS LTD. BY BALTHA YUKTHA YEAR 2020
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“A STUDY ON THE RECRUITMENT AND SELECTION PROCESS
WITH SPECIAL REFERENCE TO HINDUJA GLOBAL SOLUTIONS”
CHAPTER-1
INTRODUCTION
EWCM/UA/MN/2021-22 PAGE 9
1.1 INDUSTRY PROFILE

8
Enlistment is the most common way of recognizing, screening, shortlisting and
7
employing of the possible HR to top off the situations inside the associations. It is the
focal capability of human asset the executives. Enrollment is the most common way of
8
choosing the ideal individual, for the perfect situation with impeccable timing. The
7
instructive capabilities, experience, capacities and abilities of the people should be
8
thought about when enrollment happens. It is the most common way of drawing in,
7
choosing and naming possible possibility to address the issues and prerequisites of the
associations. Enrollment happens inside, for example inside the association and
remotely, for example from the use of outside sources. Inner variables incorporate the
8
size of the association, enrolling strategy, picture of association and picture of work.
Outer elements incorporate segment factors, work market, joblessness rate, work
7
regulations, legitimate contemplations and contenders. Effectiveness in the enrollment
8
processes creates efficiency and fabricates a decent work space and great relations
between the representatives
7
Determination is the method involved with picking or picking the right competitor, who
is generally reasonable for the gig. It is the most common way of talking the up-and-
8 7
comers and assessing their characteristics, which are essential for a particular work and
afterward determination of the competitors is made for the right positions. The choice of
right possibility for the right positions will assist the association with accomplishing its
8
ideal objectives and targets. At the point when choice of the representatives happens, it
is crucial to guarantee that they have the ideal capabilities, abilities and capacities that
are expected to play out the gig obligations in an efficient way
Enlistment is known as a positive interaction with its methodology of drawing in

however many up-and-comers as could reasonably be expected for the empty positions.
It is the method involved with distinguishing and making likely contender to go after
7
the positions. Then again, determination is known as a negative cycle with the disposal
of many up-and-comers as could really be expected.
Enrollment and determination is important for a multifaceted interaction. Enlistment

includes effectively searching out and promoting to expected applicants and getting
their advantage in the position. Choice alludes to the method involved with deciding the
best competitor from the pool of candidates. Choice is significant, the explanation
8
being, employing of good assets can help in expanding the general exhibition of the
7
association. Both the cycles of enlistment and choice are viewed as significant for the
8
powerful working of the associations and they happen at the same time. They are basic
for development and advancement of the association
1.1.1 MACRO SCENARIO
Ethnocentric Approach: Under Ethnocentric Approach MNC's at their headquarters

formulate mission, objectives, strategies, product design. They feel that people of their
own country are well educated and pass the skills and carryout the jobs in dynamic
business.
1.1.2 MICRO SCENARIO
HR professionals who are tasked with creating and executing micro-level initiatives to
achieve macro-level goals are often specialists, such as in the area of benefits and
compensation, recruiting, training and risk management.
1.2.1 THEORETICAL BACKGROUND
MEANING
10
Recruitment and selection are two of the most important functions of personnel
management. Recruitment procedure selection and helps in selecting a right candidate.
Recruitment means to estimate the available vacancies and to make suitable
arrangements for their selection and appointment.
1.2.2 ECONOMIC DEVELOPMENT

26
Infrastructure is the basic requirement for economic development. A sound
infrastructural foundation is the key to overall socio-economic development of the state.
This act as a magnet for attracting additional investment into the state and thus provides
a competitive edge to it over other states.
Economic development is a critical component that drives economic growth in an
economy, creating new job opportunities and facilitating an improved quality of life
that includes increased access to opportunities created by economic growth for existing
and future residents
1.2.3 INTERNAL AND EXTERNAL FACTORS
3
INTERNAL FACTORS
The internal factors likewise term as endogenous elements are the components inside
the association that impact selecting in the organization
The internal forces i.e. the factors which can be controlled by the organization are:
1. Recruitment Policy
The recruitment policy of the organization i.e. recruiting from internal sources and
11
external also affect the recruitment process. The recruitment policy of an organization
3
determines the destinations or enlistment and gives a structure to usage of recruitment
program.
• Factors Affecting Recruitment Policy
• Need of the organization.
• Organizational objectives
• Preferred sources of recruitment.
• Government policies on reservations.
• Personnel policies of the organization and its competitors.
11
2. Human Resource Planning
43
Effective human resource process and procedure helps in fixing the loops present in the
existing manpower of the organization. This also helps in filter the number of
11
employees to be recruited and what kind qualification and skills they must possess.
3
3. Size of the Organization
The size of the organization affects the recruitment process. If the organization is
planning to increase its operations and expand its business, it will think of hiring more
personnel, which will handle its operations.
4. Cost involved in recruitment

Recruitment process also counts the cost to the employer, that’s why organizations try
11
to employ/outsource the source of recruitment which will be cost effective to the
organization for each candidate.
5. Growth and Expansion

Organization will utilize or consider utilizing more work force in the event that it is
42
growing its operations.
EXTERNAL FACTORS
The external forces are the forces which cannot be controlled by the organization. The
major external forces are:
11
1. Supply and Demand
The availability of manpower both within and outside the organization is an essential
factor in the recruitment process.
2. Labour Market
Employment conditions where the organization is located will affected by the recruiting
efforts of the organization.
3
3. Goodwill / Image of the organization
Image of the firm is another factor having its effect on the Different government
controls forbidding separation in contracting and works have coordinate effect on
enlistment practices. As taken Example, Govt. of India has the convention of
reservation in work for booked standings/planned clans, physically disabled and so on.
Additionally, exchange associations have the significant part in enrollment. This limits
11 3
management freedom to select those individuals who can be the best performers. This
can work as a potential constraint for recruitment. Organizations actions and activities
like good public relations, public service like, charity, construction and development
roads, public parks, hospitals education and schools help earn image or goodwill for
organization.
4. Political-Social- Legal Environment
Different government controls forbidding separation in contracting and work have

coordinate effect on enlistment practices.
5. Unemployment Rate
The Element that influences the availability of applicants is the economy growth rate.
5 11
At the point when the organization isn't making new jobs, there is frequently oversupply
of qualified work which thusly prompts unemployment.
6. Competitors
3
The recruitment policies and procedure an of the competitors also affect the recruitment
11
function of the organizations. Time to time the organizations have to change their
recruitment policies and manuals according to the policies being followed by the
competitors. Recruitment is one of the main departments which place the right
candidates to the right job. The recruiters should identify the best candidates from
different sources and job sites.
1.2.4 IMPORTANCE
5
Choice is a significant interaction on the grounds that recruiting great assets can assist
with expanding the general exhibition of the association. Interestingly, in the event that
there is terrible recruit with an awful determination process, the work will be impacted
and the expense caused for supplanting that terrible asset will be high.
The reason for determination is to pick the most appropriate competitor, who can meet
the necessities of the positions, a be an effective in an association candidate. For
meeting the objectives of the association, it is essential to assess different properties of
every up-and-comer like their capabilities, abilities, encounters, generally mentality,
and so on. In this cycle, the most appropriate applicant is picked after the end of the
competitors, who are not reasonable for the empty work.
The association needs to follow a legitimate choice interaction or method, as a colossal
measure of cash is spent for recruiting a right contender for a position. In the event that
a choice is off-base, the expense caused in enlistment and preparing some unacceptable
up-and-comer will be a tremendous misfortune to the business with regards to cash,
exertion, and furthermore time. Subsequently, determination is vital and the interaction
ought to be ideal to improve the association.
1. Determines the Present & Future Requirements
The recruitment process assists a company in evaluating its present and future staffing
requirements. It conducts a methodical examination of company operations to
determine the right number of recruits necessary.
2. Prevents Disruption of Business Activities
The process of recruitment ensures that the daily activities of your organization are
carried out seamlessly. It provides businesses with all necessary human resources
regularly for various job positions. The recruitment process selects individuals from a
variety of backgrounds to meet the organization’s needs.
3. Increases Success Rate of Hiring
This approach is effective in stimulating the success percentage of the company’s

selecting process. It analyzes all the job applications to minimize the frequency of
unqualified and exaggerating candidates. Only qualified employee’s applications are
advanced to the next stage of the recruitment process.
4. Expands Talent Pool
The goal of recruitment is to create a wide pool of qualified candidates from which one
has to choose the most qualified individual for the job. This approach draws big groups
of individuals and encourages them to apply for open opportunities in a company.
5. Cost-Effective
It focuses on minimizing total costs and time spent on finding suitable employees.
Recruitment is a well-organized and methodical approach in which a large number of
people are given a detailed description of a job opening. A good job description attracts
a large number of people at a lower cost.
6. Improves the Credibility of the Organization
A business organizations’ reputation is bolstered by a strong recruitment process. It

assesses the validity of job openings and reflects the professionalism and authenticity of
the company. The adoption of a good application method by a company organization
will aid in increasing the trust of job applicants. This, in turn, attracts the attention of
highly qualified applicants for your company.
1.2.5 NEEDS
Each Organization on the planet knows the significant of enrollment move toward
expanding the presentation of the organization and expanding the efficiency of the
items. In this piece of the undertaking we will make reference to some significant point
about the significance of enlistment step in any association:
• It helps association by found of the need of necessities by work examination

exercises and staff arranging.
• To gather a considerable lot of occupation up-and-comers with less expense.
• It assists with arranging application by separated them by under qualified or

overqualified, to expand the chance of expanding and picking the achievement
individual to the perfect locations.
• Utilizing new and better qualified staff frequently the main successful long haul
system for working on functional execution.
• Abilities and responsibility of workers guarantee an association's prosperity.
• Raise authoritative and individual worth temporarily and long haul.
1.2.6 ADVANTAGES
Selecting from more candidates

When you look outside your own company, you can explore a much larger pool of
candidates for your position. This can increase your chances of finding a qualified,
successful applicant. Having more potential hires can allow you to be more selective
and find candidates with the right education and experience for the job.
Adding fresh perspectives

Bringing in outside hires can add a new perspective to your organization. A new
viewpoint can help identify areas of improvement and make recommendations.
New employees approach the company differently than those who already work there,
and this can lead to positive changes in their department and in the company.
Enhancing diversity
External recruitment can help increase diversity in your organization. Incorporating a
variety of perspectives can lead to innovation and more effective practices. Creating a
diverse workforce in your organization and giving a platform to a range of voices helps
promote inclusion and empowerment.
Finding a specialized candidate

Searching outside your organization can allow you to find a candidate who has more
relevant experience and training for the job you need to fill. Using only internal
candidates can limit your options for qualified professionals who specialize in a
particular area, which can lead to increased training costs. When you look externally,
you can focus your search on applicants who already have the specialized training and
experience the position requires.
Encouraging referrals from current employees

Using external recruitment strategies can allow you to solicit referrals from current
employees. This can help save you time by applying an extra layer of vetting to
candidates. You can encourage high-quality referrals by offering incentives to
employees that refer candidates who get hired.
Staying competitive
New employees can bring in ideas and strategies from their previous experience that
can help improve your organization's practices. They can provide insights from other
companies or industries that can apply to your company. Keeping up with current trends
can keep your company competitive.
Reducing employee tension

When hiring for management or other supervisory roles, it may be preferable to hire an
outside candidate to reduce tension among current employees who might be competing
for the position.
Establishing authority
It may be challenging for current employees to view one of their peers as an authority
figure after working at the same level. Hiring a manager from outside the company can
make it easier for them to establish their leadership role than it would be for an internal
candidate.
1.2.7 DISADVANTAGES
Increased costs
External recruitment typically costs more than internal recruitment. Organizations may
pay for a recruiting service, memberships for job search sites and travel for long-
distance candidates. Additionally, your company's HR team spends more time on
recruitment efforts, interviews and paperwork for bringing on new employees.
You can reduce the costs recruiting new employees by:
• Automating recruitment tasks with resume scanning technology and other

screening techniques
• Asking candidates to complete personality tests before interviewing to help find
a good match for your company's culture
• Using peer interviews to get more insights on candidates
Additional training
Outside hires require more training than internal employees on general company
policies and procedures. This can cost the company additional time and money.
Training for external employees can also result in reduced productivity during the
training period and as new employees get familiar with their responsibilities. You can
minimize the time and expense of new hire training by streamlining the process.
Incorporate strategies for efficient employee onboarding, such as:
• Implementing technology
• Checking in often
• Spreading general training out over several weeks with short sessions
Adds a transition period for all employees

When new employees start at a company, there is usually a transition period for the
people they're working with. It can take a few weeks for employees to adjust to a new
member of the department, especially if the new hire is in a leadership position. A new
employee needs time to learn common company practices, get to know their colleagues
and develop strategies. This may lead to a dip in productivity during this period.
During this transition, you can encourage unity by organizing team activities, lunches
and collaborative projects. You can also consider assigning a "buddy" to new hires that
can help introduce them to other employees and answer their questions.
Affects on employee morale

When companies recruit externally, it may affect employee morale, especially if
employees expect to progress at the company. The outside hire can feel like a missed
opportunity. It's important to discuss the organization's reasons for external recruitment
to help ease employees' concerns. You can also review employees' career goals with
them to ensure them there is still a path for them to move forward.
CHAPTER-2
COMPANY PROFILE
2.1.1 COMPANY PROFILE
2.1.2 INCEPTION AND BACKGROUND
The company was founded in 1914 by Parmanand Deepchand Hinduja, who was from a
Sindhi family based in India.
The company is a part of Hinduja Group that was founded in 1914 by a young
entrepreneur from Shikarpur, Parmanand Deepchand Hinduja. He spotted opportunities
and seized them wherever they surfaced. He traveled to Mumbai in 1914, and quickly
learnt the ropes of business.
31
A part of the multi-billion dollar conglomerate Hinduja Group, HGS is a global leader
in business process management (BPM) and optimizing the customer experience
lifecycle. We are committed to our mission to innovate, optimize, and grow our clients'
business with the perfect balance of technology and people.
The foundation of the Hinduja Group was laid by Parmanand Deepchand Hinduja, a
self-made young entrepreneur from the fabled town of Shikarpur (then in undivided
India). An entrepreneur, committed philanthropist and a visionary, Parmanand
Deepchand Hinduja (P. D. Hinduja) entered the international arena with an office in
Iran (the first outside India) in 1919.
Hinduja Group
Type: Private
Industry: Conglomerate
Founded: 1914; 108 years ago
Founder: Parmanand Deepchand Hinduja
Headquarters: Mumbai, Maharashtra, India
Area served: Worldwide
Key people: S. P. Hinduja (chairman), Ashok Hinduja (chairman, India)
Products: Automotive, Financial services, ITES, Oil and Gas, Media, Telecom,
Healthcare
Revenue: Increase US$50 billion (2021)
Owner: Hinduja family
Number of employees: 200,000+
Website: www.hindujagroup.com
The Hinduja brothers have around 100 billion dollars of assets around the world. The
Hinduja family has around 50 billion dollars of assets in America. The current net
worth of Hinduja brothers is 100 billion+ dollars.
2007 HTMT Global Solutions Ltd. has appointed Prasenjit Guha as Vice President
45
Legal & Company Secretary and Compliance Officer of the Company
25
HTMT Global Solutions Ltd has informed that the Board of Directors of the Company
at its meeting held on October 31, 2007, Mr. R Mohan has been appointed as an
45
Additional Director on the Board of the Company with effect from October 31, 2007.
2008 Company name has been changed from HTMT Global Solutions Ltd to Hinduja
Global Solutions Ltd.
45
2009 Company has changed the name of the company from HTMT Global Solutions
Ltd to Hinduja Global Solutions Ltd.
25
The Board has recommended a Dividend of Rs 15 per share.
Registered Office of the Company has been shifted from In Centre, 49/50 MIDC, 12th
Road, Andheri (East), Mumbai - 400093 to Hinduja House, 171, Dr. Annie Besant
Road, Worli, Mumbai - 400 018
2010 Board has recommended a Dividend of Rs. 20/- per share.
• Hinduja Global Solutions opens BPO office in a Tie.
• HGSL acquires U.K. based Care line Services
2011 HTMT Global, West Bengal Government Felicitates Hinduja Global Solution’s
Ltd
• Hinduja Global Solutions unveils a new identity.
• Hinduja Global Solutions (HGS) acquires Canada based OLS Inc.
2012 HGS Completes 5 years in Durgapur.
• Hinduja Global Solutions (HGS) awarded e-SCM-SP Capability Level 4 for

India, Philippines and USA
• Hinduja closes asset purchase agreement with Deloitte Consulting and Deloitte
Consulting Extended Business Services.
• Hinduja Global Solutions appoints Kathy Hamburger as HGS USA’s president.
2013
• HGS Opens its 4th Delivery Center in Andhra Pradesh
• HGS opens a new Delivery Center in Canada
• HGS awarded Runner up for the Best Outsourced Provider in the U.S.
• HGS Makes Notable Presence at the European Call Centre Awards
• HGS Reaches 40-Year Milestone in USA
• HGS Top Outsourcer in the Top 50 Companies for Customer Service
2014
• HGS opens two new centers in Philippines
• HGS opens new center in the US
• HGS Wins, Best Contact Center, second year in a row at Contact Center World
EMEA finals
• Hinduja Global Solutions Ranks High in Customer Satisfaction in Everest

Groups CCO Service Provider Landscape
• HGS Canada Wins Gold Stevie, Award in 2014 International Business Awards
• HGS Wins Contracts for Multi-Channel Consumer Care Services in UK and

USA Markets
• Hinduja Global Solutions awarded e-SCM-SP Capability Level 5 for India,

Philippines and USA
• HGS Recognized for Best Large Contact Centre.
2015
40
• Hinduja Global Solutions HGS Opened its 60th Global Delivery Center in EI
Paso, TX
• Hinduja Global Solutions Acquires Colibrium
• HGS launches community outreach programme
• Hinduja Global Solutions Ltd. arm HGS Colibrium Inc. has launched Web
Broker Entity (WBE) and Tuo Salesforce
• HGS Wins. Best Large Contact Center And Best in Customer Service
• HGS to acquire significant part of Mphasis' India domestic BPM business
• HGS completes acquisition of BPO biz of Mphasis, subsidiary
• HGS helps Ashok Leyland School launch e-learning program - TELP
2016
• HGS Enhanced Digital Assist Chat Optimizes Customer
• HGS opens new facility in Pune
• HGS Digi CX Services Awarded by Frost & Sullivan for Reimagining the
Traditional Customer Service Experience for the Digital Age
2017
• HGS expands its Work at Home platform to new customers.
• Hinduja Global Solutions recognized at the NASSCOM Customer Service

Excellence Awards 2017.
• HGS recognized for the third consecutive year at 2017 Contact Center World
Top Ranking Performers (Americas) Awards.
• HGS recognized as leading service provider in outsourcing.

40
• Hinduja Global Solutions inaugurates new facility in Raipur.
2018
• HGS Wins NASSCOM Customer Service Excellence Award 2018 in

Transformation Category. US acquisition, dip in India biz drags Hinduja Global
Solutions.
• HGS bags TMC 2018 CRM Excellence Award.
• Hinduja Global bags contract for Money Advice Service.

31
• Amalgamation of HGS International Services Private Limited with Hinduja
Global Solutions Limited.
• HGS Recognized with Gold Awards for Leading Digital Transformation

Solutions and Service.
• HGS bags gold award at American Business Awards.
2019 HGS Awarded Contract to Support the UKs Disclosure and Barring.
2019 One OTT Intertainment Limited (OIL), the Media Vertical arm of Hinduja
Group, was awarded the Innovation Leaders award by Telecomlead.com.
2020
• HGS DIGITAL joins AWS Contact Center Intelligence Solutions Partner

Program.
• HGS launches new contact center analytics platform.
2021
• Hinduja Global Solutions acquires 100% stake in HGS Digital LLC.
• HGS Digital recognized by Frost & Sullivan for its complete social media
customer care solution.
2.1.3 NATURE OF BUSINESS
HGS is helping its clients become more competitive every day. HGS combines
automation, analytics, and artificial intelligence with high quality talent and deep
domain expertise to achieve superior outcomes in the areas of digital customer
experience, back-office processing, contact centers, and HRO solutions
Hinduja Group is an Anglo-Indian transnational conglomerate. The group is present in

eleven sectors including automotive, oil and specialty chemicals, banking and finance,
IT and ITeS, cyber security, healthcare, trading, and infrastructure project development
media and entertainment, power, and real estate.
2.1.4 OWNERSHIP PATTERN
The Shareholding Pattern page of HGS is
• Promoter's holding
• FII's holding
• MF's Holding
• Shareholding by general public
• Others etc.
2.1.5 AREA OF OPERATIONS
We are globally local with 38 delivery center locations in 7 countries
• United States of America (USA)
• United Kingdom (UK)
• India
• Canada
• UAE
• Philippines
• Jamaica.
2.1.5 VISION
To be the world’s leading expert in transforming customer experiences for the most
admired brands
2.1.6 MISSION
Innovate, optimize, and grow our clients’ businesses with the perfect balance of people
and technology.
2.1.7 VALUES
• Integrity - We deliver on our promises every time. Our word is our bond.
• Excellence - We raise the bar higher and higher. Continuous innovation is in our
DNA.
• Collaboration - Your success is our success. We align everyone and everything

needed to achieve our shared goals together.
• Sustainability - We work to give. We care for our planet as well as our

communities, people, clients and partners.
• Inclusivity - Together, we progress. We embrace differences and foster an

environment of mutual trust, respect, and equality.
2.1.8 Goals
• Design experiences.
• Leverage technology.
• Intelligently integrate people.
• Deliver data-based insights.
• Maximize customer lifetime value.
2.1.9 PRODUCTS AND SERVICE PROFILE

• Voice Contract Service
• DigiCX Service
• Marketing and Digital Enablement Service
• Business Service.
VOICE CONTRACT SERVICE
• Customer care and Retention
• Product support and Resolution
Customer care and Retention
Inbound phone calls, email, white mail, and social media (both Facebook and Twitter),
franchisee-profile support, contact solutions for the client’s partners’ promotional
support and help desk CSAT reporting (TMSW and Xerox), research, escalation
support, IT-issue resolution. Business Services – Franchisee Support: Timely and
accurate processing and personalized mail follow-up to franchisee inquiries, processing
of fulfillment requests and customized packages, inbound and outbound calls for
franchisees, white mail, maintenance-related issues.
Product support and Resolution
This major provider of high-speed internet, digital TV, and phone services started its
HGS partnership with English and Spanish voice support from a brick-and-mortar
contact center in El Paso, Texas. Later, when the challenge of a global health crisis
caused the brand to urgently shift everything to virtual, HGS was fully prepared to
persevere. Today, a 100% remote team of highly trained universal Customer Service
Reps (CSRs) handles this multi-brand company’s calls—and recently added chat
volume—from 200+ individual homes across the United States. With each new
challenge along the course of this leading telecom’s expanding business, HGS has run,
jumped, and climbed the way to success. Here’s how we accomplished each feat and
achieved the grand prize of a long-lasting and valued client partnership.
DIGICX SERVICE
• Digi BOT
• Digi CHAT
• Digi EMAIL
• Digi MESSAGING
• Digi SOCIAL
• Digi TEXT
• Digi WEB
HGS Unveils DigiCX Suite of Services to Help Companies Deliver Optimized

Customer Experiences
DigiCX industry-leading customer engagement solutions provide a unified approach to

balance the delivery of great customer experiences and cost transformation.
HGS' DigiCX leads with self-service intelligently integrating people to help consumers
'Get the Right Answer Fast' at every moment of truth using analytics, automation, and
artificial intelligence.
NEWS PROVIDED BY HGS - Jun 08, 2016, 08:50 ET
CHICAGO, June 8, 2016 /PRNewswire/ -- Hinduja Global Solutions Limited (HGS)

(Listed on NSE & BSE, India) today launched DigiCX, a suite of CX (Customer
Experience) services focused on transforming traditional customer experiences. DigiCX
leads with self-service intelligently integrating people to help consumers 'Get the Right
Answer Fast' at every moment of truth using analytics, automation, and artificial
intelligence. DigiCX will serve companies by incubating innovative ideas to improve
customer experiences and implementing new ways to connect through a Unified
Customer Experience Strategy®.
DigiCX addresses a clear need in the market to deliver great Customer Experience with
asset light services at a fraction of the cost of traditional contact center approaches.
DigiCX is already improving NPS and advocacy by reducing effort, increasing revenue
with personalization, being always open and automating issue resolution with integrated
human assistance at key moments of truth.
DigiCX enables seamless pivoting from automated to real-time agent interaction,

guiding customers efficiently over a variety of channel options to the right answers to
their questions.
HGS DigiCX services, leading with self-service and intelligently integrating people at
key moments in the brand journey, are finding the balance between enabling digital CX,
being innovative and differentiated on behalf of global brands, and managing change in
an environment of limited capital and time.
Current DigiCX solutions like Digi WEB, Digi Chat and Digi TEXT, along with future
offerings, are designed to:
• Optimize customer experience for web self-service
• Intelligently integrate agent support when it adds value
• Learn and improve using analytics, artificial intelligence and automation
For example, HGS Digi TEXT service has shown to decrease calls to agents, reducing
the cost of voice calls and helping increase customer and agent satisfaction. Similarly,
Digi WEB, web self-service capability, is like FAQs on steroids, integrating into every
channel and resolving as many as 97 percent of web inquiries without the need to
escalate to a live support agent.
DigiCX solutions are powered by HGS Digital Natural Assist (DNA), a unified
customer experience platform HGS DNA helps companies save time and money with
analytics and automation.
"As a leader in customer experience, HGS designed DigiCX as a current and constantly
evolving answer for companies looking to keep up with customer needs," added Mr.
Lord, "Increasingly, customers will manage their relationships with enterprises without
interacting with a human. It is our role to help companies remain competitive in this
reality, and DigiCX allows us to transform traditional approaches to customer
engagement and deliver on preferences for empowerment driving tomorrow's
customer."
MARKETING AND DIGITAL ENABLEMENT SERVICES
• CX Management
• Digital Enablement
• Social Media Enablement
• Digital Marketing
CX Management
Customer experience management, often called CXM or CEM, is a system of marketing

strategies and technologies that focus on customer engagement, satisfaction, and
experience.
Digital Enablement
Digital Enablement is the process of realizing the Digital Transformation of an

organization through various digital tools. It helps enable exceptional employee
experience, create efficient business processes and modify the business model for
modern needs
Social Media Enablement
It is an essential form of marketing that allows sharing content to engage customers on

their favorite social media networks. With Sales Panda’s well-integrated social selling
platform, sellers and partners can post branded content directly to their social media
pages from the app. It includes:
• Facebook sharing
• LinkedIn sharing
• Twitter sharing
• Instagram sharing & more
Digital Marketing
34
Digital marketing is the component of marketing that uses the Internet and online based
digital technologies such as desktop computers, mobile phones and other digital media
and platforms to promote products and services.
BUSINESS SERVICES
44
• Transaction Services
• HRO Solutions
• B2B Sales Support
• Automated Enterprise
• Roadside Assistance
Transaction Service
A transaction service typically refers to a third party service provided by a professional

services firm when a business transaction takes place. An example of a business
transaction would be a merger or acquisition of a company.
HRO Solutions
Leverage our cloud technologies and HR best practices gleaned from more than 400
HRO clients to manage, simplify, and automate your HR processes.
24
HRO, or human resource outsourcing, is an arrangement in which a third-party
administers HR on behalf of another business, allowing it to focus more attention on
growth-related objectives. Options range from basic HR services and help desks to
partnerships with professional employer organizations (PEO) that provide a
combination of strategic planning and day-to-day administrative support.
17
B2B Sales Support
For more than 20 years, HGS sales support specialists have proven to save sales
representative’s time and businesses money, while contributing to increased revenue
generation. HGS provides dedicated support to teams of sales representatives by
anticipating their ongoing needs, understanding their budget constraints, and supporting
growing business objectives.
With a multichannel approach and client system integration capabilities, the specialists
use technology to optimize customer engagement through preempting demand, data-
backed reports, and marketing outreach programs. Working with cross-functional
teams, they are able to create standard operating procedures to ensure a high level of
consistency in sales processes and pipelines
Automated Enterprise
Undeniably, automation is everywhere. By 2020, 85% of customer interactions with a

brand will happen without a human intermediary, according to Gartner. And by 2025,
up to 40% of business process management spend will be affected by robotic process
automation (RPA), according to NASSCOM-Everest Group research.
Clients expect precise responses rapidly and proficiently, from whichever channel or
17
gadget is generally helpful. In any case, most organizations are not ready to address this
developed client assumption, since heritage frameworks are manual or separated.
Blunders and failures in both the front and administrative centers are likewise
significant drivers of the quick reception of computerization all over the place. By
decreasing blunders and assisting clients with finding the right solution quick, brands
can fundamentally affect the client experience while lessening cost simultaneously.
HGS Mechanized Venture is a start to finish insightful computerization approach. HGS

gives a front-to back-office mechanization arrangement that incorporates self-
administration, mechanical interaction robotization (RPA) in addition to mental
learning, regular language handling, process upgrades, blunder decrease, and speed and
cost change. The Robotized Undertaking is innovation rationalist and influences
examination and bits of knowledge to enhance and move along.
Roadside Assistance
Truck breakdowns historically have been nightmarish events involving a flurry of

phone calls with drivers’ fleet supervisors and service truck companies and exhaustive
logistics on the whereabouts of the breakdown events. Before digitalization came into
emergency roadside assistance, the service was purely responsive.
Today, the use of bots in roadside assistance services can help stranded drivers instantly
access help — without waiting on the phone. During inclement weather conditions,
trucks can break down on the highway, often causing manual service lines to not be
responsive due to excess volume of assistance requests. A bot circumvents this issue as
41
it can respond to every driver at any point in time, take down details and instantly look
for service options in the vicinity. Data analytics also are a huge differentiator in the
business, service companies can leverage data to provide flat pricing rates for customers
who are looking for an annual service subscription.
In this white paper, learn how bots, analytics, and a digital dispatch system can
transform your emergency roadside assistance.
2.1.10 COMPITATORS PROFILE
Hinduja Global Solutions (HGS)'s competitors and similar companies include

41
• First source
• Allsec Tech
• eClerx Services
• HOV Services
• WE WIN
First Source
First source provides business process management in the banking and financial
services, customer services, telecom and media, and healthcare sectors. Its clients
include financial services, telecommunications and healthcare companies. First source
hosts operations in India, US, UK, and the Philippines
Allsec Tech
Allsec is a global leader in outsourcing solutions offering future-ready, resilient

business transformation services to industry heavy-weights, Fortune 100 companies,
and growth-focused organizations. With 4,000+ FTEs spread across 5 contact centers in
the US, Philippines, and India, we manage over 1 Million customer contacts per day,
via multiple touchpoints. We provide each client the power to harness next-generation
technology today and exceed set targets in record time.
Our service model boasts of excellence in service delivery, superior quality, and
compelling business transformation stories.
eClerx Services
eClerx Services Ltd. is an Indian IT consulting and outsourcing multinational company

based in Mumbai and Pune engaged in providing solutions to Fortune 500 companies
business process management, automation and analytics services
HOV Services
HOV Services Limited ("HOVS") operates as a hybrid between investment and

diversified services corporation. HOVS has grown over the last decade through series
of key acquisitions. The Company believes that this operational structure is
fundamental to our value proposition for our future success
WE WIN
We Win is considered one of the best B2B third-party customer service providers as we
bring over 20 years of experience delivering spot-on quality services. Being central
India's first publicly listed company in 2017 under NSE, we take great pride in
becoming the world's largest non-grievance customer service provider. Whether you are
a startup or an established SME, We Win can put you on the map and become a catalyst
for your company's growth.
2.1.11 MARKET SHARE
2.1.12 AWARDS AND ACHIVEMENTS

44
Hinduja Global Solutions Limited (referred to as "HGS" or the "Company") (Listed on
NSE & BSE India) was honored with the Gold Stevie® Award for "Customer Service
Department of the Year" in The 12th Annual International Business Awards, announced
last Thursday.
2020
41
• Golden Bridge Business and Innovation Award
• ECCCSA award Finalist Best Large Customer Service Team 2020 (Finalist)
• Responding in a Crisis – Best Partnership Solution 2020 (Finalist)
• IAOP Global Impact Sourcing Award
• Silver Stevie Award, Stevie Customer Service Team of the Year 2020
• ISG Index Booming 15 Sourcing Standout, Excellence in Customer Service

Award 2020
• Outsource Partner of the Year Award BI Group
• World HRD Congress Award
• Diversity Impact – 2020 World HRD Congress and Awards
• Best Social Media, Workplace Practices and Employee Relations Practices,

World HRD Congress and Awards
• Training Magazine Top 125 Award
• IAOP Global Outsourcing 100 Award
• Instahiring Trailblazers 2020 Award
2021
• CII DX Award 2021 for Integrated Customer Engagement Model
• Cloud Computing Excellence Award 2021 – Cloud Accelerator
• IAOP Excellence in Strategic Partnerships award
• Digital earth graphic, HGS Digital recognized by Frost & Sullivan for its
complete social media customer care solution
• HGS placed in the 2021 Gartner Magic Quadrant for Customer Service BPO
• Automation Anywhere IMEA Partner Award
2022
41
• HGS brand graphic 2022 Communications Solutions Products of the Year
• AI Breakthrough Award
• Executive of the Year: Crystal Davis
• Transformation of the Year: Group Messaging Console
• Technology of the Year: Axle™
• Gartner logo, HGS a Leader in the 2022 Gartner® Magic Quadrant™ for
Customer Service BPO
• Woman of the Year in Customer Service
• Training APEX Awards
2.1.13 ORGANIZATION STRUCTURE
Hinduja Global Solutions' organizational chart. Discover current team members

including executives, board members, and advisors
2.1.14 CORPORTAE SOCIAL RESPONSIBILITY ACTIVITIES
Employee Volunteering Program – Work to Give
Our people volunteer whole-heartedly for various social causes every year in good
measure as CSR has become an integral part of HGS culture. Our employee
volunteering program is called ‘Work to Give’
We support around 32 non-profit and charitable organizations globally. Volunteers from

across locations in Jamaica, Philippines, US, Canada, UK and India serve different local
communities by contributing their time, skill and effort.
We organize at least 10 volunteering events each month which gives rise to more than
1,000 happy volunteer engagements. Over the last three years, more than 30,000 HGS
volunteers have contributed over 120,000 volunteering hours to positively impact more
than 500,000 lives.
EDUCATION: Promoting holistic education among underserved children.
Road To School: Program which works with children in 14 schools across 16

marginalized communities to provide scholastic and non-scholastic support.
Smart Class Program: Technology enabled smart classrooms enrich teaching and
learning experience for over 3,000 students.
English Proficiency Training: The program helps over 5,000 school students and 100
teachers strengthen their English language skills.
Meal Distribution: Over 5,000 children receive nutritious mid-day meals at schools to
help them concentrate on learning.
Merit cum Means Scholarship Program: Provides over 300 meritorious students
financial aid from high school to graduation.
Gyan Shakti: Project which enables 11 vernacular medium urban schools generate
better learning outcomes, through English enhancement sessions, digital literacy and
teacher training programs.
Holistic Development: Programs which deliver science and technology-related

education for over 2,000 students.
WATER: Providing access to clean water and promoting water conservation.
Water for Schools Program: Portable and safe drinking water to 10,000 school
students every day.
Water Body Restoration: Large-scale lake restoration project for the benefit of local
ecosystem.
SKILL DEVELOPMENT: Training to enable financial independence and job equality

for the marginalized and persons with disabilities.
Youth Livelihood Program: Provides domain specific training to over 300

underserved youth every year to help them be gainfully employed.
Vocational Training: Through our skilling program for over 100 persons with
disabilities, we provide vocational training and employment opportunities for self-
sustenance and a better quality of life.
HEALTHCARE & RURAL DEVELOPMENT: Access to quality health care.
Covid Care: We supported the setting up of full-fledged ICU wards and procurement
of medical equipment at select hospitals to treat patients with Covid. We also provided
Covid care kits and doctor consultation to patients in home quarantine through our
NGO partners.
Multi-Drug Resistant Tuberculosis Treatment: We have provided complete, quality

care and counselling to more than 300 underprivileged patients suffering from TB.
Advanced Mobile Healthcare Unit: A medical vehicle equipped with diagnostic

facilities, doctors and medicine provided over 20,000. Rural community member’s
access to free healthcare every year for more than 3 years in a row.
2.1.15 SWOT ANALYSIS OF HGS
Hinduja Global Solutions Ltd (HGS) - Monetary and Key SWOT Examination Audit
gives you a top to bottom key SWOT investigation of the organization's organizations
and tasks. The profile has been gathered by the distributer to bring to you an
unmistakable and an impartial perspective on the organization's vital assets and
shortcomings and the likely open doors and dangers. The profile assists you with
figuring out techniques that expand your business by empowering you to comprehend
your accomplices, clients and contenders better.
STRENGTH
19
• Consistent Highest Return Stocks over Five Years - Nifty500 Strong Annual
EPS Growth
32
• Effectively using Shareholders fund - Return on equity (ROE) improving since
last 2 year
28 32
• Efficient in managing Assets to generate Profits - ROA improving since last 2
year
• Growth in Quarterly Net Profit with increasing Profit Margin (YoY)
• Company with Low Debt
28
• Increasing Revenue every quarter for the past 2 quarters
19
• Annual Net Profits improving for last 2 years
• Book Value per share Improving for last 2 years
• Company with Zero Promoter Pledge
28
• FII / FPI or Institutions increasing their shareholding
• High dividends, with rising dividend yields over last five years
WEAKNESS
19
• Negative Breakdown Third Support (LTP < S3)
• Bearish Engulfing (Bearish Reversal)
• MFs decreased their shareholding last quarter 190% returns for over 6.4 years
• Decline in Quarterly Net Profit (YoY)
48
• Decline in Net Profit with falling Profit Margin (QoQ)
• Fall in Quarterly Revenue and Net Profit (YoY)
OPPORTUNITY
• Buy Zone: Stocks in the buy zone based on days traded at current PE and P/BV
• Companies with current TTM PE Ratio less than 3 Year, 5 Year and 10 Year PE
19
• Rising Delivery Percentage Compared to Previous Day
• Undervalued Growth Stocks 468.8% returns for Nifty 500 over 5.9 years
• Expert Stock Screener: Benjamin Graham Value Screen 202.3% returns for
Nifty 500 over 6.4 years
• Affordable Stocks with High ROE and Momentum 2369.4% returns for Nifty
500 over 5.2 years
• High Momentum Scores (Technical Scores greater than 50) 319.5% returns for
Nifty 500 over 5.1 years
28
• Stock with Low PE (PE < = 10)
THREATS
• Companies with high market cap, lower public shareholding

• Increasing Trend in Non-Core Income
• Insiders sold stocks
CHAPTER-3
RESEARCH DESIGN AND METHODOLOGY
3.1.1 REVIEW OF LITERATURE

2
Korsten (2020): Human Asset The board hypotheses underline on strategies of
enlistment and determination and layout the advantages of meetings, evaluation and
psychometric assessments as representative choice cycle. They further expressed that
35
enlistment interaction might be inside or outer or may likewise be led on the web.
2
Commonly, this cycle depends on the degrees of enrollment arrangements, work
postings and subtleties, publicizing, request for employment and meeting process,
evaluation, navigation, formal choice and preparing.
Jones et al. (2021): Proposed that instances of enrollment strategies in the medical
services, business or modern area might offer bits of knowledge into the cycles
associated with laying out enlistment shaft.
Hiltrop (2021): HRM rehearses, HRM-hierarchical systems as well as authoritative

execution. He led his examination on HR supervisor and company authorities of 319
organizations in Europe in regards to HR practices and approaches of their separate
46
organizations and found that business security, preparing and improvement projects,
enlistment and determination, cooperation, worker support, and in conclusion, staff
arranging are the most fundamental practices
2
Work by Jackson et al. (2022): Human asset the executives approaches in any
business association are created to meet corporate targets and emergence of smart plans
through preparing and advancement of staff to accomplish a definitive objective of
35
working on hierarchical execution as well as benefits. The idea of enrollment and
choice for an organization that is chasing after HRM approach is impacted by the
2
condition of the work market and their solidarity inside it. Moreover, it is vital for such
organizations to screen how the condition of work market associates with potential
2
volunteers through the projection of a picture which will affect and build up candidate
assumptions.
2
Bratton (2022): The associations are presently creating models of the sort of workers
they want to enroll, and to perceive how far candidates compare to their models through
dependable and legitimate procedures of determination. In any case, the scientists have
likewise seen that such models, to a great extent got from skill structures, cultivate
strength in organizations by producing the suitable information against which the work
searchers can be evaluated.
3.1.2 STATEMENT OF THE PROBLEM
Recruitment and selection are the most critical and significant human resources
function, unless the organization has the best available employees, it will not be able to
grow and flourish in the market.
30
It proceeds’ selection means it is the initial process so takes place before selection. The
time for all involved in the hiring process to review resumes, weight the applications,
and interview the best candidates takes away time (and costs money) that those
21
individuals could spend on other activities. The recruitment and selection process is a
dynamic, complex and an important part of human resource management in
organizations. All the more critically, those in charge of selecting the successful
applicant ought to have sufficient data whereupon to base their choices
3.1.3 OBJECTIVES OF THE STUDY

21
The main objective of recruitment and selection is fairly obvious: to hire the most-
qualified candidate to fill an available position. Additional objectives include:
• To know the creating a large talent pool of candidates to ensure the organization
can hire the best employee.
• To know Finding people who will fit in with the company culture and contribute
to the organization's goals.
• To know the Improving the company's reputation through fair, unbiased and
effective hiring practices.
33
• To know the Improving and streamlining the recruitment and selection process,
including expediting future job analyses for similar positions.
• To know the HR policies pertaining to recruitment and selection.
• To know the new ways of improving the present recruitment procedure
3.1.4 SCOPE OF THE STUDY

20
This study is on assessment of effectiveness study on RECRUITMENT AND
SELECTION PROCESS with special reference to HINDUJA GLOBAL SOLUTIONS,
Preparing the Recruitment policy for different categories of employees.
• Analyzing the recruitment policies of the organization
• Processes
• Procedures of the organization.
3.1.5 LIMITATIONS OF THE STUDY
9
• Collecting data accurately from the employees will be difficult due to the time
constraint
• Busy schedule of the employees will also be affected to some extent
• There is a chance for bias in the information given by the respondents
• The study was based on sample hence results were not fully absolute.
3.1.6 RESEARCH METHODOLOGY

33
The primary objectives of recruitment and selection processes is the attraction of large
number of applicants with suitable skills, experiences and qualifications in order to
choose among them through various available methods for the employment in an
organization and these methods should be cost effective as well.
3.1.7 SOURCE OF THE DATA
The data will be collected based on Primary and Secondary source of data.
Primary Data
Primary data is collected very first time for a specific purpose directly from the field of
study.
38
Primary data relating to the training has to be collected through:
• Questionnaires
• Interviews
• Observation
Secondary Data
Secondary data means the information related to past period. Secondary data has to be
collected through:
• Websites
• Articles
• Publication of the company.
3.1.8 PLAN OF ANALYSIS
Based on the primary information collected for the study, the attraction of large number
of applicants with suitable skills, experiences and qualifications in order to choose
among them through various available methods for the employment in an organization.
3.1.9 TOOLS OF DATA COLLECTION
The main tools statistical tools which will be used for the collection and analysis of data
in this project is:
• Human resource information system
• Performance data.
3.1.10 RESEARCH DESIGN

33 47
Recruitment and selection process is an searching for and obtaining a pool of potential
candidates with the desired knowledge, skills and experience to allow an organization
49
to select the most appropriate people To fill job vacancies against defined position
descriptions and specifications.
3.1.11 CHAPTER SCHEME
Chapter 1 Introduction
Chapter 2 Company profile
Chapter 3 Research design
Chapter 4 Data analysis and Interpretation
Chapter 5 Findings, Suggestion and Conclusion
CHAPTER 4
DATA ANALYSIS AND INTERPRETATION
1. Gender?
a. Male
b. Female
Table no. 1
Gender No. of Respondent Percentage
Male 54 54%
Female 46 46%
Total 100 100%
Analysis:
The above table it can be seen that 54% of the respondent from Male and 46% of the
respondents from female.
Gender
Male Female
Interpretation:
From the above graph their presenting majority respondents are Male.
2. Age?
a) 18-25
b) 26-32
c) 33-40
d) 41+
Table no. 2
Age Status No. of Respondent Percentage
18 – 25 41 41%
26 – 32 38 38%
33 – 40 12 12%
41+ 9 9%
Total 100 100%
Analysis:
20
From the above table it can be seen that 41% of the respondent from the age group of
18 – 25 years, 38% of the respondent of the age group of 26 – 32 years, 12% of the
respondent from the age group of 33 – 40 years and 9% of the respondents from the age
group of 41+ years above.
Age Group
50%
40%
30%
20%
10%
0%
18 - 25 26 - 32 33 - 40 41+
Age Group
Interpretation:
From the above graph their presenting majority respondents are age between 26-32.
3. Marriage Status?
a. Married
b. Unmarried
Table no. 3
Marriage Status No. of Respondent Percentage
Married 43 43%
Unmarried 57 57%
Total 100 100%
Analysis:
20
From the above table it can be see that 43% of the respondents are married and 57% as
respondent are unmarried.
Marriage Status
Married Unmarried
Interpretation:
From the above graph their presenting majority respondents are Unmarried.
4. Qualification?
a. Under graduate
b. Postal graduate
c. Others
Table no. 4
Qualification Status No. of Respondent Percentage
Under Graduate 41 41%
Postal Graduate 39 39%
Other 30 30%
Total 100 100%
Analysis:
20
From the above table it can be see that 41% of the respondents are Undergraduate, 39%
of the respondents are Postal graduate and 30% of the respondents are other
qualifications.
Qualification
50
40
30
20
10
0
Under Graduate Postal Graduate Other
Qualification
Interpretation:
From the above graph their presenting majority respondents are under graduate.
5. Work experience?
a. No
b. Yes
Table no. 5
Work Experience Status No. of Respondent Percentage
No 64 64%
Yes 36 36%
Total 100 100%
Analysis:
20
From the above table it can be see that 64% of the respondents are No and 36% of the
respondents are yes.
Work Experience
No Yes
Interpretation:
From the above graph their presenting majority respondents are No.
6. Average time spent by HR Department, during Recruitment?
a. 10 Minutes
b. 10 to 20 Minutes
c. 20 to 30 Minutes
d. More than 30 Minutes
Table no. 6
Time spent by HR No. of Respondent Percentage
10 Minutes 36 36%
10 to 20 Minutes 28 28%
20 to 30 Minutes 19 19%
More than 30 Minutes 17 17%
Total 100 100%
Analysis:
20
From the above table it can be see that 36% of the respondents are 10 Minutes, 28% of
the respondents are 10 to 20 Minutes, 19% of the respondents are 20 to 30 Minutes and
17% of the respondents are More than 30 Minutes spent by HR department.
Average time spent by HR

Department
40
30
20
10
0
10 Minutes 10 to 20 Minutes 20 to 30 Minutes More than 30
Minutes
Average time spent by HR Department
Interpretation:
From the above graph their presenting majority respondents time spent with HR
between 10 Minutes.
7. Average time spent by Manager, during Recruitment?
a. 10 Minutes
b. 10 to 20 Minutes
c. 20 to 30 Minutes
d. More than 30 Minutes
Table no. 7
Time spent by Manager No. of Respondent Percentage
10 Minutes 31 31%
10 to 20 Minutes 34 34%
20 to 30 Minutes 20 20%
More than 30 Minutes 15 15%
Total 100 100%
Analysis:
From the above table it can be see that 31% of the respondents are 10 Minutes, 34% of
the respondents are 10 to 20 Minutes, 20% of the respondents are 20 to 30 Minutes and
15% of the respondents are More than 30 Minutes spent by the Manager.
Average time spent by Manager

40
30
20
10
0
10 Minutes 10 to 20 Minutes 20 to 30 Minutes More than 30
Minutes
Average time spent by Manager
Interpretation:
From the above graph their presenting majority respondents time spent with Manager
between 10 to 20 Minutes.
8. Company HR responds on your application?
a. Less than 5 days
b. 5 – 10 days
c. 10 – 15 days
d. More than 15 days

Table no. 8
Responds on your application by No. of Respondent Percentage
HR
Less than 5 days 32 32%
5 – 10 days 23 23%
10 – 15 days 24 24%
More than 15 days 21 21%
Total 100 100%
Analysis:
From the above table it can be see that 32% of the respondents are Less than 5 days,
23% of the respondents are 5 to 10 days, 24% of the respondents are 10to 15 days and
21% of the respondents are More than 15 days as get responds on your application from
the HR.
Responds on your application by

HR
40
30
20
10
0
Less than 5 5 – 10 days 10 - 15 days More than 15
days days
Responds on your application by HR
Interpretation:
From the above graph their presenting majority respondents are less than 5 days.
9. Organization doing timeliness recruitment?
a. No
b. Yes
Table no. 9
Timeliness recruitment in this No. of Respondent Percentage
organization
No 79 79%
Yes 21 21%
Total 100 100%
Analysis:
From the above table it can be see that 79% of the respondents are no and 21% of the
respondents are Yes as get responds on doing timeliness recruitment and selection
process.
Timeliness recruitment and selection process
No Yes
Interpretation:
10. Clearly define the objectives; recruitment’s and job specification in the recruitment
process?
a. No
b. Yes
Table no. 10
Job Specification No. of Respondent Percentage
No 29 29
Yes 71 71
Total 100 100%
Analysis:
respondents are Yes as get responds on clearly define the objectives on job
specification
Clearly define the objectives on job

specification
No Yes
Interpretation:
From the above graph their presenting majority respondents are Yes.
11. Difficult in the Interview process?
a. Aptitude test
b. Personal Interview
c. HR round
d. Manager round
Table no. 11
Difficult in the Interview No. of Respondent Percentage
Aptitude test 30 30%
Personal interview 27 27%
HR round 17 17%
Manager round 26 26%
Total 100 100%
Analysis:
From the above table it can be see that 30% of the respondents are Aptitude test and
27% of the respondents are Personal interview, 17% of the respondents are HR round
and 26% of the respondents are Manager Round as get responds on difficult in the
interview process.
Difficult in the Interview process

40
30
20
10
0
Aptitude test Personal interview HR round Manager round
Difficult in the Interview process
Interpretation:
From the above graph their presenting majority respondents are Aptitude test.
12. Rate the recruitment procedure?
a. Agree
b. Strongly agree
c. Disagree
d. Strongly disagree
Table no. 12
Rate the recruitment procedure No. of Respondent Percentage
29
Agree 36 36%
Strongly agree 41 41%
Disagree 23 23%
Strongly disagree 0 0%
Total 100 100%
Analysis:
From the above table it can be see that 36% of the respondents are Agree and 41% of
the respondents are Strongly agree and 23% of the respondents are disagree as get
responds on Rate the recruitment procedure.
Rate the recuritment procedure

50
40
30
20
10
0
Agree Strongly agree Disagree Strongly disagree
Rate the recuritment procedure
Interpretation:
From the above graph their presenting majority respondents are strongly agree.
13. Performance of HR department in the recruitment?
a. Agree
b. Strongly agree
c. Disagree
Table no. 13
Rate the HR performance No. of Respondent Percentage
Agree 48 48%
Disagree 25 25%
Total 100 100%
Analysis:
responds on HR performance in the recruitment and selection process.
HR performance in the recuritment and

selection process
60
50
40
30
20
10
29
0
HR performance in the recuritment and selection process
Interpretation:
From the above graph their presenting majority respondents are Agree.
14. Interviewing with any other company?
a. No
b. Yes
Table no. 14
Interviewing other company No. of Respondent Percentage
No 46 46%
Yes 54 54%
Total 100 100%
Analysis:
respondents are yes as get responds on interviewing other company.
Interviewing with other company
No Yes
Interpretation:
15. Satisfy with your salary package?
a. Agree
b. Strongly agree
c. Disagree
Table no. 15
Salary package No. of Respondent Percentage
Agree 46 46%
Disagree 24 24%
29
Total 100 100%
Analysis:
the respondents are Strongly agree, 24% of the respondents are disagree and 5% of the
respondents are Strongly disagree as get responds on Salary package.
Salary package
50
40
30
20
10
0
Salary package
Interpretation:
16. Comfortable with rotational shift?
a. No
b. Yes
Table no. 16
Rotational shift No. of Respondent Percentage
No 23 23%
Yes 77 77%
Total 100 100%
Analysis:
respondents are yes as get responds on rotational shift.
Rotational shift
No Yes
Interpretation:
17. Willing to relocate?
a. No
b. Yes
Table no. 17
Willing to relocate No. of Respondent Percentage
No 28 28%
Yes 72 72%
Total 100 100%
Analysis:
respondents are yes as get responds on willing to relocate.
Willing to relocate
No Yes
Interpretation:
18. Satisfied with your designation (Role and Responsibility)?
a. Agree
b. Strongly agree
c. Disagree
Table no. 18
Designation No. of Respondent Percentage
Agree 34 34%
37
Disagree 26 26%
Total 100 100%
Analysis:
the respondents are Strongly agree, 26% of the respondents are disagree and 1% of the
respondents are Strongly disagree as get responds on Designation.
Designation
40
30
20
10
0
Designation
Interpretation:
From the above graph their presenting majority respondents are strongly agree.
19. Organization looks for experienced employee in selection?
a. No
b. Yes
Table no. 19
Looks for Experienced Employee No. of Respondent Percentage
No 62 62%
Yes 48 48%
Total 100 100%
Analysis:
respondents are yes as get responds on organization looks for experienced employee.
Organization looks for experienced
No Yes
Interpretation:
20. Identify the source to know about the job?
a. Advertisement
b. Consultant
c. Reference
d. Campus
Table no. 20
Know about the job No. of Respondent Percentage
Advertisement 23 23%
Consultant 56 40%
Reference 17 17%
Campus 4 4%
Total 100 100%
Analysis:
From the above table it can be see that 23% of the respondents are Advertisement and
56% of the respondents are Consultant, 17% of the respondents are Reference and 4%
of the respondents are Campus as get responds on to know about the job.
Know about the job

60
50
40
30
20
10
0
Advertisement Consultant Reference Campus
Know about the job
Interpretation:
From the above graph their presenting majority respondents are Consultant.
21. Refer your friends to work with HGS?
a. No
b. Yes
Table no. 21
Refer your friend No. of Respondent Percentage
No 19 19%
Yes 81 81%
Total 100 100%
Analysis:
respondents are yes as get responds on refer your friends to work with HGS.
Refer your friends to work with HGS
No Yes
Interpretation:
22. Attracted you the most initially for applying the job?
a. Hours of work
b. Location
c. Salary
d. Size of the organization

Table no. 22
Initially for applying the job No. of Respondent Percentage
Hours of work 17 17%
Location 42 42%
Salary 19 19%
Size of the organization 22 22%
Total 100 100%
Analysis:
36
From the above table it can be see that 17% of the respondents are Hours of work and
42% of the respondents are Location, 19% of the respondents are Salary and 22% of the
respondents are Size of the organization as get responds on attracted you the most
initially for applying the job.
Attracted you the most initially for

applying the job
60
40
20
0
Hours of work Location Salary Size of the
organization
Attracted you the most initially for applying the job
Interpretation:
From the above graph their presenting majority respondents are Location.
23. Any other comments?
a. No
b. Yes
Table no. 23
Comments No. of Respondent Percentage
No 67 67%
Yes 33 33%
Total 100 100%
Analysis:
respondents are yes as get responds on other comments.
Any other comments
No Yes
Interpretation:
24. Any suggestion for selection process?
a. No
b. Yes
Table no. 24
Suggestion No. of Respondent Percentage
No 83 83%
Yes 17 17%
Total 100 100%
Analysis:
respondents are yes as get responds Suggestion for selection process.
Suggestion for selection process
No Yes
Interpretation:
25. Rate the selection policy of our company?
a. Agree
b. Strongly agree
c. Disagree
Table no. 25
Selection policy No. of Respondent Percentage
Agree 49 49%
Disagree 16 16%
37
Total 100 100%
Analysis:
responds on selection policy of our company.
Selection policy of our company

60
50
40
30
20
10
0
Selection policy of our company
Interpretation:
CHAPTER 5
FINDINGS, CONCLUSION AND SUGEESTIONS
5.1.1 FINDINGS
• From the 41% of the respondent there are highly qualified in the organization
• From the 64% of the respondent have a fresher and 36% of respondent have a
work experience in other company
• From the 36% of the respondent there spent time with HR within 10 Minutes
and 34% of the respondent are spent time by Manager within 10 Minutes
• From the 32% of the respondent there application as responded HR in less than
5 days
22
• From the 79% of the respondent have No timeliness recruitment and selection
process in the organization
• From the 30% of the respondents are faced as aptitude test is difficult in the
interview process and 27% are faced difficult by personal interview.
• From the 48% of the respondent are rate the HR performance in the recruitment
• From the 54% of the respondent have an interviewing with other company
• From the 81% of the respondent are ready to do refer the friend to work with our
organization
• From the 42% of the respondent are attracted by nearest location of the job and
19% of respondent attracted by size of the organization
• From the 56% of the respondent know the job by consultant and 23% by
advertisement
• From the 49% of the respondent are agree with the selection policy in our
organization and 35% by strongly agree.
• After new appointment there will be on the job training 60-90 days.
• Internal and External source of recruitment should be consider in the time of

recruitment and selection
• The management decisions have effect on recruitment and selection policy of

the company
6
• Present recruitment and selection policy helped to increase the efficiency of the
company
5.1.2 CONCLUSION
1
Enlistment is the most common way of recognizing, screening, shortlisting and
6
employing of the possible HR to top off the situations inside the associations. It is the
1
focal capability of human asset the board. Enlistment is the most common way of
6
choosing the perfect individual, for the ideal situation at the ideal time. The instructive
capabilities, experience, capacities and abilities of the people should be thought about
when enrollment happens. It is the method involved with drawing in, choosing and
1
selecting likely contender to address the issues and necessities of the associations.
6
Enlistment happens inside, for example inside the association and remotely, for
example from the utilization of outside sources. Inside factors incorporate the size of the
1
association, enrolling strategy, picture of association and picture of work. Outside
factors incorporate segment factors, work market, joblessness rate, work regulations,
6
lawful contemplations and contenders. Effectiveness in the enlistment processes creates
1
efficiency and constructs a decent workplace and great relations between the
representatives
6
Determination is the method involved with picking or picking the right competitor, who
is generally appropriate for the gig. It is the method involved with talking the up-and-
1 6
comers and assessing their characteristics, which are vital for a particular work and
afterward determination of the competitors is made for the right positions. The choice of
right possibility for the right positions will assist the association with accomplishing its
ideal objectives and targets. At the point when determination of the representatives
happens, it is essential to guarantee that they have the ideal capabilities, abilities and
capacities that are expected to play out the gig obligations in an efficient way
Enlistment is known as a positive cycle with its methodology of drawing in however

many competitors as would be prudent for the empty positions. It is the method
involved with recognizing and making likely contender to go after the positions. Then
again, choice is known as a negative interaction with the end of many competitors as
could be expected. There are various people, who go after the positions, yet choice is
made exclusively of those people, who are qualified and capable. Choice is significant,
the explanation being, recruiting of good assets can help in expanding the general
presentation of the association. Both the cycles of enrollment and determination are
thought of as significant for the powerful working of the associations and they happen
6
all the while. They are basic for development and advancement of the association.
5.1.3 SUGGESTIONS AND RECOMMEDATONS

15
The requirement for each department in the company is identified well in advance.
• If the manpower requirement is high and the recruitment team of the HR
department alone cannot satisfy it, then help from the placement agencies is
needed.
• Time management is very essential and it should not be ignored at any level of
the process.
• The recruitment and selection through placement agencies as the last resort and
is utilized only when need.
• The recruitment and selection procedure should not to lengthy and time
consuming.
• The candidates called for interview should be allotted timings and it should not
overlap with each other.
4
• The HR Department should look into the matter of consuming more time in the
process of calling the applicants after their responses very seriously.
4
• The organization could control the size of applicants’ pool by using more clear
and specific statements in the ad in terms of the minimum educational degree,
preferred institutions and other necessary criteria based on which the initial
screening of the applications was conducted.
• In the job advertisement especially for bottom line employees, The HR
department should mention the pay structure.
The Company could participate in the job fairs in their recruitment.
• A considerable volume of applications is dropped in the organizations as a result

of the exposure created in the job fairs.
• The organization can promote its image as a potential recruiter through its
successful participation in the job fairs.
• The company can recruited also for campus recruiting that could bring a yield of
highly educated fresh-starters for the entry-level the organization could arrange
seminars in the top business schools.
• The company should facilitate online CV-posting system that is a very popular
and effective practice used by the top business organizations.
• In the case of non-management recruitment like Sales Representative, interview
board should follow the same selection criteria. I observed that some boards
were not with the same selection criteria. One board was really tough to get
through on the other hand another board was easy to get passed.
BIBLOGRAPHY
▪ https://www.smartrecruiters.com/resources/glossary/recruitment
▪ https://factorialhr.com/blog/recruitment-and-selection
▪ https://sprigghr.com/blog/hr-professionals
▪ https://recruitment-and-selection
▪ https://www.topechelon.com/blog/methods-recruitment-selection-process-example
▪ https://www.tutorialspoint.com/recruitment_and_selection/recruitment_process.htm
▪ https://www.google.com/search?q=recruitment+and+selection+process&oq=recruitment&a
qs
▪ https://factorialhr.com/blog/recruitment-and-selection/#:~:text=Recruitment%
▪ https://www.topechelon.com/blog/methods-recruitment-selection-process-example/
▪ https://sprigghr.com/blog/hr-professionals/
▪ https://www.jobsoid.com/recruitment-process/
▪ https://economictimes.com/tech/technology/hinduja-global-solutions-plans
▪ https://www.thehindu.com/news/national/karnataka/hinduja-global-solutions-to-open-
development-centre-in-mysuru
▪ https://thehindubusinessline.com/companies/hinduja-global-solutions-wins-2100-cr-worth-
contract-from-uk-health-security-agency
ANNEXURE
QUESTIONNAIRE
39
1. Gender?
a) Male
b) Female
2. Age?
a) 18-25
b) 26-32
c) 33-40
d) 41+
3. Marriage Status?
a) Married
b) Unmarried
4. Qualification?
a) Undergraduate
b) Postal graduate
c) Other
5. Do you have any previous work experience?

a) No
b) Yes
6. What is the average time spent by HR department, during recruitment?

a) 10 minutes.
b) 10 to 20 minutes.
c) 20 to 30 minutes.
d) More than 30 minutes.
7. What is the average time spent by Manager, during recruitment?

a) 10 minutes.
b) 10 to 20 minutes
c) 20 to 30 minutes
d) More than 30 minutes
8. How much time took the company HR responds on your application?

a) Less than 5 days
b) 5-10 days
c) 10-15 days
d) More than 15 days
22
9. Is this organization doing timeliness recruitment and selection process?
a) No
b) Yes
39
10. Does the organization clearly define the objectives, requirements and job specification in the
recruitment process?
a) No
b) Yes
11. Which round did you face as difficult in the Interview process?
a) Aptitude test
b) Personal interviews
c) HR round
d) Manager round
12. How do you rate the recruitment procedure?

a) Agree
b) Strongly agree
c) Disagree
d) Strongly disagree
27
13. How would you rate the HR department performance in the recruitment and selection
process?
a) Agree
b) Strongly agree
c) Disagree
14. Are you currently interviewing with any other companies?

a) No
b) Yes
15. Do you satisfy with your salary package?

a) Agree
b) Strongly agree
c) Disagree
16. Are you comfortable with rotational shift?

a) Yes
b) No
17. Are you willing to relocate?

a) No
b) Yes
39
18. Are you satisfied with your Designation (Role and Responsibility)?
a) Strongly agree
b) Agree
c) Strongly disagree
d) Disagree
22 27
19. Do you think organization looks for experienced employee in selection?
a) Yes
b) No
20. Identify the source from where you came to know about the job?
a) Advertisement
b) Consultant
c) Reference
d) Campus
21. Will you refer your friends to work with HGS?

a) No
b) Yes
22. What attracted you the most initially for applying the job?
a) Hours of work
b) Location
c) Salary
d) Size of the organization
23. Do you have any other Comments?

a) Yes
b) No
27
24. Would you have any suggestion for selection process?
a) Yes
b) No
25. How do you rate selection policy of our company?

a) Agree
b) Strongly agree
c) Disagree

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1.1 INDUSTRY PROFILE

Enlistment is known as a positive interaction with its methodology of drawing in

Enrollment and determination is important for a multifaceted interaction. Enlistment

1.1.1 MACRO SCENARIO

Ethnocentric Approach: Under Ethnocentric Approach MNC's at their headquarters

1.1.2 MICRO SCENARIO

1.2.1 THEORETICAL BACKGROUND

1.2.2 ECONOMIC DEVELOPMENT

1.2.3 INTERNAL AND EXTERNAL FACTORS

4. Cost involved in recruitment

5. Growth and Expansion

4. Political-Social- Legal Environment

Different government controls forbidding separation in contracting and work have

1. Determines the Present & Future Requirements

2. Prevents Disruption of Business Activities

3. Increases Success Rate of Hiring

This approach is effective in stimulating the success percentage of the company’s

4. Expands Talent Pool

6. Improves the Credibility of the Organization

A business organizations’ reputation is bolstered by a strong recruitment process. It

• It helps association by found of the need of necessities by work examination

• To gather a considerable lot of occupation up-and-comers with less expense.