SUMMER PROJECT REPORT

“A Study On Challenges Of Employee Recruiting And

Onboarding In A Remote Manner”

Submitted to:
Dr. Ambedkar Institute of Management Studies & Research,
Deeksha Bhoomi, Nagpur

Submitted by:
Ms. Tanvi Pradip Kuldiwar

Company Guide:
Mr. Shahbaz Khan

Faculty Guide:
Prof. Hemant Deshmukh

2021-2022

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 CERTIFICATE

This is to certify that the investigation described in this report titled “A Study on Challenges
of Employee Recruiting and Onboarding in a Remote Manner” has been carried out by Ms.
Tanvi Pradip Kuldiwar during the summer internship project. The study was done in the
organisation, Noveracion Global , in partial fulfillment of the requirement for the degree of
Master of Business Administration of R. T. M. Nagpur University, Nagpur.
This work is the own work of the candidate, complete in all respects and is of sufficiently high
standard to warrant its submission to the said degree. The assistance and resources used for
this work are duly acknowledged.

Dr. Sudhir S. Fulzele

(Director)

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 ACKNOWLEDGEMENT

It is a matter of pride and privilege for me to have done a summer internship project in
“Noveracion Global” and I am sincerely thankful to them for providing this opportunity to
me.
I am thankful to “Mr. Shahbaz Khan” for guiding me through this project and continuously
encouraging me. It would not have been possible to complete this project without his / her
support.
I am also thankful to all the faculty members of Dr. Ambedkar Institute of Management
Studies & Research and particularly my mentor “Prof. Hemant Deshmukh” for helping me
during the project.
Finally, I am grateful to my family and friends for their unending support.

(Tanvi Pradip Kuldiwar)

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 Index (Table of Contents)

No. Title Page No.

Part 1
A COMPANY PROFILE
1 Brief History. 06-07
2 Management Structure. 08-10
3 Achievements, awards and latest developments. 10
4 Products & Services Offered. 11
5 Performance & Market share. 11
6 SWOT Analysis. 12
B SECTOR OVERVIEW
1 Sector size and major players. 13-14
2 Regulations and regulatory bodies. 15
3 Sector’s contribution to economy. 16
4 Problems Faced by the sector in general and the 17
company in particular.
5 Future Potential of the sector. 18
Part 2
A ACTUAL WORK DONE
1 Week wise details of the work done including the 19-21
details of any specific tasks or projects assigned by the
company.
3 Key learning 22
2 Title Of The Study. 23-36
A study on “Challenges of Employee recruiting and onboarding in a
remote manner”.
B FINDINGS 37-38
C CONCLUSION 39
6 Bibliography. 40

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 A. COMPANY PROFILE

History

Management consulting firms provide guidance to the organizations to improve their overall performance.
Management consulting is all about the helping hand to improve the performances of the organizations. The
management consultants have more exposure in this filed and they have more experience and relationships so
with this they can guide us and provide proper suggestions on each and every situation. They may aware about
the best practices of the industry so their recommendations and suggestions guide the organization to better
profitable position. Management consultancies provide their own methodologies or frame works to identify
the problems, procedure for solving the issue and the alternatives. Management consultants generally are
people who are very good at analysing things, solving problems and have a knack towards optimization and
improving efficiency by applying various problem-solving techniques and methods. These consultants are
very well suited to solve complex problems, these problems are bottlenecks that are causing the companies a
huge discomfort, perhaps affecting the top line and bottom line both.

The history of the management consultancies was begun on 1886. On 1886, Arthur Dehon Little created the
first management consulting firm, initially it was a technical research team. In 1893, Frederick Winslow
Taylor opened a consultancy firm for the management filed. Gradually management consultancies became
too normal. In more recent times, traditional management consulting firms have had to face increasing
challenges from disruptive online marketplaces that are aiming to cater to the increasing number of freelance
management consulting professionals. The management consultancies help the organizations to use their own
resources in a better way for the betterment of the firms. It also guides the company to maximize their profit
and human resources. This consultant taking special care in the field of marketing, human resource and finance
departments. These consulting companies provide services in a wide array of verticals like change-
management, learning and development, strategy development, technology strategy, improving processes and
operational efficiency. Generally, these consultants do have their frameworks and approach to solve problems.
Theses consultancies focusing on the solution of the problems, creating value for the firm, improve the
performances and maximize the growth. They use their special business skills to advice according to the
situations and help the firm to development new skills that they are lacking actually. This training will help
firm to compete with their competitors. Basically, management consultants are the advisory board of the
organization.

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• June 2019: Foundation Stone - Started off as System Integrator and Solution Provider for
IoT and ML. Brainstormed over 100+ ideas and use cases.

• July 2019: Ecosystem Survey - Every prospective partner organization “What is the ROI?”
Noticed that companies are burning huge money under the head of Innovation Market
Research on Global Innovation Spending and White Paper. The Innovation Assessment
framework was born.

• August - Sept 2019: Case Study - Did some potential case studies and research on some
interesting use cases. This is when NoverAssess our own proprietary Innovation
Assessment Framework was born.

• October 2019 - July 2020: Implementation of Innovation Assessment Framework and

applying the use case to inhouse Innovation Ideation and product development. This is
when the idea of building a product for Risk Management for portfolio managers was born.

• August 2020 to Feb 2021: Business Development, Innovation Framework Enhancement,

Product Enrichment, Infrastructure Setup, Workflows for outbound prospecting and
pipeline design etc.

• March 2021 to April 2021: Execution for Global HR Roundtable which was the largest
HR Roundtable on people practices to overcome alienation, anxiety in post covid world
and was primarily targeted towards the audience in North America.

• 6th April 2021: Global HR Roundtable brought 300+ folks from around 20+ different
countries to a single platform.

• Now: Building pipeline for Inbound and Outbound lead generation, product feature
enhancement, best practices for people management, Go-to-market and M&A advisory etc.

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MANAGAMENT STURUCTURE

From the executives at Noveracion Global

We follow a flat hierarchy and flat structure where every individual team member is given utmost
importance and there is no boss and employee model. We operate on the principle of trust and
integrity and every team member has to deliver their part. We do very stringent evaluation before
getting someone onboard to ensure that team members are able to match with the culture of
organizations. It is a culture full of fun, enjoyment, collaboration and growth. Going forward this
will be an example for the world and we will open source our practices for the world to follow.

About the management team:

From Co-Founder - Shahbaz Khan:

I grew up in the family of TATAs (4 Generations working for TATAs). I have been brought up
with machines from a very tender age. My Grandfather and Dad used to do all kinds of home
appliances repairs at home. In my childhood days I used to spend vacations sometimes doing door
to door selling of Ice Candy Sticks with one of my uncles and sometimes working at a Restaurant
owned by another uncle.

In a nutshell, TATA Culture imbibed the importance of creating sustainable value, and the
principle of Leadership with Trust. Problem solving & Frugal Innovation was a necessity and part
of my day-to-day life at home. Vacations were a ground to test operations and execution.

Having a Vision + Solving Problems in a Frugal Way + Excellent Execution, is what life had made
me do so far. That is what my life is and that is what I am doing.

At Noveracion Global we are Redefining Problem Solving using Jugaad (being Frugal) by
Leveraging Cutting Edge Technology.

According to a market research study that we did, around ~$800 billion (highest in the history of
mankind) were spent on Innovation in 2018, out of which $200 Billion were spent in an efficient
manner by companies like Apple, Black & Decker to name a few who have Innovation in their
core DNA. Rest of the spending is just wasted considering the high failure rate of innovation
initiatives.

We are working on solving a Trillion Dollar problem to help channelize the Innovation initiatives
and efforts for companies who don't have in house Innovation capabilities.

Our USP is our Innovation Assessment Framework which is a product that we leverage to offer
our consulting services. With this we help enterprises to fail fast and fail early with their Innovation
Initiatives combined with Socratic maieutics to find out the right problem by asking a series of
iterative tough questions, which exposes areas of opportunities. We give actionable insights that
leverage cutting edge technology that have a clear ability to improve the bottom line.

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Our areas of expertise are purely into the Innovation management domain which demands deep
technical understanding of cutting-edge technologies, combined with ability to look at problems
capable of generating a targeted ROI over a period of time.

From CO-Founder-CFO &COO Prasad:

I am a finance professional, specializing in profit and loss management with proven hands-on
expertise to optimize cost and improve operational efficiency and effectiveness by creating a
meaningful interaction of people, platform and processes. Always striving hard to ensure the
bottom line is on track with the expectations of all key stakeholders at the same time giving needed
attention to the key strategic priorities.

With a very humble beginning at a small town, I quickly grasped skills to handle complex finances
of a premiere Engineering Institution. I always felt the need for quality and affordable childhood
education. To address this, we started a preschool chain that specifically works to educate kids
who cannot afford quality education. Later joined hands with one of my old buddies to embark on
a journey to build an organisation of the future.

Currently playing an advisory role to streamline finance and operations at Noveracion

Global.

From Seth:

Seth is principal of Silver Consulting, Inc. He has worked with hundreds of organizations to
improve leadership, workplace culture, employee engagement, professional relationships, and
performance at the individual, team and division levels.

He was also a part-time professor of Human Resource Development, teaching Masters-level

students for 14 years. His forthcoming book, co-authored with Tim Franz, is titled Meaningful
Partnership at Work: How the Workplace Covenant Ensures Mutual Accountability and Success
Between Leaders and Teams. More information can be found at:
SilverConsultingInc.com.

He is an Independent Consultant to Noveracion Global, advising on Human Resources and

leadership best practices, also helping with connections and business development in the Northern
American region.

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From Tim:

Tim is Professor and Chair of Psychology at St. John Fisher. His areas of expertise include team
development, leadership development, and applied research in organizations.

He has published numerous papers and three books: Group Dynamics and Team Interventions:
Understanding and Improving Team Performance, Making Team Projects Work, and coming in
summer 2021, Meaningful Partnership at Work: How the Workplace Covenant Ensures Mutual
Accountability and Success Between Leaders and Teams. More information is available at:
TeamBuildingProcess.com.

He is an Independent Consultant to Noveracion Global advising on Team building best practices,

also helping with connections and business development in the Northern American region.

Achievements, Awards And Latest Developments

• The company Noveracion Global Private Limited was established in 2019, from then
onwards it has seen lot of positive developments. Initially the company was a solutions and
product development services provider then pivoted to Innovation Management, M&A
advisory consulting services model

• In the month of April 2020, the company organized and sponsored a Global HR Roundtable
with a whopping online participation of 300+ participants from across the Globe. Currently
the company is working on Consulting & Advisory Services in the M&A domain

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Products & Services Offered
Noveracion Global started as a system integrator and solution provider for IoT and Machine
Learning Products and Solutions. As an IoT/ML System Integrator we were bombarded with the
same question from decision makers at every organization.

• Deep Dive Customer Insights

• Stringent Project Selection Criteria

• Innovation and Business Strategy go hand in hand

• Innovation is in their DNA and they have a culture which supports innovation

• Senior leadership is directly involved in the Innovation Journey

• Capabilities to integrate all these characteristics together to create a unique experience

Out of all this, what we found is that Innovation stages where most improvement is needed (by revenue
growth type) is in the ideation and project selection process.

The Innovation Assessment Framework: That is how this approach which was earlier a rudimentary
process was crafted into an assessment framework that is an iterative process to narrow down the
problem to such an extent that the answer becomes evident, backed by quantitative and qualitative data
analysis, combined with rapid prototyping techniques and quick feasibility assessment to fail much
faster and more over discover other potential problems and bottlenecks in this process of exploratory
analysis.

On a high level, Noveracion acts as an Ideation, Digital Transformation, Innovation Management

and Product Management consultant for companies who are cash cows, especially subject matter
experts in their own niche and don’t have the skills, capabilities nor inclination towards
Innovation and cutting-edge technologies.

Performance And Market Shares

• The Total Addressable Market for Innovation Consulting is very huge. According to
market research that we did around 800 billion USD were spent on Innovation Activities
around the globe. Even if we consider a small market share there is huge potential in the
sector.
• Being a bootstrapped company, we are doing good to manage our expenses and invest back
in our Business.
• Noveracion Global Private Limited is not a publicly listed company.

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SWOT Analysis

Strengths: -

• Flexible working hours

• Strong relationship between workforce
• Very good mentoring process
• Encourage Diversity
• Using flat hierarchy for organizational structure

Weaknesses: -

• Small workforce
• Some of the employees misusing this flexible working hour
• Lack of social media presence

Opportunities: -

• They can increase the workforce

• They can increase their social media presence
• Better reach to the B2B market

Threats: -

• Threats from competitors

• Unpredictability in the market place

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 B. SECTOR OVERVIEW

Sector Size

Over the past years the global consulting market has booked year on year growth, although growth
rates differ between the more mature markets and emerging economies. With a total value of
around $250 billion, the global consulting sector is one of the largest and most mature markets
within the professional services industry.

An analysis of the past five decades shows that the development of the consultancy industry is
closely tied to the developments of the global economy. In times of flourishing economic
conditions, organisations enjoy higher revenues and budgets, a setting which paves the way for
higher spending on consultants. Vice versa, economic downturns typically see organisations shrink
their spending behaviour, which leads to budget cuts of, among, others, consulting expenditures

In 2019, the global management consulting industry was valued at around $283 Bn and was
expected to shrink by approx. 15% in 2020 due to the adverse impact of the COVID -19
pandemic. New business models such as crowdsourcing and network-based consulting are
evolving in the industry, which can be disruptive in nature. Wikistrat, Hourly Nerd, and
Business Talent Group, among others, are few companies with such models.

Several customers of the category management consulting services are expanding worldwide
and thus need more advanced and internationally-tailored services. Globalization is likely to
set the stage for more joint ventures (JV), global expansion, foreign investments, and
multinational companies establishing facilities in high-growth geographies.

Category management consultants are increasingly creating JVs with organizations in other
countries to analyse the market. Similarly, some organizations are focusing on acquiring
established companies in emerging markets to curb the risk. Furthermore, globalization in the
management consulting industry is picking pace given rapid internet penetration,
advancements in data security, and automation of consultancy tasks.

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Major players

No Name Headquarter Founded

1 McKinsey Company New York city 1926

2 The Boston Consulting Group, Boston, 1963

Inc Massachusetts

3 Bain & Company Boston, 1973

Massachusetts
4 Deloitte London 1845

5 PricewaterhouseCoopers London 1998

6 Booz Allen Hamilton Virginia 1914

7 EY (Ernst & Young) London 1989

8 Accenture Dublin 1989

9 KPMG Amstelveen 1987

10 A.T. Kearney Chicago 1926

11 Oliver Wyman New York City 1984

12 IBM Global Services Armonk New 1991

York
13 L.E.K. Consulting London 1983

14 EY-Parthenon Boston, 1991

Massachusetts
15 Strategy& New York City 1914

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Regulations And Regulatory Bodies

The history of management consultancy is a paradox – exponential growth and an elite status while
continually beset by scandal and critique. The latest controversies concern over-selling or over-
buying around Brexit and COVID19 and ‘infantilizing’ UK civil servants. But questions of
‘revolving doors’ between consultancy and government and ‘open doors’ between audit and
advisory services are also never far from the surface. Despite this, management consultancy is one
of the most successful and least regulated of occupations.

Policy implications

Greater Transparency

• Clients and their overseers (e.g., The Cabinet Office in national government; NHS
England) should explore novel ways of systemically evaluating of consultancy. This could
make use of web-based technology such as a ‘TripAdvisor’ style rating, or involve
stakeholders through ‘meta-consultants’ who review other consultants’ projects.

Reform Rewards

• Firms and individual consultants should reform their reward and value systems, making
them less focused on selling regardless of client need. An example can be found in debates
about auditing and aligning staff rewards with ‘cultures of challenge’ as well as consulting
firms signing up to the B Corporation message of purpose and profit.
• The ‘partnership’ model of some consulting firms should be questioned for the weak
accountability it offers.
• Clients need to evaluate on more than just ‘value for money’. Other important parameters
include democratic decision making and knowledge transfer. ‘Serial purchasing’ could be
introduced which limits the period of engagement or projects with a single supplier.

Promote Alternatives

• Government should recognise that globally, many countries, sectors, governments and
organisations manage to thrive without any or significant use of external consulting –
alternatives can be credible and effective.
• Government should support specific alternative internal and external sources of expertise.
This could be something as conventional as internal consulting and Human Resource
planning or entirely new approaches to organising such as those emerging which face up
to global challenges more than shareholders or economic growth.

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Sector’s Contribution To Economy

As the Indian economy strives to achieve its vision of $5 trillion GDP by 2022, all the sectors are
expected to experience unprecedented growth. The consulting industry reached $11.5 billion by
the end of 2017, averaging an annual increase of just 7% from 2013. Since then, the industry has
been compounding a whopping 30% annual growth rate and is set to become a $3.8 billion industry
by the end of 2020.

Over the years, as the Indian industry started maturing, the Indian consulting industry also started
expanding, not only in terms of size, but also in terms of the service offerings. The consulting
industry has witnessed a considerable increase in the number of new comers in this field exploring
all the industries. Over the period, specialist consulting advice was being sought by clients in India
and this opened the opportunity for a number of specialist organizations to draw on their specialist
knowledge base and resources to meet the demand for specialist consulting services.

The major strengths of Indian consulting organizations include professional competence, low-cost
structure, diverse capabilities, high adaptability and quick learning capability of Indian
consultants. The major weaknesses of Indian consulting organizations, which has hindered the
export growth of consulting sector in the country, are low quality assurance, low local presence
overseas, low equity base, lack of market intelligence, and low level of R&D.

India has been globally recognized for its fast-paced development. The service sector has been
growing at a fast pace and now contributes more than 50% to the GDP. Thus, in the scenario,
fuelled by increased demand for consultancy services by domestic and foreign firms, the sector in
India is projected to grow at an annual rate of 30 per cent to become Rs 27,000 crore industry. The
consulting industry in India currently stands at Rs 19,000 crore. Rising opportunities due to a
booming economy and growing demand for consultancy services are key factor for growth. There
would be over 2.2 lakh people working in this field over the next three years in the 8500-9000
consultancy firms across the country.

The Largest concentration of consultancy organizations are in the four metropolitan cities: 1. Delhi
(25.7%) has the highest number of consultancy organization among four metropolitan cities
followed by, 2. Mumbai (25.5%), 3. Chennai (12.1%) and 4. Calcutta (9.1%).

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Problems Faced By Sector In General And The Company In Particular
Competition
This is of course not the problems that are faced only by the consulting firms. Competition gets
intense in a market when the number of firms increases. At present, there are many firms that are
operating as business consulting agencies. The product needs to be constantly engineered and
innovated so that the consumers can stay interested in you. Selling solutions and services are not
easy, the sale pitch is high, deadlines are to be met and after sale services are endless. These are
some of the areas where the firm constantly needs to work else the client will be taken up by other
firms in the market.
Changing pattern of consumption
Another issue is changing pattern of consumption of services by clients. The consumers are going
different ways in getting their work done as a result of extensive research facilities and
development of technologies. It is difficult to stay up to date all the time but if they want to survive
in the market then it is important that you make the necessary changes on a regular basis.
Unpredictability
There is a high rate of unpredictability in the market and new firms are entering regularly, changing
the competition level and market scenario. Apart from that, any kind of political or economic
changes has to be reflected on by the employees at a consulting firm. The unpredictability has
made it important that there is research work done of a very high and serious level and the solutions
provided are able to target the problem area.
Reduction in price
The prices that are prevailing in the market are constantly under the pressure of reduction as there
is increase in competition, globalization and advancement of technologies. There is continuous fall
in the price of products and services. It is difficult to keep narrowing down the profit margin to
attract the clients.
Need for skilled consultants
With the technology taking a new shape everyday there is an increasing need of skilled employee
who knows how to deal with it. There are lesser requirements of employees who work in the
traditional pattern. It can be said that consultancy now needs more of a youth.
Every market is dynamic and cannot remain same for a very long time. This is because market
behaves freely based on demands and supply of products and the inflation rate and price level of
an economy. Currently, in India, there are many changes that are taking place in the
entrepreneurship world. The consulting firms need to improvise on their strategies and plans so
that they can attract the consumers in market. It is right that the consultants make various
suggestions and help others in preparing a business plan. It is equally correct that they need to have
their own business plan too. After all, they too are functioning as a profit-making enterprise with
other competing firms and a set of employees who need to be paid.

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Future Potential Of The Sector

The consulting space is massive. Even if it were to shrink by 50%, there would still be money for
the people who know how to do it. That remark, though not particularly insightful, will always be
correct and evergreen. India has been globally recognised for its speedy development, leading to
an extensive expansion in the consulting sector. The future of consulting is all about resilience and
start up. The future of consultancies in India based on the current and future prospects of the
various sectors; will have critical success factors.

Increased demand for consulting services by domestic and foreign firms’ sector in India is
consistently growing. Today, nearly all industries are undergoing massive change. Rising
opportunities due to booming economy and growing demand for consultancy services are key
factor for growth. The total market growth might slow down a bit, but there will be considerable
shifts amongst the market segments. Traditional management consulting will stagnate and nearly
merge with IT consulting. In general, there will be a shift from traditional advice to
implementation. This implies that clients will express the wish that their consultants share more
risks of the projects.

In a world of growing complexities, it is critical to ensure sufficient distribution of the existing

knowledge throughout the company. Large consultants will face structural problems. This would
limit their ability to raise capital and slow down decisions and changes. Some might even consider
going public due to enormous management incapacities. This would be an opportunity for other
players to enter some poorly serviced fields. Also, small firms are consistently thriving by
becoming exquisitely specialized. They could network to fulfil complex needs which would enable
them to become medium sized consultancy on project basis.

Other changes will occur through new entrants. Attracted by the impressive market growth, many
non-consultancies will establish consultancy-divisions. An entry of sole practitioners and small
consultancies is expected. This wave of new entries will have dual effects. An increase in the
competition would be evident, leading to mergers and acquisitions or breakdowns. And, since there
are no legal regulations as to who can call himself a consultant; there will be quality problems in
some cases which could damage the reputation of the whole industry.

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Actual Work Done Week Wise Detail Work Done In SIP Report.

Weeks Actual Work Done

Week 1 • Induction Program.
• Learned about the company rules and regulations.
• Department which I was placed in was human resources.
• Gave an overview of the work we would be doing.
- Emails/ Email recument.
- Arrange Monday Mania for employees.
- Take weekly meeting of all the teams know note their progress
“FRIDAY MEETINGS”.
- Take interviews of recruits.
Week 2 • The first task given to me was finding the colleges and their details
of TPO for recruitment.
Week 3 • Planned and hosted the weekly event Monday Mania in which
employees of all department come together and have fun which
converted sad Mondays to fun Mondays.
• And weekly Friday Meeting were held to understand the problems
and to track the progress of every department.
Week 4 • I was allotted with the CSR event in which we contacted the
orphanage named “DEEP GRIHA”.
• The process was to contact the in charge of the organization through
email.
• To inform about the organization and give some following detail
such as what type of event will be organized and how much time
will it take and how is it beneficial for the children.
Week 5 • The orphanage gave the time and date to organized the event.
• Meeting was held for the further conversation to know about the
children and their interest and to plan accordingly.
• As the confirmation was given to host the event, we started planning
with the teams divided for the task for the event.
Week 6 • We arranged the event of CSR “DEEP GRIHA” on the online
platform “Google Meet”.
• Where the approach of connecting with the kids was different.
• We planned for several events such as: -
- Yoga.
- Dancing.
- Communication to different types of people in different
circumstances.
- General knowledge quiz.
- Moral stories.
- Riddles.
- Information about Covid -19.
• Is this way we tried a new method of connecting to children and
made a safe way to connect and create new memories.

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Week 7 • I was given the responsibility of handling one of the department
well-known as “YOUNG ACHIEVERS”.
• In the team of young achievers there were students from different
countries.
• There the term young achievers were there because the students
were from class 12th.
• We handled them by giving them weekly task and to see if there
were any problem.
• And evaluate the work with given criteria.
Week 8 • As we have our yearly consultancy meeting with Seth and Tim.
• To discuss about the yearly plan and strategies for the employees.
• As the Human resources team was responsible to give the yearly
data and information of new way implemented in the company.
• They helped us in guiding and informing the best way possible for
any problems that we could face and to improve some steps if
necessary.
Week 9 • The farewell was organised for the interns who were leaving the
organization.
• And to transfer the whole work to the interns after them.
• In which the work was to send the emails to the colleges for
recruiting new interns.
• The International YOGA Day was celebrated by giving the
information of yoga and their benefits and having a yoga session
with the trainer.
Week 10 • The work was to make the certificates and Letter of
recommendation for the interns who were completing their
internship as they were the 1st batch of the company.
• The format and structure were prepared by me and the HR Team.
• The organization head gave the approval for issuing the certificate
and Letter of recommendation.
• And maintaining the data of the interns, And their assignments.
Week 11 • I took the interview of the candidate for the vacancy in the particular
department.
• On call interview.
• Did the hiring process.
• Onboard the candidate and went forward with the induction
programme.
Week 12 • As the organization was facing some problems in the working
process.
• the brainstorming sessions were held with HR team and the director
to solve the problems.
• As the session moved on, we figure out that we would have to
change the whole way of working.

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 • From the process of recruiting to the end of internship program
whole process was supposed to be changed.
Week 13 • As the problems were detected we started to build a new way of
working.
• A new working process but we don’t want to let go the flexible
working pattern as well.
• So, we decided to name the project “Novoprolab”.
• The goal was to turn chaos into clarity. We can only be efficient,
maintain work life, balance only if we function together as a team.
• This is a productivity framework built by Noveracion Global on top
of the classical OKR framework.
• The main intention of this is to empower every individual team
member to take better and informed decisions.
• We implemented the 80:20 rule knows as smart work by Pareto’s
principles.80% of Outcome results from 20% of all Inputs.
Week 14 • As we created the structure and explained the new frame work to
the organization.
• It was time to implement the frame work.
• And on the way to figure out any problem that could occur.
• The trial phase as week one was initiated the result was in front of
us.
• It was a success but still facing some minor changes along the way.
• But when the week two started all the employees understood and
the work force was showing the positive manner.
Week 15 • The task was given to create a rule book for the employees who will
join in the future.
• And for the employees to refer who were the first batch of the
novoprolab project.
Week 16 • Training new interns for Hr management role and making them
aware of the rules and policies.
• To make them aware of arranging interviews.
• Taking the exit interview of the interns.
Week 17 • Handing over the responsibilities to the new Hr team.
• Giving the final report of the new interns to the Managing Director.

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NOVOPROLAB KEY LEARNINGS
This is a productivity framework built by Noveracion Global on top of the classical OKR
framework. The main intention of this is to empower every individual team member to take better
and informed decisions.

1. Setting Goals that help us to achieve our mission and vision.

2. Setting Objectives that helps us to accomplish our Goals.
3. Key Results are specific outcomes that helps us to achieve our objectives.
4. Initiatives are individual tasks that help us to deliver the Key Results.
• Purposes: -
1. Key result.
2. Company objective.
3. Annual period.
4. Key result.
5. Team objective.
6. Bi-Monthly Sprint.
7. Initiatives.

• The New Normal is a reality and tech driven policies will influence the employee
engagement in future and how Performance Management, Talent Attraction, Talent
Retention, Innovation needs to be reviewed with a new lease with a fresh perspective.

• We implemented the 80:20 rule knows as smart work by Pareto’s principles.80% of

Outcome results from 20% of all Inputs.

• Invest time in finding highest impact initiative: -

Implement

Learn Measure

• Create a list of three things that you wish to accomplish the next day.
• Choose these in such a way that they are capable of creating a high impact.
• Arrange them in the order from high priority to low.
• Objective: - Have all your work objective for the day handy.
• High priority task: - Start with the priory task first.
• Difficult first: - If there are two tasks of same priority choose the difficult task.
• 3Ds of success: - Determination, Dedication, Discipline.
• All Strength lies in thumb, Practice 80/20 rule.

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Title Of The Study
A study on “Challenges of Employee recruiting and onboarding in a remote manner”.

Elaboration of the problem

Today’s recruitment process is much more challenging. Due covid all kind of organization culture
change to full time remote works. Remote work environment is the new normal. The organization
values, regular functions and operations are being adopted and adjusted to this new normal. So, all
kind of HR works also goes under the online mode. The main challenging and most challenging
aspect of this remote working environment is recruitment and onboarding. Because of this online
recruitment we can’t see the candidates directly and the body languages, facial expressions and
postures will not be visible so it’s become more difficult to judge a person. And also, chance of
manipulation is high. The answers will not be spontaneous. All these circumstances create a tough
atmosphere for the recruitment team. And the communication gap between the employer and the
candidates create delay in the overall process. Onboarding procedures like induction, training and
posting all are under remote world. So, the relationship between the employees and the individual
accountability of the candidates become an option for them. The HR team forced to put extra effort
to maintain the organization culture.

Relevance of the study in relation to the firm

Recruitment of new employees is an inevitable factor of the organization. So rather it is an online

or offline, the hiring process should go on. A study in this topic on this time give relevance to the
topic. The study gives insights about the challenges and difficulties of the online recruitment and
onboarding. Also, the positive side and advantages of the online recruitment. A detailed analysis
on this project will help the organization to get the idea about the current scenario and they can
plan accordingly. This research will open new ways and strategies to make recruitment and
onboarding easier and more comfortable during this remote environment.

Objectives of the study

• To analyse the challenges and difficulties of Employee recruiting and onboarding in a remote
world.

• To analyse the advantages of Employee recruiting and onboarding in a remote world.

• To study the differences between the quality of employees who are hired through virtual and
traditional recruitment.

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Research Design

This study using the descriptive research. This will help to illustrate the objectives under the study.
This research design includes surveys and fact-finding enquiries.

Research methodology

The study was conducted among the HR professionals and interns based upon a structured
questionnaire that was designed to collect the primary data. Secondary data collected from the
internet sources.
The data which are collected are converted into Tables. The percentages were worked out and the
analysis is carried on the simple percentage analysis and then the various findings and suggestions
are made. The data was analyses and interpreted with the help of different tools such as pie
diagrams, bar diagram, etc.

Population

The population for this survey is people who have human resource background and the HR
professionals & interns.

Sample size

Since the population is just too large that it is impossible to include every individual, hence a
sample size of 50 respondents were selected.

Sampling Method

The Sampling Method used for this study is simple random Sampling.

Limitations of the study

• Some of the respondents were not willing to fill the questionnaire.

• It was difficult to find respondents as they were busy in their schedule and collection of
data was difficult.

• Some of the respondents were not sincere while responding and this must have affected
the findings.

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Data analysis and interpretation

Table 1

Table showing the preferences of the HR professionals in the field of employee recruitment and
onboarding

Particulars Frequency Percentage

E- recruitment and 34 68
onboarding
Offline recruitment and 16 32
onboarding

Figure 1

Figure showing the preferences of the HR professionals in the field of employee recruitment
and onboarding

Interpretation

16
E- recruitment and onboarding

Offline recruitment and

onboarding
34

Interpretation

It’s evident that 68% of respondents prefer offline recruitment and onboarding rather than virtual
recruitment and onboarding.
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Table 2

Table showing the method of Recruitment create a competent pool of candidates.

Particular Frequency Percentage

Job fairs 5 10

E-recruitment 12 24

On campus recruitment 26 52

Referral 7 14

Figure 2

Figure showing the method of Recruitment create a competent pool of candidates

60

50

40

30

20 Percentage

10

0
Job fairs E-recruitment On campus Referral
recruitment
Particulars

Interpretation

It is found that 52% of respondents says that, campus recruitment is most effective method of
generating a competent pool of candidates and referral was the least effective method

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Table 3

Table showing the key benefits of E- recruitment and onboarding

Particular Frequency Percentage

Clear communication 6 12

Cost effective 13 26

Easy to reach 11 22

Lesser time 2 4

All of the above 18 36

Figure 3

Figure showing the key benefits of E- recruitment and onboarding

40

35

30

25

20

15

10

0
Clear Cost effective Easy to reach Lesser time All of the above
communication
Particulars

Interpretation

A majority of HR professionals that is 36% of the respondents say that benefits of the e-recruitment
are clear communication, cost effective, easy to reach, lesser time.

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Table 4

Table showing the respondents opinion on E- recruitment and onboarding increase the rate
of resumes and decreases the cost

Particular Frequency Percentage

Strongly agree 11 22

Agree 18 36

Neutral 12 24

Strongly disagree 3 6

Disagree 6 12

Figure 4

Figure showing the respondents opinion on E- recruitment and onboarding increase the rate of
resumes and decreases the cost

40
35
30
25
20
15
10
5
0
Strongly agree Agree Neutral Strongly disagree Disagree
Particular

Interpretation

It is evident that 36% of respondents are agree with e-recruitment and onboarding increases the
rate of resumes and decreases the cost. Only 6% was strongly disagree with this statement.

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Table 5

Table showing the respondents opinion on E-Recruitment is beneficial in this pandemic

situation

Particular Frequency Percentage

Strongly agree 19 38

Agree 21 42

Neutral 7 14

Strongly disagree 2 4

Disagree 1 2

Figure 5

Figure showing the respondents opinion on E-Recruitment is beneficial in this pandemic

situation

45
40
35
30
25
20
15
10
5
0
Strongly agree Agree Neutral Strongly disagree Disagree
Particulars

Interpretation

As we could see that most of the HR professionals says that E-recruitment is beneficial in this
pandemic situation. Only few are disagreeing with this.

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Table 6

Table showing the parameters taken into consideration while recruiting the candidates in a
remote platform

Particular Frequency Percentage

Locality 8 16

Work experience 14 28

Educational qualifications 12 24

Background studies 3 6

Technical skills 13 26

Figure 6

Figure showing the parameters taken into consideration while recruiting the candidates in
a remote platform

30

25

20

15

10

0
Locality Work experience Educational Background studies Technical skills
qualifications
Particulars

Interpretation

It is evident that most of HR professionals looking on the work experience and the technical skills
of the candidates. Only 6% is considering background studies of the candidates.

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Table 7

Table showing the respondents opinion on offline training sessions will be more effective
than the virtual trainings

Particular Frequency Percentage

Strongly agree 18 36

Agree 15 30

Neutral 11 22

Strongly disagree 1 2

Disagree 5 10

Figure 7

Figure showing the respondents opinion on offline training sessions will be more effective
than the virtual trainings

40
35
30
25
20
15
10
5
0
Strongly agree Agree Neutral Strongly disagree Disagree
Particulars

Interpretation

From the analysis it is clear that 36% of respondents says that offline training sessions will be
more effective than the virtual trainings. Only few are preferring virtual training session.

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Table 8

Table showing the main challenges faced by newly hired candidates

Particular Frequency Percentage

Communication gap 17 34

Unfamiliar with the colleagues 13 26

Virtual working platform 11 22

Missing of proper guidance 9 18

Figure 8

Figure showing the main challenges faced by newly hired candidates

40

35

30

25

20

15

10

0
Communication gap Unfamiliar with the Virtual working Missing of proper
colleagues platform guidance
Particular

Interpretation

As per the opinion of HR professionals, the major challenge faced by the newly hired interns was
communication gaps. 9% of respondents says that missing of proper guidance was the main
challenge.

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Table 9

Table showing the respondents opinion on malpractices due to the virtual hiring process.

Particular Frequency Percentage

Strongly agree 5 10

Agree 15 30

Neutral 16 32

Strongly disagree 4 8

Disagree 10 20

Figure 9

Figure showing the respondents opinion on malpractices due to the virtual hiring process.

35
30
25
20
15
10
5
0
Strongly agree Agree Neutral Strongly disagree Disagree
Particulars

Interpretation

It is seen that 32% of respondents are not supporting and not disagreeing about the chance of
malpractices due to virtual hiring process. Only 8% of respondents was saying, there is no
malpractices in the virtual hiring process.

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Table 10

Table showing the differences found in the quality of employees who are hired virtually and
through traditional recruitment.

Particular Frequency Percentage

Individual accountability 13 26

Professionalism 12 24

Teamwork 14 28

Self-confidence 11 22

Figure 10

Figure showing the differences found in the quality of employees who are hired virtually and
through traditional recruitment.

30

25

20

15

10

0
Individual Professionalism Teamwork Self-confidence
accountability
Particular

Interpretation

According to respondent’s response, it is clear that main differences found in the quality of
employees who are hired virtually and through traditional recruitment is team work and individual
accountability. 22% of them were says that self-confidence is the difference.

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Table 11

Table showing the dominating factor for virtual recruitment and onboarding.

Particular Frequency Percentage

Cost 16 32

Quality of employee 22 44

Trust worthiness 8 16

Employee morale 4 8

Figure 11

Figure showing the dominating factor for virtual recruitment and onboarding

50
45
40
35
30
25
20
15
10
5
0
Cost Quality of employee Trust worthiness Employee morale

Particulars

Interpretation

It is evident that, the main dominating factor for virtual recruitment and onboarding is quality of
employee and only few of them were says that, the dominating factor is employee morale.

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Table 12

Table showing the respondents satisfaction level for e-recruitment and onboarding

Particular Frequency Percentage

1 3 6

2 6 12

3 20 40

4 15 30

5 6 12

Figure 12

Figure showing the respondents satisfaction level for e-recruitment and onboarding.

12 6
12
1
2
3
30
4
5
40

Interpretation

From this figure it is clear that, on scale of 1 to 5 most of the HR professionals giving 3 for their
satisfaction level in the e-recruitment and onboarding.

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Findings

• It is clear that most of the respondents prefer offline recruitment and onboarding rather
than the virtual recruitment and onboarding.

• Majority of the HR professionals say that campus recruitment is the most effective method
of generating a competent pool of candidates and referral was the least effective method.

• From this analysis it is found that, the key benefits of the e-recruitment are clear
communication, cost effectiveness, easy to reach, lesser time required.

• Most of the respondents agrees the statement of “e-recruitment and onboarding increase
the rate of resumes and decreases the cost”.

• As we could see that most of the HR professionals say that E-recruitment was beneficial
during pandemic situation.

• From this study it is clear that, the main parameters that are taken into consideration while
recruiting the candidates in a remote platform are work experience and the technical skills.

• From the analysis it is clear that offline training sessions will be more effective than the
virtual trainings.

• From this study it is evident that, the major challenge faced by the newly hired interns was
communication gap and unfamiliarity with the colleagues.

• In this study it is clear that some of the HR professionals feel that there are some
malpractices are going on in the virtual hiring process.

• From this research it is clear that main differences found in the quality of employees who
are hired virtually and through traditional recruitment is team work and individual
accountability.

• It is evident that, the main dominating factor for virtual recruitment and onboarding is
quality of employee.

• On scale of 1 to 5, most of the HR professionals giving 3 for their satisfaction level of the
e-recruitment and onboarding.

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Recommendations

• Build strong recruitment team and create a friendly interactive session for interviews such
as, telephonic and video conferencing. (Zoom, G-meet, Blue-Jeans)

• Arrange a Q & A round for getting an understanding of their work and their passion for the
work.

• Give more individual tasks to the employees and make them accountable for the works.

• Conduct anonymous training and feedback sessions for the candidates before onboarding
in the organization.

• Generate feedback emails so as to understand the gaps between expectations of employees

and the organization.

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Conclusion

This research helps in determine the challenges of the virtual recruitment and also the advantages
of this recruitment. E-Recruitment and onboarding is a successful and effective method to hire
competent employees during the pandemic situation. Also, this study discussed about the
differences between the quality of employees who are hired through virtual and traditional
recruitment.

The key benefits of this recruitment style are clear communication, cost effective, easy to reach,
lesser time and also this will increase the rate of resumes and decreases the cost. The main
challenges of this virtual recruitment and onboarding were competent pool of resumes, quality of
the employees, Communication gap, Unfamiliar with the colleagues, Virtual working platform and
missing of proper guidance. This virtual recruitment, onboarding and remote working atmosphere
create some issues on the Individual accountability, Professionalism, Teamwork, Self-confidence,
Trust worthiness and Employee morale. But in this pandemic situation virtual recruitment and
onboarding is the most effective method to hire employees.

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Bibliography

Books: -

• Dessler, G & Varrkey, B. (2005). Human Resource Management, 15e. India: Pearson
Education.
• Remote work revolution By Tsedal Neeley.

Websites: -

• https://miro.com
• https://www.expert-market.com
• https://hbswk.hbs.edu/

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