CHAPTER 1 INTRODUCTION OF THE STUDY

1.1 INTRODUCTION OF THE STUDY

The recruitment and selection is the major function of the human resource department and recruitment process is the first step towards creating the competitive strength and the strategic advantage for the organizations. Searching for, and obtaining, potential job candidates in sufficient numbers and quality, and at the right cost, for the organization to select the most appropriate people to fill its jobs. Selection is the process of gathering information for the purposes of evaluating and deciding who should be hired, under legal guidelines, for the short and long term interests of the individual and the organization. Recruitment refers to the process of attracting, screening, and selecting qualified people for a job at an organization or firm. Recruitment is a 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 applications from which new employees are selected. Recruitment is an important tool in an organization's HR kit to make organization competitive in today's global market. The right recruitment strategies hold the key for success for any organization. Human resource management or managing people includes several activities. Today acquiring and retaining the employees is the biggest challenge. Thus staffing is a vital activity. Staffing facilitates the supply of employees. These employees are needed to fulfill the Organizational goals and objectives by their effective and efficient performance. And recruitment is a logical step in this staffing process. Recruitment is the process of creating huge pool of potential candidates. It attracts the prospective employees and stimulates them to apply for job. The function of it mainly concentrates on two aspects. Recruitment acts as a link between the employers and the job seekers and ensures the placement of right candidate at the right place at the right time. Using and following the right recruitment processes can facilitate the selection of the best candidates for the organisation. In this is competitive global world and increasing flexibility in the labour market, recruitment is becoming more and more important in every business. Therefore, recruitment serves as the first step in fulfilling the needs of organizations for a competitive, motivated and flexible human resource that can help achieve its objectives. Recruitment is a part of socialization process. It gives a glimpse into organizational culture. Lateral hiring of candidates is one of the main processes done in TCS. During the week day interview process the candidates are facing certain difficulties in the environment factor, waiting time factor and certain other interview process factors.

The organization should take care to portray a good image on recruitment process. Even the coordinators are finding it difficult to arrange for the panel members for the candidates for week day interview process. So in order to improve the present system, Satisfaction level of candidates and for the smooth running of hiring candidates the researcher have decided on the topic A STUDY ON IMPROVING CANDIDATES EXPERIENCE TOWARDS INTERVIEW PROCESS AT TATA CONSULTANCY SERVICES

1.1.1 SCOPE OF THE STUDY:

To improve the existing process to attract more candidates and screen the candidate based on their location they prefer. To compete with the growing competition, and to grab the opportunities of a working population in a favorable manner To improve the efficiency of the recruitment processes of the organization by adopting few more additions for smooth running of interview. The difficulties they face with time. Adjusting with the resource of what they have with them. Coordinators can be properly informed about the process The drive will not affect the work of other employees. Employee morale can be enhanced. Each and every candidate is interviewed within the time limit since they are already having experience towards work.

1.1.2 OBJECTIVES OF THE STUDY:

Primary objective To Study on Candidates Experience towards Interview at TCS.

Secondary objectives

 To review the existing system of the company in a better way To find out the waiting time of the candidates in the interview process To find out whether the candidates are satisfied with the interview process To identify whether the candidates are properly informed about the process To find out whether the feedback of each process is informed properly To find out the overall co-ordination process
1.1.3 RESEARCH METHODOLOGY:
Research methodology is a way to systematically solve the research problem. It may be understood as a science of studying now research is done systematically. In that various steps, those are generally adopted by a researcher in studying his problem along with the logic behind them. It is important for research to know not only the research method but also know methodology. The procedures by which researcher go about their work of describing, explaining and predicting phenomenon are called methodology. Methods comprise the procedures used for generating, collecting and evaluating data Data collection is important step in any project and success of any project will be largely depend upon now much accurate you will be able to collect and how much time, money and effort will be required to collect that necessary data, this is also important step.

1.1.3.1 Research Design

A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. In fact, the research design is the conceptual structure within which research is conducted; it constitutes the blueprint for the collection, measurement and analysis of data. Descriptive Research Design Descriptive research design is used to find suggestion for the research problem. It is rigid and formal. Descriptive study provides clear specification of who, what, When where why and how aspect of their research. It also involves more specific hypothesis and testing of them thought statically inferences technique.

The descriptive research design used for this study was descriptive research, as it analysis the characteristic of certain group. Example, employees in organization with different Age, Sex, Education etc... It mainly involves survey and facts finding enquires of different kinds. The main objectives of research are to describe the state affairs as it exists at present. In search the research tools used in descriptive research are survey method of all kinds including comparative.

1.1.3.2 Sources of Data

Data refers to information or facts. It includes numerical figures, non-numerical figures, and descriptive facts, qualitative and quantitative information. The task of data collection begins after a research problem has been defined and research plan been decided. Types of data 1. Primary data 2. Secondary data In this study both primary and secondary data collection methods have been used to collect data Primary data: The data collected for the first time through field survey is known as primary data. Such data are collected with specified set of objectives to assess the current status of any variable studied. The primary data used for this project was collected from the questionnaires. Secondary data: Secondary data are collected from various sources like company profile, internet, and journals and so on.

1.1.3.3 Proposed Sampling Method:

Convenience sampling has been used to collect the data from the respondents. Convenience sampling technique is followed. Convenience sampling as the name implies is based on the convenience of the researcher who is to select the sample.

This type of sampling is also called accidental sampling as the respondents in the sampling are included in it merely on the account of that being available on the spot where the survey is in progress. Thus a research may stand at a certain prominent point and interview all those or select people who pass through that place.

1.1.3.4 DATA COLLECTION TOOLS:

Tools that are adopted for the collection of the data differences with respect to their types the tool or the instrument that was used by the researcher for the collection of the primary data is the questionnaire. The statistical tools that were used are: Percentage analysis Chi-square analysis Garrett Ranking Weighted Average

1.1.4 LIMITATIONS OF THE STUDY

The process must conform to the complete strategic business plan. Time limit Most of the respondents secured to be busy with their interview process. Managing work force and candidates during the week day interview process

1.1.5 CHAPTERIZATION:
Chapter one: Chapter one includes Introduction, Need of the study, Scope of the study, Objectives of the study, Research Methodology that includes Design, Sample size, data collection and Questionnaires, Limitation of the study and Chapterization, Review of literature of the study industry profile and company profile.

Chapter two: Chapter two includes percentage analysis and figures for the percentages, chi square test, Garrett ranking and Weighted average. Chapter three: Chapter three includes findings of the study, suggestions and recommendations, and conclusion.

1.2 REVIEW OF LITERATURE:

The recruitment and selection is the major function of the human resource department and recruitment process is the first step towards creating the competitive strength and the strategic advantage for the organizations. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. In the journal Public Personnel Management, in a Job Analysis : Why Do It, and How Should It Be Done, James Clifford says that, the Job analysis is the procedure through

which you determine the duties of these positions and the characteristics of the people to hire for them. Why Recruitment is important Employee recruiting means finding and /or attracting applicants for the employers open position. Effective Recruitment is increasingly important. Barring some dramatic change, there will soon be an undersupply of workers. Jennifer Schramm in the HR Magazine, A Work Gap Ahead, said that, the bureau of labour statistics estimates the United States will have created 22 million new jobs between 2003 and 2010, but only about 17 million new entrants will join the work force. Several things could change this scenario if the country continues to export white collar jobs, then the number of new jobs added domestically will diminish. However, the supply demand trend through 2010 seems to favor the worker. Similarly in india, research sponsored by NASSCOM in 2007, projected that the employment potential of the Indian IT/ITES sector will cross 10 million by 2010. This sector is currently the highest employer in the organized sector. A similar demand for people can be expected in sectors like construction and retail. Tom Porter in the Business journal, Effective Techniques to Attract, Hire, and Retain Top Notch Employees for Your Company said that the success you have recruiting depends greatly on non-recruitment issues and policies. For example, paying 10% more than most firms in your locale should, other things equal help you build a bigger applicant pool fast. Derek Avery and Patrick McKay in the business journal, Target Practice: An Organizational Impression Management Approach to Attracting Minority and Female Job Applicants, Some employees are quite successful without structured interviews. According to The 2007 Recruiting Metrics and Performance Benchmark Report, recruiting metrics and performance benchmark report reveals several guidelines employees can use to improve the recruiting efforts effectiveness. Ann Marie Ryan and Nancy Tippins in the book, Attracting and Selecting: What psychological research tells us, analyzed that some recruitment sources produce higher quality candidates than do others. Thus, referral from current employees yields applicants who are less likely to turnover and more likely perform better.

Eric Herrenkohl in his book How to Hire A-Players What are the most important interview questions to ask candidates? Good follow-up interview questions ensure that the candidate, not the interviewer, is talking. They take the pressure off of you to create 100 insightful interview questions -- a handful or even one interview question will do. They help the interviewer uncover the real story of a candidates experience and accomplishments.

1.2.1 INDUSTRY PROFILE:

INFORMATION TECHNOLOGY INDUSTRY Information Technology (IT) industry in India is one of the fastest growing industries. Indian IT industry has built up valuable brand equity for itself in the global markets. IT industry in India comprises of software industry and information technology enabled services (ITES), which also includes business process outsourcing (BPO) industry. India is considered as a pioneer in software development and a favorite destination for IT-enabled services. The origin of IT industry in India can be traced to 1974, when the mainframe manufacturer, Burroughs, asked its India sales agent, Tata Consultancy Services (TCS), to export programmers for installing system software for a U.S. client. The IT industry originated under

unfavorable conditions. Local markets were absent and government policy toward private enterprise was hostile. The industry was begun by Bombay-based conglomerates which entered the business by supplying programmers to global IT firms located overseas. During that time Indian economy was state-controlled and the state remained hostile to the software industry through the 1970s. Import tariffs were high (135% on hardware and 100% on software) and software was not considered an "industry", so that exporters were ineligible for bank finance. Government policy towards IT sector changed when Rajiv Gandhi became Prime Minister in 1984. His New Computer Policy (NCP-1984) consisted of a package of reduced import tariffs on hardware and software (reduced to 60%), recognition of software exports as a "delicensed industry", i.e., henceforth eligible for bank finance and freed from license-permit raj, permission for foreign firms to set up wholly-owned, export-dedicated units and a project to set up a chain of software parks that would offer infrastructure at below-market costs. These policies laid the foundation for the development of a world-class IT industry in India. Today, Indian IT companies such as Tata Consultancy Services (TCS), Wipro, Infosys, and HCL and others are renowned in the global market for their IT prowess.

Porters five forces model of IT industry

RIVALRY BARGAINING BARRIERES THREAT Very Shift High Medium AMONG Low from OF TO FIRMS POWER ENTRY OF SUBSTITUTES high to CUSTOMERS SUPPLIERS 1. Price plays as a Commoditized Low capital low offerings.numbers 1. Availability requirement. of major Large of IT companies vast talent pool. 2. Largeindustry differentiating High value growth. are competing 2. Demand andfor chain. factor. 3. Low of projects. of supply cost the 2. Quality IT and little differentiation 2. There has as professionals in a product playsbeen positioning. a huge decline no longer differentiating in 4. Few the IT number favorable to factor. industry of large companies expenditure. employees. 3. Other offshore 3. Clients prefer locations are also known companies emerging because for their projects. of their cost advantage.

SWOT analysis of IT industry

STRENGTHS 1. Highly skilled human resource 2. Low wage structure 3. Quality of work 4. Initiatives taken by the Government 5. Many global players have set-up operations in India like Microsoft, Oracle, Adobe, etc. 6. English-speaking professionals 7. Cost competitiveness 8. Quality telecommunications infrastructure OPPORTUNITIES 1. High quality IT education market 2. Increasing number of working age people 3. Indias well developed soft infrastructure 4. Upcoming International Players in the market

WEAKNESS 1. Absence of practical knowledge 2. Dearth of suitable candidates 3. Less Research and Development 4. Contribution of IT sector to Indias GDP is still rather small. 5. Employee salaries in IT sector are increasing tremendously. Low wages benefit will soon come to an end.

THREATS 1. Lack of data security systems 2. Countries like China and Philippines with qualified workforce making efforts to overcome the English language barrier 3. IT development concentrated in a few cities only

1.2.2 COMPANY PROFILE:

TATA CONSULTANCY SERVICES Established in 1968, Tata Consultancy Services has grown to its current position as the largest IT services firm in Asia on the basis of its outstanding service record, collaborative partnerships, innovation and corporate responsibility. Tata Consultancy Services is a part of the Tata Group, which founded by Jamsetji Tata. Mr.F.C Kohli who is presently the Deputy Chairman was entrusted with the job of steering TCS. The early days marked TCS responsibility in managing the punch card operations of Tisco. The company, which was into management consultancy from day one, soon felt the need to provide solutions to its clients as well. TCS was the first Indian company to make forays into the US market with clients ranging from IBM, American Express, and Sega etc. TCS is presently the top software services firm in Asia. VISION: To be one of the top 10 global companies by the year 2010. VALUES: Leading change, Integrity, Respect for the individual, Excellence, Learning and sharing. Company Profile: Ticker: Exchanges: 2010 Sales: Major Industry: Sub Industry: Country: Employees: Tata Consultancy Services Ltd TCS BOM 6.3 billion Miscellaneous Service Organizations INDIA 160000

During the Y2K buildup, TCS had setup a Y2Kfactory in Chennai as a short-term strategy. Now, with E-business being the buzzword, the factory is developing solutions for the dotcom industries. Today, about 90 percent of TCS' revenue comes from consulting, while the rest from products. TCS has great training facilities. In addition to training around 5 percent of the revenue is spent upon its R&D centers like the Tata Research Design and Development Centre at Pune, along with a host of other centers at Mumbai and Hyderabad. The present CEO of the company is Mr.N.Chandrasekaran. The companies strength is about 14,000.

It benchmarked its quality standing, invested heavily in software engineering practices and built intellectual property-in terms of patents, code and branded products. At the same time, it expanded its relationships with technology partners and organizations, increased linkages with academic institutions and incubated technologies and ideas of people within TCS and outside. TCS has already patented 12 E-Commerce solution product packages and has filed six more applications for patent licenses. Over $25 million were spent on enhancing hardware and software infrastructure. The company now has 72 offices worldwide. As many as seven centers were assessed at SEI CMM Level 5 last year(3.4 mistakes in a million opportunities).These include Chennai, Mumbai, Bangalore, Calcutta, Hyderabad and Lucknow. Several business and R&D relationship with global firms like IBM, General Electric, Unigraphics Solutions have been made. A pioneer in software R&D, TCS, today, has an innovative environment that offers research-based solutions in leading-edge technologies that will help to meet the IT expectations and support business objectives. TCS global alliance mission in partnering with various organizations is to ensure that both TCS and the partner organizations derive the maximum benefits of our relationship, in terms of growth of services and products. TCS offers a consulting-led integrated portfolio of IT and IT-enabled services delivered through its unique Global Network Delivery Model, recognized as the benchmark of excellence in software development. They deliver those offerings through the Global Network Delivery Mode, our unique business model by means of which we can consistently deliver high-quality cost-effective services across the world. This model has helped us achieve a client satisfaction rating of 89% for having met quality expectations and an average project budget variation of just 3%, both figures ranging far higher than industry standards. Finally, TCS helps clients achieve and maintain a competitive advantage through the use of TCS Innovation Labs and Co-Innovation Network, our collaborative R&D and innovation engine that works to successfully exploit and commercialize new ideas, technologies and best practices. TCS serves large and fast-growing organizations who share a common set of objectives: Increase profitability and efficiency by doing more with less,

 Rapidly and effectively respond to the changing market demands, thereby improving organizational agility, Leverage IT as a strategic driver for competitive advantage, not just as a business utility. Their Broad Portfolio of Offerings provides clients with the right set of capabilities for the right problems at the right time. We apply our in-depth industry experience to provide a wide range of IT Solutions, Consulting, Business Process Outsourcing, Engineering Services and IT Infrastructure Services. Visit the Offerings channel to learn how we could assist you. TCS is the worlds first organization to achieve an enterprise-wide Maturity Level 5 on CMMI and P-CMM based on SCAMPISM, the most rigorous assessment methodology. TCS Integrated Quality Management System (iQMS) integrates processes, people and technology maturity through various established frameworks and practices, including IEEE, ISO 9001: 2000, CMMi, SW-CMM, P-CMM and Six-Sigma. TCS understands that their clients need to do more with less, respond quickly to the needs of their markets and get more strategic advantage from IT. We are uniquely able to help you tackle these business challenges. Be it IT services, business solutions or outsourcing, TCS can assure a level of certainty unmatched by other players in the field. TCS uses its industry experience and technology expertise to effectively develop products, tools and methodologies that help bring solutions to the fore more quickly and with higher quality. These tools, along with our Global Network Delivery Model, have helped us achieve a customer satisfaction rating of 87%a figure much higher than the industry standards for on-time project delivery. BUSINESS DESCRIPTION: Tata Consultancy Services Ltd. The Group's principal activity is to provide information technology and business process outsourcing services. The Group provides services to industries such as banking and financial services, insurance, manufacturing, telecommunications, retail and transportation. The Group operates in America, Europe and India. On 12-May-2008, the Group acquired Tata Consultancy Services (Thailand) Limited. On 19-Sep-2008, it acquired Tata Consultancy Services (Philippines) Inc.

On 22-Oct-2008, the Group's wholly owned subsidiary, Tata Infotech Deutschland GmbH merged with Tata Consultancy Services Deutschland GmbH. On 02-Dec-2008, its subsidiary Financial Network Services (Europe) Plc voluntarily liquidated. On 11-Dec-2008, the Group acquired 50% share capital of National Power Exchange Limited. On 31-Dec-2008, it acquired 96.26 % equity interest in TCS e-Serve Limited. On 10Feb-2009, the Group completed the acquisition of TCS e-Serve America Inc. TCS is part of the Tata Group, one of Indias largest industrial conglomerates and most respected brands. TCS has over 160,000 of the world's best-trained IT consultants in 42 countries. EXPERIENCE CERTAINTY: At TCS, we achieve real business results that allow you to transform, and not just maintain, your operations. Our IT services, business solutions and outsourcing bring you a level of certainty that no other competitor can match. You will experience your requirements being met on time, within budget and with high quality; greater efficiency and responsiveness to your business; and the ability to shift investment to strategic initiatives rather than tactical functions. THE TCS DIFFERENCE: At TCS, we understand that our clients need to do more with less, respond quickly to the needs of their markets and get more strategic advantage from IT. We are uniquely able to help you tackle these business challenges. Be it IT services, business solutions or outsourcing, we can assure you a level of certainty unmatched by other players in the field. CORPORATE SUSTAINABILITY: Both on its own and as part of the Tata Group, TCS has actively implemented programs and initiatives for the betterment of society, communities and the environment, since its inception. We believe in giving back to all the communities we operate with and in utilizing IT as an instrument for social development and progress. We are deeply committed to the causes of education and the environment and the setting up and maintenance of infrastructure for urban beautification, pollution reduction and healthcare; waste management in the office environment; tree plantation; and water treatment.

STOCK SYMBOLS: AWARDS: TCS mKrishi wins Nasscom Social Innovation Honours 2010 TCS wins Golden Peacock Award 2010 TCS awarded 2009 SAP Pinnacle Award National Stock Exchange of India Bombay Stock Exchange in India Board of Directors

BOARD OF DIRECTORS: Non-Executive Board Members: Ratan N Tata, Chairman S Ramadorai, Vice Chairman Laura Cha, Director Prof. Clayton M Christensen, Director Aman Mehta, Director Dr. Ron Sommer, Director Venkatraman Thyagarajan, Director Dr. Vijay Kelkar, Director Ishaat Hussain, Director Executive Board Members: N Chandrasekaran, Chief Executive Officer and Managing Director S Mahalingam, Chief Financial Officer and Executive Director Phiroz A Vandrevala, Executive Director and Head, Global Corporate Affairs

CHAPTER II DATA ANALYSIS AND INTERPRETATION

CHAPTER 2

DATA ANALYSIS AND INTERPRETATION

2.1 Percentage Analysis

TABLE: 2.1.1 AGE FACTOR OF CANDIDATES

AGE

CHART 2.1.1 AGE FACTOR OF

<25 25-30 31-35 36-40 >40 TOT AL

NO OF RESPONS E 44 37 6 17 6 110

% OF RESPONDE NCE

40
34 5 15 5 100

CANDIDATES

INFERENCE From the above graph it is inferred that, Out of 110 respondents, The majority of 40% respondents belongs to age group of less than 25 years, 34% of respondents belongs to age group of 25-30 years, 5% of respondents belongs to age group of 31-35 years, 15% of respondents belongs to age group of 36-40 years, 5% of respondents belongs to age group of more than 40 years.

TABLE: 2.1.2 GENDER OF CANDIDATES

GENDER Male Female NO OF RESPONDENTS 72 38 % OF RESPONDENTS 65 35

TOTAL

110

100

CHART: 2.1.2 DISTRIBUTION OF CANDIDATES BY GENDER

INFERENCE From the above graph it is implied that, Out of 110 respondents, 65% of respondents are male, 35% of respondents are female.

TABLE: 2.1.3 WORK EXPERIENCE OF CANDIDATES

WORK EXPERIENCE <3 3 TO 5 5 TO 8 >8 TOTAL

NO OF RESPONDENTS 55 20 22 13 110

% OF RESPONDENTS 50 18 20 12 100

CHART 2.1.3 WORK EXPERIENCE OF CANDIDATES

INFERENCE

From the above graph it is implied that, Out of 110 respondents, the highest of 50% of the respondents have work experience less than 3years, 18% of the respondents have work experience of 3 to 5 years, 20% of the respondents have work experience of 5 to 8 years, and 12% of the respondents have work experience greater than 8 years.

TABLE: 2.1.4 JOB OPENINGS IN TCS

OPENINGS COMPANY WEBSITE INTERNAL REFERRALS HR FIRMS MAIL FROM TCS NEWSPAPER TOTAL

NO OF RESPONDENTS 10 44 17 33 6 110

% OF RESPONDENTS 9 40 15 30 6 100

CHART: 2.1.4 JOB OPENINGS IN TCS

INFERENCE The above chart depicts that out of 110 Samples, most of the respondents 40% know the openings through referrals, 30% of the respondents know the openings through mail, 15% of the respondents know the openings through HR Firms, and 9% of the respondents know the openings through WEBSITE and the least of 6% of the respondents know the openings through NEWSPAPERS. TABLE: 2.1.5 VENUE DETAILS

NO OF RESPONDENTS YES 94

% OF RESPONDENTS 85

NO TOTAL

16 110

15 100

CHART: 2.1.5 VENUE DETAILS

INFERENCE From the above chart it is observed that out of 110 Samples, the majority of 85% of the respondents are provided with proper venue details and 15% of the respondents are not provided with proper venue details.

TABLE: 2.1.6 LONG WAITING TIME IN REGISTRATION QUEUE

CUMULATIVE FREQUENCY

NO OF RESPONDENTS YES NO TOTAL 84 26 110

% OF RESPONDENTS 76 24 100

84 110

Source of data: primary data CHART: 2.1.6 LONG WAITING TIME IN REGISTRATION QUEUE

INFERENCE From the above chart it is observed that out of 110 Samples, the majority of 76% of the respondents have waited long time for registration and 24% of the respondents did not wait long time for registration. TABLE: 2.1.7 FEEDBACKS AFTER INTERVIEW PROCESS

FEEDBACK AFTER INTERVIEW YES NO TOTAL

NO OF RESPONDENTS 96 14 110

CUMULATIVE FREQUENCY

96 110

% OF RESPONDENTS 87 13 100

Source of data: primary data CHART: 2.1.7 FEEDBACK AFTER INTERVIEW PROCESS

INFERENCE From the above chart it is observed that out of 110 Samples, the most of 87% of the respondents are provided with proper feedback and 13% of the respondents are not provided with proper feedback. TABLE: 2.1.8 QUERIES ANSWERED BY COORDINATORS
QUERIES ANS BY COORDINATORS HIGHLY SATISFIED NO OF RESPONDENTS % OF RESPONDENTS

28

26

SATISFIED NEITHER SATISFIED NOR DISSATISFIED DISSATISFIED HIGHLY DISSATISFIED TOTAL

32 44 6 0
110

30 40

5 0 100

CHART: 2.1.8 QUERIES ANSWERED BY COORDINATORS

INFERENCE The above table inferred that the highest 40% of respondents neither satisfied nor Dissatisfied for their queries answered by the coordinating members, 30% of respondents are satisfied for their queries answered by the coordinating members, 26% of respondents are highly satisfied for their queries answered by the coordinating members, 5% of respondents are Dissatisfied for their queries answered by the coordinating members and No respondent is highly Dissatisfied.

TABLE: 2.1.9 INTERVIEW PROCESS

INTERVIEW TYPE TELEPHONIC FACE TO FACE TOTAL

NO OF RESPONDENTS 61 49 110

% OF RESPONDENTS 55 45 100

CHART: 2.1.9 QUERIES ANSWERED BY COORDINATORS

INFERENCE The above chart depicts that, among 110 respondents the highest 55% of the candidates faced TELEPHONIC INTERVIEW and the least 45% of the candidates faced FACE TO FACE INTERVIEW.

TABLE: 2.1.10 INTERVIEW QUESTIONS RELATED TO JOB SKILLS

YES NO TOTAL

NO OF RESPONDENTS 90 20 110

% OF RESPONDENTS 82 18 100

CHART: 2.1.10 INTERVIEW QUESTION RELATEDD TO JOB SKILL

INFERENCE The above chart shows that out of 110 respondents, the highest 82% Says that the questions were asked from the job skills and the least 18% Says that the questions were not asked from the job skills.

TABLE: 2.1.11.a DURATION OF INTERVIEW PROCESS

RANK 1 2 3 4 5 6 TOTAL

NO OF RESPONDENTS 5 11 5 28 28 33 110 CHART: 2.1.11.a

% OF RESPONDENTS 5 10 5 26 26 30 100

DURATION OF INTERVIEW PROCESS

INFERENCE From the above graph, out of 110 respondents it is indented that 30% of respondents ranked 6 for duration, For the rank 4 and 5 % of respondents are 26, for the rank 2 the % of respondents is 10,whereas for the rank 3 and 1 the % of respondents is 5.

TABLE: 2.1.11.b TIMELY RESPONSE TO CANDIDATES NO OF RESPONDENTS 22 22 17 11 33 5 110 CHART: 2.1.11.b TIMELY RESPONSE TO CANDIDATES % OF RESPONDENTS 20 20 16 10 30 5 100

RANK 1 2 3 4 5 6 TOTAL

INFERENCE From the above graph, out of 110 respondents it is indented that 30% of respondents ranked 5 for duration,, for the rank 1 and 2 the % of respondents are 20, for the rank 3 the % of respondents is 16, for the rank 4 the % of respondents is 10 and 4% of the respondents have ranked 6 for the response at TCS. TABLE: 2.1.11.c COORDINATION AMONG RECRUITMENT TEAM % OF RESPONDENTS 27 20 15 11 9 18 100

RANK FOR COORDINATION NO.OF RESPONDENTS 1 2 3 4 5 6 TOTAL 30 22 16 12 10 20 110 CHART: 2.1.11.c

COORDINATION AMONG RECRUITMENT TEAM

INFERENCE From the above graph we infer that 27% of the respondents ranked 1 for coordination , 20% of the respondents ranked 2 for coordination, 18% of the respondents ranked 6 for coordination, 15% of the respondents ranked 3 for coordination, 11% of the respondents ranked 4 for coordination, 9% of the respondents ranked 5 for coordination. TABLE: 2.1.11.d CANDIDATES OPINION REGARDING REGISTRATION PROCESS

REGISTRATION NO OF RESPONDENTS % OF RESPONDENTS 1 12 11 2 17 15 3 20 18 4 35 32 5 8 7 6 18 16 TOTAL 110 100 CHART: 2.1.11.d CANDIDATES OPINION REGARDING REGISTRATION PROCESS

INFERENCE From the above graph we infer that 32% of the respondents ranked 4 for registration , 18% of the respondents ranked 3 for registration, 16% of the respondents ranked 6 for registration, 15% of the respondents ranked 2 for registration, 11% of the respondents ranked 1 for registration, , 7% of the respondents ranked 5 for registration. TABLE: 2.1.11.e CANDIDATES OPINION REGARDING FEEDBACK
RANK NO OF RESPONDENTS % OF RESPONDENTS

1 2 3 4 5 6 TOTAL

21 24 19 10 21 15 110 CHART: 2.1.11.e

19 22 17 9 19 14 100

CANDIDATES OPINION REGARDING FEEDBACK

INFERENCE From the above graph we infer that the highest 22% of the respondents ranked 2 for feedback, for the rank 1 and rank 5 the % of respondents for the feedback is 19, 17% of the respondents ranked 3 for feedback, 14% of the respondents ranked 6 for feedback, and 9% of the respondents ranked 4 for feedback.

TABLE: 2.1.11.f CANDIDATES OPINION REGARDING HELP DESK

RANK 1 2 3 4 5 6 TOTAL

NO OF RESPONDENTS 20 14 33 14 10 19 110 CHART: 2.1.11.f

% OF RESPONDENTS
18.2 12.7 30 12.7 9.1 17.3 100

QUERIES ANSWERED BY COORDINATORS

INFERENCE From the above graph we infer that, 30% of the respondents ranked 3 for the helpdesk, 18% of the respondents ranked 1 for the helpdesk, 17% of the respondents ranked 6 for the helpdesk, for the rank 2 & rank 4 the % of respondents are 13 for the helpdesk, 9% of the respondents ranked 5 for the helpdesk.

TABLE: 2.1.12 DAY OF INTERVIEW PREFERED BY CANDIDATES

DAY OF INTERVIEW
WEEKEND WEEKDAY TOTAL

NO OF RESPONDENTS 82 28 110

% OF RESPONDENTS 75 25 100

CHART: 2.1.12 DAY OF INTERVIEW PREFFERED BY CANDIDATES

INFERENCE From the above chart we observe that. Out of 110 respondents, the highest of 75% of the respondents preferred Weekend interview and 25% of the respondents preferred Weekday interview.

TABLE: 2.1.13.a CANDIDATES OPINION REGARDING PROVISION OF VENUE DETAILS VENUE YES NO TOTAL NO OF RESPONDENTS 110 0 110 % OF RESPONDENTS 100 0 100

CHART: 2.1.13.a CANDIDATES OPINION REGARDING PROVISION OF VENUE DETAILS

INFERENCE From the above chart it is observed that out of 110 Samples, the majority of 100% of the respondents are provided with proper venue details in the mail.

TABLE: 2.1.13.b CANDIDATES OPINION REGARDING PROVISION OF TIMING DETAILS

TIMINGS YES NO
TOTAL

NO OF RESPONDENTS 110 110

110

% OF RESPONDENTS 100 0
100

CHART:2.1.13.b CANDIDATES OPINION REGARDING PROVISION OF TIMING DETAILS

INFERENCE From the above chart it is observed that out of 110 Samples, the majority of 100% of the respondents are provided with proper Timing details in the mail.

TABLE: 2.1.13.c CANDIDATES OPINION REGARDING PROVISION OF CONTACT PERSON % OF RESPONDENTS 100 0

CONTACT PERSON YES NO

NO OF RESPONDENTS 110 0

TOTAL

110 CHART: 2.1.13.c

100

CANDIDATES OPINION REGARDING PROVISION OF CONTACT PERSON

INFERENCE From the above chart it is observed that out of 110 Samples, the majority of 100% of the respondents are provided the details of the person to contact in the mail.

TABLE: 2.1.13.d PROVISION OF INFORMATION REGARDING THE DOCUMENTS REQUIRED DOCUMENTS REQUIRED NO OF RESPONDENTS % OF RESPONDENTS YES 44 40 NO 66 60 TOTAL 110 100 CHART: 2.1.13.d PROVISION OF INFORMATION REGARDING THE DOCUMENTS REQUIRED

INFERENCE

% OF RESPONDENTS

From the above chart it is observed that out of 110 Samples, 40% of the respondents are provided the details of the documents to be carried in the mail, 60% of the respondents are not provided the details of the documents to be carried in the mail.

TABLE: 2.1.13.e PROVISION OF INFORMATION REGARDING THE ELIGIBILITY CRITERIA ELIGIBILITY CRITERIA NO OF RESPONDENTS YES NO TOTAL 55 55 110 CHART: 2.1.13.e PROVISION OF INFORMATION REGARDING THE ELIGIBILITY CRITERIA % OF RESPONDENTS 50 50 100

INFERENCE From the above chart it is observed that out of 110 Samples, of 50% of the respondents are provided the details of the eligibility criteria in the mail, 50 of the respondents are not provided the details of the eligibility criteria in the mail. TABLE: 2.1.14.a CANDIDATES WAITING TIME FOR THE TECHNICAL ROUND
WAITING TIME FOR THE TECHNICAL ROUND NO OF RESPONDENTS % OF RESPONDENTS

0-15 15-30 30-45 45-60 >60 TOTAL

28 38 22 12 10 110 CHART: 2.1.14.a

25 35 20 11 9 100

CANDIDATES WAITING TIME FOR THE TECHNICAL ROUND

INFERENCE

From the above graph it is inferred that, Out of 110 respondents, The majority 35% respondents says that the waiting time for technical round is 15-30 minutes, 25% of respondents says that the waiting time for technical round is 0-15 minutes, 20% of respondents says that the waiting time for technical round is 30-45 minutes, 11% of respondents says that the waiting time for technical round is 45-60 minutes, 9% of respondents says that the waiting time for technical round is greater than 60 minutes. TABLE: 2.1.14.b CANDIDATES WAITING TIME FOR THE MANAGERIAL ROUND WAITING TIME FOR THE MANAGERIAL 0-15 15-30 30-45 45-60 >60 TOTAL NO OF RESPONDENTS 6 50 26 16 12 110 CHART: 2.1.14.b CANDIDATES WAITING TIME FOR THE MANAGERIAL ROUND % OF RESPONDENTS 5 45 24 15 11 100

INFERENCE From the above graph it is inferred that, Out of 110 respondents, The majority 45% respondents says that the waiting time for managerial round is 15-30 minutes, 24% of respondents says that the waiting time for managerial round is 30-45 minutes, 15% of respondents says that the waiting time for managerial round is 45-60 minutes, 11% of respondents says that the waiting time for managerial round is greater than 60 minutes, 5% of respondents says that the waiting time for managerial round is 0-15 minutes. TABLE: 2.1.14.c CANDIDATES WAITING TIME FOR THE HR ROUND WAITING TIME FOR THE HR ROUND 0-15 15-30 30-45 45-60 NO OF RESPONDENTS 26 48 8 22 % OF RESPONDENTS 24 44 7 20

>60 TOTAL

6 110 CHART: 2.1.14.c

5 100

CANDIDATES WAITING TIME FOR THE HR ROUND

INFERENCE From the above graph it is inferred that, Out of 110 respondents, The majority 44% respondents says that the waiting time for HR round is 15-30 minutes, 24% of respondents says that the waiting time for HR round is 0-15 minutes, 20% of respondents says that the waiting time for HR round is 45-60 minutes, 7% of respondents says that the waiting time for HR round is 30-45 minutes, 5% of respondents says that the waiting time for HR round is greater than 60 minutes. TABLE: 2.1.14.d CANDIDATES WAITING TIME FOR THE REGISTRATION
NO OF RESPONDENT S % OF RESPONDENT S

WAITING TIME FOR REGISTRATION

0-15 15-30 30-45 45-60 >60 TOTAL

20 26 34 24 6 110 CHART: 2.1.14.d

18 24 31 22 5 100

CANDIDATES WAITING TIME FOR THE REGISTRATION

INFERENCE From the above graph it is inferred that, Out of 110 respondents, The majority 31% respondents says that the waiting time for Registration is 30-45 minutes, 24% of respondents says that the waiting time for Registration is 15-30 minutes, 22% of respondents says that the

waiting time for Registration is 45-60 minutes, 18% of respondents says that the waiting time for Registration is 0-15minutes, 5% of respondents says that the waiting time for Registration is greater than 60 minutes. TABLE: 2.1.14.e CANDIDATES WAITING TIME FOR THE DOCUMENT VERIFICATION
WAITING TIME FOR REGISTRATION DOCUMENTS NO OF RESPONDEN TS % OF RESPONDE NTS

0-15 15-30 30-45 45-60 >60 TOTAL

6 12 30 44 18 110 CHART: 2.1.14.e

6 11 27 40 16 100

CANDIDATES WAITING TIME FOR THE DOCUMENT VERIFICATION

INFERENCE From the above graph it is inferred that, Out of 110 respondents, The majority 40% respondents says that the waiting time for documents verification is 45-60 minutes, 27% of respondents says that the waiting time for documents verification is 30-45 minutes, 16% of respondents says that the waiting time for documents verification is greater than 60 minutes, 11% of respondents says that the waiting time for documents verification is 15-30 minutes, 6% of respondents says that the waiting time for documents verification is 0-15 minutes. TABLE: 2.1.15.a INFORMATION REGARDING CANDIDATES RESULT SATISFACTION LEVEL HIGHLY SATISFIED SATISFIED NEITHER SATISFIED NOR DISSATISFIED NO RESPONDENT S 12 60 22
% OF RESPONDE NTS

11 55 20

DISSATISFIED HIGHLY DISSATISFIED TOTAL

16 0 110 CHART: 2.1.15.a

14 0 100

INFORMATION REGARDING CANDIDATES RESULT

INFERENCE From the above chart we infer that, out of 110 respondents, 55% of the respondents were satisfied with the information given regarding the result at TCS, 11% of the respondents were highly satisfied with the information given regarding the result at TCS, 20% of the respondents were neither satisfied nor dissatisfied with the information given regarding the result at TCS, 14% of the respondents were Dissatisfied with the information given regarding the result at TCS. 0% of the respondents were highly dissatisfied with the information given regarding the result at TCS. This shows that the information given regarding the result at TCS is very good. TABLE: 2.1.15.b INFORMATION REGARDING LUNCH BREAK TO CANDIDATES SATISFACTION LEVEL HIGHLY SATISFIED SATISFIED NEITHER SATISFIED NOR DISSATISFIED DISSATISFIED HIGHLY DISSATISFIED TOTAL NO RESPONDENTS 38 17 44 11 0 110 % OF RESPONDENTS 34 16 40 10 0 100

CHART: 2.1.15.b INFORMATION REGARDING LUNCH BREAK TO CANDIDATES

INFERENCE From the above chart we infer that, out of 110 respondents, 34% of the respondents were highly satisfied with the information given regarding the lunch break at TCS, 16% of the

respondents were satisfied with the information given regarding the lunch break at TCS, 40% of the respondents were neither satisfied nor dissatisfied with the information given regarding the lunch break at TCS, 10% of the respondents were Dissatisfied with the information given regarding the lunch break at TCS.

TABLE: 2.1.15.c ADDRESSABILITY OF QUERIES BY THE CO-ORDINATORS SATISFACTION LEVEL HIGHLY SATISFIED SATISFIED NEITHER SATISFIED NOR DISSATISFIED DISSATISFIED HIGHLY DISSATISFIED TOTAL NO RESPONDENT S 10 84 16 0 0 110
% OF RESPONDE NTS

9 76 15 0 0 100

CHART: 2.1.15.c ADDRESSABILITY OF QUERIES BY THE CO-ORDINATORS

INFERENCE From the above chart we infer that, out of 110 respondents, 9% of the respondents were highly satisfied with the information given regarding the addressability of queries at TCS, 76% of the respondents were satisfied with the information given regarding the addressability of queries at TCS, 15% of the respondents were neither satisfied nor dissatisfied with the information given regarding the addressability of queries at TCS.

TABLE: 2.1.15.d INFORMATION REGARDING CANDIDATES JOB OFFER SATISFACTION LEVEL NO RESPONDENT S
% OF RESPONDE NTS

HIGHLY SATISFIED SATISFIED NEITHER SATISFIED NOR DISSATISFIED DISSATISFIED HIGHLY DISSATISFIED TOTAL

33 49 22 0 6 110 CHART: 2.1.15.d

30 44 20 0 6 100

INFORMATION REGARDING CANDIDATES JOB OFFER

INFERENCE From the above chart we infer that, out of 110 respondents, 30% of the respondents were highly satisfied with the information given regarding the offer information at TCS, 44% of the respondents were satisfied with the information given regarding the offer information at TCS, 20% of the respondents were neither satisfied nor dissatisfied with the information given regarding the offer information at TCS, 6% of the respondents were Highly Dissatisfied with the information given regarding the offer information at TCS. TABLE: 2.1.15.e CANDIDATES OVERALL SATISFACTION TOWAR DISSATISFIED INTERVIEW PROCESS SATISFACTION LEVEL HIGHLY SATISFIED SATISFIED NEITHER SATISFIED NOR DISSATISFIED DISSATISFIED HIGHLY DISSATISFIED TOTAL CHART: 2.1.15.e CANDIDATES OVERALL SATISFACTION TOWARDS INTERVIEW PROCESS NO RESPONDENTS 12 71 27 0 0 110
% OF RESPONDENTS

11 65 24 0 0 100

INFERENCE From the above chart we infer that, out of 110 respondents, 11% of the respondents were highly satisfied with the interview process at TCS, 65% of the respondents were satisfied with the interview process at TCS, 20% of the respondents were neither satisfied nor dissatisfied with the interview process at TCS.

2.2 CHI - SQUARE TEST

AIM: To find out the relationship between the job skills and experience of the candidates. Null hypothesis: H0 : H1 : There is no significant difference between experience and job skills. There is a significant difference between experience and job skills. Alternative hypothesis:

(i)

Input of observed frequency (o) :

EXPERIENCE

<3
JOB SKILLS

3-5 17 5 22

5-8 19 3 22

>8 10 1 11

Total 88 22 110

YES NO TOTAL

42 13 55

(ii)

Input of Expected frequency (E): EXPERIENCE <3 3-5 17.6 5-8 17.6 >8 8.8

JOB SKILLS YES

44

NO

11

4.4

4.4

2.2

(iii)

Result of Chi-Square: Oi 42 17 19 10 13 5 3 1 Ei 44 17.6 17.6 8.8 11 4.4 4.4 2.2 (Oi - Ei)2 4 36 1.96 1.44 4 0.36 1.96 1.44 (Oi - Ei)2 / Ei 0.0909 2.0454 0.1113 0.1636 0.3636 0.0818 0.4454 0.6545 3.9565

Oi 42 17 19 10 13
9

Ei 44 17.6 17.6 8.8 11

11

(Oi - Ei)2 4 36 1.96 1.44 4

3.76

(Oi - Ei)2 / Ei 0.0909 2.0454 0.1113 0.1636 0.3636

1.1817 3.9565

2 =( (Oi - Ei)2 Ei Degrees of freedom: 8-3 =5 Level of significance =0.05 RESULT: The tabulated value of 2 at =0.05 and three degrees of freedom is 20.05,5= 11.070 Calculated 2 =3.9565 < tabulated value 20.05, 3= 11.070 The null hypothesis is accepted

CONCLUSION: The test shows that there is no significant difference between experience and job skills.

2.3 ONE SAMPLE RUN TEST

AIM: To find weather candidates faced telephonic interview or face to face interview. STEP1: T/F/TTTT/FFF/TTT/F/T/F/T/F/T/F/TT/F/T/F/T/F/T/F/TTT/FFF/TTTT/F/TT/FFF/TT/F/T/FF/TT T/FF/TTT/FF/T/F/TTT/FFF/TTT/FFFF/TTT/FF/TTT/FFF/TTT/F/T/F/TTTT/FF/TT/FFF/T/F/TT /F/TT. STEP2: Null hypothesis: The responses are random Alternative hypothesis: The responses are not random. STEP3: Level of significance: =0.05, the value of |Z| = 1.96 STEP4: The number of runs v is a statistic with a special sampling distribution .the mean v of vstatistic is given by v , where 2 n1n2 Mean of statistic v n1 n2 = = = ---------------- + 1 n1 + n2 the number of first response the number of second response 2 n1n2 (n1n2- n1- n2)

Variance of V-statistic is V2 =

--------------------------(n1 + n2)2(n1 + n2-1) V- v

Test statistic: Z

-----------------V2

n1=48, n2=62, V=57 2 x 62x48 v = -------------------- + 1 62+48 5952 = ------------------- + 1 110 = v = 54.109 + 1 55.109 2 x 62 x 48 (2 x 62 x 48 62 48) V2 = ------------------------------------------------(62 + 48)2 (62 +48 -1) 5952 x 5842 V2 = = V = = --------------------12100 x 109 11.8096 (26.364)

5.1345 57 55.109

Z Z |Z|

= ---------------------5.1345 = 0.3683 = 0.3683

STEP 5: Table Z = 1.96 , calculated Z =0.3683 Cal Z < Tab Z, Accept null hypothesis. STEP6: CONCLUSION: Hence the response is random, both telephonic and face to face interview are conducted randomly.

2.4. GARRETT RANKING

STEP1:

STEP2: 100 (Rij - 0.05) Rank 1 2 3 4 5 6 Total Duration 5 11 5 28 28 33 110 Respons e 22 22 17 11 33 5 110 Coordination 30 22 16 12 10 20 110 Registratio n 12 17 20 35 8 18 110 Feedbac k 21 24 19 10 21 15 110 Help desk 20 14 33 14 10 19 110 total 110 110 110 110 110 110

Present position = 1st Rank = 100 (1-.5) /6 3rd Rank = 100 (3-.5) /6 5th Rank = 100(5-.5)/6 STEP3:
Rank Duration

---------------------Nij = 8.33 = 41.67 = 75 2nd Rank = 100 (2-.5)/ 6 = 4th Rank = 100(4-.5)/6 = th 6 Rank = 100(6-.5)/6 = 25 58.3 91.67

Response

Coordination

Registration

Feedback

Help desk

total

Score

1 2 3 4 5 6 Total

5 11 5 28 28 33 110

22 22 17 11 33 5 110

30 22 16 12 10 20 110

12 17 20 35 8 18 110

21 24 19 10 21 15 110

20 14 33 14 10 19 110

110 110 110 110 110 110

77 63 54 46 36 23

STEP4: TO FIND MEAN WITH EACH FACTOR

STEP5: S.NO 1 2 3 4 5 6 FACTORS ATTRACTED Duration Response Coordination Registration Feed back Help desk MEAN SCORE XD = 40.03 XR = 52.79 XC = 53.87 XRE = 49.33 XF = 51.96 XH = 51.32 GARRETT SCORE(RANKING) 6 2 1 5 3 4

GARRETT RANKING: CHART: 2.4 ATTRACTIVE FACTORS RANKED BY RESPONDENTS

INFERENCE: From the above table we found out that most of the CANDIDATES are satisfied with co ordination, Response, Feedback and Helpdesk. They are highly dissatisfied with Registration and Duration

2.5. WEIGHTED AVERAGE

AIM: To find the weighted average of overall interview set up of TCS according to the preference given by the candidates at TCS. STEP1:
SCALE

HIGHLY SATISFIE D
FACTORS

SATISFIE D

NEITHER SATISFID NOR DISSATISFIE D 6 22 33 22 17 16 16 10

DIS SATISFIE D 0 6 28 0 12 6 0 12

HIGHLY DISSATISFIE D 0 0 0 0 0 0 0 0

Seating Arrangemen ts Ambience Provision for Refreshment s Coordination Cordial Relationship Professional Presence Planning and Prepardness Directing others

54 28 11 24 26 16 28 16

50 54 38 64 55 2 66 72

STEP 2: FACTORS Seating Arrangements Ambience Provision for Refreshments Coordination Cordial Relationship Professional Presence Planning and Preparedness Directing Others TOTAL SCORE 488 437 362 442 425 428 452 422 CHART: 2.5 AVERAGE SCORE 4.4363 3.9727 3.2909 4.0181 3.8636 3.8909 4.1090 3.8363 RANK I IV VIII III VI V II VII

RANKING GIVEN BY CANDIDATES FOR INTERVIEW SETUP

Conclusion: From the above table the Seating Arrangement, planning & preparedness, coordination are all extremely good among the candidates were as Provision for refreshments, Directing Others, cordial relationship and Ambience is said to taken care since it differs slightly from the above.

CHAPTER - 3

SUMMARY AND CONCLUSION

CHAPTER V CONCLUSION
3.1 FINDINGS: 90% of the respondents say that current system is excellent. 53% of the respondents are satisfied and 24% of the respondents are highly satisfied with the interview setup and 16% of the respondents are neither satisfied nor dissatisfied and 7% are dissatisfied with current interview setup. 51% are satisfied and 19% are highly satisfied with the current interview process, 24% are neither satisfied nor dissatisfied, 5% are dissatisfied and 1% is highly dissatisfied with the current interview process. With the help of WEIGHTED AVERAGE, we have obtained the weights to the following factors, the Seating Arrangement, planning & preparedness, coordination are all extremely good among the candidates were as Provision for refreshments, Directing Others, cordial relationship and Ambience is said to taken care since it differs from the rest. The majority 35 % of the respondents says that the waiting time for the technical round is around 15-30 minutes and 25% of the respondents say that the waiting time for the technical round is around 0-15 minutes. The majority 46 % of the respondents says that the waiting time for the managerial round is around 15-30 minutes and 23% of the respondents say that the waiting time for the managerial round is around 30-45 minutes. The majority 44 % of the respondents says that the waiting time for the HR Round is around 15-30 minutes and 23% of the respondents say that the waiting time for the HR Round is around 0-15 minutes. The majority 31% of the respondents says that the waiting time for the registration is around30-45 minutes and 23% of the respondents say that the waiting time for the registration is around 15-30 minutes. The majority 40% of the respondents says that the waiting time for the Document verification is around 45-60 minutes and 27% of the respondents says that the waiting time for the Document verification is around 30-45 minutes.

 From the Garrett rank tool the overall rank for the weighting time obtained is mail to all the respondents.

VI

The information regarding the Venue, Timings and the Contact person is furnished in the With the help of the Garrett ranking tool the overall respondents has ranked 3 for feedback out of 6. With the help of the garret ranking tool the overall respondents has ranked 1 for coordination out of 6. Out of 110 respondents 85% says that the Queries by the candidates were answered properly by the Coordinators. According to the ONE SAMPLE RUN TEST its analyzed that both face to face and telephonic interview are not equally conducted for all the candidates From the percentage analysis its inferred that the majority of the candidates faced the telephonic interview. With the help of Chi-square test it is inferred that there is no difference between the experience and job skills. 3.2 SUGGESTIONS: The company should intimate the duration of each and every process of the interview through mail or while sourcing the candidates through telephone. Registration form should be mailed or provided in online so that the candidates complete the registration before they appear for the interview, this ultimately reduce the time. The panel team should be aware of the time limits between the rounds. The stress of the panel team can be minimized by conducting the interview in the weekdays. The interview type should be intimated to the candidate at the time of conformation call. As it will be less time consuming, the mandatory documents should be mailed in the particular order to the candidates. The candidates should be provided with free refreshments which help them feel more comfortable and energetic in the interview.

3.3 CONCLUSION:

The existing interview system at TCS is very effective. In order to be more effective little improvements should be taken with respect to duration and registration. The time line between each process should be minimized and also the type of interview process to be intimated in prior to the candidates. Recruitment is conducted in every organization according to the organizational system. In general, the company provides a very well designed and widely shared recruitment system to hire right candidates. However, there could be improvements in the case of conducting week day interviews so as to improve the satisfaction level of candidates attending week day interview process.

Bibliography:

1. Research Methodology, Kothari C.R., Second Edition (2003), Wishwa Prakasham (New age International (p) Limited, Publishers).(Pg. no.233-250) 2. Statistics For Management, P.N. Arora and S. Arora, Third Edition (2008), S. Chand & Company Limited. 3. Human Resource Management, Gary Dessler and Biju Varkkey Eleventh Edition (2008), Pearson Education,Inc. 4. Human Resource Management, K. Aswathappa, Fifth edition (2008), Tata McGrawHill Publishing Company Limited.

WEBSITES: http://en.wikipedia.org http://www.tcs.com/homepage http://www.staffing.org http://www.wikijob.co http://www.jstor.org