MINOR PROJECT REPORT

On

RECRUITMENT
Submitted in partial fulfillment of the requirements
for the awards of the degree of

Bachelor of Business Administration

Semester-II (Paper-Code-BBA 114)

To

Guru Gobind Singh Indraprastha University , Delhi

Guide: Submitted by
Dr. SUNITHA RAVI SACHIN

06321101721

2021-2024

i
Institute of Information Technology &

management New Delhi-110058

2021-2022

ii
 CERTIFICATE

I, Mr. SACHIN Roll No. . 06321101721 certify that the Minor Project Report (Paper Code BBA-114)
entitled “RECRUITMENT” is completed by me by collecting the material from the referenced sources.
The matter embodied in this has not been submitted earlier for the award of any degree or diploma to
the best of my knowledge and belief.

Signature of the Student:

Date:

Certified that the Minor Project Report ( Paper Code BBA-114) entitled “RECRUITMENT“done by

Mr. SACHIN , Roll No. 06321101721 is completed under my guidance.

Signature of the

Guide: Name of the

Guide:

Countersigned

Director/Project Coordinator

iii
 ACKNOWLEDGEMENT

The success and final outcome of this project required a lot of guidance and assistance from many

people and I am extremely privileged to have got this all along the completion of my project. All

that I have done is only due to such supervision and assistance and I would not forget to thank

them.

I respect and thank Dr. Suntha Ravi for providing me an opportunity to do the project work and

giving us all support and guidance which made me complete the project duly. I am extremely

thankful to her for providing such a nice support and guidance, who took keen interest on our

project work and guided us all along, till the completion of our project work by providing all the

necessary information for developing a good system.

(Student’s signature)

SACHIN

Enrollment No : . 06321101721
:

iv
 INDEX

S NO TOPIC PAGE NO
1 Declaration 2

2 Certificate Of Guide 3

3 Acknowledgement 4

4 Chapter-1: introduction to recruitment 5-7

5 Chapter-2: process of recruitment 8-10

6 Chapter-3: constrains and challenges 11-15

7 Chapter-4: situational audit for recruitment 16-21

8 Chapter-5: Sources of recruitment 22- 27

9 Chapter – 6 : Methods of recruitment 28-30

10 Chapter-7: Conclusion 31

11 Chapter-8: Bibliography 32

PAGE 5
 CHAPTER-1

INTRODUCTION TO RECRUITMENT

Recruitment is the process of having the right person, in the right place, at the right time
and it is crucial to organizational performance. You’ll find here information on the
recruitment process, recruitment law, policy and methods, online recruitment, costs of
recruitment, recruitment advertising, recruitment agencies, consultants and executive
search, graduate recruitment, competencybased recruitment, application forms,
curriculum vitae, and internal recruitment.
Whether the economic environment is booming, and attraction and retention of a talented
and flexible workforce is essential for competitive advantage, or is in a downturn and the
survival of the organisation depends on the productivity of staff, it is essential that the
recruitment function is clearly identified.

PAGE 6
 RECRUITMENT NEEDS

THESE ARE OF THREE TYPES

 PLANNED

These needs arising from changes in organization and retirement policy.

 ANTICIPATED

Anticipated needs are those movements in personnel, which an organization

Can predict by studying trends in internal and external environment .
 UNEXPECTED

Resignation, deaths, accidents, illness give rise to unexpected needs.

 IMPORTANCE OF RECRUITMENT

PAGE 7
 It is the process to discover sources of manpower to meet the requirement of staffing
schedule and to employ effective measures for attracting that manpower in adequate
numbers to facilitate effective selection of an efficient working force.

 Recruitment of candidates is the function preceding the selection, which helps create a
pool of prospective employees for the organisation so that the management can select the
right candidate for the right job from this pool. The main objective of the recruitment
process is to expedite the selection process.

 Recruitment is a continuous process whereby the firm attempts to develop a pool of

qualified applicants for the future human resources needs even though specific vacancies
do not exist. Usually, the recruitment process starts when a manger initiates an employee
requisition for a specific vacancy or an anticipated vacancy.

PAGE 8
 CHAPTER – 2

PROCESS OF RECRUITMENT
“Recruitment is the process of searching the candidates for employment and stimulating
them to apply for jobs in the organisation”.
The process of finding and hiring the bestqualified candidate (from within or outside of
an organization) for a job opening, in a timely and cost effective manner. The recruitment
process includes analyzing the requirements of a job, attracting employees to that job,
screening and selecting applicants, hiring, and integrating the new employee to the
organization.
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.

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 Process of Recruitment

 It is the whole process that begins with the identification of the needs of the company
with respect to the job & resources and ends with the employing a candidate in the
company. When we think of the recruitment process, what immediately comes to our
minds are the activities like analysis of the requirement for a particular job, to attract the
candidates for the particular job, screening of the applicants and selecting among them
the best candidate for the required job. Before the organization recruit candidates, they
must properly implement the virtual staffing plans and forecast them to determine how
many people they actually require.

 Methods of the recruitment process

Forecasting of the employee is based upon two factors either internally or externally.
There are two methods of doing the process of professional recruitment:

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  Internal Recruitment
It is done when the company looks to fill the vacancy from their organization or existing
workforce itself. It is a cheaper and quicker process to recruit, people are already familiar
with the organization, the company already knows about the strength and weakness of the
candidates.

 External Recruitment
This is the process when a company looks to fill the vacancy from any suitable
application or outside the business. It is done outside the company which brings new
ideas; people have a wider range of experience, longer process, more expensive, shifts in
population, competition, etc.

 Main Recruitment Process Goals

The recruitment process is designed to staff the organization with the new employees,
and it uses many different recruitment sources to attract the right talent in the defined
quality and within a defined time.
The recruitment process has several goals:
 Find the best talents for the vacancies

 Manage the recruitment sources

 Manage the vacancies in the organization

 Run the internal recruitment process

 Building the strong HR Marketing platform

 Co-operation with local and international universities

 Provide feedback about the trends in the job market .

Most recruitment goals are not visible to managers directly, and they use just sourcing of
the job candidates as the main outcome from the recruitment process. HR has to use the
other outcomes from the recruitment process as it is the source of valuable information.

Chapter – 3
PAGE 11
 CONSTRAINTS AND CHALLENGES

 CONSTRAINTS

 WHAT IS CONSTRAINTS ON RECRUITING EFFORTS?

Constraints on the recruiting efforts are the hindrances faced during the recruitment
process. In real world practice it is actually difficult to find and select a suitable candidate
fit for the job. The recruiting organization’s mode of communication may not be an
appropriate one.

Some of the brilliant applicants may feel that the vacancy is not in line with their current
expectation or their talent. An organization may not be able to select the candidates freely
even though they offer much better salaries and amenities

 FOLLOWING ARE FEW CONSTRAINTS OF RECRUITMENT:-

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1) Reputation of the organization- The reputation of the organization influences the
recruitment process to a great extent. A candidate may not apply to the enterprise if it
doesn’t carry a good image in the society. The probability of attracting large pool of
applicant is reduced in such a case. This usually happen due to poor working conditions,
delay in salary, rude management, etc.

2) Unattractive Jobs- If the job is hazardous, tension ridden, boring, unattractive, lacks
opportunities, very few of the candidates would be applying for it. At the same time if
there is opportunity of growth, flexible working hours, good working conditions, high
salary, there would be large number of applicants for such kind of jobs.

3) Trade union- In some of the cases, agreement with the trade unions may be the
constraint to recruit employee from outside. An agreement with the union to fill certain
percentage of posts will restrict the choice of the management.

4) Organizational Policies- The internal policy framework of the organization also

acts as a constraint sometimes for recruiting any applicant. A policy of recruiting higher
positions from outside might discourage a deserving candidate to apply in such an
organization.

5) Government Policies- Sometimes the government policies also act as a constraint on

recruitment policy of the enterprise. Government policy may require certain percentage
of seats to be reserved for the weaker section of the society. Government policy may also
require selecting a candidate from the list provided by the government employment
exchange. Such kind policies restrict the management from recruiting by their choice.

CHALLENGES

 WHAT IS RECRUITMENT CHALLENGES?

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Being a recruiter is an exciting yet challenging job. Your goal as a recruiter is to
find the best applicant for the position by streamlining the hiring process. But
what happens when you hit a rut and realize that you cannot find employees who
are qualified for the jobs you are searching to fill? It may be that the process you
have been using to recruit new hires needs an update.

The workforce is a fluid environment that is constantly changing due to

technological advances and new jobs being developed frequently. As a recruiter,
you need to stay up to date on the career world changes and be prepared to face
the challenges that are bound to happen during the recruitment process. Staying
ahead of the game and being willing to make adjustments along the way helps
ensure that you will find the best applicants for the job.

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 SOME RECRUITMENT CHALLENGES :-

1. Attracting the right candidates - Finding the right candidate that fits the
job can be a difficult and tedious task. Hence, we recorded it in recruitment
challenges.
The options are limited when you try to locate the right person in a pool of
unqualified talents and in the end, you often end up settling for a candidate that is
the best person at the time despite them not the best fit for the job. To avoid such
situations, the best way is to form a smaller pipeline of more qualified talent over
a larger number of applications.

2. Engaging qualified candidates - Engaging qualified candidates is one of

the recruitment challenges. It is important to reach out to the right candidates and
be noticed by them. A well-qualified candidate is swamped with emails from
multiple recruiters. You have to make your email stand out in the sea, especially
when the candidate has several offers under their belt. You have to put in more
effort to attract and persuade you to choose your company in this sea of
competitors, especially when it comes to passive candidates.

3. Hiring fast :- While hiring, the recruiters try to fill up job positions as fast as
possible because a vacant position costs them money and it also delays
operations, but some industries take a longer time to hire which makes the
recruiters frustrated.
The reason behind a longer duration for recruitment can also be a result of a
shortage of qualified candidates which leads to a real struggle for the hiring teams
to conclude and the right candidate gets hired elsewhere in the meantime. That's
why recruiters add it to the menu of recruitment challenges.

4. Building a strong employer brand :-Having a strong employer brand is

important as it attracts better and top talent/candidates , engages them, and has
better chances to make a quality hire and avoid a bad hire. Hiring is a complex
process and requires a continuous, collective effort. And for enhancing the

PAGE 15
 employer brand, recruiters have to ensure that candidates are getting good
recruitment experience whether they are hired or not. This is a continuous process
that might distract recruiters on concentrating crucial tasks, and hence, it is one
of the recruitment challenges that recruiters faced.

5. Creating an efficient recruiting process:- The fifth challenge from the

book of recruitment challenges is creating an efficient recruiting process.
The recruiting process can be tricky, so it is mandatory to have an efficient
recruiting process to hire the right candidate. Hiring teams have to communicate
proficiently and fast to easily evaluate candidates, and they should be aware of all
the steps during the process. Their main task is to coordinate all this
communication which is not always easy. Also, administrative tasks take up too
much time that they can use in the hiring process instead and provide a good
candidate experience.

6. Recruiting fairly :- A company must provide equal opportunities to all

candidates to hire the best person for the job. Also, it is a legal obligation and is a
good way to hire a person without the interference of stereotypes. Many
companies struggle to bring diverse candidates on board, and unconscious biases
are one of the reasons behind it. This leads to an inclusive workplace and
diminishes your company's image.

7. Ensuring a good candidate experience :- During the hiring process, it is

beneficial to provide a good candidate experience as it increases the chances of
the candidate accepting the offer and a bad experience makes them less likely to
accept the job. Positive candidate experience also enhances employer brand and
acts as an integral factor when candidates weigh in on job offers. This makes
more good candidates apply to your job posting.

PAGE 16
 CHAPTER – 4

SITUATIONAL AUDIT FOR RECRUITMENT

 AUDIT IN RECRUITMENT

The recruitment audit process enables businesses to adjust their model to make
the candidate experience more pleasant, increasing their chances of engaging a
suitable candidate. a recruitment audit essentially helps a business understand if
their practices are effective in engaging the right candidate.

 AUDIT YOUR RECRUITMENT PROCESS

Not only is recruitment auditing essential to ensure you’re achieving what your
organization requires from a hiring standpoint, but also whether or not the process
is cost-effective. There are hundreds of investment areas for effective recruiting,
and those that aren’t showing the return demanded of them need reconfiguring or
replacing.
With a more efficient and cost-effective recruitment strategy, you could find
yourself with resources available to fund the parts of your operation that are
lacking—or even hire more staff!

 HOW OFTEN SHOULD YOU CARRY OUT A RECRUITMENT

STRATEGY AUDIT?

PAGE 17
 How often you choose to deliver a recruitment audit varies on the business, the
amount of hiring involved, and of course, how successful your current strategy is.
That said, it’s unhealthy for any business to become complacent, so keeping a
continual eye on performance and ensuring you’re achieving the results you need
should be an ongoing process.
If your hiring successes are lower than you need, you’ve left your audit too late.
Having a regular schedule to carry out major and minor audits at specific intervals
should be an essential addition to your calendar.

 WHO SHOULD BE INVOLVED IN THE AUDIT?

Too many cooks can indeed spoil the broth, but carried out correctly, the more
angles of your recruitment audit you cover, and the more people you inquire of,
the more data you have to glean from. Facts and figures are essential for an
accurate picture; a hit and hope process isn’t going to help anyone.

 6 STEPS TO AUDIT YOUR RECRUITMENT PROCESS

So how do you conduct an audit of your hiring process? Where do you get started,
and what tools do you need? Follow the tips below and find out how you can start
auditing your recruitment.

1. Map out the candidate journey :-The most important step when
auditing your recruitment strategy is to map out your entire application
process from the candidate’s point of view. The best way to do this is to
make it visual. Grab a big poster-sized piece of paper or use a tool like to
draw the candidate journey .

When auditing your hiring process, you don’t have to map out your
candidate journey in its entirety. Start by mapping out each touchpoint
between the candidate and your organization. This includes the different
stages that a candidate goes through in the application process. The
candidate persona can be left out as this differs from job to job.

PAGE 18
 Mapping out the candidate journey will give you a clear overview of what
your application process looks like for candidates. You will also get to see
what the touchpoints are between you and your candidates. This will be of
great value for your audit as you will be able to see how your internal
processes connect to different points in the candidate journey.

2. Map out the internal processes

 For many companies, conducting a recruitment audit is mainly

about improving the internal processes. So the next step is to map
out all your internal processes. The things to map out are:

 Every step within your recruitment, starting from writing out the
job description until the moment that someone is hired
(the onboarding process should also be included if you have one).

 A description of every process within your hiring. These processes

should then be linked to the corresponding step in the candidate
journey.

 The amount of time spent on each process and the amount of time
that applicants spend in each stage of their application process.
This can be seen in the job overview report or time to hire report in
Recruitee.

 Map out all the potential communication points with your

candidates.

 Once you get a clear overview of your candidate journey and the
internal processes, you can see which parts of your recruitment
process aren’t up to par. These should be improved or optimized.

PAGE 19
3. Use quantitative data :-

Data is the most valuable asset when auditing your recruitment process. Your recruitment data
reveals a lot about your process. It tells you what your bottlenecks are, what parts of your
recruitment cause you to miss out on talent, and what you can improve on.

As talent acquisition platforms are becoming more popular, recruiters have access to more
recruitment data. Using this data is crucial when auditing your recruitment processes. Some of
the most important recruitment metrics to include in your audit are:

 Time to hire: How long does it take for you to fill your open jobs?
 Applicant drop-off rate: How many candidates drop off from the pipeline, and where do
they drop off?
 Job offer to acceptance ratio: Percentage of candidates accepting your job offers.
 Career page conversion rate: Percentage of career page visitors that convert into applicants.

These different metrics are extremely valuable for your recruitment audit. They will provide you
with important insights that you can use when looking to improve your hiring processes.

4. Use qualitative data to shed light on bottlenecks :-

While quantitative data gives you a large amount of information, it does not answer the “why”
question. Quantitative data only tells you the cold plain facts without any interpretation.

If you want to know why certain quantitative data is as it is, you have to collect qualitative data.
Soft data is gathered by asking your candidates or website visitors for feedback. For example,
when a candidate drops off, could you send them an email asking them for their reasons? This
way, you can get insights into why your drop off rate in some stages of the process might be
higher than expected.

Collecting qualitative data requires more time and effort than quantitative data, but the effort is
well worth it. If you want to conduct an audit of your recruitment process correctly, you need to
collect qualitative data. Without it, your quantitative data will be harder to interpret and therefore
less insightful.

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5. Gather input from your recruiters :-

When auditing a process, it is crucial to get input from the people that carry out the daily tasks.
This means that you should carry out your recruitment audit in close cooperation with your
recruiters—after all, they’re the ones working in the trenches every day. Not only will your
information be more accurate, but your recruiters will also think of ideas they feel will help you
to improve the recruitment process.

Involving your recruiters requires the correct planning. The best way to start is by identifying the
different steps in the process. Involve a few of your recruiters in this part of the process but not
the entire team. Once you’ve formed an overview, you can hold a meeting with the entire team to
discuss each step in more detail.

Try to gather insight into every single step and what tasks the recruiters perform during each
stage of the process. Also, make sure to ask the recruitment team about how long it takes to take
candidates from one step to the next and how much time they have to spend themselves on each
task.

6. Monitor your competition’s recruitment tactics :-

Wherever you can, you should be monitoring the differences between your recruitment strategies
and those of your competitors. If you can learn from the areas they perform better than you or
understand why they’re landing the talent you want, you can include those elements in your own
systems.

Is it to do with brand quality? Process? Have they found ways to offer candidates more than you
can? And if so, how? And what?

Again, data is everything, so don’t assume anything without facts and figures to back up your
ideas.

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 THE IMPORTANCE OF YOUR RECRUITMENT PROCESS
AUDIT .

A recruitment audit is a crucial part of your recruitment. After all, you need to
know whether your recruitment efforts actually give you the desired results.

Without carrying out proper recruitment audits, you won’t know, for example,
whether the careers page that you invested much of your resources on works or
not. Does it convert applicants? Do visitors actually click around on the page? Are
you spending too much time on a specific step within the process causing
applicants to drop off? All of these things can be prevented if you audit your
recruitment processes properly and frequently.

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 CHAPTER – 5

SOURCES OF RECRUITMENT

Sources of Recruitment:

The eligible and suitable candidates required for a particular job are available
through various sources. These sources can be divided into two categories :-

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Internal Sources of Recruitment:

1. Promotions:
The promotion policy is followed as a motivational technique for the employees
who work hard and show good performance. Promotion results in enhancements in
pay, position, responsibility and authority. The important requirement for
implementation of the promotion policy is that the terms, conditions, rules and
regulations should be well-defined.

2. Retirements:
The retired employees may be given the extension in their service in case of non-
availability of suitable candidates for the post.

3. Former employees:
Former employees who had performed well during their tenure may be called
back, and higher wages and incentives can be paid to them.

4. Transfer:
Employees may be transferred from one department to another wherever the
post becomes vacant.

5. Internal advertisement:
The existing employees may be interested in taking up the vacant jobs. As
they are working in the company since long time, they know about the
specification and description of the vacant job. For their benefit, the
advertisement within the company is circulated so that the employees will be
intimated.

PAGE 24
Benefits of Internal Sources of Recruitment:

1. The existing employees get motivated.

2. Cost is saved as there is no need to give advertisements about the vacancy.

3. It builds loyalty among employees towards the organization.

4. Training cost is saved as the employees already know about the nature of job to
be performed.

5. It is a reliable and easy process.

Limitations of Internal Sources of Recruitment:

1. Young people with the knowledge of modem technology and innovative

ideas do not get the chance.

2. The performance of the existing employees may not be as efficient as

before.

3. It brings the morale down of employees who do not get promotion or

selected.

4. It may leads to encouragement to favouritism.

5. It may not be always in the good interest of the organization.

PAGE 25
External Sources of Recruitment:

1. Press advertisement:
A wide choice for selecting the appropriate candidate for the post is available
through this source. It gives publicity to the vacant posts and the details about the
job in the form of job description and job specification are made available to public
in general.

2. Campus interviews:
It is the best possible method for companies to select students from various
educational institutions. It is easy and economical. The company officials
personally visit various institutes and select students eligible for a particular post
through interviews. Students get a good opportunity to prove themselves and get
selected for a good job.

3. Placement agencies:
A databank of candidates is sent to organizations for their selection purpose and
agencies get commission in return.

4. Employment exchange:
People register themselves with government employment exchanges with their
personal details. According to the needs and request of the organization, the
candidates are sent for interviews.

5. Walk in interviews:
These interviews are declared by companies on the specific day and time and
conducted for selection.

ADVERTISEMENTS:

PAGE 26
6. E-recruitment:
Various sites such as jobs.com, naukri.com, and monster.com are the available
electronic sites on which candidates upload their resume and seek the jobs.

7. Competitors:
By offering better terms and conditions of service, the human resource managers
try to get the employees working in the competitor’s organization.

PAGE 27
*Benefits of External Sources of Recruitment:
1. New talents get the opportunity.

2. The best selection is possible as a large number of candidates apply for the
job.

3. In case of unavailability of suitable candidates within the organization, it is

better to select them from outside sources.

*Limitations of External Sources of Recruitment:

1. Skilled and ambitious employees may switch the job more frequently.

2. It gives a sense of insecurity among the existing candidates.

3. It increases the cost as advertisement is to be given through press and

training facilities to be provided for new candidates.

PAGE 28
 CHAPTER – 6

METHODS OF RECRUITMENT

 Methods of Recruitment: Direct, Indirect and Third

Party Method

Some of the most important methods of recruitment are as follows:

1. Direct Method

2. Indirect Methods

3. Third Party Methods.

Recruitment methods refer to the means by which an organisation reaches to the

potential job seekers. In other words, these are ways of establishing contacts with
the potential candidates . It is important to mention that the recruitment methods
are different from the sources of recruitment.

The major line of distinction between the two is that while the former is the means
of establishing links with the prospective candidates, the latter is location where
the prospective employees are available. Dunn and Stephen have broadly classified
methods of recruitment into three categories.

These are:

1. Direct Method

2. Indirect Method

3. Third Party Method.

PAGE 29
1. Direct Method:

In this method, the representatives of the organisation are sent to the potential
candidates in the educational and training institutes. They establish contacts with
the candidates seeking jobs. These representatives work in cooperation with
placement cells in the institutions Persons pursuing management; engineering,
medical etc. programmes are mostly picked up in this manner.

Sometimes, some employer firms establish direct contact with the professors and
solicit information about students with excellent academic records. Sending the
recruiter to the conventions, seminars, setting up exhibits at fairs and using mobile
office to go to the desired centers are some other methods used to establish direct
contact with the job seekers.

2. Indirect Methods:
Indirect methods include advertisements in news papers, on the radio and
television, in professional journals, technical magazines etc.

This method is useful when:

(i) Organisation does not find suitable candidates to be promoted to fill up the
higher posts

(ii) When the organisation wants to reach out to a vast territory, and

(iii) When organisation wants to fill up scientific, professional and technical posts.

The experience suggests that the higher the position to be filled up in the
organisation, or the skill sought by the more sophisticated one, the more widely
dispersed advertisement is likely to be used to reach to many suitable candidates.

PAGE 30
Sometimes, many organisations go for what is referred to as blind advertisement in
which only Box No. is given and the identity of the organisation is not disclosed.
However, organisations with regional or national repute do not usually use blind
advertisements for obvious reasons.

While placing an advertisement to reach to the potential candidates, the

following three points need to be borne in mind:
1. First, to visualise the type of the applicant one is trying to recruit.

2. Second, to write out a list of the advantages the job will offer

3. Third, to decide where to run the advertisement, i.e., newspaper with local, state,
nation-wide and international reach or circulation.

3. Third Party Methods:

These include the use of private employment agencies, management consultants,
professional bodies/associations, employee referral/recommendations, voluntary
organisations, trade unions, data banks, labour contractors etc., to establish contact
with the job- seekers.

Now, a question arises: which particular method is to be used to recruit employees

in the organization ? The answer to it is that it will depend on the policy of the
particular firm, the position of the labour supply, the Government regulations in
this regard and agreements with labour organizations . Not with standing, the best
recruitment method is to look first within the organisation.

PAGE 31
 CHAPTER – 7

CONCLUSION
Recruitment is the process of having the right person, in the right place, at the right time
and it is crucial to organizational performance. You’ll find here information on the
recruitment process, recruitment law, policy and methods, online recruitment, costs of
recruitment, recruitment advertising, recruitment agencies, consultants and executive
search, graduate recruitment, competencybased recruitment, application forms,
curriculum vitae, and internal recruitment.
Whether the economic environment is booming, and attraction and retention of a talented
and flexible workforce is essential for competitive advantage, or is in a downturn and the
survival of the organisation depends on the productivity of staff, it is essential that the
recruitment function is clearly identified.

PAGE 32
 BIBLIOGRAPHY

 www.yourarticlelibrary.com
 www.businessmanagementideas.com
 www.uniassignment.com
 www.recruitee.com
 www.marketing91.com
 www.hrhelpboard.com
 www.jobnet.com.mm
 www.cogitotalent.com
 www.ismartrecruit.com
 www.infidea.in

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