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End-To-End Recruitment Process in IT Companies in Bangalore

A D i ss e r t a t i o n s u b m i t t e d i n p a r t i a l f u l f i ll m e n t o f t h e r e q u i r e m e n t s sse llm th f o r t h e a w a r d o f M B A D e g r ee o f Bangalore University


Submitted By

Archana.O.S.
Reg. No: 03XQCM6009 Under the Guidance Of Mr.Kasi Nagarajan
Professor-MPBIM

M.P.Birla Institute of Management Associate Barathiya Vidya Bhavan #33, Race course road Bangalore-560001 2003-2005

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Acknowledgement
I thank Dr.N.S. Malavalli (Principal) for giving me the opportunity to explore my areas of interest by consistently supporting me through his expertise and also supplying valuable inputs in terms of resources every step of the way.
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I am duty bound to thank the HR Head of Symphony Software, Mr.Mahalingam and Recruitment head of Slk Software Mr.Sathish for all the guidance and support in completing my research. I wish to express my sincere thanks to all of them.

My sincere thanks to my parents and friends who were able to help me with their valuable time and encouragement towards the successful completion of my project.

Archana.O.S. 03XQCM6009

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STUDENTS DECLARATION

I here by certify that this project report entitled End-To-End Recruitment Process in IT Companies in Bangalore has been prepared by me under the guidance and supervision of Prof.Kasi Nagarajan, Professor, M.P. Birla Institute of Management, Associate Bharathiya Vidya Bhavan, Bangalore. This project report was prepared by me in partial fulfillment of the requirement for the award of MBA Degree. I also declare that this project report has not been submitted to any other University or Institution for the award of any Diploma or Degree.

Date: 15/06/2005 ARCHANA.O.S. Place: Bangalore 03XQCM6009

Reg. No.:

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CONTENTS
CHAPTER NO. CHAPTER TITLE Executive Summary 1 1.1 1.2 1.3 1.4 1.5 1.6 INTRODUCTION  General Introduction  Problem Statement  Background of the study  Justification and Significance of the study  Objectives of the study  Theoretical Framework 2 INDUSTRY PROFILE 28 4 5 6 7 8 9 PAGE NO.

3 3.1 3.2 3.3

REVIEW OF LITERATURE  Purpose  Methodology  Conclusion

36 37 38 39

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4 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10

RESEARCH METHODOLOGY  Hypothesis  Type of research  Type of Data  Data Gathering Procedure  Population  Sample  Sampling Techniques  Instrument Used  Scope of the study  Limitation of the study 42 43 43 44 44 44 44 45 45 45

Data Analysis and Interpretations Summary of findings, Conclusion and Recommendations  of findings List  Conclusion

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6 7 8

60 62

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 Suggestions and Recommendations

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Annexures  Questionnaire  Bibliography  Other Annexures 65 69 69

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LIST OF TABLES
Table No. 1 2 3 4 5 6 7 8 9 10 11 12
Ways of Advertising Type of Medium Looking for Job Seekers Showing Position to be filled Collection of CVs in a day Ways to scan Resumes Length of Recruitment Cycle Stages of Recruitment Process Methods of Recruitment Process Components of Internal Recruitment Components of External Recruitment Most Pressing issues in IT sectors Table Depicting

Page No.
47 48 49 50 51 52 53 54 55 56 57 58

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LIST OF CHARTS
Chart No. 1 2 3 4 5 6 7 8 9 10 11 12
Ways of Advertising Type of Medium Looking for Job Seekers Showing Position to be filled Collection of CVs in a day Ways to scan Resumes Length of Recruitment Cycle Stages of Recruitment Process Methods of Recruitment Process Components of Internal Recruitment Components of External Recruitment Most Pressing issues in IT sectors Chart Depicting

Page No.
47 48 49 50 51 52 53 54 55 56 57 58

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Executive Summary
Software and computer services industry has experienced explosive growth in recent years. Bangalore is home to IBM, Microsoft, Cisco, Sun Micro systems, Oracle, SAP, Intel and many others. Recruitment represents the first contact that a company makes with potential employees. Recruitment is an ongoing process because companies are growing at a very fast rate through diversification, mergers and acquisitions. Right people at the right place at the right time plays a major role in the recruitment process in software companies. Research is conducted at symphony software, Cap Gemini, Wipro Technologies, Slk Software, and Logix Micro Systems .The products they are into are hardware design, Soc Design, Embedded software, consumer products, retail and distribution, financial services, commercial software solutions, etc.. Because of extreme competition in todays world, organizations need to have a very efficient and effective recruitment process, which

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saves time and in turn results in reducing the cost of recruitment process. Many Internal and External Factors govern the recruitment process. Five stages of recruitment process are :  Planning  Strategy Development  Searching  Screening

 Evaluation and Control Methods of recruitment process like Web recruitment, Applicant Tracking system and Outsourcing can be used to cut down the cost and time involved. According to the review of literature successful recruiting involves three steps:  Defining the needs

 Spreading the word  Using the Internet.

Research method followed is Descriptive in nature. The population of IT companies is 1000 from which sample taken is 5 IT companies .In each of the companies five people have been interviewed and the questionnaires filled up. Sampling Technique followed in this research is stratified Random Sampling. Data Analysis and Interpretation is done by considering bar charts and pie charts for the analysis. Important questions and the

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corresponding responses were considered for analysis leading to the right inferences . It is possible to improve the current status of the recruitment cycle time by 1. Conducting all the interview rounds in two or three rounds 2. Making candidates to join early. 3. Improving the various steps in the process. 4. Removing the non- value adding activities.

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To study End-to-End Recruitment Process in IT companies in Bangalore

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CHAPTER 1 INTRODUCTION ROD

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1.1 Introduction
Software and computer services industry has experienced explosive growth in recent years. Many of the worlds leading IT companies have established their own development centers in India, taking advantage of a highly skilled, English speaking workforce at a comparatively low cost. With the liberalization even the government of India is interested in having MNCs work competitively in India. Domestic IT market is small and is driven by big corporate. NASSCOM estimates the total domestic market for software and services to be US$2.55 billion. Growth in the domestic markets fell from 18% in 2001-02 to an estimated 17% in 2002-03 in the IT sector, but predicts a return to growth in 2003-04.India spends just 1.2% of its GDP on IT. Indian software industry is concentrated in a few cities; with Bangalore leading the way with over 160 top companies head quartered in the city. Top 25 companies in Bangalore contribute 65% of export earnings. A number of major global players have based R &D Facilities in Bangalore and Other IT centers. Bangalore is home to IBM, Microsoft, Sun Microsystems, Oracle, SAP, Intel, Cisco, Ericsson and many others. Selecting people to work for an organization is as important as picking up players for your number one team. And getting it right means using a planned and systematic approach.

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Recruitment represents the first contact that a company makes with potential employees. It is through recruitment that many individuals will come to know a company, and eventually decide whether they wish to work for it. A well-managed recruiting effort will result in high-quality applicants. High-quality employees cannot be selected when better candidates do not know the job-openings, are not interested in working for the company, and do not apply. The recruitment process should inform qualified individuals about employment opportunities, create a positive image of the company, provide enough information about the jobs so that applicants can make comparisons with their qualifications and interests, and generate enthusiasm among the best candidates so that they will apply for the vacant positions. Before coming to the details of recruitment, it is useful to note that hiring contrary to popular perception, is an ongoing process and not confined to the formative stages of an organization. Employees leave the organization in search of greener pastures-some retire and some die in the saddle. More importantly, an enterprise grows, diversifies, takes over other units-all necessitating of new men and women. In fact hiring function stops only when the organization ceases to exist.

Human Resource Planning

Determine Recruitment and Selection Needs

Job Analysis

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1.2 PROBLEM STATEMENT For all companies the need to recruit or replace staff members with the right individuals is essential. Thus the recruitment becomes an ongoing process. It is necessary to reduce the recruitment cycle time of IT companies to save the cost and time involved in the entire recruitment process. Therefore this research aims to study end to end recruitment in all details and suggest ways of reducing the time and cost involved in the recruitment process.

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1.3 BACKGROUND OF THE STUDY


Recruitment is an important activity in all the software companies. Organisations are growing at a very fast rate through diversification, mergers, acquisitions, and etcthus it is necessary to hire people continuously in which recruitment becomes an ongoing process. Because of extreme competition in todays world o rganizations need to have a very efficient and effective recruitment process, which should lead to reduction in time and cost involved in the recruitment process. Longer the recruitment cycle time it leads to high cost to software companies.

Recruitment is a positive impact to an organization since it identifies and encourages applicants to apply for the jobs. Additionally, many managers start recruiting only when someone is leaving rather than establishing an ongoing recruiting program. Effective recruitment process with the less time and increased effort results in success to the organization.

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1.4 JUSTIFICATION AND SIGNIFICANCE

In todays competitive world, organizations are growing at a very fast rate through diversification, expansion, restructuring, mergers and acquisitions, take over OF other units It is necessary to hire new men and women continuously. Henceforth recruitment is becoming very important and more over an ongoing process. To increase the pool of qualified candidates at minimum cost and to help organizations to complete the process with in a short time effectively and efficiently. Longer the recruitment process it is a greater is the loss for an organization in terms of costs like: Leaving-Payroll and administration of leaver Replacement-recruitment, interview time and associated fees. Indirect cost-loss in productivity, loss in customer service/satisfaction. Opportunity cost Because of extreme competition in todays world organizations need to have a very efficient and effective recruitment process, which saves time and in turn, results in reducing the cost of recruitment process. Recruitment process is the foundation for any organization and this even leads to retention of the employees. Hence it is necessary to reduce the time taken in an organization from the moment an organization plans to put an advertisement about the job openings and till an organization gives the offer letter .

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1.5 OBJECTIVES OF THE STUDY


1. To assess the current status of Recruitment Cycle Time utilization by the software companies. 2. To increase the pool of qualified job candidates at minimum cost. 3. To understand the various methods of recruitment process available to reduce recruitment cycle time.

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1.6 THEORETICAL FRAMEWORK


Definition: Recruitment is defined as the process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applicants from which new employees are selected. Though, theoretically, recruitment process is said to an end with the receipt of applications, in practice the activity extends to the screening of applications so as to eliminate those who are not qualified for the job. Investing time, effort and money on recruitment and selection is worthwhile. It can save an organization from dealing with the consequences of doing it poorly the costs of doing it all over again, the lost time and work, and the possibility of legal action arising from lawsuits filed by frustrated candidates. Recruitment and selection process are complex involving compliance with certain legal requirements. The effectiveness of the recruitment process can play a major role in determining the resources that must be expended on other HR activities and their ultimate success.

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Factors governing Recruitment Recruitment is naturally subject to influence of several factors. These include internal and external factors.

External Factors Supply and demand Unemployment rate Labour market Political-social Sons of soil Image  Recruitment

Internal Factors Recruitment Policy HRP Size of the firm Cost Growth and expansion

EXTERNAL FACTORS Of particular importance is the supply and demand of specific skills in the labor market. If the demand for a particular skill is high relative to the supply, an extraordinary recruiting effort may be needed. For instance, the demand for the programmers and the financial analysts is likely to be higher than their supply, as opposed to the demand-supply relationship for non-technical employees. When the employment rate in a given area is high, the companys recruitment process may be simpler. The number of unsolicited applicants is usually greater, and the increased size of the labor pool provides better opportunities for attracting qualified applicants. On the other hand, as the unemployment rate drops, recruiting efforts must be increased and new sources explored. Labor market conditions in a local area are of primary in recruiting for most nonmanagerial, supervisory and middle management positions. So far recruitment for executive and professional positions is concerned, conditions of all India market are important.

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Another external factor is political-legal considerations. Reservation of jobs for SCs, STs, minorities, and the other backward classes is a political decision. There is a strong case for giving preference to people hailing from less-advantaged sections of the society. Reservation has been accepted as inevitable by all sections of the society. The Supreme Court has agreed upon 50 per cent reservations of seats and jobs. Preferences to sons of soil are another political factor. Political leaders clamors that preference must be given to the people of their respective states in matters of employment. The company s image also matters in attracting large number of job seekers. Blue chip companies attract large number of applications. Often it is not the money is important. It is the perception of the job seekers about the company that matters in attracting the qualified employees. INTERNAL FACTORS One internal factor is the recruiting policy of the organization. Most organizations have the policy on recruiting internally (from own employees) or externally (from outside the organization). Generally, the policy is to prefer internal sourcing, as own employees know the company well and can recommend candidates who fit are the organizations culture. Another related policy is to have temporary and part-time employees. An organizationhiring temporary and part time employees is in a less advantageous position in attracting sufficient applications. A major internal factor that can determine the success of the recruiting Programme is whether or not the company engages in HRP.In most cases, a company cannot attract the prospective employees in sufficient numbers and with required skills over night.

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Size is the internal factor having its influence on the recruitment process .An organization with one hundred thousand employees will find recruiting less problematic than an organization with just one hundred employees. Cost of recruiting is yet another internal factor that has to be considered. Recruiting costs are calculated per new hire and the figure is considered nowadays. Recruiters must, therefore, operate within budgets. Careful HRP and forethought by recruiters can minimize recruitment costs. Finally, an organization registering growth and expansion will have more recruiting on hand than one, which finds its fortune declining. RECRUITMENT PROCESS The recruitment process comprises five interrelated stages, viz. (i) (ii) (iii) (iv) (v) Planning, Strategy development, Searching, Screening, and Evaluation and control. The ideal recruitment Programmed is the one that attracts a relatively larger number of qualified applicants who will survive the screening process and accept positions with the organization, when offered.

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Recruitment Process Personnel Planning Job Analysis Employee Requisition

Job Vacancies

Recruitment Planning -Number -Types

Searching Activation Selling -Message -Media

Applicant Pool

Screening

Potential Hires Strategy Development -Where -How -When Applicant Population Evaluation And Control

(i) Recruitment Planning The first stage in the recruitment process is planning. Planning involves the translation of likely job vacancies and information about the nature Of these jobs into a set of objectives that specify the (i) (ii) Number and Type of applicants to be contacted.

Number of contacts Organizations, nearly, always, plan to attract more applicants than they will hire. Some of those contacted will be uninterested, unqualified or both. Each time a recruitment Programmed is contemplated, one task is to estimate the number of applicants necessary to fill all vacancies with qualified people. MP Birla Institute of Management 25

Type of Contacts This refers to type of people to be informed about the job openings. The type of people depends on the tasks and responsibilities involved and the qualifications and experience expected. These details are available through job description and job analysis and person profile.

Gather and analyze information about the job and the attributes required: Job holders activities and responsibilities Desired levels and standards of performances Skills, knowledge and abilities needed for effective performance

Job Analysis

Define attributes of the ideal jobholder. Set out: Skills, knowledge and attitudes needed for effective performance Specific qualifications, experience or other job related attributes needed.

Person Profile

Describe what has to be done and the reasons for doing it. Include: Job purpose Roles and responsibilities of job holder Key accountabilities and expected results Relationships with other jobs inside and outside the organization

Job Description

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(ii) Strategy Development Once it is known how many and what type of recruits are required, serious considerations needs to be given to: (a) Make or buy decis ions; (b) Technological sophistication of recruitment and selection devices; (c ) geographic distribution of labor markets comprising job seekers; (d) Sources of recruitment; (e) Sequencing the activities in the recruitment process. Make or Buy Organizations must decide whether to hire less skilled employees and invest on training and education programmed, or they can hire skilled labour and professionals. Technological sophistications The second in strategy development relates to the methods used in recruitment and selection. This decision is mainly influenced by the available technology. The advent of computers has made it possible for employers to scan national and international applicant qualifications. Where to look In order to reduce costs, organizations look into labor markets most likely to offer the required job seekers. Generally, Companies look in to the national market for managerial and professional employees regional or local markets for technical employees. And local markets for clericals and blue-collar employees. How to look How to look refers to the methods or sources of recruitment. These are several sources and they may be broadly categorized into (i) (ii) Internal and External.

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Internal recruitment Internal recruitment seeks, applicants for the positions those who are currently employed. Internal sources include present employees, employee referrals, former employees and former applicants. Evaluation of internal Recruitment There are three major advantages of internal recruitment. Firstly, it is less costly that external recruitment. Secondly, organizations typically have a better knowledge of the internal candidates skills and abilities than the ones acquired through external recruiting. Thirdly, an organization policy of promoting from within can enhance employees morale, organizational commitment and job satisfaction. Good performance is rewarded There are few disadvantages of internal recruitment. One theory is that the method simply perpetuates the old concept of doing things that creative problem solving may be hindered by the lack of new talents. Some organizations complain of unit raiding in which divisions compete for the same people. Thirdly, politics probably has a greater impact on internal recruiting and selection than does external recruiting. Candidates current work may be affected.

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External Recruitment External sources far outnumber the internal methods. Specifically sources external to an organization are professional or trade associations, advertisements, employment exchanges, college/university/institute placement services, walk ins and write ins, consultants, contractors, displaced persons, radio and television, acquisitions and mergers and competitors. Evaluation of External Recruitment External sources of recruitment have both advantages and disadvantages. Advantages of external recruitment are as follows Benefits of new skills, new talents and new experiences to organizations. Compliance with reservation policy becomes easy Scope for resentment, jealousies and heart bum are avoided Disadvantages of external recruitment are as follows; Better morale and motivation associated with internal recruiting is denied to the organization It is costly Chances of creeping in false positive and false negative errors. Adjustment of new employees to the organizational culture takes longer time.

When to Look An effective recruiting strategy must determine when to look decide on the timings of events-besides knowing where and how to look for job applicants. Time Lapsed Data (LTD) will be useful in determining the timings. TLD show the average time that elapses between major decision points in the recruitment process.

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(iii) SEARCHING Once a recruiting plan and strategy are worked out, the search process can begin. It involves two steps (a) Source Activation (b) Selling Source Activation Typically, Sources and search methods are activated by the issuance of an employee requisition. This means that no actual recruiting takes place until line managers have verified that a vacancy does exist or will exist. Selling a second issue to be addressed in the searching process concerns communications. Here, organizations walk a tightrope. On one hand, they want to do whatever they can do to attract desirable applicants. On the other, they must resist the temptation of overselling their virtues. (iv) Screening Screening of applications can be regarded as an integral part of the recruiting process, though many view it as the first step in the selection process. The selection process will begin after the applications have been scrutinized and short-listed. Applications received in response to advertisements are screened and only eligible applicants for an interview. Interview is conducted by a selection committee comprising the vice-chancellor, Registrar and subject experts. Here, the recruitment process extends up to screening the applications. The selection process commences only later. (v) EVALUATION AND CONTROL Evaluation and control is necessary as considerable costs are incurred in the recruitment process.

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The costs generally incurred are: Salaries for recruiters Management and professional time spent on preparing job description, job specifications, advertisements, agency liason, and so forth. Cost of advertisements or other recruitment methods, that is, agency fees. Cost of producing supporting literature Recruitment overheads and administrative expenses. Evaluation of Recruitment Process The Recruitment process has the objective of searching for and obtaining from job seekers in sufficient numbers and quality. Keeping this objective in mind, the evaluation might include: Return rate of applications sent out Number of suitable candidates for selection Retention and performance of the candidates selected. Cost of the recruitment process Time Elapsed Data Comments on image projected. Evaluation of Recruitment Methods The evaluation of the t\recruitment methods might include: Number of initial enquiries received which resulted in completed application forms. Number of candidates at various stages of the recruitment and selection process, especially that shortlist. Number of candidates recruited Number of candidates retained in the organization after six months.

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DIFFERENT METHODS OF RECRUITMENT PROCESS 1) Applicant Tracking System 2) Web Recruitment 3) Outsourcing APPLICANT TRACKING SYSTEM: Applicant Tracking System that helps to trim the recruiting expenses by reducing the clerical costs of job applicant processing. Allows to effortlessly generate standard letters, produce Equal Employment Opportunities (EEO) reports, and analyze the costs and statistics of recruiting. Because applicants can be searched for by skill, school, past employer or anything else for that matter. One can find the right candidate very fast with this applicant tracking system. Over 100 standard Reports are included, as well as custom Report Writer. Applicant Tracking System is an excellent solution for any size company with a high volume freeing HR personnel to focus more on critical recruitment activities. It has the functionality of systems several times more expensive, and it is easier to learn.

Data entry and Updating is done using fill-in-the blank forms on your screen. The data is automatically validated as it is entered, giving you an opportunity to correct any errors immediately. More time is saved because edits can be done with a few keystrokes or by simple selection from your code table, rather than retyping a whole entry. Using code tables not only speeds data entry, but will also ensure consistency when printing reports.

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Outdated or past applicant information can be easily transferred to a secondary archieve database away from your daily data. Searches that are normally to the active applicant data can be extended to include the archived data when desired. HR Transfer When an applicant is hired, a simple menu selection by the user will automatically transfer all relevant information into Applicant Tracking System. Human Resource Management System is included in the office suite package or can be purchased separately.

Resume Scanning Option Its scan option extracts all vital information from resumes and transfers it into Applicant Tracking System. The source of the resume can be an original paper hard copy, a fax, or a computer generated version such as an e-mail message. It scans uses very sophisticated extraction technology to precisely locate an applicants name and address, previous employers with dates of employment, education, and skills. Resumes do not have to be written in any predetermined format since Applicant tracking System scan works with most resume formats. The manual data entry work is substantially reduced and many errors are eliminated. With Applicant Tracking System one can use almost any scanner, preferably one with a sheet feeder, to quickly read a stack of resumes. One no longer needs to spend countless hours keying in applicant data because now Applicant Tracking System will do it. Applicant Tracking System has been in use for years ensuring that your scanned resumes will be more accurate and has more information extracted than with most competing systems.

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Publish Job Openings and Applications from the web Applicants Web Interfa ce option allows one to dynamically publish job openings on your web site and then automatically receive resumes and job applications from the web. As job requisitions are created, the web option allows you to specify which opening is to be published, under which category it is to be listed, and the job description and job requirements to be published. This option will let everyone who visits site to have the opportunity to instantaneously check out your openings and apply for your positions. Built in e-mailing E-mail capabilities are built into Applicant so one can conveniently communicate via email with both applicants you are processing as well as the interviewers and managers considering the hires. The Applicant e-mail capability ties into your in-house e-mail system so one can use their address book if they wish. Web-Based Reference and Background checking Hire helper can do all kinds of checks from simple credit checks to extensive criminal and background checks. You choose what is appropriate and the results fit e-mailed to you upon completion. Limitations of Applicant Tracking System are as follows: There are little chances of your name being brought up if the words you use to describe your qualifications do not match what the employer is looking for There may be less opportunity to negotiate salary, especially if you have included salary requirements or past salary numbers on your resume. Machines can make errors, even if they do so less than humans could.

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Resumes that have been in database for a long period of time may become outdated and no longer reflect a persons most recent qualifications.

WEB RECRUITMENT Web Recruitment is already changing the way organization recruit. Web has become primary communication tool for an organization, and is now the key source of most information content. Providing high quality and easily accessible electronic information with cost effectiveness and saving time will be the effective recruitment strategy in todays world. In two years down the lane recruitment technology will run a 24-hour operation is a challenge for many businesses, and the ability to be flexible when you need to communicate with candidates is a huge benefit. In future, enabling candidates to book their interview and assessment slots online would be a great practical advantage in a business. Only 33% of organizations are maximizing the use of technology for tracking and monitoring candidates. Many still print off application forms and handle the process manually, which is time-consuming and expensive. The next few years will see an increase in companies embracing applicant tracking with the key drivers being one of the better managing relationships with candidates. Chip and pin cards and video links might also be employed to initially identify a candidate and monitor them throughout the test. These measures are all technically feasible now. Once they are sufficiently widespread, it is possible that online testing will rival the assessment center in terms of security, while offering real advantages in terms of efficiency and cost effectiveness.

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Benefits Cost cut: Spend less on advertising and recruitment agency fees Improve time to hire: Attract more quality candidates and get the vacancy filled quicker Manages the entire process: From posting vacancies, handling applicants, conducting skills tests and tracking progress. Enhances the companys images: Enhances the brand image of the company with prospective employees. Screen candidates: Only review candidates who meet the exact criteria for the job. Enhance user experience: Quickly and easily keep applicants informed at every stage as their application is processed. According to the Fordyce letter, perhaps the most influential and widely read news letter in the employment industry, employers and recruiters use the internet to make 48% all their hires. Management recruiters International surveyed 4,247 hiring executives responsible for hiring professionals they found that about 37% of participants surveyed use the internet to recruit 71.2% of technology firms use the internet to recruit candidates, as do 42.6% of financial services firms, 39% of health care corporations, 45% of insurance companies, and 59% of telecommunication companies Although Internet has been developing since the early 1980s,it is only past seven years that the growth has become significant. The peak of internet job sites or work related sites was probably in 2000 since when there has been a general re organization of online recruitment agencies resulting in significantly fewer continuing to offer services.

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The advantages of using the Internet: It is able to shorten the recruitment cycle It has the potential to reduce recruiting costs, depending on the approach used. It reaches a wider range of possible applicants, with arguably a better quality of response It gives an organization a more up-to-date image It provides global coverage 24 hours a day. The limitations of using the Internet It is the most effective when used as part of an integrated recruitment process and many organizations currently lack the resources or expertise to achieve this. It is not first choice for all job seekers. Not all your potential applicants will have access to the Internet therefore it should be used in conjunction with paper based methods which will add to costs. The ease of application may lead to more unsuitable applications being received, which will have to be screened out adding to costs. RECRUITMENT OUTSOURCING The Recruitment process can be contracted out partly or wholly to an external organization. This outsourcing may be for a specific vacancy, such as the use of a recruitment agency to recruit for the senior level post, or for all vacancies. Different parts of the recruitment process may be outsourced: For example using a recruitment advertising agency to proof read and place job advertisements. Benefits may arise from outsourcing because of economies of scale, particularly where the agency has invested heavily in technology. This may mean that agency can provide a quicker, better and even cheaper services than the authority can provide itself. Improved service levels may also result from the service level agreement agreed between the authority and the agency. MP Birla Institute of Management 37

When the outsourcing it is important that line managers remain sufficiently involved in the recruitment process because of their understanding of a vacancys requirements. It is also important for the authority to set clear roles, responsibilities and standards to ensure that they retain some control over the process. The authority needs to be satisfied that the agency is able to comply with anti-discrimination legislation and is experienced in promoting equal opportunities. Advantages of Outsourcing Allows business to focus on core activities Streamlines a business operations Gives you access to professional capabilities Shares the risk Peace of mind that the process in good hands (reliability) Do not have to worry about continually introducing new technologies. Improves service quality Frees up human Resources Limitations of Outsourcing Lose control over the process Creates the potential redundancies Other companies may also be using the service providers. Therefore in some cases, the best interests of the service providers may be diluted with other users. You may lose focus of the customer and concentrate on the product.

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CHAPTER 2 INDUSTRY PROFILE NDU ROF

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INDUSTRY PROFILE
WIPRO TECHNOLOGIES PROFILE Founded in 1945,Wipro has diversified into Information Technology, Consumer Care and Lighting, Engineering and Healthcare.Wipro diversified in 1980 and since then there has been no looking back. Wipro had revenues of USD 902Mn in March 2003. Milestones 1998:Wipro gets software services company in the world to get SEI CMM level 5 2001:Worlds fi rst PCMM Level 5 Company. 2002:World first CMMi ver 1.1 Level company. Locations 27 offices worldwide 30-development centers worldwide Wipro Technologies is the global technology services division of Wipro Ltd.They offer a full portfolio of services across industries, delivering measurable business benefits for our customers with six-sigma consistency. Clients

They

serve

over

300

global

leaders

including

Boeing,

Nationwide,

Ericsson,Toshiba,Cisco,Seagate,PutnamInvestments,UnitedTechnologies, Bets Buy, Digital, Friends Provident, IBM, Microsoft, NCR, Thames Water, Transco, OTIS and Sony. Partnerships IBM, Sun Micro Systems, Cisco Systems, HP, ORACLE, Adobe, Intel, SAP, Web Methods, Informatics, micro Strategy, Acta. Values Human values Integrity

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Innovative solutions

Value for Money. Vision

To be among the top 10 global Technology service Providers by 2005 offering the

complete spectrum of e-business, Internet and Communication Technology Services and Components. SWOT ANALYSIS STRENGTHS Core Competencies in key areas. Adequate financial resources Cost advantages Product innovation skills. WEAKNESSES No clear strategic direction Falling behind R & D Weak distribution network

OPPURTUNITIES Several additional customer groups Entry into new markets Faster market growth THREATS Entry of lower cost foreign competitors Costly regulatory requirements Adverse demographic changes. MP Birla Institute of Management 41

WIPRO TECHNOLOGIES PRODUCT PROFILE As product manufacturers and platform vendors across the world, strive to make better products with shorter development cycles and reduced total cost of ownership, at Wipro Technologies partner with them to provide comprehensive solutions in product life cycle management and product realization. Service Offerings Product Strategy and Architecture Hardware Design ASIC Design Soc Design FPGA based Design System software development Operating systems Device driver Development Support Services Infrastructure Support services Product support solutions Quality consulting Technologies Embedded software Multimedia Home gateway

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Network Processor

CAP GEMINI PROFILE

With more than 59,000 employees Cap Gemini is a global leader in consulting, technology, outsourcing, and local Professional Services. Headquartered in Paris, Cap Gemini regional operations include North America, Northern Europe & Asia Pacific and Central & Southern Europe.Sogeti-Transicel is a subsidiary business dedicated to local professional services. Cap Gemini works in partnership with clients to develop business strategies and technologies tailored to their unique requirements. Cap Gemini operates in more than thirty countries worldwide. Industries that Cap Gemini serves Each industry has its own unique requirements and challenges. The priorities of health care are completely different from telecommunications and consumer products companies face challenges that are non-existent in the oil and gas industry. Cap Gemini has teams of industry experts who are devoted 100% to solving problems and making advancements within their respective industries. They have developed tools, methodologies and best practices based on years of experience with top companies in all major industries.

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CAPGEMINI PRODUCT PROFILE Automotive Cap Gemini works with the worlds leading automotive manufacturers and suppliers to sustain growth in a highly competitive industry. Consumer Products, Retail and Distribution We help consumer products; retail and distribution companies grow stronger through the power of collaboration. Energy, Utilities and Chemicals Cap Geminis experience with energy, utility and che mical companies around the world is truly collaboration in action. Financial Services As one of the worlds foremost service providers to the financial services industry, Cap Gemini brings the power of both traditional experience and a modern collaborative approach to bear on our clients' business issues. Health Cap Gemini is the #1 consulting services provider in the healthcare industry. Life Sciences Cap Gemini and the world's leading life sciences organizations collaborate to enable change through insight and technology

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Manufacturing The Manufacturing Revolution - From economic challenge to revenue growth, Cap Gemini helps clients to navigate an increasingly dynamic marketplace. Public Sector Cap Gemini is leading the way in government and public sector, creating solutions for the 21st century and anticipating trends. Telecom, Media & Entertainment Maximizing assets and unleashing growth - Cap Geminis global Telecom, Media & Entertainment (TME) group is dedicated to helping companies achieve strategic goals and world-class results in an environment of increasing opportunity.

SYMPHONY SOFTWARE PROFILE A symphony service helps enterprises leverage the global economy to gain competitive advantage. Company across the globe is looking creative ways to reduce costs while to provide their customers the products and services that they have come to expect. Outsourcing has become a strategic business decision that enables the cost reduction and competitive differentiation companies need to survive in todays marketplace. Symphony services are a US-based company focused on helping clients leverages the global economy for competitive advantage. The company is distinguished by its comprehensive, high-end capabilities that address the market demands of todays global enterprises. Symphony services is recognized as a high impact outsourcing partner with significant experience in running large-scale operations and a track record of successfully taking on high value business processes for clients.

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Location Symphony services operate global delivery centers in Bangalore, Mumbai and Pune, India. Values Client Delight, sprit de Corps, Measurable Value, Innovation and Entrepreneurial Spirit, Integrity. Milestones 100% growth per year since inception Rated at CMMI Level 4 Six Sigma Process Proficiency Global Infrastructure HQ in Palo Alto, CA

SYMPHONY SOFTWARE PRODUCT PROFILE Offers end-to-end solutions for select vertical markets and functions: Commercial Software Solutions delivers increased productivity and faster timeto-market for commercial-grade software products and solutions. Spend Management Solutions provides a full suite of indirect expense management outsourcing and software solutions that help companies gain control of costs to improve their bottom line and optimize performance. Market Analytics Solutions enables better decisions, more predictable results, and opportunities to increase revenue.

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CHAPTER 3 REVIEW OF LITERATURE LI

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Recruitment and Selection Process


The Art of Recruitment (Article 1) 3.1 PURPOSE : The point of departure for our collaboration is to get to know your company, its history, its culture and its objectives. In 7 stages, Ajilon Executive Search has made recruitment and Art. 3.2 METHODOLOGY We systematically and objectively evaluate the skills, the personality and the potential of the candidates. If a candidate is accepted and confirmed, we will double-check our impressions by taking professional references. We optimize your time management by presenting you with only the best candidates, and assisting you until the final negotiations have been concluded. 3.3 CONCLUSION Search process We use 4 search channels: written press advertisements and/or international websites with media plan, direct contacts, www.ajilon.ch website, international candidate database. Pre-selection and assessment Pre-selection: Initially, we interview the selected candidates and introduce to you those chosen on the basis of their technical profile and their motivation for the position. Assessment: The candidates you select then follow our assessment process. Based on an individual psychological test developed for our specific needs, we conduct an in-depth interview with the candidates

Support and advice We participate with you in the final negotiations with the candidate. Integration and follow-up We formulate with you an integration plan for the chosen candidate(s), and will run joint reviews 3 and 6 months after the candidate's appointment . MP Birla Institute of Management 48

The group engaged a facilitator from the Trusts Modernization Team to assist with process mapping the current system and establish what the ideal new system would be. The main proposal for the new recruitment procedure would be to centralize the service, thus addressing the issues of consistency and compliance to policy and procedures .A partially centralized service had already been in place, for a short period of time, to look at the problems within nurse recruitment. Due to the complexity and cost implications of completely centralizing the recruitment system for the Trust the action taken was to set up a working group to look at the smaller, more manageable, improvements that could be made within the current resources. Article 2  385326(  The following are key stages where changes have been made: The need for a vacancy to be advertised is identified. At the time of a staff member tendering their resignation their manager will review the staffing establishment and skill mix with their finance manager. When the need for a new post is identified a revised grading policy is automatically applied. More Human Resource Managers have been trained to use the med equate system. Both these changes ensure timely and appropriate job evaluation. 3.2 METHODOLGY To streamline the advertising process and reduce errors Managers are able to submit requests for advertisement via a jobs database. This links directly with our advertising agency and our website. Adverts for nursing, administration and clerical staff groups are placed on a monthly basis.

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3.3 CONCLUSION The application process for Administration and Clerical and Nursing vacancies is managed centrally. The benefit to the applicant is that they have one contact number which includes an out of hours answer machine. This system also ensures consistent and high quality information is sent to applicants. All information is updated on a frequent basis. The vacancy monitoring system has been improved over a period of several months by altering the form for administrators making it more user friendly with further breakdown of staff groups. The Trust is now confident that vacancy figures are accurate and adequate to identify shortfalls in skill mix not just establishment numbers. This enables us to evaluate our processes more effectively and feeds directly into the workforce planning process. Our vacancy progress is measured monthly and compared with the same period for the previous year. Article 3 Successful recruiting involves three steps: defining your needs, spreading the word and using the Internet. 3.1 PURPOSE When faced with an open position, know what kind of candidate you covet. Move beyond the obvious prerequisites, such as the person's educa tion and salary history, to consider the individual's previous budget responsibility, operational experience, decision -making authority, capacity for flexibility and growth (vital for many fast-growth firms) and familiarity with technologies ranging from spreadsheet programs to e-commerce.

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3.2 METHODOLGY Examples: Can you hire foreign nationals? If so, what documentation do you need? And what's the range within which you can negotiate salary and benefits? Addressing such matters ahead of time makes recruiting easier. 3.3 CONCLUSION While large companies might blanket newspapers with splashy ads to attract applicants, smaller firms cannot afford such a scattershot strategy. That's a blessing in disguise. An expensive recruitment campaign usually reaches only a handful of qualified candidates, while diverting the company's H.R. staff as they screen incoming resumes, field phone calls and send rejection letters. Thinking about Recruitment A Hewitt Article on 11-Nov-2004, By Simon Keeley, Hewitt Associates China is given in the Annexure.

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CHAPTER CHAPTER 4 RESEARCH ETHODOLOGY RESEARCH METHODOLOGY

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4.1HYPOTHESIS

H0: It is not possible to reduce the recruitment cycle time in IT companies. H1: It is possible to reduce the recruitment cycle time in IT companies

4.2 TYPE OF RESEARCH

Descriptive Research Descriptive research or statistical research provides data about the population or universe being studied. But it can only describe the "who, what, when, where and how" of a situation, not what caused it. Therefore, descriptive research is used when the objective is to provide a systematic description that is as factual and accurate as possible. It provides the number of times something occurs, or frequency, lends itself to statistical calculations such as determining the average number of occurrences or central tendencies. One of its major limitations is that it cannot help determine what causes a specific behavior, motivation or occurrence. In other words, it cannot establish a causal research relationship between variables.

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The type of descriptive research design is: Surveys The survey technique involves the collection of primary data about subjects, usually by selecting a representative sample of the population or universe under study, through the use of a questionnaire. It allows for standardization and uniformity both in the questions asked and in the method of approaching subjects, making it far easier to compare and contrast answers by the respondent group. It also ensures higher reliability than some other techniques.

4.3 Type of data Primary Data  Interview

 Questionnaire Secondary Data


Besides, a few books and magazines were referred for additional information and also articles from the web/Internet proved useful.

4.4 DATA GATHERINGS Primary Data  Questionnaire


The major tool used in collecting data on the current status of End-To-End Recruitment process with respect to the methods, forms effectiveness of the program was done

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through open-ended questionnaire filled in by the respective person in charge of recruitment department in the sample of software companies.

Interview 
For further information on the area, unstructured and casual interviews with the managers in charge of recruitment department in these sample software companies were an effective tool of data collection.

Secondary Data
Besides, a few books and magazines were referred for additional information and also articles from the web/Internet proved useful. 4.5 Population: 1000 Sampling frame: 1000-100=900 4.6 Sample: The number of IT companies taken for research is 5.In each company five people were considered for data collection. There fore 25 is the sample size taken for the study 4.7 Sampling Technique Stratified Random Sampling There may often be factors which divide up the population into sub-populations (groups / strata) and we may expect the measurement of interest to vary among the different subpopulations. This has to be accounted for when we select a sample from the population in order that we obtain a sample that is representative of the population. This is achieved by stratified random sampling.

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Stratified random sampling technique is generally used when the population is heterogeneous, or dissimilar, where certain homogeneous, or similar, sub-populations can be isolated (strata). Some reasons for using stratified random sampling over simple random sampling are: a) The cost per observation in the survey may be reduced; b) Estimates of the population parameters may be wanted for each sub-population; c) Increased accuracy at given cost. 4.8 Instrument used: Questionnaire, personal interviews. 4.9 Scope of the study The scope of the study is restricted to End-to-End Recruitment process being conducted by software companies in Bangalore only. Companies operating in places other than Bangalore are not considered. 4.10 Limitations of the study Lack of openness in the responses by the respondent companies in revealing information. The lack of objective parameters for evaluation of the responses makes statistical analysis of the data very difficult.

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CHAPTER CHAPTER 5
DATA ANALYSIS AND INTERPRETATION

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QUESTION 1
Which is the most effective way of advertising for your job openings? TABLE 1 : TABLE SHOWING WAYS OF ADVERTISING Serial no 1 2 3 4  Options Job Posting Audio and TV Web-Centric ads News Papers 727$/ No. Of Responses     

Chart 1 :PIE CHART SHOWING WAYS OF ADVERTISING

12% 36% 1 2 3 4

32% 20%

         

Inference:The most effective way of advertising JOBPOSTING

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QUESTION 2
Type of medium you prefer to disclose job opportunities  TABLE 2 :TABLE SHOWING TYPE OF MEDIUM Serial no      Options TV Magazines Internet Job Portal 727$/ No. Of Responses     

Chart 2 :PIE CHART SHOWING TYPE OF MEDIUM

8% 32% 1 2 3 60%

  

Inference: Type of medium company use to disclose job opportunity is through


,17(51(7  

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QUESTION 3
Where do you look for job seekers? TABLE 3: TABLE TO SHOWING SOURCES TO LOCATE JOB SEEKERS  Serial no     Options National market Regional Market Specify if any other 727$/ No. Of Responses    

Chart 3: PIE CHART TO SHOWING SOURCES TO LOCATE JOB SEEKERS

40% 1 2 60%

for Inference: Company's look to National Market JOB SEEKERS.     MP Birla Institute of Management 61

    

QUESTION 4

 What are the positions you are filling currently?   TABLE 4: SHOWING POSITIONS TO BE FILLED Serial no      Options Software Engineers Project Leaders Team Leaders Designers 727$/ No. Of Responses

    

Chart 4: BAR CHARTS SHOWING POSITIONS TO BE FILLED

16 14 12 10 8 6 4 2 0

15

10 Series1 5 5

1
 

2


Inference: Company is currently filling the post for SOFTWARE ENGINEERS.


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QUESTION 5

 How many CVs you get every day? TABLE 5: SHOWING COLLECTION OF CVS IN A DAY  Serial no      Options    ! No. Of Responses     

  

727$/

Chart 5:PIE CHART SHOWING COLLECTION OF CVS IN A DAY

0%

20% 0% 1 2 3 4

80%

   

Inference:MORE THAN 40 CVs company receive in a day.

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QUESTION 6

 How do you scan the resumes?  TABLE 6: SHOWING WAYS TO SCAN RESUMES  Serial no       Options Educational Qualification Experience Current Working Skills Current Working Company Specify if any other 727$/ No. Of Responses

     

Chart 6:BAR CHART SHOWING WAYS TO SCAN RESUMES

30 25 20 15 10 5 0

25

25 20 15 Series1

1
 

EDUCATIONAL Inference: Company's scan the resumes mostly based on QUALIFICATIONS and EXPERIENCE.       MP Birla Institute of Management

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QUESTIONS 7

 What is the length of recruitment cycle of your company? TABLE 7: SHOWING LENGTH OF RECRUITMENT CYCLE

Serial no


 

Chart 7:PIE CHART SHOWING LENGTH OF RECRUITMENT CYCLE

0% 0% 40% 1 2 3 4

60%

     

Inference:Length of recruitment cycle is between 1month-2 months

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Options 1week-2weeks 2weeks-1month 1month-2months 2months-3months 727$/

No. Of Responses

 

QUESTION 8

  How many stages of recruitment process are there in your company? TABLE 8: SHOWING STAGES OF RECRUITMENT PROCESS  Serial no
  "

Chart 8:PIE CHART SHOWING STAGES OF RECRUITMENT PROCESS

0% 40%

20%

0%

40%

1 2 3 4 5

       

Inference: 6 TO 8 STAGES of Recruitment Process are followed in Companies.

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Options
  # 4 2 ) 0 531) &

No. Of Responses
7 6 (!' $ !

 

QUESTION 9
Which method of recruitment process you adopt?  TABLE 9: SHOWING METHOD OF RECRUITMENT PROCESS   Serial no Options No. Of Responses Internal Recruitment External Recruitment Applicant Tracking System Web Recruitment Outsourcing
G F D E 531D 8 C 9 B A

Chart 9:BAR CHARTS SHOWING METHOD OF RECRUITMENT PROCESS

30 25 20 15 10 5 0 1
  

22

24

22

24

Series1 3 2 3 4 5

0 6

Inference: EXTERNAL RECRUITMENT and OUTSOURCING are the Methods of


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A 9 9 @9 B

I PH A 9 9 @9

 

QUESTION 10

 What are the components your company includes in Internal Recruitment?  TABLE 10 : SHOWING COMPONENTS OF INTERNAL RECRUITMENT  Serial no
Q R S S TR

       Chart 10 :BAR CHARTS SHOWING COMPONENTS OF INTERNAL RECRUITMENT

30 25 20 15 10 5 0 1
        

23

25

Series1 3 2 3

0 4


Inference: EMPLOYEE REFERRALS is the important component in Internal recruitment.

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f Pe X UVR S

Options Present Employees Former Employees Employee Referrals Specify if any other
d b Y ` 5c1aY

No. Of Responses

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QUESTION 11

 What are the components your company includes in External Recruitment? TABLE 11: SHOWING COMPONENTS OF EXTERNAL RECRUITMENT  Serial no Options No. Of Responses Head Hunting   Employment Exchanges   Campus Recruitment   Consultancy   Walk-ins    727$/  Chart 11:BAR CHART SHOWING COMPONENTS OF EXTERNAL RECRUITMENT

30 25 20 15 10 5 0

25

25

25

25

Series1 4

1


Inference: ALMOST ALL THE COMPONENTS in external recruitment is used in


companies. 

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QUESTION 13

 What do you see as the most pressing issues for IT in the following area?   TABLE 11: SHOWING MOST PRESSING ISSUES IN IT SECTORS Serial no      Options Recruitment Motivation Career Development Retention 727$/ No. Of Responses

    

Chart 11:BAR CHART SHOWING MOST PRESSING ISSUES IN IT SECTORS 30 25 20 15 10 5 0 1 2 3 4 3 4 Series1 25

12

     

Inference:Most pressing issues in software companies are RETENTION.

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CHAPTER CHAPTER 6

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LIST OF FINDINGS FI
  The most effective way of advertising JOBPOSTING 2. Type of medium company use to disclose job opportunity is through INTERNET.  Company's look to Nat ional Market for JOB SEEKERS. 5. MORE THAN 40 CVS company receive in a day EXPERIENCE   Company is currently filling the post for SOFTWARE ENGINEERS.  Companies scan the resumes mostly based on EDUCATIONAL QUALIFICATIONS and 7. Length of recruitment cycle is between 1month-2 months

 Mostly 6 OR 8 STAGES of Recruitment Process are followed in Companies.  EXTERNAL RECRUITMENT and OUTSOURCING are the methods of Recruitment adopted in software companies 10.EMPLOYEE REFERRALS is the important component in Internal recruitment. 11.ALMOST ALL THE COMPONENTS in external recruitment Is used in companies.

                

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CHAPTER CHAPTER 7

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Conclusion
1. Out of five companies three IT companies show a positive sign that the length of the recruitment cycle can be reduced by (a) Conducting all the interview rounds in two to three days. (b) By making candidate to join early. (c) By improving the various steps in the process . (d) By removing non-value adding activities. 2. It is possible to increase the pool of qualified job candidates by reducing the costs (Direct and Indirect cost) associated with the recruitment process. 3. Various methods of recruitment process are available to reduce the cycle time and to improve the efficiency. The researcher prominently observed recruitment process like Applicant Tracking System, Web Recruitment and Outsourcing.

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CHAPTER CHAPTER 8

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Suggestions and Recommendations


1. Most of the IT companies are taking 1month -2months to Complete the entire recruitment process. Because companies are following mostly 8 steps in the process. Therefore it is Necessary to cut down to five steps. 2. Web recruitment and applicant tracking system of Recruitment can be implemented in the IT companies to complete the process at the faster rate. 3. Indirect and Direct costs can be reduced by following: Conducting all the interview rounds in two to three days. By making candidate to join early. By improving the various steps in the process. By removing non-value adding activities.

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ANNEXURE
QUESTIONNAIRE Questions on End to End Recruitment process in IT companies in Bangalore sti ecr cess

(1) Which is the most effective way of advertising for your job openings? Media Job Posting Audio and TV Web-Centric ads Print

(2) Type of medium to disclose job opportunities (a) TV (b) Magazines (c) Internet (d) Specify if any (3) Where do you look for job seekers? (a) National market (b) Local/Regional Market (c) Specify if any (4) What are the positions you are filling currently? (a)Software Engineers (b) Project Leaders (c) Team Leaders (d) Specify if any

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(5) How many CVs you get every day? (a) 10-20 (b) 20-30 (c) 30-40 (d) >40 (6) How do you scan the resume? (a) Educational Qualification (b) Experience (c) Current Working Skills (d) Current Working Company (e) Specify if any (7) What is the length of recruitment cycle time of your company? (a) 1week-2week (b) 2week-1month (c) 1month-2month (d) 2month-3month (8) How many stages of recruitment process are there in your company? (a) 5 (b) 6 (c) 7 (d) 8 (e) >8 (9) Which method of recruitment process you adopt? (a) Internal Recruitment (b) External Recruitment
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(c) Applicant Tracking System (d) Web Recruitment (e) Outsourcing (f) Specify if any (10) What are the components your company includes in Internal Recruitment? (a) Present Employees (b) Former Employees (c) Employee Referrals (d) Specify if any (11) What are the components your company includes in External Recruitment? (a) Head Hunting (b) Employment Exchanges (c) Campus Recruitment (d) Consultancy (e) Walk-ins (f) Specify if any (12) When and where the selection is conducted?

(13) What do you see as the most pressing issues for IT in the following area? (a) Recruitment (b) Motivation (c) Career Development (d) Retention (e) Specify if any (14) Do you compare your Recruitment process with competitors and benchmark?

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(a) Yes (b) No (15) If Yes, how?

(16) How do you standardize your recruitment process? (a) By periodically updating recruitment process (b) By keeping abreast of latest Recruitment Trends (c) Specify if any

(17) How is the Evaluation done after the Recruitment process is over?

(18) Do you think existing recruitment cycle can be reduced even further ? (a) Yes (b) No (19) If yes, how?

(20) And by how many days the recruitment cycle time can be reduced?

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BIBLIOGRAPHY BIBLIOGRAPHY
BOOK BOOKS AND JOURNALS
Human Resources and Personnel Management by Ashwathappa, 3rd edition. Project References Ajilon Executive Research

WEB SITES
1. www.google.com 2. www.mamma.com 3. www.wipro.com 4. www.slksoftware.com 5. www.symphony.com 6. www.capgemini.com 7. Www. (cbiz.in). Com

Supplemental data or information from secondary source : Thinking About Recruitment - A Hewitt Article 11-Nov-2004 Shanghai - By Simon Keeley, Hewitt Associates China "No company can grow revenues consistently faster than its ability to get enough of the right people to implement that growth and still become a great company" Such is Packard's Law (Dave Packard, of HP), and I think of it every time I hear another client tell me that they plan to become a billion dollar company in China by 2010, especially when that company might be doing, say, 200 million or so now.

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The talent gap in China is, of course, the biggest impediment to this kind of growth. Every one knows it. Most of all, the available talent knows it, and they are not shy about exploring other opportunities as a consequence. This drives turnover rates higher. While the average in China is around 11%, rates vary across industries - some are as high as 20% - and companies; some experience turnover in the 30's. And not all job functions are affected equally. HR, IT, Sales, R&D, and Marketing are all high turnover functions. This means that, in addition to hiring enough of the right people to fuel projected growth, companies also must hire enough of the right people to fill the gaps left by those who leave to pursue other opportunities. In this environment, companies not only need to work harder to retain the people they need; they must be much smarter about recruitment, as well. For anyone serious about winning, the campus recruitments programs, the bland advertisements in the Career Times, the undifferentiated postings on Job51, and the indiscriminate use of search firms are not enough. Everyone else is doing these things, too. If this were a fishing competition, it would be as every fisherperson took their lines down to the same patch of sea, used the same type of bait, and cast off at the same time. In this environment, too, companies need to be smarter about how they run their qualifications process. At the front end, a smart 'marketing' campaign can help, in that you'd attract more of the people likely to succeed, and put off more of those who are less likely to succeed. In addition, testing, screening, interview processes - all the usual things - not only need to be super-efficient, they must

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also consistently reinforce messages about culture, work environment, and the brand - the employment brand. This implies that at the heart of every effective recruitment strategy is a crisp answer to a deceptively simple question: why should the people we need to drive our business come and work for us as opposed to going to work for someone else? Lastly, companies need to pay attention to how that final conversation in the recruitment cycle - the offer conversation - is conducted. Make no mistake: if one of the 'right people' is sitting across the table from you, this is a sales conversation - with all the usual elements of a sales conversation: discussion of features and benefits of the offer, responding to objections, and negotiation of price and other terms and conditions. How often do these conversations fall apart? What's the offer to acceptance ratio in your company? And how often do you hear as a consequence that your offer is way 'below market?' Your offer probably isn't below market at all. For one thing, your candidates are demanding a premium - possibly higher than 50% - to change jobs. For another, it may be that those having the 'sales conversation' are emphasizing 'features' rather than benefits. And, for another, it may be that those conversations are being conducted without passion or conviction. This last element may be the most important of all. Just last week I heard a story of how a candidate in a second-tier city had accepted an offer to work at a company for 15,000 RMB per month less than she was getting at her previous

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company. Why? Because she was sold on the company's vision, the energy of its people, and the opportunities in its possibilities. She took the job because she recognized a company and a group of people to which she passionately wanted to belong.

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