SUMMER TRAINING REPORT

ON
RECRUITMENT AND SELECTION PROCESS OF BASKETHUNT
PVT LTD

PROJECT REPORT SUBMIITED IN PARTIAL

FULFILLMENT OF THE REQUIREMENT OF BACHELOR
OF BUSINESS ADMINISTRATION (B&I) EVENING
BY

DINESH KUMAR

ENROLLMENT NO:00891101820

Under the guidance of

MRS. ASTHA DHUPAR

SRI GURU TEGH BAHADUR INSTITUDE OF

MANAGEMENT AND INFORMATION TECHNOLOGY
(Affiliated to GGSIP University Delhi)
(2020-2023)

1
 DECLARATION

I, hereby declare that the project work entitled “RECRIUTMENT AND SELECTION
PROCESS OF BASKETHUNT PVT LTD” submitted to GURU GOBIND SINGH
INDRAPRASTHA UNIVERSITY is a record of an original work done by me under the
guidance of MRS. ASTHA DHUPAR faculty member at Sri Guru Tegh Bahadur
Institute of Management and Information Technology.

.........................................

(Signature of the Scholar)

Name of the Scholar:

DINESH KUMAR

Enrolment No: 00891101820

2
3
 CERTIFICATE

This is to certify that DINESH KUMAR , student of SRI GURU TEGH

BAHADUR INSTITUTE OF MANAGEMENT & INFORMATION
TECHNOLOGY of course BBA(BAKING&INSURANCE ) has completed
project work title RECRUITMENT AND SELECTION PROCESS
OF BASKETHUNT PVT LTD

under my guidance and supervision. Thiswork is genuine.

………………………….
(signature of project in charge)
Ms. BIPASHA KAUR

………………………….
(Signature of guide)
Ms. ASTHA DHUPAR
....................................

(Signature of the Scholar)

Place: Delhi DINESH KUMAR

Date: Enroll. number: 00891101820

4
 ACKNOWLEDGEMENT

I would like to take the opportunity to thank and express my deep

senseof gratitude to my mentor Ms. Astha dhupar. I am greatly
indebtedto her for providing their valuable guidance at all stages of the
study, advice, constructive suggestions, positive and supportive
attitude and continuous encouragement, without which it would have
not been possible to complete the project.

………….……………………….

(Signature of the Scholar)

DINESH KUMAR
Enrolment number:00891101820

5
 Table of Contents

S.NO. TOPIC PAGE NO.

1. EXECUTIVE SUMMARY 09

2. CHAPTER-1 INTRODUCTION TO
HUMANRESOURCE
10
1.1 Meaning
10
1.2 Functions of HRM
11
1.3 Responsibilities of HRM

1.4 Objective of HRM 15

1.5 Scope of HRM 16

1.6 Evolution of HRM 18

3. CHAPTER-2 INTRODUCTION TO
THECOMPANY
20
2.1 About the Company
21
2.2 How it Works
22
2.3 Services being offered
25
2.4 Company’s Vision
25
2.5 Company’s Mission

4. CHAPTER-3 ABOUT THE TOPIC

3.1 Recruitment 26

3.2 Selection 41

6
5. CHAPTER-4 RESEARCH AND
METHODOLOGY
4.1 Objective of the Study 51
4.2 Data Collection
51
4.3 Type of Research
52
4.4 Sample Size
54
4.5 Types of Sampling
54
4.6 Sampling Area
54
4.7 Sampling Unit
54
4.8 Limitation of Report
54
6. CHAPTER-5 DATA ANALYSIS AND
56
INTERPRETATION

7. CHAPTER-6 FINDINGS &

72
CONCLUSION

8. SUGGESTIONS AND
74
RECOMMENDATION

9. BIBLIOGRAPHY
75
10. ANNEXURE
76

7
 LIST OF FIGURES

S.no. Figures Page No.

1 Data Analysis Figure 5.1 57

2 Data Analysis Figure 5.2 58

3 Data Analysis Figure 5.3 59

4 Data Analysis Figure 5.4 60

5 Data Analysis Figure 5.5 61

6 Data Analysis Figure 5.6 62

7 Data Analysis Figure 5.7 63

8 Data Analysis Figure 5.8 64

9 Data Analysis Figure 5.9 65

10 Data Analysis Figure 5.10 66

11 Data Analysis Figure 5.11 67

12 Data Analysis Figure 5.12 68

13 Data Analysis Figure 5.13 69

14 Data Analysis Figure 5.14 70

15 Data Analysis Figure 5.15 71

8
 EXECUTIVE SUMMARY
The purpose of this report is to give insight into the HRM role in the organization.
Itssignificancetotheemployee’sperformance,HRplanninginvolvingrecruitment and
selection strategies, employee relations has been discussed afterward. The report also
highlights the Recruitment and Selection procedure of employees. The
HumanResourceManagement(HRM)literaturesuggeststhatHRMpracticesinan
organization should be vertically aligned with its strategic choices, supporting the
strategy of the organization, and horizontally aligned with other operational processes,
facilitating the operations of the organization. Many have also argued
thattightstrategicalignmentcandamagethecapacityoftheHRMfunctiontofulfill
itshistoricalroleinbalancingemployeeinterestswithmanagerialinterests,andthat each
organization, and each HRM function, will be faced with dilemmas in this manner that
need to be resolved. Project-oriented organizations make the strategic choice to adopt
temporary organizations, such as projects and programs.

In human resources department, I have been working under MR. VISHAL KUMAR
GUPTA an experienced person in the human resource sector who worked in an array
of different companies in different industries including Truelancer.com. He works as
the HR manager and was my direct supervisor. During my time working under him I
was assigned various tasks relating to HR. Some of the tasks assigned to me are listed
below:

• Interview the candidates through Telephone / Online meet

• Responsible for Collecting required documents from Candidates.
• Responsible for Creating Performance reports Of employees.
• Submit weekly and monthly reports via Mail and Daily Report via Whatsapp.
• Complete weekly and monthly targets assigned by Management.

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 CHAPTER 1

INTRODUCTION TO INDUSTRY

Meaning of HRM:
Human Resource Management, or HRM, is the practice of managing people to achieve
better performance. For example, if you hire people into a business, you are looking for
people who fit the company culture as they will be happier, stay longer, and be more
productive than people who won't fit into the company culture.

• Human Resources are all the people that in one capacity or another work for or
contribute to an organization. These people make up a company’s workforce.
They can be regular employees, for example, but also contractors. Especially
with the rise of the gig economy, more and more people are starting to work for
anorganizationonacontractbasiswithouthavingatraditionallaborcontract.

• These people include independent contractors, workers provided by contract

firms, on-call workers, and temporary help agencyworkers.

• An independent contractor can be under contract for years at the same

organization, while an agency worker can work at 20 different companies
throughout one year. Because these people are all involved in the company to a
different extent, the way they are managed and involved in the organization
should also be different.

Functions of HRM

1. To develop a thorough knowledge of corporate culture, plans and policies.

2. To act as an internal change agent and consultant.
3. To initiate change and act as an expert and facilitator.

10
 4. To actively involve himself in a company's strategy formulation.
5. To keep communication lines open between the HR function and individuals and
groups both within and outside the organization.
6. To identify and evolve HR strategies in consonance with overall business
strategy.
7. Tofacilitatethedevelopmentofvariousorganizationalteamsandtheirworking
relationship with other teams and individuals.
8. To try and relate people and work so that the organization objectives are achieved
effectively and efficiently.
9. To diagnose problems and to determine appropriate solutions particularly in the
human resources areas.

Responsibilities of HRM

1. Planning According to Staff Needs – Human resource planning (HRP) may be

definedasstrategyforacquisition,utilization,improvementandpreservationof the
human resources of an enterprise. The objective is to provide the right personnel
for the right work and optimum utilization of the existing human resources. HRP
exists as a part of the planning process of business. This is the
activityofthemanagementwhichisaimedatcoordinatingrequirementsforand the
availability of different types of employers. The major activities of HRP include:
forecasting (future requirements), inventorying (present strength), anticipating
(comparison of present and future requirements) and planning (necessary
program to meet future requirements).

• Human Resource Planning involves gathering of information, making

objectives, and making decisions to enable the organization achieve its

11
 objectivesandgoals.Surprisingly,thisaspectofHRisoneofthemostneglected in the
HRM field.

2. Employee Recruitment and Selection - If Recruitment is like a torch, employee

selection is a shadow of that torch. Many use recruitment and selection terms
interchanging. However both terms have different meaning and purpose, as
employee selection is followed by recruitment process which starts from
identificationofvacancies,creatingreservationforthevacancies/posts,prepare
recruitment notification which includes following details required details to
filled up by applicants including minimum and cut off age for the post he/she
applied, job specifications mentioning required qualifications, job description,
salary for each post, mode of selection process, tests and most importantly last
date of submission of application, application fee, mode of submission of
application and to whom it should be submitted.

• After receiving applications from applications after the closing date of

submission of application, selection process begins with issuing date of
conducting selection tests. In between the recruitment and selection process,
employers have to decide which type of selection tests should be conducted to
which post. This is the crucial step as different qualifications are required for
different posts. After finishing the selection tests, identification of meritorious
candidatesbeginswhichisfollowedbyconductinginterviewsforselectionfinal list
of selected people to the post they appliedfor.

3. Employee Compensation and Benefits - Cash is not enough today to recruit and
retaintoptalentforyourbusiness.Providinganattractivebenefitsplanisjustas
important.Employeebenefitsaregiventoanemployeeintheformofincentives,

12
 providing insurance, over time payment or in non-financial form like giving
training & development for employees to develop their career and most
importantly providing flexible working hours to balance between work and life
ofemployees.

Objectives of HRM

1. Achieve organizational goals - Organizational objectives include workforce

handling, staff requirements like hiring and onboarding, payroll management
and retirement. To succeed at organizational objectives, HR requires efficient 13
planning and execution. Without a set parameter for goals and mission and
resources, HRM is incomplete. After you know your resources and planning in
place, achieving HRM objectives is not so difficult.

2. Achieve organizational goals - Organizational objectives include workforce

handling, staff requirements like hiring and onboarding, payroll management
and retirement. To succeed at organizational objectives, HR requires efficient 13
planning and execution. Without a set parameter for goals and mission and
resources, HRM is incomplete. After you know your resources and planning in
place, achieving HRM objectives is not so difficult.

3. Team Integration - One of the prime roles and objectives of HRM is to make
sure the team coordinate efficiently. Easy communication is the need for teams
at an enterprise. An HR here must ensure a tool to assist in making the integration
easier and smooth. Proper connect between individuals is a must to ensure
productivity. To make the HR management a success, you need to search for

13
 better integration portals to make data availability easier for people. Functional
objectives like team integration are to produce streamlined operations and tasks.

4. Training and development - Workforce being effective and performing are two
important and basic elements to work upon for achieving your basic objectives
at an organization. With proper training and providing future opportunities,
employees feel safe and organized.

5. Effective employment is highly dependent upon the training practices. Providing

opportunities to employees is one great step to ensure workforce management.

6. Employee motivation - Give powers to them. Take their views on things. Involve
them into weekly meets or decisions. Even if it is a fresher, let them join. Keep
the morale always high. Employee recognition like yearly appraisal based on
their performance can help.

Automated feedback systems for performance appraisal management can keep your
employees motivated and ensure productivity throughout service.

7. Workforce empowerment - Talking about employee motivation, nothing can

work better than empowering them. Empowering them with tools like ESS
(employee self-service) portal can help save HR efforts too.

With the portal, employees can themselves apply for approvals and track them through
their mobile phone. Be it leave request, generating payslip, checking PF account,
remaining leaves, upcoming holidays, manager details, or anything, HR intervention is
least required. Now, you no longer need to knock on HR’s desk for small queries.

14
Even a small error or miscalculation can owe you huge penalties and even may lose
respect. When committing to tasks like employment and payroll, you need to be careful
about laws and regulations. Objective here is to keep any unwanted claims at bay for
smooth functioning. Automated software like HRMS system can help you keep errors
at side and leave no window for owing any penalty from IRS. It is the responsibility of
HR to follow IRS guidelines and standards for effective employment at a company.
Stay assured with all the legalities.

Scope of HRM

The scope of HRM is, indeed, very vast and wide. It includes all activities starting from
manpower planning till the employee leaves the organization. Accordingly, the scope
of HRM consists of acquisition, development, maintenance/retention, and control of
human resources in the organization. The same forms the subject matter of HRM. As
the subsequent pages unfold, all these are discussed, in detail, in seriatim.

1. The Labor or Personnel Aspect: This is concerned with manpower planning,

recruitment, selection, placement, transfer, promotion, training and
development, lay-off and retrenchment, remuneration, incentives, productivity,
etc.
15
 2. Welfare Aspect: It deals with working conditions, and amenities such as canteen,
crèches, rest and lunch rooms, housing, transport, medical assistance, education,
health and safety, recreation facilities, etc.

3. Industrial Relations Aspects: This covers union-management relations, joint

consultation, collective bargaining, grievance and disciplinary actions,
settlement of disputes, etc.

4. Welfare Aspect: It deals with working conditions and amenities such as canteens,
rest and lunch rooms, housing, transport, medical assistance, education, health
and safety, recreation facilities, etc.

5. Personnel Aspect: This is concerned with manpower planning, recruitment,

selection, placement, transfer, promotion, training and development, layoff and
retrenchment, remuneration, incentives, productivity etc.

Evolution of HRM in India

In Western countries Human Resource Management (HRM) had its primitive

beginning in the 1930s. Not much thought was given on this subject in particular and

16
no written records or documents existed on this subject even as a philosophy in the
Western ancient literature. The philosophy of managing human beings, as a concept,
was found developed in ancient literature in general in Indian philosophy in particular.

In the ancient times, the laborers were looked down upon. It was considered menial to
work for a livelihood. But gradually the factory system came into existence and later
industrialization followed by urbanization. This led to a greater emphasis on’ labor
management’. Earlier it was known as ‘Personnel Management’, then ‘Human
Resource Management’ and in recent times as ‘Human Resource Development’.

In ‘Personnel Management’, the employees were treated as mere Laboure’s who

required constant supervision. The human element was not given due importance. Later
Elton Mayo’s “Hawthorne Experiments’ gave rise to “Human Resource Management’.
Here the ‘Human element’ was emphasized. The workers were treated not merely as
“cogs in the machine” but as human beings, as individuals and as a social being. In
HRM, the main aim was to encourage and motivate the employees to identify their
capabilities and use them efficiently.

But the buzz word today is ‘Human Resource Development’. Unlike HRM, here the
main objective is not just identifying an individual employee’s existing potentials but
also those capabilities innate in him. HRD aims at bringing out the hidden potentials of
an employee and helping him develop as an individual.

17
What is the role of a Human resource officer?

He/she is responsible for formulating and designing

Human Resource policies in compliance with labor
laws and sees all HR related activities starting from
hiring to firing an employee in an organization.

The Human Resource Manager is responsible for

overseeing human resources activities and policies
according to executive level direction. They supervise human resources staff as well as
see staffing, compensation, assessing and providing employee benefits, providing
training & development, safety & welfare of staff, maintaining healthy labor relations,
providing employee handbook and maintaining employment records as required by the
employment laws.

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 CHAPTER-2

INTRODUCTION TO COMPANY

2.1 About the Company

Basket Hunt Initially started with an e-commerce plan during Covid-19 and now has
expanded the business to Cloud Computing and Web Services .We’re dedicated to
giving you the very best of Daily Essentials, with a focus on Groceries, Clothing,
Electronics Etc.

Founded in April 2020 by Mr. Vishal Kumar Gupta, BasketHunt has come a long way
from its beginnings in Sahibganj. When Sujit Kumar Gupta first started out, his passion
for Baskethunt drove them to quit day job, do tons of research, etc, so that BasketHunt
can offer you daily essentials during Covid Pandemic. We now serve customers all over
India and are thrilled that we’re able to turn our passion into public service.

I hope you enjoy my products as much as I enjoy offering them to you.

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2.2 How Baskethunt Works?

Choose a service of your choice.

Fill in the required details asked in a form (missing out on any important information
in the form could delay the process).

The service will be provided to you in 1 - 3 working days (depends on your cooperation
on gathering information for the service if required).

Once you receive our service, you could ask for revision(s) if it does require any kind
of changes that you'd like. And it's that simple!

2.3 Services offered by Baskethunt

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 1) Resume Services

“Resumes for a good first Impression”.

A good resume can help you stand out from the competition. Let our team of experts
craft a resume that’s customized for the specific position you have an eye for. We at
Begin make sure to highlight all your fine skills and talents that justify an interview
with potential employers.

1.1 Traditional Resumes:

A classic, straightforward resume consisting of no flashy graphical elements. A tried-

and-true way to present your professional history and achievements. List skills,
experience, and education in a standard one or two page format. Your safest bet,
vouching heavily on its readability and scannability.

1.2 Experience Resume

Let your work speak volumes so that the selection panel does not miss out on anything
important. A subtle and understated resume. Designed to emphasize your work history
and experiences. Reflect all your past performance in a well-defined format, by
bringing all the relevant skills to the notice of the recruiters. Focusing on highlighting
all the essential information that meets the recruiter’s expectations of a perfect
candidate.

1.3 Fresher’s Resume

Don't have enough experience? No problem. Make your resume stand out from crowd

21
as a new graduate. A layout designed to showcase your education, accomplishments
and experience in early stages. Make your first resume as a fresher look good.

2) Cover Letter Services

“Cover Letters that highlight you”.

Do you know why a good cover letter is essential? A study suggests that 56% of
recruiters expect applicants to attach a cover letter to their resumes. Our team of experts
can help you design a cover letter that exclusively complements your skills and talents
with that of the job description. It will undoubtedly give you an advantage over your
competitors and secure the interview.

A well written and informative cover letter will increase your chances of getting an
interview.

3) LinkedIn Optimization Services

“LinkedIn optimization to advance your Career”.

An optimized LinkedIn profile is one where every part of your personal profile is filled
out and shows audiences what you do, who you are, and what you are an expert in. This

22
helps your profile rank higher in LinkedIn searches and builds trust among those who
might want to connect or follow you.

An optimized LinkedIn profile shows visitors what/where/who you are. Helps

recruiters understand that you may be open to work, and your expertise.

It makes you stand out if you apply for a job and boost your personal brand.

4) Interview Preparation Services

“Prepare for your confident Interviews”.

An interview's coming up and you're not prepared? Bring out your confidence and
oversee your skills right through your instincts. In addition to timing and strategy, we've
compiled a comprehensive list of must-have ways to prepare for an interview and knock
it out of the park. Each session is carefully supervised by our professionals, making us
the highest recommended.

There are tons of tactics to help you ace the big day, and we compiled some of the best.
So, before you bravely march into the interviewer’s office or hop on the phone for a
phone screening, check out these articles that’ll help you snag that job.

Our team provides you with best training.

Ready, set, prep!

23
2.4 Our Vision

▪ “Galvanize an impact with our professional career-building services”

2.5 Our Mission

▪ “Forge your path to success with our professional career-building

services”

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 CHAPTER-3

INTRODUCTION TO TOPIC

Recruitment is defined as the process of identifying and making the potential candidates
to apply for the jobs. Selection is defined as the process of choosing the right candidates
for the vacant positions. Recruitment is a set of techniques that aims to attract people
with good skills and high potential to work in your business. Selection goes hand in
hand with recruitment and represents the final stage of the recruiting life cycle. This is
where you choose a preferred candidate or candidates from the applicant pool.

3.1 Recruitment

In human resource management, “recruitment” is the process of finding and hiring the
best and most qualified candidate for a job opening, in a timely and cost-effective
manner. It can also be defined as the “process of searching for prospective employees
and stimulating and encouraging them to apply for jobs in an organization”.

It is one whole process, with a full life cycle, that begins with identification of the needs
of the company with respect to the job, and ends with the introduction of the employee
to the organization.

Obviously, the main reason why the recruitment process is implemented is to find the
persons who are best qualified for the positions within the company, and who will help
them towards attaining organizational goals. But there are other reasons why a
recruitment process is important.

25
To ensure proper alignment of skill sets to organizational goals: Through recruitment,
organizations make sure that the skill sets of the staff or manpower of 25 the company
remains aligned to its initiatives and goals.

In the event that they notice some positions do not really contribute to the advancement
of the organization towards its goals, then it can take the proper action to correct this,
probably through job redesign, restructuring of the workforce, or conduct of job
enrichment programs.

To ensure effective and efficient recruiting: Effective recruiting means that the person
employed for the job is the best possible candidate for it, with all the required skills,
talents and qualifications of the job. Efficient recruiting, on the other hand, means that
the process has been carried out without incurring a lot of costs on the part of the
organization. By following the process, there is a greater chance that the human
resources department can get the best possible person for the job. Organizations may
carry out their hiring.

To ensure compliance with policies and laws: There are various rules, laws and
regulations that organizations must adhere to when it comes to its human resources
management. Equal opportunity employment and non-discrimination in hiring are two
of them. By following a recruitment process, the chances of the organization violating
these policies will be low.

The Recruitment Process:

Prior to the recruitment process, the organization must first identify the vacancy and
evaluate the need for that position. Will the organization suffer if that vacancy is not

26
filled up? Is there really a need for that open position to be occupied by someone? If
the answer is affirmative, then you can proceed to the recruitment.

Step 1: Conduct of a job analysis

Basically, this step will allow the human resources manager, hiring manager, and other
members of management on what the new employee will be required to do in the
position that is currently open for filling up. This has to be done in a systematic manner,
which is what the job analysis is for.

According to human resource managers, the position or job description is the “core of
a successful recruitment process”. After all, it is the main tool used in developing
assessment tests and interview questions for the applicants.

What does this stage entail?

a) Build a job description: Before anything else, the organization must first know
exactly what it needs, or who it needs. It could be that the organization deemed
a need for a job that is not included in the current roster of jobs, hence, the need
to create a new one.

b) Job analysis involves identification of the activities of the job, and the attributes
that are needed for it. These are the main parts that will make up the job
description. This part has to be done right, since the job description will also be
used in the job advertisement when it is time to source out talents. The job
description generally includes the following:

27
 ▪ Title and other general information about the position.

▪ Purpose of the position in the unit, department, and organization as whole.

▪ Essential functions of the job or position.

▪ Minimum requirements or basic qualifications.

a) Review the job description: Once the job description has been created, it is a
good idea to review it for accuracy and to assess whether it is current or not.
Also, in cases where job descriptions are already in place, there is a need to
revisit them and check their accuracy and applicability with respect to the status
quo. What if the job description is already outdated? A review will reveal the
need to update the job description, for current applicability.

There are three positive outcomes from conducting a review of the job description:

• To ensure continuous improvement of the organizational structure- This can be

an efficient way of conducting organizational audit, to determine which jobs are
redundant and thus no longer needed, and which ones are needed.

• To evaluate competencies for each position- Jobs evolve. In as much as

circumstances and work conditions change, so will the requirements for the job.
It is possible that a job may require a new competency from the worker that it
did not need before. By evaluating the competencies, the impact of the job within
the organizational structure is ensured.

28
 • To evaluate the wages or compensation for each position- Without management
knowing it, the worker or employee performing a specific job may be
undercompensated, leading to dissatisfaction. By reviewing the job description,
management can assess whether the job is getting paid an amount that is
commensurate to the skills and competencies required.

Finally, you should then have an effective job description ready for attracting talent.

b) Set minimum qualifications for the employee who will do the job: These are the
basic requirements that applicants are required to have in order to be considered
for the position. These are required for the employee to be able to accomplish
the essential functions of the job. Therefore, they should be relevant and directly
28 relate to the identified duties and responsibilities of the position.

The organization may also opt to include other preferred qualifications that they are
looking for, on top of the minimum or basic qualifications.

c) Define a salary range: The job must belong to a salary range that is deemed
commensurate to the duties and responsibilities that come with the position.
Aside from complying with legislation (such as laws on minimum wages and
other compensation required by law), the organization should also base this on
prevailing industry rates.

For example, if the position is that of a computer programmer, then the salary range
should be within the same range that other companies within the same industry offer.

Step 2: Sourcing of talent

29
This is the stage where the organization will let it be known to everyone that there is
an open position, and that they are looking for someone to fill it up. Before advertising,
however, the organization must first know where to look for potential candidates. They
should search out the sources where the persons that can potentially fill the job are
going to be available for recruitment. That way, they will know where to direct their
advertising efforts.

Various methods are employed by organizations in order to advertise the open position.

▪ Networking: Word-of-mouth is the best form of advertising, and when it takes

the form of networking, it becomes more effective. In recruitment, this is often
done through representatives of the company attending college and career fairs,
letting them know about the opening in their organization. This is a tactic
employed by large software and tech companies that want to hire fresh, young
29 and brilliant minds into their organization. They personally visit colleges,
targeting the top students. They also use their connections within the industry to
attract the attention of talents with the highest potential.

▪ Posting: Recruitment often involves the application of candidates both from

within and outside the company. Thus, in order to attract the best possible talents,
it is recommended that the posting of the open positions be made internally and
externally. Internal posting usually takes the form of the vacancy announcement
being displayed in bulletin boards and other areas within the business premises
where the employees and visitors to the company are likely to see it. Posting
externally may be in the form of flyers being distributed, or vacancy notices
being displayed in other areas outside of the business premises. Companies with
websites often post open positions on their company site, while some also use
job boards.

30
 ▪ Print and media advertising: One classic example of this would be the Classifieds
section of the local daily or weekly newspaper. Companies looking for people to
fill up open positions make the announcement in the newspapers, providing the
qualifications and the contact details where prospective applicants may submit
their application documents. When trying to attract the attention of suitable
candidates, the organization makes use of various tools and techniques. If it
wants to get the best candidates, then it should not be haphazard about things.

▪ Developing and using proper techniques: The Company may include various
offerings in order to attract the best candidates. Examples are attractive salaries,
bonus and incentive packages, additional perks and opportunities that come with
the job, proper facilities at work, and various programs for development.

▪ Using the reputation of the company: Perhaps the best publicity that the company
can use to attract candidates is its own reputation in the market. If the 30
company is known for being a good employer – one that aids in its employees’
personal and professional growth and development – then it is a good point for
the company to capitalize on in advertising its open positions.

Step 3: Screening of applicants

This is most probably the part of the recruitment process that requires the most amount
of work. This is where the applicants’ skills and personalities are going to be tested and
evaluated, to ascertain whether they are a good fit for the job and its description.

31
▪ Preliminary screening: It is often the case, especially in large organizations,
where one open position will receive hundreds to thousands of applications from
candidates. In an ideal world, it would be good for the hiring managers to be able
to interview each and every single one of them. However, that is also impractical,
and very tedious. Not really advisable, especially if the organization is in need
of manpower in the soonest possible time. Thus, there is a need to shorten the
list of candidates, and that is done through a preliminary screening. Usually, this
is conducted by going through the submitted resumes and choosing only those
that are able to meet the minimum qualifications. It is possible that this would
shorten the list of applicants, leaving a more manageable number.

▪ Initial interview: The candidates who were able to pass the preliminary screening
will now undergo the initial interview. In most cases, the initial interview is done
through phone. There are those who also conduct interviews through videos
using their internet connection. Often a basic interview, this may involve the
candidates being asked questions to evaluate or assess their basic skills and
various personal characteristics that are relevant to the open position.

▪ Conduct of various tests for recruitment: The hiring managers may conduct tests
on the skills of the candidates and how they use these skills and talents. Other
tests that are often employed are behavioral tests and personality assessment
tests.

▪ Final interview: Usually depending on the number of candidates for the job, and
the preference of the hiring managers and senior management, a series of
interviews may be conducted, gradually narrowing down the list of candidates.
This may go on until the company has finally come up with a shortlist of
candidates that will undergo a final interview. Often, the final interview requires

32
 a face-to-face meeting between the candidate and the hiring managers, as well
as other members of the organization. Top management may even be involved
during the final interview, depending on the job or position that will be filled up.

▪ Selection: In this stage, the hiring managers, human resources representatives,

and other members of the organization who participated in the process meet
together to

▪ Finally make a selection among the candidates who underwent the final
interview. During the discussion, the matters considered are:

▪ Qualifications of the candidates who were able to reach the last stage of the
screening process

▪ Results of the assessments and interviews that the final pool of candidates was
subjected to 32 there will be no problem if they have a unanimous decision on
the candidate that the job will be offered to. In case of varying opinions, the
majority will prevail. If they do not arrive at a decision, there may be a need to
restart the recruiting process, until such time that they are able to reach a decision
that everyone will be satisfied with.

Step 4: Finalization of the job offer

The last step of the previous phase involves the selection of the best candidate out of
the pool of applicants. It is now time for the organization to offer the job to the selected
applicant.

33
 ▪ Making the offer: To make things more formal, a representative of the company
or of the human resources department will contact the candidate and inform him
that he has been selected for the job. In this stage, complete details of the
compensation package will also be made known to the applicant.

▪ Acceptance of the offer by the applicant: The applicant should also communicate
his acceptance of the offer for it to be final. Take note that, if the selected
applicant does not accept the job offer and declines it, the recruitment process
will have to start all over again.

Step 5: Introduction and induction of the new employee

The moment that the applicant accepted the job offer, he has officially gone from being
an applicant to an employee of the organization. The induction process will now begin.

Usually, the beginning of the induction process is marked by the signing of the
employment contract, along with a welcome package given to the new employee. The
date for the first day that the employee will have to report for work and start working
in the company will be determined and communicated to the newly hired employee.

However, it doesn’t end there. The employee will still have to undergo pre-employment
screening, which often includes background and reference checks. When all this pre-
employment information has been verified, the employee will now be introduced to the
organization.

34
Types of Recruitment:

Recruitment is of two types:

1) Internal Recruitment - is a recruitment which takes place within the concern or

organization. Internal sources of recruitment are readily available to an
organization. Internal sources are primarily three - Transfers, promotions and
Re-employment of ex-employees.

Internal recruitment may lead to an increase in employee’s productivity as their

motivation level increases. It also saves time, money and efforts. But a drawback of
internal recruitment is that it refrains the organization from new blood. Also, not all the
manpower requirements can be met through internal recruitment. Hiring from outside
has to be done.

Internal sources are primarily three:

• Transfers

• Promotions (through Internal Job Postings) and

• Re-employment of ex-employees - Re-employment of ex-employees is one of

the internal sources of recruitment in which employees can be invited and 34
appointed to fill vacancies in the concern. There are situations when ex-
employees provide unsolicited applications also.

35
Pros and Cons of Internal Sources of Recruitment

Internal sources of recruitment, i.e., hiring employees within the organization, have its
own set of advantages and disadvantages. The advantages are as follows: -

The advantages are as follows: -

• It is simple, easy, quick, and cost effective.

• No need of induction and training, as the candidates already know their job and
responsibilities.

• It motivates the employees to work hard, and increases the work relationship
within the organization.

• It helps in developing employee loyalty towards the organization.

The drawbacks of hiring candidates through internal sources are as follows –

• It prevents new hiring of potential resources. Sometimes, new resources bring

innovative ideas and new thinking onto the table.

• It has limited scope because all the vacant positions cannot be filled.

• There could be issues in between the employees, who are promoted and who are
not.

36
 • If an internal resource is promoted or transferred, then that position will remain
vacant.

2) External Recruitment - External sources of recruitment have to be solicited from

outside the organization. External sources are external to a concern. But it
involves a lot of time and money. The external sources of recruitment include -
35 Employment at factory gate, advertisements, employment exchanges,
employment agencies, educational institutes, labor contractors,
recommendations etc.

Employment at Factory Level - This a source of external recruitment in which the

applications for vacancies are presented on bulletin boards outside the Factory or at the
Gate. This kind of recruitment is applicable generally where factory workers are to be
appointed. There are people who keep on soliciting jobs from one place to another.
These applicants are called unsolicited applicants.

a) Advertisement - It is an external source which has got an important place in

recruitment procedure. The biggest advantage of advertisement is that it covers
a wide area of market and scattered applicants can get information from
advertisements. Medium used is Newspapers and Television.

b) Employment Exchanges - There are certain Employment exchanges which are

run by government. Most of the government undertakings and concerns employ
people through such exchanges. Now-a-days recruitment in government
agencies has become compulsory through employment exchange.

c) Employment Agencies - There are certain professional organizations which look

towards recruitment and employment of people, i.e. these private agencies run
37
 by private individuals supply required manpower to needy concerns.

d) Educational Institutions - There are certain professional Institutions which serve

as an external source for recruiting fresh graduates from these institutes. This
kind of recruitment done through such educational institutions is called Campus
Recruitment. They have special recruitment cells which help provide jobs to
fresh candidates.

e) Recommendations - There are certain people who have experience in a particular

area. They enjoy goodwill and a stand in the company. There are certain
vacancies which are filled by recommendations of such people. The biggest
drawback of this source is that the company has to rely totally on such people
which can later on prove to be inefficient.

f) Labor Contractors - These are the specialist people who supply manpower to the
Factory or Manufacturing plants. Through these contractors, workers are
appointed on contract basis, i.e., for a particular time period. Under conditions
when these contractors leave the organization, such people who are appointed
have to also leave the concern.

Pros and Cons of External Sources of Recruitment

External sources of recruitment, i.e., hiring employees outside an organization, have

both its benefits and drawbacks. The benefits are as follows –

38
 • It encourages new opportunities for job seekers.

• Organization branding increases through external sources.

• There will be no biasing or partiality between the employees.

• The scope for selecting the right candidate is more, because of the large number
of candidates appearing.

The disadvantages of recruiting through external sources are as follows:

• This process consumes more time, as the selection process is very length

• The cost incurred is very high when compared to recruiting through internal
sources.

• External candidates demand more remuneration and benefits.

3.2 Selection

Selection is the process of choosing the most suitable candidate for the vacant position
in the organization. In other words, selection means weeding out unsuitable applicants
and selecting those individuals with prerequisite qualifications and capabilities to fill
the jobs in the organization. Importance of selection may be judged from the following

39
facts:

1) Procurement of Suitable Candidate is Possible: Only suitable candidates who are

fit for the job are selected from among the prospective candidates for
employment. So, selection is a process by which only desirable candidates are
hired and others are denied the opportunity.

2) Good Selection Reduces the Cost of Training and Development: Proper selection
of candidates reduces the cost of training because qualified personnel have better
grasping power. They can understand the technique of the work better.
Therefore, the organization can develop different training programmes for
different persons on the basis of their individual differences, thus reducing the
time and cost of training considerably.

3) Proper Selection Resolves Personnel Problems: Proper selection of personnel

reduces personnel problems in the organization. Many problems like labor
turnover, absenteeism and monotony shall not be experienced in their severity in
the organization. Labor relations will be better because workers will be fully
satisfied by their work.

The following are the necessary steps generally involved in the selection procedure:

Step 1: Preliminary Interview

It is the first step after receipt and scrutiny of application forms in the selection

40
 process. The preliminary interview is for eliminating those who cannot be employed
because of such factors as age, citizenship, status, disqualifying physical handicaps
and inexperience or lack of training.

It also determines whether the type of work, hours, wages and other working
conditions are agreeable. If the applicant appears to have some chance of being
selected, he is given the application blank to fill in.

Step 2: Application Blank

The successful candidates in preliminary interviews are supplied the application

blank to get a written record of the information. By this application, the information
like family background, date and place of birth, age, sex, marital status, educational
qualifications, working experience, expected salaries and allowances, and
extracurricular activities are gathered.

Step 3: Employment Tests

The personnel department can guide and help in the selection of types of tests,
appropriate for a particular position.

There are two types of tests:

(a) Trade test

(b) Psychological test

41
(a) Trade Test: For jobs requiring technical skill, a trade test is necessary to find out
their capabilities for the type of job. It is done under the supervision of an experienced
supervisor.

(b) Psychological Tests: It is an objective and standard measure of a sample of human

behavior. The main object of psychological testing is to provide a device for 39
measuring quantitatively a typical sample of mental performance in order to predict
what an individual will do under certain circumstances.

The following psychological tests are given below:

1) Aptitude Test: Such tests are designed to measure the aptitude of applicants and
their capacity to learn the skills required on a particular job. It is more useful for
clerical and trade positions.

2) Intelligent Test: To measure the mental alertness and the capacity of a person to
grasp and put together the elements of a novel or an abstract situation.

3) Interest Test: To determine the preferences but not the ability of an applicant for
occupation of different kinds.

4) Knowledge Test: To measure the depth of knowledge and proficiency in certain

skills already achieved by the applicant such as engineering, accounting etc.

5) Projective Test: Which uses the projective technique whereby the applicant
projects his personality into free responses about pictures shown to him, which
are ambiguous.

42
 6) Personality Test: It is designed to judge the emotional balance, maturity and
temperamental qualities of a person. It may follow experimental methods—
rating method, question-answer method.

7) Judgment Test: For evaluating the ability to apply knowledge judiciously in

solving a problem

8) Dexterity Test: To determine an individual’s capacity to use his fingers and

hands in industrial work.

Step 4: Employment Interview

Interview is one of the most widely used selection tools. Virtually every manager hired
or promoted by a company is interviewed by one or more persons. Interview is a
selection technique that enables the employer to view and assess the total “personality”
of his prospective, which is not included on the application blank.

It also gives insights about the application blank. It also gives insights about the
applicant’s motivation, personality and overall attitude. This leads to more intelligent
selection decisions.

Step 5: Reference Check

This step is to check the candidate’s reference and seek opinion from his previous
employers or instructors if he is fresh out of college. This should be done prior to the
comprehensive interview so as to have a better idea about the candidate, especially in
the area of those characteristics that do not show up on application forms.

43
These characteristics include leadership qualities, ability to act assertively and
decisively, ability to communicate well and attitude towards subordinates as well as
superiors.

Step 6: Medical Examination

Medical examination should be both general and thorough. The findings should be
carefully recorded as to give a complete medical history, the scope of current physical
capacities and the nature of disabilities, if any. In other words, this will ensure that the
candidate is physically fit and capable to exercise his responsibilities.

Step 7: On the Job Test:

This test is normally conducted by the Departmental Head to determine the efficiency
of the candidates for a certain job, machine or equipment. This test reveals the worth
of the worker on the job practically.

Step 8: Orientation or Induction of Employees:

The new employee is oriented or introduced to the enterprise. It may be formed as a

socializing process by which the employee is made familiar and friendly to the
environment of the business. The major Rules, Regulations and special factors of the
business are communicated to him.

Step 9: Final Selection

If a candidate successfully overcomes all the obstacles or tests given above, he would
be declared selected. An appointment letter will be given to him mentioning the terms
44
of appointment, pay scale, and post on which selected etc. When he joins the
organization, it is the primary duty of the personnel manager to introduce him to the
company and his job. Step 10: Intimation to Salary Department: After the final selection
of the candidates, the department of salary is intimated with the particulars of the
candidate, so that arrangements for salary may be made.

Step 10: Intimation to Salary Department:

After the final selection of the candidates, the department of salary is intimated with
the particulars of the candidate, so that arrangements for salary may be made.

Literature Review:

Edwin Flippo defines the Recruitment and selection process as “A process of searching
for prospective employees and stimulating and encouraging them to 42 apply for jobs
in an organization.”

In simpler terms, recruitment and selection are concurrent processes and are void
without each other. They significantly differ from each other and are essential
constituents of the organization. It helps in discovering the potential and capabilities of
applicants for expected or actual organizational vacancies. It is a link between the jobs
and those seeking jobs.

Work by Korsten (2009) and Jones et al.(2010):

According to Korsten (2009) and Jones et al. (2010), Human Resource Management
theories emphasize techniques of recruitment and selection and outline the benefits of
interviews, assessment and psychometric examinations as an employee selection

45
process. They further stated that the recruitment process may be internal or external or
may also be conducted online. Typically, this process is based on the levels of
recruitment policies, job postings and details, advertising, job application and
interviewing process, assessment, decision making, formal selection and training
(Korsten 2009).

Jones et al. (2010)suggested that examples of recruitment policies in the healthcare,

business or industrial sector may offer insights into the processes involved in
establishing recruitment policies and defining managerial objectives.

Successful recruitment techniques involve an incisive analysis of the job, the labour
market scenario/ conditions and interviews, and psychometric tests in order to find out
the potentialities of job seekers. Furthermore, small and medium sized enterprises lay
their hands on interviews and assessment with main concern related to job analysis,
emotional intelligence in inexperienced job seekers, and corporate social responsibility.
Other approaches to selection outlined by Jones et al. (2010) include several types of
interviews, role play, group discussions and group tasks, and so on.

Any management process revolves around recruitment and failure in recruitment may
lead to difficulties and unwanted barriers for any company, including untoward effects
on its profitability and inappropriate degrees of staffing or employee skills (Jones et al.
2010). In addition, insufficient recruitment may result in lack of labour or hindrances
in management decision making, and the overall recruitment process can itself be
advanced and amended by complying with management theories. According to these
theories, the recruitment process can be largely enhanced by means of Rodgers seven-
point plan, Munro-Fraser's five-fold grading system, personal interviews, as well as
psychological tests (Jones et al. 2010).

46
Work by Alan Price (2008):

Price (2008), in his work Human Resource Management in a Business Context,

formally defines recruitment and selection as the process of retrieving and attracting
able applications for the purpose of employment. He states that the process of
recruitment is not a simple selection process, while it needs management decision
making and broad planning in order to appoint the most appropriate manpower. There
is existing competition among business enterprises for recruiting the most potential
workers on the pathway towards creating innovations, with management decision
making and employers attempting to hire only the best applicants who would be the
best fit for the corporate culture and ethics specific to the company (Price 2008). This
would reflect the fact that the management would particularly shortlist able candidates
who are well equipped with the requirements of the position they are applying for,
including teamwork. Since possessing qualities of being a team player would be
essential in any management position (Price 2008).

Work by Silzer et al (2011):

However, the process of recruitment does not cease with application of candidature and
selection of the appropriate candidates, but involves sustaining and retaining 44 the
employees that are selected, as stated by Silzer et al. (2011).

Silzer et al. (2011) was largely concerned with Talent management, and through their
work they were successful in resolving issues like whether or not talent is something
one can be born with or is it something that can be acquired through development.
According to Silzer et al (2011), that was a core challenge in designing talent systems,

47
facing the organization and among the senior management. The only solution to resolve
the concern of attaining efficient talent management was by adopting fully-executable
recruitment techniques. Regardless of a well-drawn practical plan on recruitment and
selection as well as involvement of a highly qualified management team, companies
following recruitment processes may face significant obstacles in implementation. As
such, theories of HRM can give insights in the most effective approaches to recruitment
even though companies will have to employ there in house management skills for
applying generic theories across particular organizational contexts. Word conducted by
Silzer et al (2011) described that the primary objective of successful talent strategies is
to create both a case as well as a blueprint for developing the talent strategies within a
dynamic and highly intensive economy wherein acquisition, deployment and
preservation of human capital-talent that matter,, shapes the competitive advantages
and success of many companies (Silzer et al. 2011).

48
Conclusion:

It can be clearly concluded that for a company to succeed all it takes is the proper
recruitment and selection strategies which also shapes the overall manpower
management of the company. By concluding this literature review, the study
emphasizes on the fact that the recruitment and selection process is integrated with
other processes such as strategic plan of the company, training and development
schemes, compensation, rewarding/incentive system, performance appraisal, and 45
lastly, industrial relations. Furthermore, according to Silzer et al (2011), there exist
several reasons why the most apparent information has been more promising; including
the well-structured nature of interviews, the use of questionnaires based on a job
analysis, inclusion of panel of interviewers, the practice of note-making during the
interview, and the use of rating scale based on behavioural factors to gauge the
interviewee’s answers all play an integral part in the improvement of the recruitment
validity. Therefore, the study has offered an incisive review of literature of as many as
six authors based on their individual studies and research on recruitment and selection
processes.

49
 CHAPTER-4

RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the problem. In the research

work various steps were adopted to study the problem. The Research methodology
includes description about why the research study has been undertaken. So, by framing
a right methodology it is possible to gain a deeper insight into the research problem and
also to give a full proof for action plan for carrying out the project successfully.

In order to do research successfully and fulfill the objectives of research I studied the
Recruitment and Selection Process at Baskethunt. I have done the research by
interacting with the executives and manager of the department and understood how the
process is executed in the organization.

3.1 Objectives of the study

• To study & understand the methods and procedures used for Recruitment &
Selection in Baskethunt E-learning Providers.
• To determine the factor of employee retention.
• To identify the process of employee hiring for different openings.
• To identify areas where there can be scope for improvement.

3.2 Data Collection

Data Collection is the collection of necessary detail to gain further information. This
requires both primary and secondary data.

50
Primary Data: Primary data was collected through a survey method by sending
questionnaires to the employees. The questionnaires were carefully designed by taking
into account the parameters of my study.

Secondary Data: Secondary data was collected from the internet and going through the
records of the Organization.

3.3 Type of Research

Following are the types of research:

1) Basic Research: Basic research is mostly conducted to enhance knowledge. It

covers fundamental aspects of research. The main motivation of this research is
knowledge expansion. It is a non- commercial research and doesn’t facilitate
creating or inventing anything. For example, an experiment is a good example
of basic research.

2) Applied Research: Applied research focuses on analyzing and solving real-life

problems. This type of research refers to the study that helps solve practical
problems using scientific methods. This research plays an important role in
solving issues that impact the overall well-being of humans. For example,
finding a specific cure for a disease.

3) Problem Oriented Research: As the name suggests, problem- oriented research

is conducted to understand the exact nature of the problem to find out relevant
solutions. The term ―problem‖ refers to having issues or two thoughts while
making any decisions. For example, Revenue of a car company has decreased by
51
 12% in the last year. The following could be the probable causes: There is no
optimum production, poor quality of a product, no advertising, economic
conditions etc.

4) Problem Solving Research: This type of research is conducted by companies to

understand and resolve their own problems. The problem-solving research uses
applied research to find solutions to the existing problems.

5) Qualitative Research: Qualitative research is a process that is about inquiry, that

48 helps in-depth understanding of the problems or issues in their natural
settings. This is a non- statistical research method. Qualitative research is heavily
dependent on the experience of the researchers and the questions used to probe
the sample. The sample size is usually restricted to 6-10 people in a sample.
Open-ended questions are asked in a manner that one question leads to another.
The purpose of asking open-ended questions is to gather as much information as
possible from the sample.

6) Quantitative Research: Qualitative research is a structured way of collecting data

and analyzing it to draw conclusions. Unlike qualitative research, this research
method uses a computational, statistical and similar method to collect and
analyze data. Quantitative data is all about numbers.

Survey research is a quantitative approach that features the use of self-report measures
on carefully selected samples. It is a flexible approach that can be used to study a wide
variety of basic and applied research questions.

52
 3.4 Sample Size

Sample size measures the number of individual samples measured or observations used
in a survey or experiment. The sample size used in this project is 50.

3.5 Type of Sampling

A sample is defined as a smaller set of data that is chosen and/or selected from a larger
population by using a predefined selection method.

“There are various methods of sampling in the context of my project study I have
selected the Non-probability Sampling Method. And under that, I have taken 49
Convenience Sampling. Under this I prepared a simple questionnaire to collect the
information.”

3.6 Sampling Unit

The sampling Unit is the entity to which we have to follow during the whole research
study. In the context of the project study, the sampling unit primarily consists of
Individuals who may be an employer, interns, Employees working in the private firm
and other firms or any professional person etc. The term sampling unit refers to a
singular value within a sample database. Here, a single Faucone business solutions is
the sampling unit.

3.7 Limitations of Report

The study suffers from a few limitations, which will have to be kept in mind for the
findings to be fairly interpreted

53
• The recommendations are subjected to time and cost constraint.
• Sampling has its own limitations, which would have resulted in minor errors.
• There can be errors due to bias of respondents.
• The size of the sampling was not big enough to arrive at a strong conclusion. The
results should be interpreted with the above limitations in perspective.
• A lack of data or of reliable data will likely require you to limit the scope of your
analysis, the size of your sample, or it can be a significant obstacle in finding a
trend and a meaningful relationship.

54
 CHAPTER-5

DATA ANALYSIS & INTERPRETATION

Data Analysis:

Data analysis is a process of inspecting, cleansing, transforming and modeling data

with the goal of discovering useful information, informing conclusions and supporting
decision-making.

Interpretation:

✓ Interpretation leads the establishment of explanatory concepts that can serve as

a guide for tutor research studies.
✓ The content analysis presented in the form of tables and charts.

55
Q1) Which type of recruitment are you engaged in?

Type of Recruitment Respondents Percentage

Internal 47 85.5%
External 8 14.5%
Total 55 100%

Table 5.1 (Type of Recruitment)

14.5%

85.5%

Internal External

Fig 5.1 (Type of Recruitment)

Interpretation:

• 85.5% of people are engaged in Internal Recruitment.

• 14.5% of people are engaged in External Recruitment.

56
Q2) Do you have a recruitment pool/database?

Recruitment Pool Respondents Percentage

Yes 42 76.4%
No 13 23.6%
Total 55 100%

Table 5.2 (Recruitment Pool)

23.6%

76.4%

Yes No

Fig 5.2 (Recruitment Pool)

Interpretation:

• 76.4% of the people have a Recruitment Pool.

• 23.6% of the people do not have a Recruitment Pool

57
Q3) what is the best internal source of recruitment according to you?

Internal Sources of Recruitment Respondents Percentage

Employee Referrals 17 30.9%
Transfer 18 32.7%
Promotion 12 21.8%
Job Enlargement 3 5.5%
Job Rotation 5 9.1%
Total 55 100%
Table 5.3 (Internal Sources of Recruitment)

9.1%
5.5%
30.9%

21.8%

32.7%

Employee Referrals Transfer Promotion

Job Enlargement Job Rotation

Fig 5.3 (Internal Sources of Recruitment)

Interpretation:

32.7% of the people think that Transfer is the best source for Internal Recruitment,
30.9% of the people think that Employee Referrals is the best source for Internal
Recruitment, 21.8% of the people think that Promotion is the best source for Internal
Recruitment, 5.5% of the people think Job Enlargement and 9.1% of the people think
Job Rotation are the best source for Internal Recruitment.
58
Q4) what is the best external source of recruitment according to you?

External Source of Recruitment Respondents Percentage

Social Networking Sites 19 34.5%
Job Portals 12 21.8%
Campus Hiring 13 23.6%
Consultancy 6 10.9%
Labor Contractors 1 1.8%
Others 4 7.3%
Total 55 100%
Fig 5.4 (External Sources of Recruitment)

1.80% 7.30%
10.90% 34.50%

23.60%

21.80%
Social Networking Sites Job Portals
Campus Hiring Consultancy
Labor Contractors Others

Interpretation:

Best Source of External Recruitment:

34.5% of the people think that Social Networking Sites ,21.8% of the people think that
Job Portals, 23.6% of the people think that Campus Hiring ,10.9% of the people think
that Consultancy, 1.8% of the people think Labor Contractors and 7.3% of the people
think that Others is the best source of External Recruitment.

59
Q5) what is the best Job Portal according to you?

Job Portals Respondents Percentage

Naukri.com 19 34.5%
LinkedIn 20 36.4%
Shine.com 06 10.9%
Indeed.com 10 18.2 %
Total 55 100%

Table 5.5 (Job Portals)

18.2% 34.5%

10.9%

36.4%

Naukri.com LinkedIn Shine.com Indeed.com

Fig 5.5 (Job Portals)

Interpretation:

Best Job Portal:

For 34.5% Naukri.com is the best Job Portal, for 36.4% LinkedIn is the best Job Portal,
for 10.9% Shine.com is the best Job Portal and for 18.2% Indeed.com is the best Job
Portal.

60
Q6) what is the prime competency you consider while recruiting a candidate?

Prime Competency Respondents Percentage

Domain Knowledge 8 14.5%
Technical Knowledge 14 25.5%
Aptitude Tests 8 14.5%
Logical and Analytical 6 10.9%
Skills
Communication Skills 8 14.5%
Innovative Ability 5 9.1%
Experience 3 5.5%
Resume Presentation 2 3.6%
Consistency 1 1.8%
Total 55 100%
Table 5.6 (Prime Competency)

30.00% 25.50%
20.00% 14.50% 14.50% 10.90% 14.50%
9.10% 5.50%
10.00% 3.60% 1.80%
0.00%

Fig 5.6 (Prime Competency)

Interpretation:

14.5% people consider Domain Knowledge as the prime competency (PC), 25.5%
people consider Technical Knowledge as the PC, 14.5% people consider Aptitude
Tests, 10.9% people consider Logical and Analytical Skills, 14.5% people consider
Communication Skills, 9.1% people consider Innovative Ability and 5.5% people
consider Experience as the PC, 3.6% people consider Resume Presentation as the PC
and 1.8% people consider Consistency as the PC.
61
Q7) which source do you get the maximum job responses from?

Sources Respondents Percentage

Calling through Contact on Job 14 25.5%
Portals
Job Posting 30 54.5%
Mass Mailing or SMS 9 16.4%
Direct candidates approaching the 2 3.6%
firm
Total 55 100%
Table 5.7 (Sources of Job Responses)

16.4% 3.6%
25.5%

54.5%

Calling through Contact on Job Portals Job Posting

Mass Mailing or SMS Direct candidates approaching the firm

Fig 5.7 (Sources of Job Responses)

Interpretation:

2.5% of the people get the most job responses from calling through Contact on job
portals, 54.5% people get the most job responses from Job Postings, 16.4% people get
the most job responses from Mass Mailing or SMS and 3.6% people get the most job
responses from direct candidates approaching the firm.

62
Q8) Do you think the organization looks for experienced employees for its recruitment
process?

Experienced Employees Respondents Percentage

Yes 26 47.3%
No 14 25.5%
Maybe 15 27.3%
Total 55 100%
Table 5.8 (Experienced Employees)

27.3%
47.3%

25.5%

Yes No Maybe

Fig 5.8 (Experienced Employees)

Interpretation:

25.5% of the people think that their organization does not look for experienced
employees, 47.3% of the people think that their organization looks for experienced
employees and 27.3% of the people think that their organization may look for
experienced employees.

63
Q9) which of the following tests does Begin use for recruiting the candidates?

Recruitment Tests Respondents Percentage

Personal Interview 23 41.8%
Group Discussion 20 36.4%
Psychometric Test 7 12.7%
Written or Aptitude Test 5 9.1%
Total 55 100%
Table 5.9 (Recruitment Tests)

9.1%
12.7%
41.8%

36.4%

Personal Interview Group Discussion

Psychometric Test Written or Aptitude Test

Fig 5.9 (Recruitment Tests)

Interpretation:

41.8% of the people say that Begin uses Personal Interview for recruiting the
candidates, 36.4% of the people say that Begin uses Group Discussion and
Psychometric Test and 9.1% of the people say that Begin uses Written or Aptitude Test.

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Q10) on an average, how many candidates do not accept the internship offer or back
out?

Back Outs Respondents Percentage

10-20% 22 40%
20-30% 19 34.5%
More than 30% 14 25.5%
Total 55 100%
Table 5.10 (Internship Back Outs)

25.5%
40%

34.5%

10-20% 20-30% More than 30%

Fig 5.10 (internship Back Outs)

Interpretation:

40% people say that 10-20% of the candidates do not accept the internship offer, 34.5%
people say that more than 20-30% of the candidates do not accept the internship offer
and 25.5% people say that More than 30% of the candidates do not accept the job offer.

65
Q11) what type of technological help do you take to facilitate the recruitment process
and make it easier?

Technology Respondents Percentage

Email and other online 22 40%
support
Telephonic Interviews 31 38.2%
Video Conferencing 12 21.8%
Total 55 100%
Table 5.11 (Technological help in Recruitment)

21.8%
38.2%

40%

Telephonic Interviews
Email and other online support
Video Conferencing

Fig 5.11 (Technological help in Recruitment)

Interpretation:

40% of the people say that Email and other online support are used to facilitate the
recruitment process and make it easier, 38.2% of the people say that Telephonic
Interviews are used and 21.8% of the people say that Video Conferencing is used to
facilitate the recruitment process and make it easier.

66
Q12) How much time does it take to finalize the rejection or selection since the first
contact?

Time Respondent Percentage

Less than a week 25 45.5%
A week to 15 days 17 30.9%
15 days to a month 8 14.5%
More than a month 5 9.1%
Total 55 100%
Table 5.12 (Time to finalize rejection or selection)

9.1%
14.5%
45.5%

30.9%

Less than a week A week to 15 days

15 days to a month More than a month

Fig 5.12 (Time to finalize rejection or selection)

Interpretation:

45.5% of the people say that it takes less than a week to finalize the selection or
rejection since the first contact, 30.9% of the people say that it takes from a week to 15
days, 14.5% of the people say that it takes from 15 days to a month, 9.1% of the people
say that it takes more than a month.

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Q13) what do you think about recruitment and selection procedure in your
company?

Procedure Respondents Percentage

Satisfactory 23 41.8%
Unsatisfactory 23 41.8%
Can’t Say 9 16.4%
Total 55 100%
Table 5.13 (Recruitment and Selection Process)

16.4%
41.8%

41.8%

Satisfactory Unsatisfactory Can’t Say

Fig 5.13 (Recruitment and Selection Process)

Interpretation:

41.8% of the people are satisfied with the company’s Recruitment and Selection
Process, 41.8% of the people are not satisfied with the company’s Recruitment and
Selection Process and 16.4% of the people can’t say regarding the procedure.

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Q14) Is any training session apart from the domain training provided?

Training Session Respondents Percentage

Yes 38 69.1%
No 17 30.9%
Total 55 100%
Table 5.14 (Training Sessions)

30.9%

69.1%

Yes No

Fig 5.13 (Training Sessions)

Interpretation:

69.1% people say that apart from the domain training sessions are provided and
according to 30.9% of the people say that there is no training provided apart from the
domain.

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Q15) what do you think is the main reason that the candidates back out?

Reason Respondents Percentage

Low Stipend 23 41.8%
Long Working Hours 17 30.9%
Lack of progress within the company 10 18.2%
Others 5 9.1%
Total 55 100%
Table 5.14 (Reasons candidates back out)

9.1%
18.2% 41.8%

30.9%

Low Stipend
Long Working Hours
Lack of progress within the company
Others

Fig 5.14 (Reasons candidates back out)

Interpretation:

41.8% thinks that Low Stipend is the main reason for candidates back out, 30.9% thinks
that Long Working Hours, 18.2% thinks that Lack of progress within the Company are
the main reasons for candidates back out and 9.1% thinks that Others is the main reason
for candidates back out.

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 CHAPTER-6

FINDINGS AND CONCLUSION

• Majority of the employees are engaged in Internal Recruitment.

• Majority of the employees have a recruitment pool or a database.
• Majority of the employees say that Transfers are the best source of internal
recruitment.
• Majority of the employees say that social networking sites are the best source of
external recruitment.
• Majority of the employees say that LinkedIn is the best job portal.
• Majority of the employees consider Technical knowledge as the prime
competency while recruiting.
• Majority of the employees get the most responses from Job posting.
• Majority of the employees say that personal interview is used the most to recruit
the candidates.
• Majority of the employees say that 10-20% of the candidates do not accept the
job offer, and many employees say that 20-30% of the candidates do not accept
the job offer.
• Majority of the employees think that the low Stipend is the reason that the
candidates back out.

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CONCLUSION

Every company looks for an employee, who can work effectively. They are in search
of a person who has the maximum skills required for the job. After selecting the right
person, the company’s main aim is to place that person at the right job. The main
strength of any company is its employees. Effective workers are the best route to
success. For this reason, company's strives to attract and hire the best, and to provide
the best place to work. Some of the biggest and most constant challenges that plague
organization is people related because they don’t place more emphasis on getting the
recruitment process right. If they get the right person in the right job at the right time,
bottom-line and many other business benefits are immediate, tangible and significant.
If they get the wrong person in the wrong job, then productivity, culture and retention
rates can all take a hit in a big way.

This study depicts that when Recruitment and Selection Process is properly established
and implemented then only an organization will grow because all the employees will
be according to the requirements. Recruitment and Selection Process affects a lot of the
organizational activities regarding its growth because if the people will be according to
the requirements and skillful then cost will reduce and organization must grow. All the
study has proven the fact that there is a direct and indirect relationship between these
variables and effect on the Recruitment and Selection Process. Since human resource
management is a continuously practicing issue so it plays a significant role on
organizations overall performance. If an organization wants to gain full benefit from
human resource management it should follow all the sections of HRM. As a small AMC
(Annual Maintenance Contract) few persons are recruited for its operations and
performances.

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 CHAPTER-7

RECOMMENDATIONS & SUGGESTIONS

● The stipend should be according to the expectation of the candidate to recruit them
and retain them in the long run.

● The Company lacks in the interview and selection process. For that they can
introduce something innovative to make their process more effective and efficient for
the betterment of the organization.

● The Company devotes most of their energy in internal recruitment; they should put
more efforts in external recruitment.

● The Company should provide better motivations to the employees. So that improves
the satisfaction of the employee.

● The Company should maintain a good relationship with the employees that help to
improve their production.

● The Company wants to change their work schedule and policies of their organization.

● The Company should provide training programs for their employees.

● The Company should provide career opportunities to the employees.

73
BIBLIOGRAPHY

URL

⚫ https://www.baskethunt.com/

BOOKS

● Beardwell, IAN and Len Holden (1994) “Human Resource Management: A

Contemporary Perspective”, First Edition

● Biswanath Ghosh (2000), “Human Resource Development and Management”

● Gupta C.B. (1996), “Human Resource Management”

● Gray Dessler (2004), “Human Resource Management”

● A Strategic Approach to Talent Acquisition, Book by Pradeep Sahay

● Research methodology, Book by- Ruchi Kansal

● Outsourcing Of HR, Book by Dr. E. B. Khedkar, Dr. Arun Ingale, Prof. Sheetal P.
Jalgaonkar

ANNEXURE
74
 QUESTIONAIRE

1. Name: -

………………………

2.Which type of recruitment are you engaged in?

a. Internal

b. External

3.Do you have a recruitment pool/database?

a. Yes

b. No

4.What is the best internal source of recruitment according to you?

a. Promotion

b. Transfer

c. Employee Referrals

d. Other

5.What is the best external source of recruitment according to you?

a. Job Portals

75
b. Labour Contractors

c. Campus Hiring

d. Other

6. What is the best Job Portal according to you?

a. Naukri.com

b. Shine.com

c. LinkedIn

d. Other

7.What is the prime competency you consider while recruiting a candidate?

a. Communication Skills

b. Aptitude Tests

c. Logical and Analytical Skills

d. Other

8. Which of the following trends are currently being used by your

organization?

a. Keyword Search

76
b. Audio and Video Resumes

c. Social Networking Sites for attracting probable candidates

d. Other

9.Which source do you get the maximum job responses from?

a. Calling through Contact on Job Portals

b. Mass Mailing or SMS

c. Job Posting

d. Direct candidates approaching the firm

10.Do you think the organization looks for experienced employees for its
recruitment process?

a. Yes

b. No

c. Maybe

11.Whichof the following tests does Begin use for recruiting the candidates?

a. Written or Aptitude Test

b. Group Discussion

c. Personal Interview

77
d. Psychometric Test

e. Other

12. What do you use to track the source from where you get the candidates?

a. Manual Records

b. Any Special Software

c. MS Excel

d. Other online means

13.On an average, how many candidates do not accept the job offer or back
out?

a. 5-10%

b. 10-20%

c. 20-30%

d. More than 30%

14.What type of technological help do you take to facilitate the recruitment

process and make it easier?

a. Telephonic Interviews

b. Video Conferencing

c. Email and other online support

d. Other

78
15. How much time does it take to finalize the rejection or selection since the
first contact?

a. Less than a week

b. A week to 15 days

c. 15 days to a month

d. More than a month

16. What do you think is the main reason that the candidates back out?

a. Low Stipend Package

b. Long Working Hours

c. Ambience

d. Other

79