A SUMMER PROJECT REPORT

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

MERI COLLEGE OF ENGINEERING AND TECHNOLOGY

SUBMITTED IN PARTIAL FULFILLMENT FOR THE AWARD OF
BACHELOR OF BUSINESS ADMINISTRATION (BBA)

SUBMITTED TO: SUBMITTED BY:

Dr. Manju Singh NAME -
H.O.D Management Roll No.-
 DECLARATION

I hereby declare that summer training project titled “A STUDY ON THE LATEST RECRUITMENT
TRENDS AT AAV INNOVATION LAB’S is an original piece of research work. It was not submitted to any
other organization, university or any institution or published any time before.

The information has been collected from genuine and authentic sources. The work has been submitted in
partial fulfillment of the requirement of BBA to our collage.

Parul

ii
 ACKNOWLEDGEMENT

As I write this acknowledgement, I must mention that this is not just a formal acknowledgement
but also a sincere note of thanks and also regard from my side. I feel a deep sense of gratitude
and affection for those who helped and guided me in this project. It gives me an immense
pleasure to express my gratitude to Dr. Anil Kumar Grewal for sharing her expertise and
providing valuable guidance from time to time. he played pioneer role in the completion of my
project and kept an anxious eye on my work.

I shall always be indebted to her for providing me with all the relevant material, guidance and
advice in accomplishing this project report. he guided me so that I track on the right path.

I would also like to express my gratitude towards Dr. Manju Singh HOD, Management and my
pears for their immense support during the completion of project report which leads to successful
completion of my project report.

Parul Dr. Anil Kumar Grewal

(Assistant Professor)

iii
 EXECUTIVE SUMMARY

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

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

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

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

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

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

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

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

Conclusion:

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

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

iv
CERTIFICATE OF INTERNSHIP COMPLETITION

v
vi
 CONTENTS

S. No. Chapters Page No.

1 Title Page II

2 Declaration II

3 Acknowledgement III

4 Internship certificate IV

5 Executive summary V

6 Chapter 1: Introduction 01

7 Chapter 2: Review of Literature 06

8 Chapter 3: Research Methodology 10

9 Chapter 4: Data Analysis and Interpretation 12

10 Chapter 5: Recommendations and 40

conclusion

11 References & Bibliography 44

12 Annexure 51
CHAPTER-1 INTRODUCTION

1
ABOUT THE TOPIC:

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

Role of Recruiting

Prediction 1 | Role of Recruiting:

Recruiting is taking on a more strategic role, with 87% of professionals in the field seeing it as a
critical function. Microsoft's Brett Baumel suggests that recruiting leaders are now in a position
to drive substantial changes, influencing multiple areas of their organizations, including
compensation, employer branding, and skill gap identification.

Prediction 2 | Role of Recruiting:

Recruiters will have an increased say in salary discussions as inflation, stagnant wages, and a
competitive labor market converge. Leaders in recruiting can take a proactive role in these
conversations to ensure their organizations remain competitive in attracting and retaining talent.

Economic Uncertainty

Prediction 7 | Economic Uncertainty:

Despite economic challenges, employers remain committed to diversifying their workforces,

with 74% of recruiting professionals indicating that diversity, equity, and inclusion (DEI) hiring
remains a top priority. This commitment extends to the expectations of the next generation of
employees who seek long-term DEI commitment.

Prediction 8 | Economic Uncertainty:

In response to uncertainty, companies are turning to contract workers as a flexible hiring strategy
to remain adaptable in the face of unpredictable market shifts.

2
Employer Branding

Prediction 9 | Employer Branding:

Employer branding is becoming increasingly important as candidates prioritize compensation

and benefits, work-life balance, and flexible working arrangements. Companies must align their
employer branding with these evolving candidate preferences to remain competitive.

Prediction 10 | Employer Branding:

Recruiting professionals should adjust their messaging to align with candidates' preferences,
recognizing that a holistic approach to employer branding, emphasizing unique qualities, is
essential.

Prediction 11 | Employer Branding:

Gen Z, a significant part of the workforce, values career advancement, new skill development,
and an inclusive work environment. Companies that align with these priorities will attract and
retain this generation effectively.

Skills-First Hiring

Prediction 12 | Skills-First Hiring:

Skills-first hiring, focusing on candidates' skills rather than superficial indicators, is gaining
traction. Recruiters are increasingly searching for candidates based on skills rather than years of
experience.

Prediction 13 | Skills-First Hiring:

The removal of four-year degree requirements is recognized as crucial for promoting diversity
and providing opportunities for underrepresented groups.

Prediction 14 | Skills-First Hiring:

3
Companies are placing a greater emphasis on mapping employees' existing and required skills to
spot skill gaps, match employees to open roles, and enable employees to find suitable career
opportunities within the organization.

Internal Mobility & Upskilling

Prediction 15 | Internal Mobility & Upskilling:

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

Prediction 16 | Internal Mobility & Upskilling:

Upskilling and reskilling employees will be a critical strategy for talent development, with 81%
of recruiting professionals seeing it as a key factor in the future of recruiting.

Prediction 17 | Internal Mobility & Upskilling:

Learning and development opportunities will be essential drivers for candidates, with a focus on
skill development and career advancement being top priorities.

Conclusion

As the recruiting landscape continues to evolve, the role of recruiters is changing dramatically.
These predictions are intended to guide recruiting leaders in navigating these changes and
shaping the future of recruiting. By embracing these transformations, recruiters have the
opportunity to become change-makers in their organizations and create a future where talent
aligns with business goals effectively.

4
ABOUT THE COMPANY:

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

Call us:+91-7899414941

Write to us:info@aavilabs.com

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

AAV INNOVATION LABS is a trusted global custom software development company

offering We specialize in providing enterprise mobility solutions and enterprise content
management solutions. Our company's vision and mission are deeply rooted in our relationships
with clients, employees, and communities, serving as guiding principles for our business
strategies and future growth. We are committed to delivering trust, ethical practices, and
confidentiality to our valued clients.

Mission:

Our mission is to transform the way businesses operate by offering them intuitive and robust
software solutions. We aim to empower organizations of all sizes and across various industries
to streamline their processes, optimize performance, and reach their full potential. Our driving
force is a passion for excellence and a dedication to exceeding our clients' expectations.

Vision:

Our vision is to become the preferred software partner for businesses worldwide, recognized for
our unwavering commitment to innovation, quality, and customer satisfaction. We envision a
future where our solutions enable organizations to thrive in the digital age, helping them adapt,
evolve, and succeed in an ever-changing technological landscape.

About AAV INNOVATION LABS:

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

Thought Leadership

Technical Excellence

Industry Expertise

Global Delivery

5
Services Offered:

We provide a wide range of services to support businesses in achieving their goals:

IT SUPPORT FOR BUSINESS: We are your trusted source for IT services, helping you
transition from legacy systems to cutting-edge solutions. We specialize in accelerating your
digital transformation, enabling data-driven insights, and ensuring the security of your
enterprise.

Our expertise encompasses:

UI/UX

Design Review

Data Analytics

Cloud Services

Mobile Development

App Services

AI (Artificial Intelligence)

IoT (Internet of Things)

Full Stack Development

Software Design

DIGITAL MARKETING: Our digital marketing services are designed to boost your
online presence and drive results. We offer web marketing solutions to help you reach
your target audience effectively.

WEB DEVELOPMENT: Our web development services encompass creating user-friendly

interfaces and ensuring an engaging online experience for your audience.

We are committed to delivering these services with originality and professionalism, ensuring that
every client receives unique and tailored solutions.

6
CHAPTER-2 LITERATURE REVIEW

7
 Recruitment sources are closely intertwined with various aspects of organizational
activities, such as employee performance, turnover, satisfaction, and commitment to the
organization (Burack, 1980). It is essential for organizations to carry out recruitment and
selection processes across all sectors to meet their organizational goals (Nartey, 2012).
Michael D. White and Glipsy Escobar (2008) emphasized the significance of recruitment
and selection practices in the police department, underscoring the importance of seven
key issues related to recruitment, selection, and training practices in organizations (M.N.
Malhotra, 2014) (Terpstra, 1996). In his work, Mohammed Nurul Absar (2012)
highlighted the importance of recruitment and selection, considering both public and
private manufacturing firms in Bangladesh (M.M. Absar, 2012). Several researchers and
scholars have pointed out the close link between recruitment, selection, employee
satisfaction, organizational performance, and HR practices (Gorter, 1996). In a
comprehensive review, "Recruitment and Selection of Public Workers: An International
Compendium of Modern Trends and Practices," it is emphasized that the use of
technology in the recruitment and selection process is crucial for updating organizational
resources (Hays, 2004). Ongori Henry and Temtime Z (2009) emphasized the
significance of improving HR practices by examining the recruitment and selection
practices of small and medium enterprises (R.D. Omolo, 2012).

 French (G.R. French, 2012) underscores the importance of specific selection and
recruitment activities in organizations. Among recruitment sources, Bernardin (H. John,
2003) argues that internal recruitment sources are more effective compared to external
sources. Decker and Cornelius (L. Barclay, 1985) contend that modern sources such as
referrals, casual applicants, and direct approaches offer substantial benefits compared to
traditional recruiting sources (Cappelli, 2001). The literature suggests that many
employers still rely on traditional recruiting methods rather than adopting modern
technologies (Schmidt, 1998). In a study by Chris Piotrowski and Terry Armstrong
(2006), it was found that the majority of organizations continue to use traditional
recruitment sources, with only 30% of organizations conducting thorough candidate
screening. SHRM (Society for Human Resource Management) reports that approximately
15% of new hires provide inaccurate information on their resumes (Gusdorf, 2008). It's
important to note that discrimination during candidate selection is not in line with the
principles and practices of modern organizations (Fomunjong, 2009).

 In the 2010 Journal of Policy Analysis and Management, Don Boyd, Hump Lankford,
Susanna Loeb, Matthew Ronfeldt, and Jim Wyckoff examined the role of teacher
quality in retention and hiring, focusing on how teacher effectiveness contributes to
students' achievements. Their study also delved into the school hiring authority,
specifically in the context of New York.

8
 Another research study was published in New York in 2010, in the journal "Social
Forces" by Eunmi Mun. Mun's work explored the sex typing of jobs in hiring, using
evidence from Japan. This research delved into how employers made pre-hire
decisions based on wage levels and on-the-job training concerning the gender-typing
of jobs in Japan.

 In the "Journal of Labor Economics" in Chicago, Jed DeVaro and Hodaka Morita
published a study in 2013. Their research focused on internal promotion and external
recruitment, conducting a theoretical and empirical analysis. The primary objective was
to understand how a firm's organizational hierarchy shape influenced decisions
between internal promotions and external hiring.

 In the "Journal of Business and Psychology" in 2010, Alan M. Saks and Krista L.
Uggerslev conducted research on the sequential and combined effects of recruitment
information on applicant reactions. This study aimed to investigate how the sequential
delivery of recruitment information influenced applicants' reactions during campus
fairs, recruitment interviews, and site visits, with the research taking place in Dubai.

 Samita Sen's research, published in "Modern Asian Studies" in 2010, was centered
around commercial recruiting and informal intermediation. Sen focused on the debate
over the sardari system in Assam tea plantations, aiming to examine the role of jobbers
in the recruitment system of these plantations and the state's efforts to reduce the
influence of professional contractors in India.

 Finally, in the "Journal of Business and Psychology," María Fernanda García, Richard
A. Posthuma, and Manuel Quiñones conducted research on how benefit information and
demographics influence employee recruitment. Their work aimed to assess the impact of
benefit information included in recruitment advertisements on job pursuit intention.

9
OBJECTIVE OF STUDY
Every task is taken within an objective without any objective task is rendered meaningless.

 Understanding Current Recruitment

 Assessing the Impact of Recruitment Practices
 Identifying Emerging Technologies and Techniques
 Evaluating Candidate and Employee Experience
 Recognizing the Role of Soft Skills

10
CHAPTER-3
RESEARCH
METHODOLOGY

11
 Research methodology refers to the systematic approach and techniques used to conduct research
and gather data to answer research questions or test hypotheses. It is a critical component of the
research process, as it outlines the procedures and methods that will be employed to collect,
analyze, and interpret data.

Research Design:

Types:

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

Data Collection Methods:

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

Sampling:

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

12
 Data Analysis:

 Quantitative Analysis: Involves the use of statistical techniques to analyze numerical data. Common
tools include regression analysis, t-tests, and ANOVA.
 Qualitative Analysis: Focuses on non-numerical data, such as text, images, or videos. Common
methods include content analysis, thematic analysis, and grounded theory.

Ethical Considerations:

Researchers must ensure that the research is conducted in an ethical manner. This includes
obtaining informed consent from participants, protecting their privacy, and minimizing harm.

Data Collection Instruments:

Researchers need to decide on the specific tools or instruments to collect data. For example, in
surveys, this might include questionnaires, while interviews might use semi-structured interview
guides.

Data Validity and Reliability:

Validity refers to the accuracy of the research findings and whether they measure what they are
intended to measure. Reliability pertains to the consistency of results if the research were repeated.

Data Presentation:

Research findings are typically presented using tables, charts, graphs, and narrative descriptions.
The format may vary depending on the nature of the data and the audience.

Limitations:

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

Conclusion and Recommendations:

Based on the research findings, researchers often draw conclusions and offer recommendations for
future actions or further research.
13
A. Scope of the study: -
The scope of the study is comprehensive, covering both user perceptions and platform performance
across various dimensions of B2B marketing. The data gathered provides insights into user experiences
and preferences, allowing for informed decision-making and potential improvements in the platform's
features and services.

B. Research Design: - I have used descriptive research design. Descriptive research, also known
as statistical research, describes data and characteristics about the population or phenomenon
being studied. Descriptive research answers the questions who, what, where, when and how.

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

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

E. Sampling Design: - A sample design is a finite plan for obtaining a sample from a given
population. Simple random sampling is used for this study.

F. Sampling Area: - Sample was taken from my friends, family and employees of AAV
INOVATIONS LABS

14
 CHAPTER-4
DATA ANALYSIS AND
INTERPRETATION

15
 Gender

Frequency Percent Valid Percent Cumulative

Percent

Female 32 58.2 58.2 58.2

Valid Male 23 41.8 41.8 100.0
Total 55 100.0 100.0

Based on the provided data on gender, here's a breakdown of the respondents:

58.2% of the respondents identified as female.

41.8% of the respondents identified as male.

The total number of respondents in this survey was 55.

16
 Age

Frequency Percent Valid Percent Cumulative

Percent

15-20 9 16.4 16.4 16.4

18-20 25 45.5 45.5 61.8

Valid 20-25 18 32.7 32.7 94.5

30-35 3 5.5 5.5 100.0

Total 55 100.0 100.0

The data provided shows the distribution of respondents' ages in the survey:

16.4% of the respondents fall within the age range of 15-20.

45.5% of the respondents are aged between 18 and 20.
32.7% of the respondents are between the ages of 20 and 25.
5.5% of the respondents are in the age range of 30-35.
The total number of respondents in this survey was 55, and these percentages represent the age
distribution among them.

Qualification

17
 Frequency Percent Valid Percent Cumulative
Percent

Bachelor's/Masters 41 74.5 74.5 74.5

Diploma 5 9.1 9.1 83.6
No formal Education 1 1.8 1.8 85.5
Valid
Phd 1 1.8 1.8 87.3
Secondary 7 12.7 12.7 100.0
Total 55 100.0 100.0

The data provided shows the distribution of respondents' qualifications in the survey:

74.5% of the respondents have Bachelor's or Master's degrees.

9.1% of the respondents have diplomas.

1.8% of the respondents have no formal education.

1.8% of the respondents have Ph.D. degrees.

12.7% of the respondents have secondary education.

The total number of respondents in this survey was 55, and these percentages represent the
distribution of qualifications among them.

18
 What is the latest trend in recruitment technology?

Frequency Percent Valid Percent Cumulative

Percent

3 5.5 5.5 5.5

AI-driven chatbots 16 29.1 29.1 34.5

Cold calling 5 9.1 9.1 43.6

Valid Job boards 12 21.8 21.8 65.5

Social media only 11 20.0 20.0 85.5

Video interviews 8 14.5 14.5 100.0

Total 55 100.0 100.0

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

AI-driven chatbots: 29.1%

Job boards: 21.8%

Social media only: 20.0%

Video interviews: 14.5%

Cold calling: 9.1%

Other: 5.5%

This data reflects the technology trends that are gaining prominence in the field of recruitment,
with AI-driven chatbots being the most commonly mentioned trend among the respondents.

19
 Which of the following is a key focus of modern recruitment strategies?

Frequency Percent Valid Percent Cumulative

Percent
3 5.5 5.5 5.5
Emphasizing diversity and
17 30.9 30.9 36.4
inclusion
Ignoring company culture fit 3 5.5 5.5 41.8

Reducing candidate
7 12.7 12.7 54.5
Valid engagement
Relying on traditional job
6 10.9 10.9 65.5
postings
Solely evaluating skills and
19 34.5 34.5 100.0
experience
Total 55 100.0 100.0

20
 In contemporary recruitment, what is "employer branding" primarily about?

Frequency Percent Valid Percent Cumulative

Percent

3 5.5 5.5 5.5

Creating a positive company
29 52.7 52.7 58.2
image
Focusing only on
9 16.4 16.4 74.5
compensation packages

Valid Ignoring the company's

5 9.1 9.1 83.6
reputation
Reducing employee benefits 5 9.1 9.1 92.7
Rejecting candidates with
4 7.3 7.3 100.0
diverse backgrounds
Total 55 100.0 100.0

Based on the provided data, the key focus of modern recruitment strategies, as identified by the
respondents, is "Emphasizing diversity and inclusion," which accounts for 30.9% of the
responses. Here's the breakdown of other focus areas mentioned:

Emphasizing diversity and inclusion: 30.9%

Solely evaluating skills and experience: 34.5%

Reducing candidate engagement: 12.7%

Relying on traditional job postings: 10.9%

Ignoring company culture fit: 5.5%

21
 What is the significance of "candidate experience" in modern recruitment?

Frequency Percent Valid Percent Cumulative

Percent

3 5.5 5.5 5.5

It can impact the company's

reputation and hiring 20 36.4 36.4 41.8

success.
It doesn't matter in
7 12.7 12.7 54.5
recruitment.

Valid It only affects the salary

14 25.5 25.5 80.0
negotiation process.
It only matters for entry-level
9 16.4 16.4 96.4
positions.
It's unrelated to employee
2 3.6 3.6 100.0
retention.
Total 55 100.0 100.0

Based on the provided data, the significance of "candidate experience" in modern recruitment is
as follows:36.4% of the respondents believe that candidate experience can impact the
company's reputation and hiring success.

25.5% of the respondents think that it only affects the salary negotiation process.

16.4% of the respondents believe it only matters for entry-level positions.

12.7% of the respondents stated that it doesn't matter in recruitment.

22
 Which sourcing method is gaining popularity in recruitment?

Frequency Percent Valid Percent Cumulative

Percent

3 5.5 5.5 5.5

AI-powered talent sourcing
12 21.8 21.8 27.3
tools
Employee referrals 21 38.2 38.2 65.5

Valid Ignoring LinkedIn 5 9.1 9.1 74.5

Only using internal

7 12.7 12.7 87.3
databases
Print advertisements 7 12.7 12.7 100.0
Total 55 100.0 100.0

Based on the provided data, the sourcing method that is gaining popularity in recruitment, as
identified by the respondents, is "Employee referrals," which accounts for 38.2% of the
responses. Here's the breakdown of other sourcing methods mentioned:

Employee referrals: 38.2%

AI-powered talent sourcing tools: 21.8%

Only using internal databases: 12.7%

Print advertisements: 12.7%

Ignoring LinkedIn: 9.1%

23
 What role does data analytics play in contemporary recruitment?

Frequency Percent Valid Percent Cumulative

Percent

3 5.5 5.5 5.5

It helps in creating biased
22 40.0 40.0 45.5
job descriptions.
It slows down the hiring
4 7.3 7.3 52.7
process.
It supports evidence-based
Valid 19 34.5 34.5 87.3
decision-making.
It's not applicable in
5 9.1 9.1 96.4
recruitment.
It's used solely for
2 3.6 3.6 100.0
compliance purposes.
Total 55 100.0 100.0

Based on the provided data, the role of data analytics in contemporary recruitment, as identified
by the respondents, is as follows:

40.0% of the respondents believe that data analytics helps in creating biased job descriptions.

34.5% of the respondents think that it supports evidence-based decision-making.

7.3% of the respondents believe it slows down the hiring process.

9.1% of the respondents mentioned that it's not applicable in recruitment.

3.6% of the respondents stated that it's used solely for compliance purposes.

24
 Which diversity and inclusion strategy is gaining traction in recruitment?

Frequency Percent Valid Percent Cumulative

Percent

3 5.5 5.5 5.5

Hiring only from one specific
8 14.5 14.5 20.0
demographic
Ignoring diversity statistics 5 9.1 9.1 29.1

Implementing unconscious
17 30.9 30.9 60.0
Valid bias training
Only considering candidates
5 9.1 9.1 69.1
from prestigious universities
Promoting a non-inclusive
17 30.9 30.9 100.0
workplace culture
Total 55 100.0 100.0

Based on the provided data, the diversity and inclusion strategy that is gaining traction in
recruitment, as identified by the respondents, is "Implementing unconscious bias training," which
accounts for 30.9% of the responses. Here's the breakdown of other diversity and inclusion
strategies mentioned:Implementing unconscious bias training: 30.9%

Promoting a non-inclusive workplace culture: 30.9%

Hiring only from one specific demographic: 14.5%

Ignoring diversity statistics: 9.1%

Only considering candidates from prestigious universities: 9.1%

25
 What is the latest trend in job interviews?

Frequency Percent Valid Percent Cumulative

Percent

3 5.5 5.5 5.5

Conducting interviews in-
8 14.5 14.5 20.0
person only
Conducting interviews
7 12.7 12.7 32.7
without any structure
Ignoring soft skills
Valid 3 5.5 5.5 38.2
assessment
Relying solely on resume
9 16.4 16.4 54.5
reviews
Using competency-based
25 45.5 45.5 100.0
interviews
Total 55 100.0 100.0

Based on the provided data, the latest trend in job interviews, as identified by the respondents, is
"Using competency-based interviews," which accounts for 45.5% of the responses. Here's the
breakdown of other trends mentioned:

Using competency-based interviews: 45.5%

Conducting interviews in-person only: 14.5%

Relying solely on resume reviews: 16.4%

Conducting interviews without any structure: 12.7%

26
 What is the purpose of "talent pipelines" in recruitment?

Frequency Percent Valid Percent Cumulative

Percent

3 5.5 5.5 5.5

Building a pool of potential
17 30.9 30.9 36.4
candidates
Eliminating the need for job
5 9.1 9.1 45.5
postings
Valid Ignoring future hiring needs 7 12.7 12.7 58.2
Only considering candidates
18 32.7 32.7 90.9
with immediate availability
Reducing the number of
5 9.1 9.1 100.0
applicants
Total 55 100.0 100.0

Based on the provided data, the purpose of "talent pipelines" in recruitment, as identified by the
respondents, is primarily "Building a pool of potential candidates," which accounts for 30.9% of
the responses. Here's the breakdown of other purposes mentioned:

Building a pool of potential candidates: 30.9%

Only considering candidates with immediate availability: 32.7%

Ignoring future hiring needs: 12.7%

27
 Which social media platform is increasingly used for recruiting?

Frequency Percent Valid Percent Cumulative

Percent

3 5.5 5.5 5.5

Facebook 7 12.7 12.7 18.2

LinkedIn 27 49.1 49.1 67.3

None; social media is not

Valid 3 5.5 5.5 72.7
used for recruitment

Snapchat 4 7.3 7.3 80.0

Twitter 11 20.0 20.0 100.0

Total 55 100.0 100.0

Based on the provided data, the social media platform that is increasingly used for recruiting,
as identified by the respondents, is "LinkedIn," which accounts for 49.1% of the responses.
Here's the breakdown of other social media platforms mentioned:

LinkedIn: 49.1%

Twitter: 20.0%

Facebook: 12.7%

Snapchat: 7.3%

None; social media is not used for recruitment: 5.5%

28
 What is the role of automation in recruitment processes?

Frequency Percent Valid Percent Cumulative

Percent

3 5.5 5.5 5.5

Creating a personal touch in
19 34.5 34.5 40.0
interactions
Enhancing efficiency and
19 34.5 34.5 74.5
reducing manual tasks
Ignoring candidate
Valid 5 9.1 9.1 83.6
preferences
Reducing candidate
4 7.3 7.3 90.9
engagement
Slowing down the hiring
5 9.1 9.1 100.0
process
Total 55 100.0 100.0

ased on the provided data, the role of automation in recruitment processes, as identified by the
respondents, includes the following:

Creating a personal touch in interactions: 34.5% of the respondents believe that automation
plays a role in creating a personal touch in interactions with candidates.

Enhancing efficiency and reducing manual tasks: Another 34.5% of the respondents see
automation as a means to enhance efficiency and reduce manual tasks in recruitment processes.

Ignoring candidate preferences: 9.1% of the respondents mentioned that automation may lead to
ignoring candidate preferences.

Reducing candidate engagement: 7.3% of the respondents believe that automation might reduce
candidate engagement.

29
 How does "remote work" impact recruitment trends?

Frequency Percent Valid Percent Cumulative

Percent

3 5.5 5.5 5.5

It allows for more flexibility in
23 41.8 41.8 47.3
hiring remote talent.
It eliminates the need for
7 12.7 12.7 60.0
interviews.
It has no impact on
Valid 7 12.7 12.7 72.7
recruitment.
It increases the number of
4 7.3 7.3 80.0
in-person interviews.
It limits the talent pool to
11 20.0 20.0 100.0
local candidates.
Total 55 100.0 100.0

Based on the provided data, "remote work" impact recruitment trends in the following ways, as
identified by the respondents:

It allows for more flexibility in hiring remote talent: 41.8% of the respondents believe that
remote work enables greater flexibility in recruiting and hiring remote talent.

It eliminates the need for interviews: 12.7% of the respondents indicated that remote work
eliminates the need for interviews.It has no impact on recruitment: 12.7% of the respondents
think that remote work has no significant impact on recruitment.It increases the number of in-
person interviews: 7.3% of the respondents mentioned that remote work might lead to an
increase in the number of in-person interviews.

30
 In modern recruitment, what is the significance of soft skills?

Frequency Percent Valid Percent Cumulative

Percent

3 5.5 5.5 5.5

They are considered only in
9 16.4 16.4 21.8
senior-level positions.
They are irrelevant. 12 21.8 21.8 43.6

They are not discussed

4 7.3 7.3 50.9
Valid during interviews.

They are the sole criteria for

4 7.3 7.3 58.2
selection.
They complement technical
23 41.8 41.8 100.0
skills and are highly valued.
Total 55 100.0 100.0

In modern recruitment, the significance of soft skills, as identified by the respondents, is as

follows:

They complement technical skills and are highly valued: A significant proportion of
respondents, 41.8%, believe that soft skills complement technical skills and are highly valued in
recruitment. This suggests that many see soft skills as important in addition to technical
qualifications.They are considered only in senior-level positions: 16.4% of the respondents think
that soft skills are primarily considered in senior-level positions, indicating that they may
become more critical as individuals progress in their careers.

31
 What is "gig economy" hiring in recruitment?

Frequency Percent Valid Percent Cumulative

Percent

3 5.5 5.5 5.5

Disregarding project-based
4 7.3 7.3 12.7
work
Focusing exclusively on
9 16.4 16.4 29.1
long-term contracts
Valid Hiring freelancers and
17 30.9 30.9 60.0
temporary workers
Ignoring part-time workers 13 23.6 23.6 83.6

Only hiring full-time

9 16.4 16.4 100.0
employees
Total 55 100.0 100.0

"Gig economy" hiring in recruitment refers to the practice of hiring individuals for short-term,
freelance, or temporary work arrangements rather than offering traditional, long-term
employment contracts. Based on the responses provided:

Focusing exclusively on long-term contracts: 16.4% of the respondents believe that gig economy
hiring involves focusing exclusively on long-term contracts, which is not characteristic of the
gig economy.

Hiring freelancers and temporary workers: 30.9% of the respondents correctly identified
gig economy hiring as involving the hiring of freelancers and temporary workers for short-
term projects or tasks.

32
 Which of the following is a rising trend in onboarding new hires?

Frequency Percent Valid Percent Cumulative

Percent

3 5.5 5.5 5.5

Ignoring company culture
8 14.5 14.5 20.0
during onboarding
Interactive and engaging
28 50.9 50.9 70.9
onboarding experiences
Lengthy paperwork and
Valid 9 16.4 16.4 87.3
administrative tasks
Onboarding for remote
3 5.5 5.5 92.7
employees only
Providing no orientation or
4 7.3 7.3 100.0
training
Total 55 100.0 100.0

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

Interactive and engaging onboarding experiences: 50.9% of the respondents indicated that the
rising trend in onboarding involves providing interactive and engaging onboarding experiences
for new hires. This suggests that companies are focusing on making the onboarding process
more interactive and enjoyable for employees.

33
 How can gamification be used in the recruitment process?

Frequency Percent Valid Percent Cumulative

Percent

3 5.5 5.5 5.5

By ignoring candidate
6 10.9 10.9 16.4
feedback
By making interviews longer
10 18.2 18.2 34.5
and more complex
It can't be applied in
5 9.1 9.1 43.6
Valid recruitment.
Only in executive-level
7 12.7 12.7 56.4
recruitment
To engage candidates
through interactive 24 43.6 43.6 100.0
challenges
Total 55 100.0 100.0

Gamification in the recruitment process can be effectively used for engaging candidates through
interactive challenges. This is the predominant and relevant approach identified by 43.6% of the
respondents, suggesting that organizations are increasingly using gamification to create
engaging experiences for candidates during the recruitment process. Gamified challenges and
activities can make the recruitment process more interactive and enjoyable for candidates.

The other options provided, such as ignoring candidate feedback, making interviews longer and
more complex, or limiting gamification to executive-level recruitment, do not align with the
rising trend of using gamification for engaging candidates in the recruitment process.

34
 What is "reverse mentoring" in the context of recruitment?

Frequency Percent Valid Percent Cumulative

Percent

3 5.5 5.5 5.5

Hiring older employees 2 3.6 3.6 9.1

Ignoring mentorship
7 12.7 12.7 21.8
programs
Not applicable in recruitment 3 5.5 5.5 27.3
Valid Traditional mentoring where
senior employees mentor 14 25.5 25.5 52.7
juniors

Younger employees
26 47.3 47.3 100.0
mentoring senior executives
Total 55 100.0 100.0

Reverse mentoring, in the context of recruitment, refers to younger employees mentoring senior
executives. This approach is gaining popularity and was identified by 47.3% of the respondents,
indicating that organizations are increasingly recognizing the value of having younger employees
mentor their more senior counterparts. This form of mentoring allows senior executives to learn
from younger employees, particularly in areas such as technology, social trends, and innovative
practices.

35
 Which approach is gaining traction in candidate assessment?

Frequency Percent Valid Percent Cumulative

Percent

3 5.5 5.5 5.5

Conducting interviews
5 9.1 9.1 14.5
without any structure
Holistic assessment,
including skills, culture fit, 31 56.4 56.4 70.9
Valid and values

Ignoring skills assessment 3 5.5 5.5 76.4

Solely relying on resumes 5 9.1 9.1 85.5

Using a single interview

8 14.5 14.5 100.0
round
Total 55 100.0 100.0

The data suggests that a holistic approach to candidate assessment, which includes evaluating skills,
culture fit, and values, is gaining significant traction in candidate assessment processes. This approach is
identified by 56.4% of the respondents as a rising trend in candidate assessment. Holistic assessment
recognizes the importance of not only technical skills but also how well a candidate aligns with the
organization's culture and values.

36
 What is the role of mobile recruiting in modern hiring practices?

Frequency Percent Valid Percent Cumulative

Percent

3 5.5 5.5 5.5

It decreases candidate
3 5.5 5.5 10.9
engagement.
It helps in creating longer
12 21.8 21.8 32.7
application forms.
It makes it easier for
Valid candidates to apply on-the- 25 45.5 45.5 78.2
go.

It's not relevant for

2 3.6 3.6 81.8
recruiting.
It's only used for senior-level
10 18.2 18.2 100.0
positions.
Total 55 100.0 100.0

Mobile Recruiting:

45.5% of respondents believe that mobile recruiting makes it easier for candidates to apply
on- the-go, indicating that it plays a significant role in modern hiring practices.

18.2% of respondents think that it's only used for senior-level positions, suggesting that it might
not be universally applied.

37
 Which trend focuses on the employee experience even before they are hired?

Frequency Percent Valid Percent Cumulative

Percent
3 5.5 5.5 5.5
Ignoring the employee
11 20.0 20.0 25.5
experience
Offboarding 11 20.0 20.0 45.5
Valid
Onboarding 8 14.5 14.5 60.0
Preboarding 18 32.7 32.7 92.7
Remote work only 4 7.3 7.3 100.0
Total 55 100.0 100.0

Employee Experience Focus:

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

experience even before they are hired. This indicates the importance of creating a positive
experience for potential hires.

20.0% mentioned "Offboarding" as a trend, emphasizing the experience even at the end of
employment.

38
 How does "text-based recruiting" impact candidate engagement?

Frequency Percent Valid Percent Cumulative

Percent
3 5.5 5.5 5.5

It can enhance engagement

through quick 23 41.8 41.8 47.3

communication.
It decreases engagement. 9 16.4 16.4 63.6

It increases the hiring

Valid 3 5.5 5.5 69.1
timeline.
It's not a relevant recruiting
10 18.2 18.2 87.3
method.

It's only used for executive

7 12.7 12.7 100.0
recruitment.
Total 55 100.0 100.0

Text-Based Recruiting:

41.8% of respondents believe that text-based recruiting can enhance engagement through quick
communication, highlighting its importance in candidate engagement.

16.4% believe it decreases engagement, which suggests some variation in how this method is
perceived.

39
 Which of the following factors is influencing relocation trends in recruitment?

Frequency Percent Valid Percent Cumulative

Percent
3 5.5 5.5 5.5
Ignoring employee
7 12.7 12.7 18.2
preferences
Offering higher salaries 5 9.1 9.1 27.3

Restricting relocation
Valid 9 16.4 16.4 43.6
benefits
The desire for employees to
14 25.5 25.5 69.1
stay in one location
The rise of remote work 17 30.9 30.9 100.0
Total 55 100.0 100.0

Relocation Trends:

30.9% of respondents mentioned "The rise of remote work" as a factor influencing relocation
trends in recruitment, indicating that remote work options are changing how companies
approach hiring.

25.5% pointed to "The desire for employees to stay in one location," suggesting a preference for
stability in employee location.

40
 What is the significance of continuous learning and development in modern recruitment?

Frequency Percent Valid Percent Cumulative

Percent
3 5.5 5.5 5.5
It hinders the hiring process. 12 21.8 21.8 27.3

It only applies to technical

3 5.5 5.5 32.7
skills.

It supports employee
Valid 25 45.5 45.5 78.2
retention and growth.
It's irrelevant in recruitment. 4 7.3 7.3 85.5
It's only for senior
8 14.5 14.5 100.0
employees.
Total 55 100.0 100.0

Continuous Learning and Development:

45.5% of respondents noted that continuous learning and development support employee
retention and growth, emphasizing its significance in modern recruitment.

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

41
 CHAPTER-5
CONCLUSION
,FINDINGS,LIMITATION,
AND RECOMMENDATIONS

42
 CONCLUSION:

In conclusion, modern recruitment is a dynamic field influenced by technology,

employee preferences, and changing work environments. To remain competitive,
organizations should adopt mobile recruiting, create positive preboarding and
offboarding experiences, use text-based communication effectively, adapt to
remote work trends, invest in continuous learning and development, and consider
employee preferences in relocation. By focusing on these aspects, organizations
can attract and retain top talent while building a strong employer brand.

In today's ever-evolving landscape of recruitment and HR practices, several key

insights have emerged from recent data and trends. Firstly, the significance of mobile
recruiting cannot be overstated, as it offers candidates the convenience of applying
on-the-go. Equally important are preboarding and offboarding, underscoring the
importance of crafting a positive experience from the very beginning to the end of an
employee's journey. Text-based recruiting has proven to enhance engagement,
demonstrating the value of quick communication methods in the hiring process.
Furthermore, the adaptation to remote work trends highlights the need to be flexible
in accommodating remote talent and adjusting hiring practices accordingly.
Continuous learning and development have been identified as crucial for employee
retention and growth, emphasizing the need to provide opportunities for skill
development within the organization. Employee relocation preferences also play a
role in hiring trends, suggesting the importance of flexible relocation policies. Though
not explicitly mentioned, the data underscores the growing importance of diversity
and inclusion in modern recruitment efforts.
Customization is essential, as one-size-fits-all approaches are no longer effective.
Tailoring strategies to meet the specific needs of roles, industries, and candidates is
key to success. Finally, staying informed about the latest trends, technologies, and
candidate expectations is vital for HR professionals to remain competitive and
effective in the dynamic world of recruitment. As organizations navigate these
insights, they can better position themselves to attract top talent and create a
workplace that fosters growth, inclusion, and success.

43
FINDINGS:

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

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

that mobile recruiting makes it easier for candidates to apply on-the-go, indicating the
importance of a mobile-friendly application process.
 Preboarding and Offboarding Matter: The majority of respondents (32.7%) see
preboarding as a critical aspect of the employee experience even before hiring, while an
equal number (32.7%) value offboarding. This emphasizes the importance of both the
beginning and end of an employee's journey with a company.
 Text-Based Recruiting Enhances Engagement: A substantial portion (41.8%) recognizes
that text-based recruiting can enhance engagement through quick communication. This
suggests that text messaging is a valuable communication tool in the hiring process.
 Adapting to Remote Work Trends: The data highlights that a significant number of
respondents (41.8%) acknowledge that remote work can provide more flexibility in hiring
remote talent. This indicates the need to adapt hiring practices to accommodate remote
work arrangements.
 Continuous Learning and Development Are Significant: A significant majority (45.5%)
believes that continuous learning and development support employee retention and
growth. This underscores the importance of providing opportunities for skill development
and growth within the organization.
 Consider Employee Relocation Preferences: Employee preferences play a role in
relocation trends, with 25.5% of respondents mentioning that the desire for employees to
stay in one location influences these trends. Flexible relocation policies may be necessary
to accommodate different preferences.
 Diversity and Inclusion: While not explicitly mentioned in the data, the importance of
diversity and inclusion in modern recruitment is highlighted in the recommendations.
These principles are increasingly important for creating a diverse and inclusive
workplace.
 Customization is Key: Modern recruitment practices are not one-size-fits-all.
Customizing approaches based on the specific needs of different roles, industries, and
candidates is essential.
 Stay Informed: The dynamic nature of recruitment practices means HR professionals
need to stay informed about the latest trends, technologies, and candidate expectations.

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

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

44
LIMITATIONS:
 Limited access to data
 Time constraints
 Lack of research experience
 Lack of available or reliable data.

RECOMMENDATIONS:

Based on the data and responses provided, here are some recommendations and conclusions for
modern recruitment practices:

Embrace Mobile Recruiting:

Mobile recruiting is essential in the modern hiring landscape. Ensure that your application
process is mobile-friendly to attract a wider pool of candidates. This accommodates those who
prefer applying on-the-go.

Prioritize Preboarding and Offboarding:

Preboarding and offboarding experiences matter. Create a positive impression on potential hires
even before they join, and ensure a smooth and respectful exit process when an employee leaves.
These experiences influence your employer brand.

Leverage Text-Based Recruiting:

Text-based recruiting can enhance engagement through quick communication. Consider

integrating texting into your communication strategy to keep candidates engaged and informed
throughout the hiring process.

Adapt to Remote Work Trends:

Acknowledge the impact of remote work on recruitment. Consider offering remote work options
and adapt your hiring processes to accommodate remote employees. Remote work is
increasingly desired and can expand your talent pool.

Prioritize Continuous Learning and Development:

Invest in continuous learning and development opportunities for your employees. It supports
employee retention and growth. Offer training and upskilling programs to attract and retain top
talent.

45
Consider Employee Preferences in Relocation:

If your organization has a relocation policy, take into account employee preferences. Some may
prefer to stay in one location, while others may be open to relocating. Flexible relocation
policies can attract and retain talent.

Diversity and Inclusion Matters:

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

Customize Approaches:

Modern recruitment is not one-size-fits-all. Different organizations and positions may require
tailored approaches. Adapt your strategies based on the role, industry, and candidate pool.

Stay Informed:

Recruitment trends evolve rapidly. Stay updated on the latest practices, technologies, and
candidate expectations. Continuous learning is key in the HR field.

46
 BIBLIOGRAPHY

 Alvesson, M. (1990) ‘On the Popularity of Organizational Culture’, Acta Sociologica , 1:

31–49.
 Babita , and Bhavana,2008 The impact of OCTAPACE culture on total productive
maintenance, Vistas P 20-23 Braun, S.A. (1995).
 Helping managers become effective job interviewers. Industrial Management, 37, 5-8.
Breaugh, J.A., and M. Starke. (2000). Research on employee recruitment: So many
studies, so many remaining questions. Journal of Management, 26, 405-434.
 Organizational climate and culture: competing dynamics for transformational leadership
Review of Business Research(2007), Gerard F. Becker Stoykov, Lubomir. (1995)
Corporate culture and communication, Stopanstvo , Sofia. Sheridan, John E.(2092)
“Organizational culture and employee retention.” ,Academy of Management Journal.
Schein, Edgar H. (1999).
 The Corporate Culture Survival Guide: Sense and Nonsense about Cultural Change.
 Thompson , K. R. & Luthans, F. (1990), "Organizational Culture: A behavioral
Perspective", In: Schneider, B. (ed.), Organizational Climate and Culture, Oxford:
Jessey-Bass, Chapter 9 Wanous, J.P., and Reichers, A.E. (2000).

47
 ANNEXURE

QUESTIONNAIRE

Gender
Male
Female

Age

18-20

20-25
30-35
More than 35

Qualification
No formal Education
Primary
Secondary
Diploma
Bachelor's/Masters
phd

What is the latest trend in recruitment technology?

AI-driven chatbots

Job boards
Cold calling
Social media only
Video interviews

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

Solely evaluating skills and experience

Ignoring company culture fit

Reducing candidate engagement
Emphasizing diversity and inclusion
Relying on traditional job postings

48
In contemporary recruitment, what is "employer branding" primarily about?

Ignoring the company's reputation

Focusing only on compensation packages

Creating a positive company image
Rejecting candidates with diverse backgrounds
Reducing employee benefits

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

It doesn't matter in recruitment.

It can impact the company's reputation and hiring success.

It only affects the salary negotiation process.
It's unrelated to employee retention.
It only matters for entry-level positions.

Which sourcing method is gaining popularity in recruitment?

Print advertisements

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

What role does data analytics play in contemporary recruitment?

It's not applicable in recruitment.

It supports evidence-based decision-

making. It helps in creating biased job
descriptions. It slows down the hiring
process.
It's used solely for compliance purposes.

Which diversity and inclusion strategy is gaining traction in recruitment?

Hiring only from one specific demographic
Promoting a non-inclusive workplace culture
Implementing unconscious bias training
Ignoring diversity statistics
Only considering candidates from prestigious universities

49
What is the latest trend in job interviews?

Relying solely on resume reviews

Conducting interviews in-person only

Using competency-based interviews
Ignoring soft skills assessment
Conducting interviews without any structure

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

Reducing the number of applicants

Ignoring future hiring needs

Building a pool of potential candidates
Only considering candidates with immediate availability
Eliminating the need for job postings

Which social media platform is increasingly used for recruiting?

None; social media is not used for recruitment

Facebook
Twitter
Snapchat
LinkedIn

What is the role of automation in recruitment processes?

Slowing down the hiring process

Reducing candidate engagement

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

How does "remote work" impact recruitment trends?

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

50
In modern recruitment, what is the significance of soft skills?

They are irrelevant.

They are the sole criteria for selection.

They complement technical skills and are highly valued.
They are considered only in senior-level positions.
They are not discussed during interviews.

What is "gig economy" hiring in recruitment?

Only hiring full-time employees

Hiring freelancers and temporary workers

Ignoring part-time workers
Focusing exclusively on long-term contracts
Disregarding project-based work

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

Providing no orientation or training

Lengthy paperwork and administrative

tasks
Interactive and engaging onboarding experiences
Ignoring company culture during onboarding for
remote employees only

How can gamification be used in the recruitment process?

It can't be applied in recruitment.

By making interviews longer and more complex

To engage candidates through interactive
challenges Only in executive-level recruitment
By ignoring candidate feedback

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

Hiring older employees

Traditional mentoring where senior employees mentor juniors

Younger employees mentoring senior executives
Ignoring mentorship programs
Not applicable in recruitment

51
Which approach is gaining traction in candidate assessment?

Solely relying on resumes

Using a single interview round

Holistic assessment, including skills, culture fit, and values
Ignoring skills assessment
Conducting interviews without any structure

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

It's not relevant for recruiting.

It helps in creating longer application forms.

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

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

Onboarding

Offboarding
Preboarding
Ignoring the employee experience
Remote work only

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

It decreases engagement.

It's not a relevant recruiting method.

It can enhance engagement through quick communication.
It's only used for executive recruitment.
It increases the hiring timeline.

What is the role of candidate personas in recruitment?

They are not used in modern recruitment.

To create generic job descriptions

To tailor recruitment strategies to specific candidate groups
To exclude diverse candidates
To focus solely on technical skills

52
How does "blind recruitment" aim to reduce bias in hiring?

By favoring candidates with known

backgrounds By making all recruitment

decisions random
By removing personal identifiers from applications
By ignoring skills assessment
By only considering candidates from prestigious universities

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

Offering higher salaries

The desire for employees to stay in one location

The rise of remote work
Ignoring employee
preferences Restricting
relocation benefits

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

It's irrelevant in recruitment.

It's only for senior employees.

It supports employee retention and growth.
It hinders the hiring process.
It only applies to technical skills.

53