95295900 archanaos 0350 end to end recruitment process in it companies
DESCRIPTION
hr projectTRANSCRIPT
MP Birla Institute of Management 1
End-To-End Recruitment Process in IT Companies in Bangalore
A A DDiisssseerrttaattiioon n ssuubbmmiitttteed d iin n ppaarrttiiaal l ffuullffiillllmmeennt t oof tf thhe e rreeqquuiirreemmeennttss
ffoor r tthhe e aawwaarrd d oof f MMBBA A DDeeggrree ee ooff
Bangalore University
Submitted By
Archana.O.S. Reg. No: 03XQCM6009
UUnnddeer r tthhe e GGuuiiddaannce ce OOff
Mr.Kasi Nagarajan Professor-MPBIM
M.P.Birla Institute of Management Associate Barathiya Vidya Bhavan
#33, Race course road Bangalore-560001
2003-2005
MP Birla Institute of Management 2
Acknowledgement
I thank Dr.N.S. Malavalli (Principal) for giving me the
opportunity to explore my areas of interest by consistently supporting me
through his expertise and also supplying valuable inputs in terms of
resources every step of the way.
� �,�WDNH�WKLV�RSSRUWXQLW\�WR�VLQFHUHO\�WKDQN�3URI�.DVL�1DJDUDMDQ�ZKR�LQWURGXFHG�PH�WR� WKH�LQWULJXLQJ�VXEMHFW�RI�(QG �7R�(QG�5HFUXLWPHQW�SURFHVV�DQG�IRU�VKDULQJ�KLV�HQF\FORSHGLF�NQRZOHGJH�RQ�WKH�VXEMHFW��,�DP�VXUH�WKLV�LV��JRLQJ�WR�EH�LQVWUXPHQWDO�LQ�VKDSLQJ�P\�FDUHHU�LQ�WKH�+5�ILHOG� �
I am duty bound to thank the HR Head of Symphony Software,
Mr.Mahalingam and Recruitment head of Slk Software Mr.Sathish for all
the guidance and support in completing my research. I wish to express my
sincere thanks to all of them.
My sincere thanks to my parents and friends who were able to help
me with their valuable time and encouragement towards the successful
completion of my project.
Archana.O.S.
03XQCM6009
MP Birla Institute of Management 3
STUDENT’S DECLARATION
I here by certify that this project report entitled “End-To-End
Recruitment Process in IT Companies in Bangalore” has been
prepared by me under the guidance and supervision of Prof.Kasi
Nagarajan, Professor, M.P. Birla Institute of Management,
Associate Bharathiya Vidya Bhavan, Bangalore.
This project report was prepared by me in partial fulfillment of
the requirement for the award of MBA Degree. I also declare that
this project report has not been submitted to any other University
or Institution for the award of any Diploma or Degree.
Date: 15/06/2005 ARCHANA.O.S. Place: Bangalore Reg. No.: 03XQCM6009
MP Birla Institute of Management 4
CONTENTS
CHAPTER
NO.
CHAPTER TITLE
PAGE NO.
Executive Summary
1
1.1
1.2
1.3
1.4
1.5
1.6
INTRODUCTION
¾�General Introduction
¾�Problem Statement
¾�Background of the study
¾�Justification and Significance of the
study
¾�Objectives of the study
¾�Theoretical Framework
4
5
6
7
8
9
2
INDUSTRY PROFILE
28
3
3.1
3.2
3.3
REVIEW OF LITERATURE
¾�Purpose
¾�Methodology
¾�Conclusion
36 37
38
39
MP Birla Institute of Management 5
4
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
4.9
4.10
RESEARCH METHODOLOGY
¾�Hypothesis
¾�Type of research
¾�Type of Data
¾�Data Gathering Procedure
¾�Population
¾�Sample
¾�Sampling Techniques
¾�Instrument Used
¾�Scope of the study
¾�Limitation of the study
42
43
43
44
44
44
44
45
45
45
5
Data Analysis and Interpretations
47
6
7
8
Summary of findings, Conclusion and Recommendations
¾�List of findings
¾�Conclusion
60
62
MP Birla Institute of Management 6
¾�Suggestions and Recommendations
64
Annexures
¾�Questionnaire
¾�Bibliography
¾�Other Annexures
65
69
69
MP Birla Institute of Management 7
LIST OF TABLES
Table No. Table Depicting Page No.
1 Ways of Advertising 47
2 Type of Medium 48
3 Looking for Job Seekers 49
4 Showing Position to be filled 50
5 Collection of CVs in a day 51
6 Ways to scan Resumes 52
7 Length of Recruitment Cycle 53
8 Stages of Recruitment Process 54
9 Methods of Recruitment Process 55
10 Components of Internal Recruitment 56
11 Components of External Recruitment 57
12 Most Pressing issues in IT sectors 58
MP Birla Institute of Management 8
LIST OF CHARTS
Chart No. Chart Depicting Page No.
1 Ways of Advertising 47
2 Type of Medium 48
3 Looking for Job Seekers 49
4 Showing Position to be filled 50
5 Collection of CVs in a day 51
6 Ways to scan Resumes 52
7 Length of Recruitment Cycle 53
8 Stages of Recruitment Process 54
9 Methods of Recruitment Process 55
10 Components of Internal Recruitment 56
11 Components of External Recruitment 57
12 Most Pressing issues in IT sectors 58
MP Birla Institute of Management 9
Executive Summary
Software and computer services industry has experienced explosive
growth in recent years. Bangalore is home to IBM, Microsoft, Cisco, Sun
Micro systems, Oracle, SAP, Intel and many others. Recruitment
represents the first contact that a company makes with potential
employees. Recruitment is an ongoing process because companies are
growing at a very fast rate through diversification, mergers and
acquisitions.
Right people at the right place at the right time plays a major role
in the recruitment process in software companies.
Research is conducted at symphony software, Cap Gemini, Wipro
Technologies, Slk Software, and Logix Micro Systems .The products
they are into are hardware design, Soc Design, Embedded software,
consumer products, retail and distribution, financial services, commercial
software solutions, etc..
Because of extreme competition in today’s world, organizations
need to have a very efficient and effective recruitment process, which
MP Birla Institute of Management 10
saves time and in turn results in reducing the cost of recruitment process.
Many Internal and External Factors govern the recruitment process.
Five stages of recruitment process are :
¾�Planning
¾�Strategy Development
¾�Searching
¾�Screening
¾�Evaluation and Control
Methods of recruitment process like Web recruitment, Applicant
Tracking system and Outsourcing can be used to cut down the cost and
time involved.
According to the review of literature successful recruiting involves
three steps:
¾�Defining the needs
¾�Spreading the word
¾�Using the Internet.
Research method followed is Descriptive in nature. The population
of IT companies is 1000 from which sample taken is 5 IT companies .In
each of the companies five people have been interviewed and the
questionnaires filled up. Sampling Technique followed in this research is
stratified Random Sampling.
Data Analysis and Interpretation is done by considering bar charts
and pie charts for the analysis. Important questions and the
MP Birla Institute of Management 11
corresponding responses were considered for analysis leading to the right
inferences .
It is possible to improve the current status of the recruitment cycle time
by
1. Conducting all the interview rounds in two or three rounds
2. Making candidates to join early.
3. Improving the various steps in the process.
4. Removing the non- value adding activities.
MP Birla Institute of Management 12
To study End-to-End Recruitment Process in
IT companies in Bangalore
MP Birla Institute of Management 13
CCHHAAPPTTEER R 11
IINNTTRORODDUUCCTTIIOONN
MP Birla Institute of Management 14
1.1 Introduction
Software and computer services industry has experienced explosive growth in recent years.
Many of the world’s leading IT companies have established their own development centers in
India, taking advantage of a highly skilled, English speaking workforce at a comparatively low
cost. With the liberalization even the government of India is interested in having MNC’s work
competitively in India.
Domestic IT market is small and is driven by big corporate. NASSCOM estimates the
total domestic market for software and services to be US$2.55 billion. Growth in the domestic
markets fell from 18% in 2001-02 to an estimated 17% in 2002-03 in the IT sector, but predicts
a return to growth in 2003-04.India spends just 1.2% of its GDP on IT.
Indian software industry is concentrated in a few cities; with Bangalore leading the way
with over 160 top companies head quartered in the city. Top 25 companies in Bangalore
contribute 65% of export earnings. A number of major global players have based R &D
Facilities in Bangalore and Other IT centers. Bangalore is home to IBM, Microsoft, Sun
Microsystems, Oracle, SAP, Intel, Cisco, Ericsson and many others.
Selecting people to work for an organization is as important as picking up players for
your number one team. And getting it right means using a planned and systematic approach.
MP Birla Institute of Management 15
Recruitment represents the first contact that a company makes with potential
employees. It is through recruitment that many individuals will come to know a company, and
eventually decide whether they wish to work for it. A well-managed recruiting effort will result
in high-quality applicants. High-quality employees cannot be selected when better candidates
do not know the job-openings, are not interested in working for the company, and do not apply.
The recruitment process should inform qualified individuals about employment
opportunities, create a positive image of the company, provide enough information about the
jobs so that applicants can make comparisons with their qualifications and interests, and
generate enthusiasm among the best candidates so that they will apply for the vacant positions.
Before coming to the details of recruitment, it is useful to note that hiring contrary to
popular perception, is an ongoing process and not confined to the formative stages of an
organization. Employees leave the organization in search of greener pastures-some retire and
some die in the saddle. More importantly, an enterprise grows, diversifies, takes over other
units-all necessitating of new men and women. In fact hiring function stops only when the
organization ceases to exist.
Human Resource Planning
Determine Recruitment and Selection Needs
Job Analysis
MP Birla Institute of Management 16
MP Birla Institute of Management 17
1.2 PROBLEM STATEMENT
For all companies the need to recruit or replace staff members with the right individuals
is essential. Thus the recruitment becomes an ongoing process. It is necessary to reduce the
recruitment cycle time of IT companies to save the cost and time involved in the entire
recruitment process.
Therefore this research aims to study end to end recruitment in all details and suggest
ways of reducing the time and cost involved in the recruitment process.
MP Birla Institute of Management 18
1.3 BACKGROUND OF THE STUDY
Recruitment is an important activity in all the software companies. Organisations are
growing at a very fast rate through diversification, mergers, acquisitions, and etc…thus it is
necessary to hire people continuously in which recruitment becomes an ongoing process.
Because of extreme competition in today’s world o rganizations need to have a very
efficient and effective recruitment process, which should lead to reduction in time and cost
involved in the recruitment process. Longer the recruitment cycle time it leads to high cost
to software companies.
Recruitment is a positive impact to an organization since it identifies and encourages
applicants to apply for the jobs. Additionally, many managers start recruiting only when
someone is leaving rather than establishing an ongoing recruiting program. Effective
recruitment process with the less time and increased effort results in success to the
organization.
MP Birla Institute of Management 19
1.4 JUSTIFICATION AND SIGNIFICANCE
In today’s competitive world, organizations are growing at a very fast rate through
diversification, expansion, restructuring, mergers and acquisitions, take over OF other units – It
is necessary to hire new men and women continuously. Henceforth recruitment is becoming
very important and more over an ongoing process. To increase the pool of qualified candidates
at minimum cost and to help organizations to complete the process with in a short time
effectively and efficiently.
Longer the recruitment process it is a greater is the loss for an organization in terms of
costs like:
♦ Leaving-Payroll and administration of leaver
♦ Replacement-recruitment, interview time and associated fees.
♦ Indirect cost-loss in productivity, loss in customer service/satisfaction.
♦ Opportunity cost
Because of extreme competition in today’s world organizations need to have a very
efficient and effective recruitment process, which saves time and in turn, results in reducing the
cost of recruitment process.
Recruitment process is the foundation for any organization and this even leads to retention
of the employees. Hence it is necessary to reduce the time taken in an organization from the
moment an organization plans to put an advertisement about the job openings and till an
organization gives the offer letter .
MP Birla Institute of Management 20
1.5 OBJECTIVES OF THE STUDY
1. To assess the current status of Recruitment Cycle Time utilization by the software
companies.
2. To increase the pool of qualified job candidates at minimum cost.
3. To understand the various methods of recruitment process available to reduce
recruitment cycle time.
MP Birla Institute of Management 21
1.6 THEORETICAL FRAMEWORK
Definition: “ Recruitment is defined as the process of finding and attracting capable applicants
for employment. The process begins when new recruits are sought and ends when their
applications are submitted. The result is a pool of applicants from which new employees are
selected”.
Though, theoretically, recruitment process is said to an end with the receipt of
applications, in practice the activity extends to the screening of applications so as to eliminate
those who are not qualified for the job.
Investing time, effort and money on recruitment and selection is worthwhile. It can save
an organization from dealing with the consequences of doing it poorly – the costs of doing it all
over again, the lost time and work, and the possibility of legal action arising from lawsuits filed
by frustrated candidates.
Recruitment and selection process are complex involving compliance with certain legal
requirements. The effectiveness of the recruitment process can play a major role in determining
the resources that must be expended on other HR activities and their ultimate success.
MP Birla Institute of Management 22
Factors governing Recruitment
Recruitment is naturally subject to influence of several factors. These include internal
and external factors.
EXTERNAL FACTORS
Of particular importance is the supply and demand of specific skills in the labor
market. If the demand for a particular skill is high relative to the supply, an extraordinary
recruiting effort may be needed. For instance, the demand for the programmers and the
financial analysts is likely to be higher than their supply, as opposed to the demand-supply
relationship for non-technical employees.
When the employment rate in a given area is high, the company’s recruitment process
may be simpler. The number of unsolicited applicants is usually greater, and the increased size
of the labor pool provides better opportunities for attracting qualified applicants. On the other
hand, as the unemployment rate drops, recruiting efforts must be increased and new sources
explored.
Labor market conditions in a local area are of primary in recruiting for most non-
managerial, supervisory and middle management positions. So far recruitment for executive
and professional positions is concerned, conditions of all India market are important.
External Factors ♦ Supply and demand ♦ Unemployment rate ♦ Labour market ♦ Political-social ♦ Sons of soil ♦ Image
�Recruitment
Internal Factors ♦ Recruitment Policy ♦ HRP ♦ Size of the firm ♦ Cost ♦ Growth and expansion
MP Birla Institute of Management 23
Another external factor is political-legal considerations. Reservation of jobs for SCs,
STs, minorities, and the other backward classes is a political decision. There is a strong case
for giving preference to people hailing from less-advantaged sections of the society.
Reservation has been accepted as inevitable by all sections of the society. The Supreme Court
has agreed upon 50 per cent reservations of seats and jobs.
Preferences to sons of soil are another political factor. Political leaders clamors that
preference must be given to the people of their respective states in matters of employment.
The company ‘s image also matters in attracting large number of job seekers. Blue chip
companies attract large number of applications. Often it is not the money is important. It is the
perception of the job seekers about the company that matters in attracting the qualified
employees.
INTERNAL FACTORS
One internal factor is the recruiting policy of the organization. Most organizations have
the policy on recruiting internally (from own employees) or externally (from outside the
organization). Generally, the policy is to prefer internal sourcing, as own employees know the
company well and can recommend candidates who fit are the organization’s culture.
Another related policy is to have temporary and part-time employees. An organization-
hiring temporary and part –time employees is in a less advantageous position in attracting
sufficient applications.
A major internal factor that can determine the success of the recruiting Programme is
whether or not the company engages in HRP.In most cases, a company cannot attract the
prospective employees in sufficient numbers and with required skills over night.
MP Birla Institute of Management 24
Size is the internal factor having its influence on the recruitment process .An
organization with one hundred thousand employees will find recruiting less problematic than
an organization with just one hundred employees.
Cost of recruiting is yet another internal factor that has to be considered. Recruiting
costs are calculated per new hire and the figure is considered nowadays. Recruiters must,
therefore, operate within budgets. Careful HRP and forethought by recruiters can minimize
recruitment costs.
Finally, an organization registering growth and expansion will have more recruiting on
hand than one, which finds its fortune declining.
RECRUITMENT PROCESS
The recruitment process comprises five interrelated stages, viz.
(i) Planning,
(ii) Strategy development,
(iii) Searching,
(iv) Screening, and
(v) Evaluation and control.
The ideal recruitment Programmed is the one that attracts a relatively larger number of
qualified applicants who will survive the screening process and accept positions with the
organization, when offered.
MP Birla Institute of Management 25
Recruitment Process
(i) Recruitment Planning
The first stage in the recruitment process is planning. Planning involves the translation of likely
job vacancies and information about the nature
Of these jobs into a set of objectives that specify the
(i) Number and
(ii) Type of applicants to be contacted.
Number of contacts Organizations, nearly, always, plan to attract more applicants than they
will hire. Some of those contacted will be uninterested, unqualified or both. Each time a recruitment
Programmed is contemplated, one task is to estimate the number of applicants necessary to fill all
vacancies with qualified people.
Personnel Planning
Job Analysis
Employee Requisition
Job Vacancies
Recruitment Planning -Number -Types
Searching Activation “Selling” -Message -Media
Strategy Development -Where -How -When
Applicant Population
Applicant Pool
Screening
Potential Hires
Evaluation And Control
MP Birla Institute of Management 26
Type of Contacts This refers to type of people to be informed about the job openings. The type
of people depends on the tasks and responsibilities involved and the qualifications and experience
expected. These details are available through job description and job analysis and person profile.
Job Analysis Gather and analyze information about the job and the attributes required: ♦ Job holder’s activities and responsibilities ♦ Desired levels and standards of
performances ♦ Skills, knowledge and abilities needed for
effective performance
Person Profile Define attributes of the ideal jobholder. Set out: ♦ Skills, knowledge and
attitudes needed for effective performance
♦ Specific qualifications, experience or other job related attributes needed.
Job Description Describe what has to be done and the reasons for doing it. Include: ♦ Job purpose ♦ Roles and responsibilities of job
holder ♦ Key accountabilities and expected
results ♦ Relationships with other jobs inside
and outside the organization
MP Birla Institute of Management 27
(ii) Strategy Development
Once it is known how many and what type of recruits are required, serious
considerations needs to be given to:
(a) ‘Make’ or ‘buy’ decis ions;
(b) Technological sophistication of recruitment and selection devices;
(c ) geographic distribution of labor markets comprising job seekers;
(d) Sources of recruitment;
(e) Sequencing the activities in the recruitment process.
‘Make’ or ‘Buy’ Organizations must decide whether to hire less skilled employees and
invest on training and education programmed, or they can hire skilled labour and professionals.
Technological sophistications The second in strategy development relates to the
methods used in recruitment and selection. This decision is mainly influenced by the available
technology. The advent of computers has made it possible for employers to scan national and
international applicant qualifications.
Where to look In order to reduce costs, organizations look into labor markets most
likely to offer the required job seekers. Generally, Companies look in to the national market for
managerial and professional employees regional or local markets for technical employees. And
local markets for clericals and blue-collar employees.
How to look How to look refers to the methods or sources of recruitment. These are
several sources and they may be broadly categorized into
(i) Internal and
(ii) External.
MP Birla Institute of Management 28
Internal recruitment
Internal recruitment seeks, applicants for the positions those who are currently
employed. Internal sources include present employees, employee referrals, former employees
and former applicants.
Evaluation of internal Recruitment
There are three major advantages of internal recruitment.
♦ Firstly, it is less costly that external recruitment.
♦ Secondly, organizations typically have a better knowledge of the internal candidates ‘skills
and abilities than the ones acquired through external recruiting.
♦ Thirdly, an organization policy of promoting from within can enhance employee’s morale,
organizational commitment and job satisfaction.
♦ Good performance is rewarded
There are few disadvantages of internal recruitment.
♦ One theory is that the method simply perpetuates the old concept of doing things –that
creative problem solving may be hindered by the lack of new talents.
♦ Some organizations complain of unit raiding in which divisions compete for the same
people.
♦ Thirdly, politics probably has a greater impact on internal recruiting and selection than
does external recruiting.
♦ Candidate’s current work may be affected.
MP Birla Institute of Management 29
External Recruitment
External sources far outnumber the internal methods. Specifically sources external to an
organization are professional or trade associations, advertisements, employment exchanges,
college/university/institute placement services, walk ins and write ins, consultants, contractors,
displaced persons, radio and television, acquisitions and mergers and competitors.
Evaluation of External Recruitment
External sources of recruitment have both advantages and disadvantages.
Advantages of external recruitment are as follows
♦ Benefits of new skills, new talents and new experiences to organizations.
♦ Compliance with reservation policy becomes easy
♦ Scope for resentment, jealousies and heart bum are avoided
Disadvantages of external recruitment are as follows;
♦ Better morale and motivation associated with internal recruiting is denied to the
organization
♦ It is costly
♦ Chances of creeping in false positive and false negative errors.
♦ Adjustment of new employees to the organizational culture takes longer time.
When to Look An effective recruiting strategy must determine when to look – decide on
the timings of events-besides knowing where and how to look for job applicants.
Time Lapsed Data (LTD) will be useful in determining the timings. TLD show the average
time that elapses between major decision points in the recruitment process.
MP Birla Institute of Management 30
(iii) SEARCHING
Once a recruiting plan and strategy are worked out, the search process can begin. It
involves two steps
(a) Source Activation
(b) Selling
Source Activation Typically, Sources and search methods are activated by the issuance
of an employee requisition. This means that no actual recruiting takes place until line
managers have verified that a vacancy does exist or will exist.
’Selling’ a second issue to be addressed in the searching process concerns
communications. Here, organizations walk a tightrope. On one hand, they want to do
whatever they can do to attract desirable applicants. On the other, they must resist the
temptation of overselling their virtues.
(iv) Screening
Screening of applications can be regarded as an integral part of the recruiting process,
though many view it as the first step in the selection process. The selection process will begin
after the applications have been scrutinized and short-listed. Applications received in response
to advertisements are screened and only eligible applicants for an interview. Interview is
conducted by a selection committee comprising the vice-chancellor, Registrar and subject
experts. Here, the recruitment process extends up to screening the applications. The selection
process commences only later.
(v) EVALUATION AND CONTROL
Evaluation and control is necessary as considerable costs are incurred in the recruitment
process.
MP Birla Institute of Management 31
The costs generally incurred are:
♦ Salaries for recruiters
♦ Management and professional time spent on preparing job description, job
specifications, advertisements, agency liason, and so forth.
♦ Cost of advertisements or other recruitment methods, that is, agency fees.
♦ Cost of producing supporting literature
♦ Recruitment overheads and administrative expenses.
Evaluation of Recruitment Process
The Recruitment process has the objective of searching for and obtaining from job seekers
in sufficient numbers and quality. Keeping this objective in mind, the evaluation might include:
♦ Return rate of applications sent out
♦ Number of suitable candidates for selection
♦ Retention and performance of the candidates selected.
♦ Cost of the recruitment process
♦ Time Elapsed Data
♦ Comments on image projected.
Evaluation of Recruitment Methods
The evaluation of the t\recruitment methods might include:
♦ Number of initial enquiries received which resulted in completed application forms.
♦ Number of candidates at various stages of the recruitment and selection process, especially
that shortlist.
♦ Number of candidates recruited
♦ Number of candidates retained in the organization after six months.
MP Birla Institute of Management 32
DIFFERENT METHODS OF RECRUITMENT PROCESS
1) Applicant Tracking System
2) Web Recruitment
3) Outsourcing
APPLICANT TRACKING SYSTEM:
Applicant Tracking System that helps to trim the recruiting expenses by reducing the
clerical costs of job applicant processing. Allows to effortlessly generate standard letters,
produce Equal Employment Opportunities (EEO) reports, and analyze the costs and
statistics of recruiting.
Because applicants can be searched for by skill, school, past employer or anything else
for that matter. One can find the right candidate very fast with this applicant tracking
system. Over 100 standard Reports are included, as well as custom Report Writer.
Applicant Tracking System is an excellent solution for any size company with a high
volume freeing HR personnel to focus more on critical recruitment activities. It has the
functionality of systems several times more expensive, and it is easier to learn.
Data entry and Updating is done using fill-in-the blank forms on your screen. The data
is automatically validated as it is entered, giving you an opportunity to correct any errors
immediately. More time is saved because edits can be done with a few keystrokes or by
simple selection from your code table, rather than retyping a whole entry. Using code
tables not only speeds data entry, but will also ensure consistency when printing reports.
MP Birla Institute of Management 33
Outdated or past applicant information can be easily transferred to a secondary
archieve database away from your “daily” data. Searches that are normally to the active
applicant data can be extended to include the archived data when desired.
HR Transfer
When an applicant is hired, a simple menu selection by the user will automatically
transfer all relevant information into Applicant Tracking System. Human Resource
Management System is included in the office suite package or can be purchased separately.
Resume Scanning Option
Its scan option extracts all vital information from resumes and transfers it into
Applicant Tracking System. The source of the resume can be an original paper hard copy, a
fax, or a computer generated version such as an e-mail message.
It scans uses very sophisticated extraction technology to precisely locate an applicant’s
name and address, previous employers with dates of employment, education, and skills.
Resumes do not have to be written in any predetermined format since Applicant
tracking System scan works with most resume formats. The manual data entry work is
substantially reduced and many errors are eliminated. With Applicant Tracking System one
can use almost any scanner, preferably one with a sheet feeder, to quickly read a stack of
resumes.
One no longer needs to spend countless hours keying in applicant data because now
Applicant Tracking System will do it. Applicant Tracking System has been in use for years
ensuring that your scanned resumes will be more accurate and has more information
extracted than with most competing systems.
MP Birla Institute of Management 34
Publish Job Openings and Applications from the web
Applicant’s Web Interfa ce option allows one to dynamically publish job openings on
your web site and then automatically receive resumes and job applications from the web.
As job requisitions are created, the web option allows you to specify which opening is to be
published, under which category it is to be listed, and the job description and job
requirements to be published. This option will let everyone who visits site to have the
opportunity to instantaneously check out your openings and apply for your positions.
Built in e-mailing
E-mail capabilities are built into Applicant so one can conveniently communicate via e-
mail with both applicants you are processing as well as the interviewers and managers
considering the hires. The Applicant e-mail capability ties into your in-house e-mail system
so one can use their address book if they wish.
Web-Based Reference and Background checking
Hire helper can do all kinds of checks from simple credit checks to extensive criminal
and background checks. You choose what is appropriate and the results fit e-mailed to you
upon completion.
Limitations of Applicant Tracking System are as follows:
♦ There are little chances of your name being brought up if the words you use to describe
your qualifications do not match what the employer is looking for
♦ There may be less opportunity to negotiate salary, especially if you have included
salary requirements or past salary numbers on your resume.
♦ Machines can make errors, even if they do so less than humans could.
MP Birla Institute of Management 35
♦ Resumes that have been in database for a long period of time may become outdated and
no longer reflect a person’s most recent qualifications.
WEB RECRUITMENT
Web Recruitment is already changing the way organization recruit. Web has become
primary communication tool for an organization, and is now the key source of most
information content. Providing high quality and easily accessible electronic information
with cost effectiveness and saving time will be the effective recruitment strategy in today’s
world.
In two years down the lane recruitment technology will run a 24-hour operation is a
challenge for many businesses, and the ability to be flexible when you need to
communicate with candidates is a huge benefit. In future, enabling candidates to book their
interview and assessment slots online would be a great practical advantage in a business.
Only 33% of organizations are maximizing the use of technology for tracking and
monitoring candidates. Many still print off application forms and handle the process
manually, which is time-consuming and expensive. The next few years will see an increase
in companies embracing applicant tracking with the key drivers being one of the better
managing relationships with candidates.
Chip and pin cards and video links might also be employed to initially identify a
candidate and monitor them throughout the test.
These measures are all technically feasible now. Once they are sufficiently widespread,
it is possible that online testing will rival the assessment center in terms of security, while
offering real advantages in terms of efficiency and cost effectiveness.
MP Birla Institute of Management 36
Benefits
♦ Cost cut: Spend less on advertising and recruitment agency fees
♦ Improve time to hire: Attract more quality candidates and get the vacancy filled
quicker
♦ Manages the entire process: From posting vacancies, handling applicants, conducting
skills tests and tracking progress.
♦ Enhances the company’s images: Enhances the brand image of the company with
prospective employees.
♦ Screen candidates: Only review candidates who meet the exact criteria for the job.
♦ Enhance user experience: Quickly and easily keep applicants informed at every stage
as their application is processed.
According to the Fordyce letter, perhaps the most influential and widely read news letter in
the employment industry, employers and recruiters use the internet to make 48% all their
hires”.
Management recruiters International “surveyed 4,247 hiring executives responsible for
hiring professionals they found that about 37% of participants surveyed use the internet to
recruit …71.2% of technology firms use the internet to recruit candidates, as do 42.6% of
financial services firms, 39% of health care corporations, 45% of insurance companies, and
59% of telecommunication companies”
Although Internet has been developing since the early 1980s,it is only past seven years that
the growth has become significant. The peak of internet job sites or work –related sites was
probably in 2000 since when there has been a general re organization of online recruitment
agencies resulting in significantly fewer continuing to offer services.
MP Birla Institute of Management 37
The advantages of using the Internet:
♦ It is able to shorten the recruitment cycle
♦ It has the potential to reduce recruiting costs, depending on the approach used.
♦ It reaches a wider range of possible applicants, with arguably a better quality of response
♦ It gives an organization a more up-to-date image
♦ It provides global coverage 24 hours a day.
The limitations of using the Internet
♦ It is the most effective when used as part of an integrated recruitment process and many
organizations currently lack the resources or expertise to achieve this.
♦ It is not first choice for all job seekers.
♦ Not all your potential applicants will have access to the Internet therefore it should be used
in conjunction with paper based methods which will add to costs.
♦ The ease of application may lead to more unsuitable applications being received, which
will have to be screened out adding to costs.
♦
RECRUITMENT OUTSOURCING
The Recruitment process can be contracted out partly or wholly to an external
organization. This outsourcing may be for a specific vacancy, such as the use of a recruitment
agency to recruit for the senior level post, or for all vacancies. Different parts of the
recruitment process may be outsourced: For example using a recruitment advertising agency to
proof read and place job advertisements.
Benefits may arise from outsourcing because of economies of scale, particularly where
the agency has invested heavily in technology. This may mean that agency can provide a
quicker, better and even cheaper services than the authority can provide itself. Improved
service levels may also result from the service level agreement agreed between the authority
and the agency.
MP Birla Institute of Management 38
When the outsourcing it is important that line managers remain sufficiently involved in
the recruitment process because of their understanding of a vacancy’s requirements. It is also
important for the authority to set clear roles, responsibilities and standards to ensure that they
retain some control over the process. The authority needs to be satisfied that the agency is able
to comply with anti-discrimination legislation and is experienced in promoting equal
opportunities.
Advantages of Outsourcing
♦ Allows business to focus on core activities
♦ Streamlines a business operations
♦ Gives you access to professional capabilities
♦ Shares the risk
♦ Peace of mind that the process in good hands (reliability)
♦ Do not have to worry about continually introducing new technologies.
♦ Improves service quality
♦ Frees up human Resources
Limitations of Outsourcing
♦ Lose control over the process
♦ Creates the potential redundancies
♦ Other companies may also be using the service providers. Therefore in some cases, the best
interests of the service providers may be diluted with other users.
♦ You may lose focus of the customer and concentrate on the product.
MP Birla Institute of Management 39
CCHHAAPPTTEER R 22
IINDNDUUSSTTRRY Y PPROROFFIILLEE
MP Birla Institute of Management 40
INDUSTRY PROFILE
WIPRO TECHNOLOGIES PROFILE
Founded in 1945,Wipro has diversified into Information Technology, Consumer Care
and Lighting, Engineering and Healthcare.Wipro diversified in 1980 and since then there has
been no looking back. Wipro had revenues of USD 902Mn in March 2003.
Milestones
1998:Wipro gets software services company in the world to get SEI CMM level 5
2001:World’s fi rst PCMM Level 5 Company.
2002:World’ first CMMi ver 1.1 Level company.
Locations 27 offices worldwide
30-development centers worldwide
Wipro Technologies is the global technology services division of Wipro Ltd.They offer
a full portfolio of services across industries, delivering measurable business benefits for our
customers with six-sigma consistency.
Clients
They serve over 300 global leaders including Boeing, Nationwide,
Ericsson,Toshiba,Cisco,Seagate,PutnamInvestments,UnitedTechnologies, Bets Buy, Digital,
Friends Provident, IBM, Microsoft, NCR, Thames Water, Transco, OTIS and Sony.
Partnerships
IBM, Sun Micro Systems, Cisco Systems, HP, ORACLE, Adobe, Intel, SAP, Web
Methods, Informatics, micro Strategy, Acta.
Values
♦ Human values Integrity
MP Birla Institute of Management 41
♦ Innovative solutions
♦ Value for Money.
Vision To be among the top 10 global Technology service Providers by 2005 offering the
complete spectrum of e-business, Internet and Communication Technology Services and
Components.
SWOT ANALYSIS
STRENGTHS
♦ Core Competencies in key areas.
♦ Adequate financial resources
♦ Cost advantages
♦ Product innovation skills.
WEAKNESSES
♦ No clear strategic direction
♦ Falling behind R & D
♦ Weak distribution network
OPPURTUNITIES
♦ Several additional customer groups
♦ Entry into new markets
♦ Faster market growth
THREATS
♦ Entry of lower cost foreign competitors
♦ Costly regulatory requirements
♦ Adverse demographic changes.
MP Birla Institute of Management 42
WIPRO TECHNOLOGIES PRODUCT PROFILE
As product manufacturers and platform vendors across the world, strive to make better
products with shorter development cycles and reduced total cost of ownership, at Wipro
Technologies partner with them to provide comprehensive solutions in product life cycle
management and product realization.
Service Offerings
♦ Product Strategy and Architecture
♦ Hardware Design
♦ ASIC Design
♦ Soc Design
♦ FPGA based Design
System software development
♦ Operating systems
♦ Device driver Development
Support Services
♦ Infrastructure Support services
♦ Product support solutions
Quality consulting Technologies
♦ Embedded software
♦ Multimedia
♦ Home gateway
MP Birla Institute of Management 43
♦ Network Processor
CAP GEMINI PROFILE
With more than 59,000 employees Cap Gemini is a global leader in consulting,
technology, outsourcing, and local Professional Services.
Headquartered in Paris, Cap Gemini regional operations include North America,
Northern Europe & Asia Pacific and Central & Southern Europe.Sogeti-Transicel is a
subsidiary business dedicated to local professional services.
Cap Gemini works in partnership with clients to develop business strategies and
technologies tailored to their unique requirements.
Cap Gemini operates in more than thirty countries worldwide.
Industries that Cap Gemini serves Each industry has its own unique requirements and
challenges. The priorities of health care are completely different from telecommunications and
consumer products companies face challenges that are non-existent in the oil and gas industry.
Cap Gemini has teams of industry experts who are devoted 100% to solving problems and
making advancements within their respective industries. They have developed tools,
methodologies and best practices based on years of experience with top companies in all major
industries.
MP Birla Institute of Management 44
CAPGEMINI PRODUCT PROFILE
Automotive
Cap Gemini works with the world’s leading automotive manufacturers and suppliers to
sustain growth in a highly competitive industry.
Consumer Products, Retail and Distribution
We help consumer products; retail and distribution companies grow stronger through
the power of collaboration.
Energy, Utilities and Chemicals
Cap Gemini’s experience with energy, utility and che mical companies around the world
is truly collaboration in action.
Financial Services
As one of the world’s foremost service providers to the financial services industry, Cap
Gemini brings the power of both traditional experience and a modern collaborative approach
to bear on our clients' business issues.
Health
Cap Gemini is the #1 consulting services provider in the healthcare industry.
Life Sciences
Cap Gemini and the world's leading life sciences organizations collaborate to enable
change through insight and technology
MP Birla Institute of Management 45
Manufacturing
The Manufacturing Revolution - From economic challenge to revenue growth, Cap
Gemini helps clients to navigate an increasingly dynamic marketplace.
Public Sector
Cap Gemini is leading the way in government and public sector, creating solutions for
the 21st century and anticipating trends.
Telecom, Media & Entertainment
Maximizing assets and unleashing growth - Cap Gemini’s global Telecom, Media &
Entertainment (TME) group is dedicated to helping companies achieve strategic goals and
world-class results in an environment of increasing opportunity.
SYMPHONY SOFTWARE PROFILE
A symphony service helps enterprises leverage the global economy to gain competitive
advantage. Company across the globe is looking creative ways to reduce costs while to provide their
customers the products and services that they have come to expect. Outsourcing has become a
strategic business decision that enables the cost reduction and competitive differentiation companies
need to survive in today’s marketplace.
Symphony services are a US-based company focused on helping clients leverages the
global economy for competitive advantage. The company is distinguished by its
comprehensive, high-end capabilities that address the market demands of today’s global
enterprises. Symphony services is recognized as a high impact outsourcing partner with
significant experience in running large-scale operations and a track record of successfully
taking on high value business processes for clients.
MP Birla Institute of Management 46
Location
Symphony services operate global delivery centers in Bangalore, Mumbai and Pune,
India.
Values
Client Delight, sprit de Corps, Measurable Value, Innovation and Entrepreneurial
Spirit, Integrity.
Milestones
♦ 100% growth per year since inception
♦ Rated at CMMI Level 4
♦ Six Sigma Process Proficiency
♦ Global Infrastructure HQ in Palo Alto, CA
SYMPHONY SOFTWARE PRODUCT PROFILE
Offers end-to-end solutions for select vertical markets and functions:
♦ Commercial Software Solutions delivers increased productivity and faster time-
to-market for commercial-grade software products and solutions.
♦ Spend Management Solutions provides a full suite of indirect expense
management outsourcing and software solutions that help companies gain control
of costs to improve their bottom line and optimize performance.
♦ Market Analytics Solutions enables better decisions, more predictable results,
and opportunities to increase revenue.
MP Birla Institute of Management 47
CCHHAAPPTTEER R 33
RREEVVIIEEW W OOF LF LIITTEERRAATTUURREE
MP Birla Institute of Management 48
Recruitment and Selection Process The Art of Recruitment (Article 1)
3.1 PURPOSE :
The point of departure for our collaboration is to get to know your company, its history, its
culture and its objectives. In 7 stages, Ajilon Executive Search has made recruitment and Art’.
3.2 METHODOLOGY
We systematically and objectively evaluate the skills, the personality and the potential of the
candidates. If a candidate is accepted and confirmed, we will double-check our impressions by
taking professional references. We optimize your time management by presenting you with
only the best candidates, and assisting you until the final negotiations have been concluded.
3.3 CONCLUSION
Search process
We use 4 search channels: written press advertisements and/or international websites with
media plan, direct contacts, www.ajilon.ch website, international candidate database.
Pre-selection and assessment
Pre-selection: Initially, we interview the selected candidates and introduce to you those chosen
on the basis of their technical profile and their motivation for the position.
Assessment: The candidates you select then follow our assessment process. Based on an
individual psychological test developed for our specific needs, we conduct an in-depth
interview with the candidates
Support and advice
We participate with you in the final negotiations with the candidate.
Integration and follow-up
We formulate with you an integration plan for the chosen candidate(s), and will run joint
reviews 3 and 6 months after the candidate's appointment.
MP Birla Institute of Management 49
The group engaged a facilitator from the Trusts Modernization Team to assist with process
mapping the current system and establish what the ideal new system would be. The main
proposal for the new recruitment procedure would be to centralize the service, thus addressing
the issues of consistency and compliance to policy and procedures .A partially centralized
service had already been in place, for a short period of time, to look at the problems within
nurse recruitment. Due to the complexity and cost implications of completely centralizing the
recruitment system for the Trust the action taken was to set up a working group to look at the
smaller, more manageable, improvements that could be made within the current resources.
Article 2
����385326(�
The following are key stages where changes have been made:
The need for a vacancy to be advertised is identified.
At the time of a staff member tendering their resignation their manager will review the
staffing establishment and skill mix with their finance manager.
When the need for a new post is identified a revised grading policy is automatically applied.
More Human Resource Managers have been trained to use the med equate system. Both these
changes ensure timely and appropriate job evaluation.
3.2 METHODOLGY
To streamline the advertising process and reduce errors Managers are able to submit requests
for advertisement via a jobs database. This links directly with our advertising agency and our
website. Adverts for nursing, administration and clerical staff groups are placed on a monthly
basis.
MP Birla Institute of Management 50
3.3 CONCLUSION
The application process for Administration and Clerical and Nursing vacancies is managed
centrally. The benefit to the applicant is that they have one contact number which includes an
out of hours answer machine. This system also ensures consistent and high quality information
is sent to applicants. All information is updated on a frequent basis.
The vacancy monitoring system has been improved over a period of several months by
altering the form for administrators making it more user friendly with further breakdown of
staff groups. The Trust is now confident that vacancy figures are accurate and adequate to
identify shortfalls in skill mix not just establishment numbers. This enables us to evaluate our
processes more effectively and feeds directly into the workforce planning process. Our
vacancy progress is measured monthly and compared with the same period for the previous
year.
Article 3
Successful recruiting involves three steps: defining your needs, spreading the word and
using the Internet.
3.1 PURPOSE
When faced with an open position, know what kind of candidate you covet. Move beyond the
obvious prerequisites, such as the person's education and salary history, to consider the
individual's previous budget responsibility, operational experience, decision-making authority,
capacity for flexibility and growth (vital for many fast-growth firms) and familiarity with
technologies ranging from spreadsheet programs to e-commerce.
MP Birla Institute of Management 51
3.2 METHODOLGY
Examples: Can you hire foreign nationals? If so, what documentation do you need? And
what's the range within which you can negotiate salary and benefits? Addressing such matters
ahead of time makes recruiting easier.
3.3 CONCLUSION
While large companies might blanket newspapers with splashy ads to attract applicants,
smaller firms cannot afford such a scattershot strategy. That's a blessing in disguise. An
expensive recruitment campaign usually reaches only a handful of qualified candidates, while
diverting the company's H.R. staff as they screen incoming resumes, field phone calls and send
rejection letters.
Thinking about Recruitment – A Hewitt Article on 11-Nov-2004, By Simon Keeley,
Hewitt Associates China is given in the Annexure.
MP Birla Institute of Management 52
CHACHAPTPTER 4ER 4
RESRESEAEARCH RCH MMETHETHODODOLOOLOGYGY
MP Birla Institute of Management 53
MP Birla Institute of Management 54
4.1HYPOTHESIS
H0: It is not possible to reduce the recruitment cycle time in IT companies.
H1: It is possible to reduce the recruitment cycle time in IT companies
4.2 TYPE OF RESEARCH
Descriptive Research
Descriptive research or statistical research provides data about the population or
universe being studied. But it can only describe the "who, what, when, where and how" of a
situation, not what caused it. Therefore, descriptive research is used when the objective is to
provide a systematic description that is as factual and accurate as possible.
It provides the number of times something occurs, or frequency, lends itself to
statistical calculations such as determining the average number of occurrences or central
tendencies.
One of its major limitations is that it cannot help determine what causes a specific
behavior, motivation or occurrence. In other words, it cannot establish a causal research
relationship between variables.
MP Birla Institute of Management 55
The type of descriptive research design is:
Surveys The survey technique involves the collection of primary data about subjects, usually
by selecting a representative sample of the population or universe under study, through the use
of a questionnaire.
It allows for standardization and uniformity both in the questions asked and in the
method of approaching subjects, making it far easier to compare and contrast answers by the
respondent group. It also ensures higher reliability than some other techniques.
4.3 Type of data
• Primary Data -
¾�Interview
¾�Questionnaire
• Secondary Data
Besides, a few books and magazines were referred for additional information and also
articles from the web/Internet proved useful.
4.4 DATA GATHERINGS
Primary Data
¾�Questionnaire
The major tool used in collecting data on the current status of End-To-End Recruitment
process with respect to the methods, forms effectiveness of the program was done
MP Birla Institute of Management 56
through open-ended questionnaire filled in by the respective person in charge of
recruitment department in the sample of software companies.
¾�Interview
For further information on the area, unstructured and casual interviews with the
managers in charge of recruitment department in these sample software companies
were an effective tool of data collection.
Secondary Data
Besides, a few books and magazines were referred for additional information and also
articles from the web/Internet proved useful.
4.5 Population: 1000
Sampling frame: 1000-100=900
4.6 Sample: The number of IT companies taken for research is 5.In each company five people
were considered for data collection. There fore 25 is the sample size taken for the study
4.7 Sampling Technique
Stratified Random Sampling
There may often be factors which divide up the population into sub-populations (groups
/ strata) and we may expect the measurement of interest to vary among the different sub-
populations. This has to be accounted for when we select a sample from the population in order
that we obtain a sample that is representative of the population. This is achieved by stratified
random sampling.
MP Birla Institute of Management 57
Stratified random sampling technique is generally used when the population is
heterogeneous, or dissimilar, where certain homogeneous, or similar, sub-populations can be
isolated (strata).
Some reasons for using stratified random sampling over simple random sampling are:
a) The cost per observation in the survey may be reduced;
b) Estimates of the population parameters may be wanted for each sub-population;
c) Increased accuracy at given cost.
4.8 Instrument used:
Questionnaire, personal interviews.
4.9 Scope of the study
The scope of the study is restricted to End-to-End Recruitment process being conducted
by software companies in Bangalore only. Companies operating in places other than Bangalore
are not considered.
4.10 Limitations of the study
♦ Lack of openness in the responses by the respondent companies in revealing
information.
♦ The lack of objective parameters for evaluation of the responses makes statistical
analysis of the data very difficult.
MP Birla Institute of Management 58
CHACHAPTPTER 5ER 5 DATA ANALYSIS AND
INTERPRETATION
MP Birla Institute of Management 59
QUESTION 1 Which is the most effective way of advertising for your job openings?
TABLE 1 : TABLE SHOWING WAYS OF ADVERTISING
Serial no Options No. Of Responses 1 Job Posting ��2 Audio and TV ��3 Web-Centric ads ��4 News Papers ��� 727$/� ���
Chart 1 :PIE CHART SHOWING WAYS OF ADVERTISING
36%
20%
32%
12%
1234
Inference:�The most effective way of advertising JOBPOSTING�����������
MP Birla Institute of Management 60
�
QUESTION 2 Type of medium you prefer to disclose job opportunities���
TABLE 2 :TABLE SHOWING TYPE OF MEDIUM
Serial no Options No. Of Responses �� TV ���� Magazines ���� Internet ����� Job Portal ��� 727$/� ���
�Chart 2 :PIE CHART SHOWING TYPE OF MEDIUM
32%
60%
8%
123
����Inference: Type of medium company use to disclose job opportunity is through ,17(51(7����
MP Birla Institute of Management 61
QUESTION 3 Where do you look for job seekers?
TABLE 3: TABLE TO SHOWING SOURCES TO LOCATE JOB SEEKERS �
�Serial no Options No. Of Responses �� National market ����� Regional Market ����� Specify if any other ��� 727$/� ���
Chart 3: PIE CHART TO SHOWING SOURCES TO LOCATE JOB SEEKERS
60%
40%
12
Inference: Company's look to National Market for JOB SEEKERS. ����
MP Birla Institute of Management 62
�����QUESTION 4�� What are the positions you are filling currently?
TABLE 4: SHOWING POSITIONS TO BE FILLED ��
Serial no Options No. Of Responses �� Software Engineers ����� Project Leaders ���� Team Leaders ����� Designers ��� 727$/� ���
�Chart 4: BAR CHARTS SHOWING POSITIONS TO BE FILLED
15
5
10
5
0
2
4
6
8
10
12
14
16
1 2 3 4
Series1
��� Inference: Company is currently filling the post for SOFTWARE ENGINEERS.
MP Birla Institute of Management 63
�QUESTION 5��How many CVs you get every day?
TABLE 5: SHOWING COLLECTION OF CVS IN A DAY �
��
Chart 5:PIE CHART SHOWING COLLECTION OF CVS IN A DAY��
0% 20%
0%
80%
1234
��Inference:�MORE THAN 40 CVs company receive in a day. ���
Serial no Options No. Of Responses �� ������ ���� ������ ���� ������ ���� !��� ���� 727$/� ���
MP Birla Institute of Management 64
QUESTION 6��How do you scan the resumes? �
TABLE 6: SHOWING WAYS TO SCAN RESUMES
�Serial no Options No. Of Responses �� Educational Qualification ����� Experience ����� Current Working Skills ����� Current Working
Company ���
�� Specify if any other ���� 727$/� ���
Chart 6:BAR CHART SHOWING WAYS TO SCAN RESUMES
25 25
20
15
0
5
10
15
20
25
30
1 2 3 4
Series1
���Inference: Company's scan the resumes mostly based on EDUCATIONAL QUALIFICATIONS and EXPERIENCE. ������
MP Birla Institute of Management 65
��QUESTIONS 7��What is the length of recruitment cycle of your company?
TABLE 7: SHOWING LENGTH OF RECRUITMENT CYCLE
Serial no Options No. Of Responses �1week-2weeks ��2weeks-1month ����1month-2months ��2months-3months �
727$/� �� ��
Chart 7:PIE CHART SHOWING LENGTH OF RECRUITMENT CYCLE
0%
40%
60%
0%
1234
���Inference:�Length of recruitment cycle is between 1month-2 months ����
MP Birla Institute of Management 66
��QUESTION 8���How many stages of recruitment process are there in your company?
TABLE 8: SHOWING STAGES OF RECRUITMENT PROCESS� �
Serial no Options No. Of Responses � � �� � ���� � �� � ���
�����! #" $�%
Chart 8:PIE CHART SHOWING STAGES OF RECRUITMENT PROCESS�
�
20%
40%0%
40%
0%12345
����Inference: 6 TO 8 STAGES of Recruitment Process are followed in Companies. �����
MP Birla Institute of Management 67
�QUESTION 9�� Which method of recruitment process you adopt? �
TABLE 9: SHOWING METHOD OF RECRUITMENT PROCESS��
Serial no Options No. Of Responses &Internal Recruitment '('
' External Recruitment '�)*Applicant Tracking System
*
) Web Recruitment '('+Outsourcing '�),�-�,!.#/ 021
Chart 9:BAR CHARTS SHOWING METHOD OF RECRUITMENT PROCESS
2224
3
2224
00
5
10
15
20
25
30
1 2 3 4 5 6
Series1
���Inference: EXTERNAL RECRUITMENT and OUTSOURCING are the Methods of
Recruitment adopted in software companies ���
MP Birla Institute of Management 68
��QUESTION 10��What are the components your company includes in Internal Recruitment? �
TABLE 10 : SHOWING COMPONENTS OF INTERNAL RECRUITMENT �
�������
Chart 10 :BAR CHARTS SHOWING COMPONENTS OF INTERNAL RECRUITMENT��
23
3
25
00
5
10
15
20
25
30
1 2 3 4
Series1
���Inference: EMPLOYEE REFERRALS is the important component in Internal recruitment. �������
Serial no Options No. Of Responses 3Present Employees 465
4 Former Employees 55 Employee Referrals 4879
Specify if any other :;=<�;?>#@ A2B
MP Birla Institute of Management 69
�QUESTION 11��What are the components your company includes in External Recruitment?
TABLE 11: SHOWING COMPONENTS OF EXTERNAL RECRUITMENT �
Serial no Options No. Of Responses �� Head Hunting ����� Employment Exchanges ���� Campus Recruitment ����� Consultancy ����� Walk-ins ���� 727$/� ����
Chart 11:BAR CHART SHOWING COMPONENTS OF EXTERNAL RECRUITMENT
25
4
25 25 25
0
5
10
15
20
25
30
1 2 3 4 5
Series1
��Inference: ALMOST ALL THE COMPONENTS in external recruitment is used in companies. �
MP Birla Institute of Management 70
QUESTION 13 �What do you see as the most pressing issues for IT in the following area?
TABLE 11: SHOWING MOST PRESSING ISSUES IN IT SECTORS ��
Serial no Options No. Of Responses �� Recruitment ����� Motivation ���� Career Development ���� Retention ���� 727$/� ���
�Chart 11:BAR CHART SHOWING MOST PRESSING ISSUES IN IT SECTORS
12
3 4
25
0
5
10
15
20
25
30
1 2 3 4
Series1
���Inference:�Most pressing issues in software companies are RETENTION.�����
MP Birla Institute of Management 71
���
CHCHAPAPTETER 6R 6
MP Birla Institute of Management 72
LLIISST T OOF FF FIINNDDIINNGGSS �
���The most effective way of advertising JOBPOSTING�2. Type of medium company use to disclose job opportunity is through INTERNET.
���Company's look to National Market for JOB SEEKERS.����Company is currently filling the post for SOFTWARE ENGINEERS.�5. MORE THAN 40 CVS company receive in a day
���Companies scan the resumes mostly based on EDUCATIONAL QUALIFICATIONS and
EXPERIENCE �7. Length of recruitment cycle is between 1month-2 months
���Mostly 6 OR 8 STAGES of Recruitment Process are followed in Companies. ����EXTERNAL RECRUITMENT and OUTSOURCING are the methods of
Recruitment adopted in software companies�10.EMPLOYEE REFERRALS is the important component in Internal recruitment.�11.ALMOST ALL THE COMPONENTS in external recruitment Is used in companies.
�����������������
MP Birla Institute of Management 73
CHCHAPAPTETER 7R 7
MP Birla Institute of Management 74
Conclusion
1. Out of five companies three IT companies show a positive sign that the length of the
recruitment cycle can be reduced by
(a) Conducting all the interview rounds in two to three days.
(b) By making candidate to join early.
(c) By improving the various steps in the process .
(d) By removing non-value adding activities.
2. It is possible to increase the pool of qualified job candidates by reducing the costs
(Direct and Indirect cost) associated with the recruitment process.
3. Various methods of recruitment process are available to reduce the cycle time and to
improve the efficiency. The researcher prominently observed recruitment process like
Applicant Tracking System, Web Recruitment and Outsourcing.
MP Birla Institute of Management 75
CHCHAPAPTETER 8R 8
MP Birla Institute of Management 76
Suggestions and Recommendations
1. Most of the IT companies are taking 1month -2months to Complete the entire
recruitment process. Because companies are following mostly 8 steps in the process.
Therefore it is Necessary to cut down to five steps.
2. Web recruitment and applicant tracking system of Recruitment can be implemented in
the IT companies to complete the process at the faster rate.
3. Indirect and Direct costs can be reduced by following:
♦ Conducting all the interview rounds in two to three days.
♦ By making candidate to join early.
♦ By improving the various steps in the process.
♦ By removing non-value adding activities.
MP Birla Institute of Management 77
ANNEXURE
QUESTIONNAIRE
QQuueeststiioonns s oon n EEnnd d tto o EEnnd d RRececrruuiittmmeennt t pprroocecess ss iin n IIT T ccoommppaanniiees s iin n BBaannggaalloorree
(1) Which is the most effective way of advertising for your job openings?
Job Posting Audio and TV Web-Centric ads Print Media
(2) Type of medium to disclose job opportunities
(a) TV (b) Magazines (c) Internet (d) Specify if any
(3) Where do you look for job seekers?
(a) National market (b) Local/Regional Market (c) Specify if any
(4) What are the positions you are filling currently? (a)Software Engineers (b) Project Leaders (c) Team Leaders
(d) Specify if any
MP Birla Institute of Management 78
(5) How many CVs you get every day?
(a) 10-20 (b) 20-30 (c) 30-40 (d) >40
(6) How do you scan the resume?
(a) Educational Qualification (b) Experience (c) Current Working Skills (d) Current Working Company (e) Specify if any
(7) What is the length of recruitment cycle time of your company?
(a) 1week-2week (b) 2week-1month (c) 1month-2month (d) 2month-3month
(8) How many stages of recruitment process are there in your company?
(a) 5 (b) 6 (c) 7 (d) 8 (e) >8
(9) Which method of recruitment process you adopt?
(a) Internal Recruitment (b) External Recruitment
MP Birla Institute of Management 79
(c) Applicant Tracking System (d) Web Recruitment (e) Outsourcing (f) Specify if any
(10) What are the components your company includes in Internal Recruitment?
(a) Present Employees (b) Former Employees (c) Employee Referrals (d) Specify if any
(11) What are the components your company includes in External Recruitment?
(a) Head Hunting (b) Employment Exchanges (c) Campus Recruitment (d) Consultancy (e) Walk-ins (f) Specify if any
(12) When and where the selection is conducted? (13) What do you see as the most pressing issues for IT in the following area?
(a) Recruitment (b) Motivation (c) Career Development (d) Retention (e) Specify if any
(14) Do you compare your Recruitment process with competitors and benchmark?
MP Birla Institute of Management 80
(a) Yes (b) No
(15) If Yes, how? (16) How do you standardize your recruitment process?
(a) By periodically updating recruitment process (b) By keeping abreast of latest Recruitment Trends (c) Specify if any
(17) How is the Evaluation done after the Recruitment process is over? (18) Do you think existing recruitment cycle can be reduced even further ?
(a) Yes (b) No
(19) If yes, how? (20) And by how many days the recruitment cycle time can be reduced?
MP Birla Institute of Management 81
BIBLIOGRBIBLIOGRAAPHPHYY
BOOBOOKKS S AANND D JJOOUURRNNAALLSS
♦ Human Resources and Personnel Management by Ashwathappa, 3rd edition. ♦ Project References ♦ Ajilon Executive Research WWEEB B SSIITTEESS
1. www.google.com
2. www.mamma.com
3. www.wipro.com
4. www.slksoftware.com
5. www.symphony.com
6. www.capgemini.com
7. Www. (cbiz.in). Com
Supplemental data or information from secondary source :
Thinking About Recruitment - A Hewitt Article
11-Nov-2004
Shanghai - By Simon Keeley, Hewitt Associates China
"No company can grow revenues consistently faster than its ability to get enough
of the right people to implement that growth and still become a great company"
Such is Packard's Law (Dave Packard, of HP), and I think of it every time I hear
another client tell me that they plan to become a billion dollar company in China
by 2010, especially when that company might be doing, say, 200 million or so
now.
MP Birla Institute of Management 82
The talent gap in China is, of course, the biggest impediment to this kind of
growth. Every one knows it. Most of all, the available talent knows it, and they
are not shy about exploring other opportunities as a consequence.
This drives turnover rates higher. While the average in China is around 11%,
rates vary across industries - some are as high as 20% - and companies; some
experience turnover in the 30's. And not all job functions are affected equally.
HR, IT, Sales, R&D, and Marketing are all high turnover functions.
This means that, in addition to hiring enough of the right people to fuel projected
growth, companies also must hire enough of the right people to fill the gaps left
by those who leave to pursue other opportunities.
In this environment, companies not only need to work harder to retain the people
they need; they must be much smarter about recruitment, as well. For anyone
serious about winning, the campus recruitments programs, the bland
advertisements in the Career Times, the undifferentiated postings on Job51, and
the indiscriminate use of search firms are not enough. Everyone else is doing
these things, too. If this were a fishing competition, it would be as every
fisherperson took their lines down to the same patch of sea, used the same type
of bait, and cast off at the same time.
In this environment, too, companies need to be smarter about how they run their
qualifications process. At the front end, a smart 'marketing' campaign can help,
in that you'd attract more of the people likely to succeed, and put off more of
those who are less likely to succeed. In addition, testing, screening, interview
processes - all the usual things - not only need to be super-efficient, they must
MP Birla Institute of Management 83
also consistently reinforce messages about culture, work environment, and the
brand - the employment brand.
This implies that at the heart of every effective recruitment strategy is a crisp
answer to a deceptively simple question: why should the people we need to drive
our business come and work for us as opposed to going to work for someone
else?
Lastly, companies need to pay attention to how that final conversation in the
recruitment cycle - the offer conversation - is conducted. Make no mistake: if
one of the 'right people' is sitting across the table from you, this is a sales
conversation - with all the usual elements of a sales conversation: discussion of
features and benefits of the offer, responding to objections, and negotiation of
price and other terms and conditions.
How often do these conversations fall apart? What's the offer to acceptance ratio
in your company? And how often do you hear as a consequence that your offer is
way 'below market?'
Your offer probably isn't below market at all. For one thing, your candidates are
demanding a premium - possibly higher than 50% - to
change jobs. For another, it may be that those having the 'sales conversation' are
emphasizing 'features' rather than benefits. And, for another, it may be that those
conversations are being conducted without passion or conviction.
This last element may be the most important of all. Just last week I heard a story
of how a candidate in a second-tier city had accepted an offer to work at a
company for 15,000 RMB per month less than she was getting at her previous
MP Birla Institute of Management 84
company. Why? Because she was sold on the company's vision, the energy of its
people, and the opportunities in its possibilities. She took the job because she
recognized a company and a group of people to which she passionately wanted
to belong.