A STUDY ON

“RECRUITMENT LIFE CYCLE”(With reference to

Defiance Technologies, Hinduja Group, Bangalore)

PROJECT REPORT SUBMITTED IN PARTIAL FULFILLMENT FOR THE AWARD OF

DEGREE OF

BACHELOR OF BUSINESS MANAGEMENT (2013-2014)

SUBMITTED BY

CH.PADMAVATI

UNDER THE ESTEEMED GUIDANCE OF

Assistant Professor

GITAM INSTITUTE OF MANAGEMENT

GITAM UNIVERSITY(Declared as deemed to be university u/s 3 of the UGC Act 1956)

(Accredited with “A” Grade by NAAC)

VISAKHAPATNAM

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Serial No. Topic Page No

Part A

1 Organization Orientation 4

1.1 Organization Profile 5

1.2 Latest Scenario of Defiance 12

1.3 Organization Chart 13

2 Human Resource Management 14

2.1 HRM Policy of Organization 15

2.2 HRM Department Structure and its functions 18

2.3 Human Resource Planning 20

2.4 Selection Process 21

2.5 Industrial Relations 24

3 Marketing Management 25

3.1 Marketing Mix 26

3.2 Functions of Marketing Department 29

4 Financial Management 31

4.5 Functions of Finance Department 34

5 Service Process 36

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CONTENTS

PART B

6 Company certificate

7 Declaration 41

8 Certificate by guide 42

9 Acknowledgements 43

10 Chapter I 44

10.1 Theoretical framework 45

10.2 Topic related concepts 49

11 Chapter II 51

11.1 Need of the study 52

11.2 Limitations 52

11.3 Scope of the study 53

11.4 Purpose of the study 53

11.5 Research Methodology 54

12 Chapter III-Analysis 55

13 Chapter IV 75

13.1 Findings 76

13.3 Conclusion 78

14 List of Tables 79

15 List of Graphs 80

16 Annexure 81

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PART A

ORGANIZATION ORIENTATION

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ORGANISATION PROFILE

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ABOUT DEFIANCE

Defiance is a Hinduja Group Company incorporated in 2009, with a focus to provide Engineering, Manufacturing and Enterprise (EME) Services and Solutions for Automotive, Aerospace, Defence, Industrial and General Manufacturing industries.

The Hinduja Group is a well-diversified multi-billion dollar, global business conglomerate with a presence across 35 countries. The group has about 100 years of experience in building and running successful businesses across sectors such as Automotive, Energy & Chemicals, Banking & Finance, IT/ITES, Media & Entertainment and Healthcare.

Headquartered at Chennai, India, Defiance has world class development centers at Chennai, Bangalore and Pune (India) as well as in Walldorf (Germany). Defiance Technologies has its subsidiaries in the US, namely, Defiance Technologies Inc., and in Germany, Defiance Tech GmbH, respectively. Defiance also has branch offices in UK, Dubai and South Africa.

Defiance leverages Hinduja Global Solutions (HGS), a group company for back office processing and contact center services.  

Vision:We at Defiance have set out the following vision for our long term direction:

To be a System Integrator and leading provider of Engineering and IT Services with cross leverage of Engineering and IT Domains to Global Automotive and Manufacturing Customers

Mission:To achieve the above vision, we will keep the following as our guiding cornerstone:

Leverage Technology for Business Excellence

Target Global Automotive and Manufacturing Customers and develop deep understanding of their business and needs

Build Capability and Innovative Products(IP) and Solutions on the Existing and Emerging Engineering, ERP and IT Technology Platforms for Global Automotive and Manufacturing Customers

Deliver solutions to our customers with great care at optimized cost and speed through the Global Delivery Model

Highlight the value and impact of such solutions on our customer as well as customers' business

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Values:Our values guide us in all our pursuits. We will work to achieve our vision with the following values in everything that we do:

Customer First

Driving excellence in Technology and Solutions

Global and Innovative mindset

Entrepreneurship & Performance Driven Culture

Pride in what we do

Defiance serves top global companies including 18 of the Fortune Global 500 companies. It is led by a management team with global experience in delivering high-end solutions in

1. Product Engineering,2. ERP and3. IT services space. 

PRODUCT ENGINEERING

Leading provider of product engineering services and solutions with extensive experience in new product development integrated with testing. They provide solutions for:

Automotive

Defiance’s Automotive Engineering and Product Development Services span the complete Product Development cycle including Product research and benchmarking, Concept Styling, Layout and Packaging, Vehicle Integration & Powertrain Engineering, System/Aggregate Engineering, Virtual Validation (CAE/CFD), Prototyping, Physical Testing, Homologation Support, Costing & Sourcing, Manufacturing Engineering, and Production Support on a global delivery model.

Aerospace

Defiance has the capability to provide prototyping and testing of sub-systems/components and assemblies, thus offering services ranging from conceptualization to prototyping to aerospace companies. Defiance has the relevant accreditations required to deliver aerospace engineering services. With its flexible business models, the Aerospace Practice can support its customers with quality products and services to targeted time and cost.

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Industrial and Heavy machinery

Extensive experience in New Product Development and Physical Testing

Complete new product development programs with end-to-end scope

State-of-the-art independent testing facilities

High quality engineering talent pool with Industry and Subject Matter Experts (SMEs)

Well qualified team of engineers with rich experience and expertise in engineering design, tools and applications

Strategic relationships with leading engineering technology companies such as Siemens and Dassault Systèmes

Flexible and cost effective engagement models

Healthcare- Medical services

Defiance along with its alliance partners supports the complete healthcare spectrum. We identify and apply the right technology, people and process to meet the need of our customers. We optimize our customer’s expenditure and time, in areas such as New Product Development, Setting-up Offshore Development Center (ODC), Prototype Services, Tool design and Manufacturing, Sourcing support, Benchmark Testing, Value Engineering, Computer Aided Engineering (CAE), Legacy Migration and Conversion and Sustenance Engineering Support Services.

ENTERPRISE RESOURCE PLANNING (ERP)

ERP software integrates all facets of an operation, including product planning, development, manufacturing processes, sales and marketing. Leading provider of SAP and other ERP services leveraging deep domain expertise and emerging technologies.

SAP

Accelerators and methodologies, best in class consultants and global delivery capability

Well established SAP Practice with specialization in higher-end global template design and rollout solutions

Dedicated SAP solution centers in Walldorf (Germany), Bangalore and Chennai (India)

360 degree partnership with SAP for Services, product development and co-innovation

Authorized Service Partner for SAP ERP, SRM, SCM solution suite implementation

Product Development Partner for PLM, CRM, SCM, SLO, Mobile Solutions and Gateway.

Co-innovation Partner for Sustainable solutions

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Microsoft Dynamics

Dedicated MS Dynamics COE

Microsoft Certified Partner

Microsoft Dynamics Partner authorized by Microsoft  

Microsoft Dynamics Cloud Partner

1st Indian partner providing Microsoft Dynamics AX solution on Cloud

100% Microsoft Certified Professionals

More than 50000 hours of implementation Experience

Extensive Domain experience

Product expertise include AX, NAV & CRM

AX-ADEACA (advanced project management tool built on AX)

AX-SYCOR (Rental Vertical)  

Cross Functional Expertise

BI & Analytics

Business-focused BI solutions for diverse industry needs and LOB functions

Business Intelligence (BI) solutions provide comprehensive full-cycle services from strategy, technology consulting thru deployment and value realization.

Business Analytics to cover a broad range of statistical analysis and predictive modelling

Extensive experience in cutting edge BI and Analytics products

EPM services enable enterprises to align business strategy with corporate goals and key processes for meaningful KPIs using Dashboards and Alerts

Leverage BI & Analytics as tactical tool for organization innovation and continuous improvements

IT SERVICES

Microsoft Technologies

Enterprises are now considering Information Technology as not just an enabler of operating a business process with maximum efficiency, but as an investment that can provide non linear returns. The role of IT has therefore transformed into enabling seamless and intuitive collaboration across layers and business units of an enterprise. Microsoft technologies offer a plethora of solutions that address these challenges. Microsoft is the platform of choice for most CTOs to undertake this transformational journey.

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Open source technologies

At Defiance, we have a large team of certified professionals with technology expertise across multiple open source platforms and business applications. We have provided open source solutions in the following areas:

End-to-end solution for telematics services including the on board devices.

Enterprise portals and content management systems

Employee self-service portals

eLearning Solutions for corporate

Enterprise 2.0

Our enterprise 2.0 portal solutions enable our customer’s stakeholders to work together seamlessly with better connectivity and flow of information. At Defiance, we have a large team of certified professionals with technology expertise across platforms and technologies. As a Microsoft Certified Gold Partner we have established competencies in Portals & Collaboration, Software Development and Content Management. Our Enterprise 2.0 team has Certified Consultants, Enterprise Solution Architects, Subject Matter Experts, and PMI Certified Project Managers.

Telematics

Defiance provides comprehensive telematics based service offerings for different stakeholders in the supply chain management industry.

Our effective fleet management solution helps reduce fuel costs, maintenance charges, turnaround time, improve drive safety and enhance customer satisfaction. Our Integrated fleet management solution with track and trace solution, along with two-way communication features helps you to always track your vehicles anytime, anywhere. You can plan and schedule shipments based on the real time data available and minimize the risk of loss in transit. Our solutions help enhance customer satisfaction through appropriate travel updates and in vehicle infotainment solutions.

Comprehensive telematics based service offerings

Effective fleet management solution with several benefits

Real time data availability to plan better and minimize loss

Solutions to deliver travel updates and in vehicle infotainment

Infrastructure Management Services

Defiance’s IMS services approach helps integrate People, Process and Technology through service transformation to an enterprise. We have a rich portfolio of service offerings across the

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infrastructure lifecycle through our Consult (Assess & Advice), Build (Design and Deploy) and Operate (Manage & Report) services.

As a global system integrator offering full life cycle services Defiance offers customers a flexible approach to achieve a robust IT solution through its IMS services. Defiance’s certified and experienced consultants have the domain and process knowledge to ensure a sustainable service and operation.

Verification & Validation

The organizations need to ensure minimal downtime and business disruption to maximize business efficiency and maintain their competitive advantage. That is why we at Defiance Testing Unit, believe in delivering the right testing, with the right tools at the right time by the right resources. We do this by deploying risk-based testing techniques to reflect the importance and impact of specific business functions. Through a vendor agnostic to test tools we optimize use and enhance their performance with automation.

Right Testing with the Right Tools at the Right Time by the Right Resources

Risk-based testing techniques, continual improvement methodologies and vendor agnostic approach to tools

Streamlined communication and cross functional collaboration to ensure verification and validation meets client requirements

Compliance of identified and defined metrics

Automation to ensure optimal use of resources and efficient management

Experience in managing complex, large-scale projects

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LATEST SCENARIO OF DEFIANCE

1. Defiance Technologies and Bridgeline Digital Partner for Iapps Platform Based Digital Marketing Solutions

“We’re very pleased to be able to offer iAPPS solutions to Defiance Technologies customers,” says Titas Gupta, Bridgeline Digital’s Vice President for APAC. “Bridgeline sees great growth opportunities in the APAC region and is excited to be able to partner with a player as strong as Defiance Technologies. We’re confident that we can replicate the success we’ve had with iAPPS in the North American market across AsiaPac”.

2. Defiance Technologies Limited Wins SAP® Mobile Apps Partner Challenge at SAP TechEd 2012 Bangalore

Defiance Technologies Limited, a Hinduja Group Company, today announced its Pre-Delivery Vehicle Inspection mobile app for the automotive industry has been declared the winner of the SAP® Mobile Apps Partner Challenge in India at the SAP TechEd 2012 conference held Nov. 28-30 in Bangalore. Defiance’s Pre-Delivery Vehicle Inspection app, designed to operate on a tablet device, was chosen as the best among 15 enterprise mobility applications that were showcased during this unique competition. The apps were rated on various parameters such as utility, innovation, customer value and user interface.

3. Defiance Technologies Limited and AUSY Group announce Joint Venture to meet defence offset requirements

AUSY is a leading European company specializing in High Technology and Engineering. As the first step towards the creation of this joint venture, Defiance and AUSY have signed the MoU. The joint venture will help meet AUSY’s customer’s commitment for offset defence obligation as mandated by Indian defence offset policy norms. The joint venture has to be approved by the Defence Offset Facilitation Agency (DOFA) established by the Ministry of Defence, India. With this, AUSY will be able to address the new offset Defence contract from its European customers towards India.

4. Defiance's winning mobile app showcased in webcast at SAP TechEd Bangalore 2012

Defiance has been declared the winner of SAP’s Mobile Apps Challenge for Partners in India at the premier technology event SAP TechEd 2012 held in Bangalore. Defiance’s Pre-Delivery Vehicle Inspection mobile application for the automotive industry has been rated as the best among 15 enterprise mobility applications submitted to this unique contest. Raghunath Thali, Head of APJ and MENA Platform Ecosystem and eChannels, Global Ecosystem and Channels at SAP, hosts Umashankar Subramanian, VP of Mobility at Defiance Technologies in this webcast.

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ORGANIZATION CHART

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EXECUTIVE

Global practice head, Regional head (sales, delivery, competency), Chief Architect, Chief Engineer

MANAGEMENT

Manager, Project Manager, Delivery Manager, Architect, Lead Consultant, Program Manager,

Practice lead, Relationship Manager, sales (or BD Manager)

LEAD

System Analyst, Business Analyst, Lead

Sr. Analyst, Sr. Lead

ASSOCIATE

Software Engineer, Engineer, Executive, Functional Consultant

Sr. Software Engineer, Sr. Engineer, Sr. Executive, Sr. Functional Consultant

TRAINEE

Programmer Trainee

Young Software Professional, Graduate Engineer Trainee (Engineering/MCA Graduates)

HUMAN RESOURCE

MANAGEMENT

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HUMAN RESOURCE MANAGEMENT POLICY OF THE ORGANIZATION

HR at defiance will strive to establish performance based organization-culture, where employees are highly valued, appreciated and excel in leveraging Technologies for business.

The scope of human resources and its related processes broadly covers the following areas:

Resources management Recruitment Selection Pre joining Employee Engagement Performance Management Framework

Resource management

Resource planning is a continuous process and is based on business projection. The inputs in the annual resource plan come from annual business plan, which will include:

Sales projections Strategic initiatives Inorganic growth initiatives.

Resource management process ensures that the resource request is properly authorized and full information is obtained to enable for fulfillment.

Recruitment

Recruitment is an on-going exercise to meet the needs of the business for growth, addressing the changes in the organization structure and replacements for positions falling vacant.

The main objectives of recruitment are to have the following:

To follow a fair and objective process.

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To ensure business continuity and seamless operations through lateral talent acquisition

Right profile with the right skill sets to fit into the right position and make available for the right time.

Selection

Once the interviews have been completed, the committee will meet to discuss the interviewees. Committee members will need to assess the extent to which each one met their selection criteria.

The search committee rating sheet will be helpful in justifying decisions and making them as objective as possible.The most important thing to remember is that you will need to be able to justify your decision.

Selection process includes the following:

Interviewing Assessment tools Candidate profiling for compensation fitment Release of the offer letter

Pre Joining

In the organization the following are the activities that are carried out during pre joining:

Portal update-

The HR team creates new record for the candidate in the portal for completing the online joining formalities.

Background Verification-

The HR sends the offer letter to candidates along with the background verification link so that the candidate enters his/her details for the background check.

The HR confirms the exact date of joining and informs the Reporting manager regarding the joining of employee and the HR coordinates with the Admin and N & S team to arrange work space, desktop/laptop, access card, etc.

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Employee Engagement

Employee engagement is a property of the relationship between an organization and its employees. An "engaged employee" is one who is fully absorbed by and enthusiastic about their work and so takes positive action to further the organization's reputation and interests.

Various employee engagement activities are carried out in the organization, for example, womens’ day celebrations, holi celebration, cricket match for employees, celebrating birthdays and anniversaries of the employees at the end of month, etc.

All the employees in the organization are inducted formally through an orientation program which is organized by HR in coordination with delivery and support heads.

Performance Management Framework

Performance Management integrates the individual Key Result Areas(KRAs), Performance assessment, rewards and recognition, and employment development.

Performance Management reviews is conducted on quarterly basis in addition to annual assessment process. Assessment is made on targets v/s actual achieved. Each KRA is assigned a weightage and its performance is measured on five-point rating scale.

The compensation is aligned with the output of employees in terms of seniority, role & responsibility, skills and experience and also is linked with the performance of the individual. The compensation of an employee consists of two things:

Total cost to company costs over and above TCC

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HUMAN RESOURCE MANAGEMENT DEPARTMENT STRUCTURE AND ITS FUNCTIONS

The main functions of human resource management department are listed below:

1. TRAINING –

Need of training arises due to advancement in technology, need for improving performance or as part of professional development. Benefits of training are intangible and investing in training benefits both, organization and employees for a long period. Training enhances a worker level of skills. Training programs increases communication between different levels of an organization. Staff empowerment is a recent trend in management; such empowerment will only be successful when proper training is provided to those empowered. The types of training are as follows:

Induction training Internship training Remedial training Refresher training Job training Safety training Promotional training

2. RECRUITMENT –

Recruitment is the process of identifying that the organisation needs to employ someone up to the point at which application forms for the post have arrived at the organisation. It is crucial to organisational performance. Recruitment is a critical activity, not just for the HR team but also for line managers who are increasingly involved in the selection process. All those involved in recruitment activities should be aware of relevant legislation. Recruitment is almost central to any management process and failure in recruitment can create difficulties for any company including an adverse effect on its profitability and inappropriate levels of staffing or skills.

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Head HR Operations

RECRUITMENTTRAINING IMMIGRATION POST RECRUITMENT

ACTIVITY

EXIT

3. IMMIGRATION –

Once the employee is identified for travel, the visa request is raised by the manager through an email to the immigration team, based on the nature of travel (short term business or long term employment). Immigration team will send the country specific checklist to the employee for preparatory purposes. Immigration team reviews the documents and submits to the Attorney/Agent//Consulate/Immigration Department of respective country for visa processing.

HR issues request for Police Clearance Certificate (PCC) to employees on customer demands. Employees get the Police Clearance Certificate and submit it to the HR Team. This is later used by the immigration team for processing if visa required.

4. POST RECRUIMENT ACTIVITY-

After selecting the candidate post recruitment activities are carried out, which include providing training and induction program, explaining the terms and conditions and the nature of the job, the organization culture, etc. An induction program is the process used within many businesses to welcome new employees to the company and prepare them for their new role.

Induction training should, include development of theoretical and practical skills, but also meet interaction needs that exist among the new employees

5. EXIT PROCESS –

An exit interview is a survey conducted with an individual who is separating from an organization or relationship. Most commonly, this occurs between an employee and an organization, a student and an educational institution, or a member and an association. An organization can use the information gained from an exit interview to assess what should be improved, changed, or remain intact. More so, an organization can use the results from exit interviews to reduce employee, student, or member turnover and increase productivity and engagement, thus reducing the high costs associated with turnover.

HUMAN RESOURCE PLANNING

The ongoing process of systematic planning to achieve optimum use of an organization's most valuable asset - its human resources. The objective of human resource (HR) planning is to ensure the best fit between employees and jobs, while avoiding manpower shortages or surpluses. The three key elements of the HR planning process are

forecasting labor demand,

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analyzing present labor supply, and Balancing projected labor demand and supply.

The HR plan needs to be flexible enough to meet short-term staffing challenges, while adapting to changing conditions in the business and environment over the longer term. Human resource planning is also a continuous process.

Human resource planning means deciding the number and type of the human resources required for each job, unit and the total company for a particular date in order to carry out organizational activities. It is a process by which an organization moves from its current manpower position to its desired manpower position. It is influenced by the strategic management of the co.

STRATEGY HUMAN RESOURCE PLANNING

Expansion Additional human resources of existing categories.

Diversification Additional human resources of different categories

Acquisitions and Mergers Reduction of human resources of managerial positions

Retrenchment Reduction of human resources of almost all the categories through VRS and other means

Low Cost Leadership Reduction of human resources

Differentiation Strategy Additional human resources of different categories.

HUMAN RESOURCE PLANNING IN THE ORGANIZATION

It is a process by which an organization moves from its current manpower position to its desired manpower position. It is influenced by the strategic management of the company.

Basically the year has been divided into four quarters. So by the end of the fourth quarter of this year the company is aiming at 2000+ employees.

SELECTION PROCESS

After identifying the sources of human resources, searching for prospective employees and stimulating them to apply for jobs in an organization. This may be either through advertisements, agencies or direct references from the existing employees of the organization. The next action to be taken shall be the management has to perform the function of selecting the right employees at the right time.

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The selection procedure is the system of functions and devices adopted in a given company to ascertain whether the candidates’ specifications are matched with the job specifications and requirements. Selection process consists of:

1. Interviewing2. Assessment tools3. Candidate profiling for compensation fitment4. Release of offer letter

INTERVIEWING

After selecting the prospective candidates for the requirement, interviews are carried out either face to face or video mode; mostly it’s over the telephone. The HR department has to identify the interview panel, organize the interviews and the technical tests. The technical team records the interview in Interview Observation Form (IOF) and forwards it to HR team. The HR team will do a detailed study on it and draw conclusions for processing. There are different types of selection processes depending upon the type of level:

1. Executive Level (Vice President) - Interview2. Management Level (Manager) - interview3. Lead Level - technical and HR Interview4. Associate level-

written test Technical test Technical interview HR Interview

The candidates can be hired in three different modes:

1. Direct employment2. Contract employment3. Subcontract

Direct contract means employment done against permanent position in the organizationVendor contract means an employee is hired for a specific period of time.Subcontract through the vendor contractors supplying manpower and charging professional fees.ASSESSMENT TOOLSFew of the requirements related to engineering require tool tests. Selected candidates undergo technical evaluation followed by HR discussion.

CANDIDATE PROFILING FOR COMPENSATION FITMENT

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All the selected candidates have to fill the CPIF (Candidate Personal Information Form) which consists of the details of the candidate. Collection of following documents has to be made: Updated Resume, CPIF, Last three months of pay slip.

RELEASE OF THE OFFER LETTER

An indicative offer mail is sent to the selected candidates. On acceptance of the indicative offer, the offer letter is sent which consists of salary break up, band, level, joining, designation and the documents that the candidate will have to carry for Onboarding. Compensation Fitment is based on Level, Years of experience, Skills and competencies, Expertise of the candidate and Internal/market salary benchmarks.

PREJOINING

Company’s portal update

The portal of the company creates a new record for the new employee completing the online joining formalities.

Background verification

The offer letter along with the background verification link is sent to the candidates by the HR department for Background check so that the candidate can add relevant details, if necessary.

Logistics and infrastructure

The shortlisted candidates are provided with the exact day of joining by the HR department. Based on the joining date confirmation, HR department tries to coordinate between admin and N&S to arrange the following on eligibility:

Desktop/laptop Work space Mobile Connection/Blackberry ID Card/Access card

EXIT PROCESS

Terminating an employee is never a joyous experience for the organization or the recipient of the pink slip. However, terminations are a fact of doing business.

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In light of today’s security-conscious business environment, planning ahead on how to manage terminations can improve the security of the organization.

If security is of any importance to the organization, then it must have a security policy. An important element in a security policy is the termination procedure or the exit process. Termination procedures provide guidelines and a script of sorts to follow when an employee must be released.

The procedures focus on making the firing processes an incident free as possible and ensuring the ongoing security of the organization.

When developing the termination procedure or the exit process for the organization, the following key points must be kept in mind:

Always inform the employee of their termination with at least one other witness. When possible, hold a private meeting to perform the firing activity.

Immediately disable the terminated employee’s network access. Retrieve any keys, smart cards, IDs, or other physical access devices. Perform an exit interview. Escort the Ex-employee off the premises. Arrange for the return of any off site equipment that the ex-employee may

possess, such as notebooks, documentation, PDAs etc. Notify human resources of the termination and have them arrange the final

paycheck including vacation pay. HR should also discuss the cessation or transfer.

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INDUSTRIAL RELATIONS

GRIEVANCE REDRESSAL

A grievance can be defined as any sort of dissatisfaction, which needs to be redressed in

order to bring about the smooth functioning of the individual in the organization.

Broadly, a grievance can be defined as any discontent of dissatisfaction with any aspect

of the organization. It can be real or imaginary, legitimate or ridiculous, rated or

unvoiced, written or oral. It must be however, find expression in some form of the other.

Discontent or dissatisfaction is not a grievance. They initially find expression in the form

of a compliant. When a compliant remains unattended to and the employee concerned

feels a sense of lack of justice and fair play, the dissatisfaction grows and assumes the

status of grievance.

The grievance procedure can be divided into two categories:

A formal grievance redressal process and

An informal way of grievance handling

GRIEVANCE REDRESSAL IN THE ORGANIZATION

Grievance redressal in the organization is handled HR Manager of Defiance

Technologies, Hinduja Group, Bangalore.

In the organization, if an employee faces any sort of dissatisfaction then he/she must

report to his/her Reporting Manager. The Reporting Manager has to look into the issue

and see whether the issue has to be addressed or not.

If not, then the issue is solved by the Reporting Manager itself but if the issue has to be

addressed then the reporting manager communicates to the HR Manager. The HR

Manager looks into the issue and tries to solve it.

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MARKETING MANAGEMENT

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MARKETING MIX

Putting the right product in the right place, at the right price, at the right timeHowever, a lot of hard work needs to go into finding out what customers want, and identifying where they do their shopping. Then you need to figure out how to produce the item at a price that represents value to them, and get it all to come together at the critical time.

But if you get just one element wrong, it can spell disaster. You could be left promoting a car with amazing fuel-economy in a country where fuel is very cheap; or publishing a textbook after the start of the new school year, or selling an item at a price that's too high – or too low – to attract the people you're targeting.

The marketing mix is a good place to start when you are thinking through your plans for a product or service, and it helps you avoid these kinds of mistakes.

The 4Ps are:

Product Place. Price. Promotion.

Product/Service

What does the customer want from the product/service? What needs does it satisfy?

What features does it have to meet these needs?

Are there any features you've missed out?

Are you including costly features that the customer won't actually use?

How and where will the customer use it?

What does it look like? How will customers experience it?

What size(s), color(s), and so on, should it be?

What is it to be called?

How is it branded?

How is it differentiated versus your competitors?

What is the most it can cost to provide, and still be sold sufficiently profitably? (See also

Price, below).

Place

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Where do buyers look for your product or service? If they look in a store, what kind? A specialist boutique or in a supermarket, or both? Or

online? Or direct, via a catalogue? How can you access the right distribution channels? Do you need to use a sales force? Or attend trade fairs? Or make online submissions? Or

send samples to catalogue companies? What do you competitors do, and how can you learn from that and/or differentiate?

Price

What is the value of the product or service to the buyer? Are there established price points for products or services in this area? Is the customer price sensitive? Will a small decrease in price gain you extra market

share? Or will a small increase be indiscernible, and so gain you extra profit margin? What discounts should be offered to trade customers, or to other specific segments of

your market? How will your price compare with your competitors?

Promotion

Where and when can you get across your marketing messages to your target market? Will you reach your audience by advertising in the press, or on TV, or radio, or on

billboards? By using direct marketing mail shot? Through PR? On the Internet? When is the best time to promote? Is there seasonality in the market? Are there any wider

environmental issues that suggest or dictate the timing of your market launch, or the timing of subsequent promotions?

How do your competitors do their promotions? And how does that influence your choice of promotional activity

7P’S OF SERVICES

The first four elements in the services marketing mix are the same as those in the traditional marketing mix. However, given the unique nature of services, the implications of these are slightly different in case of services.1. Product: In case of services, the ‘product’ is intangible, heterogeneous and

perishable. Moreover, its production and consumption are inseparable. Hence, there is scope for customizing the offering as per customer requirements and the actual customer encounter therefore assumes particular significance.

2. Pricing: Pricing of services is tougher than pricing of goods. While the latter can be priced easily by taking into account the raw material costs, in case of services attendant costs - such as labor and overhead costs - also need to be factored in. Thus a

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restaurant not only has to charge for the cost of the food served but also has to calculate a price for the ambience provided. The final price for the service is then arrived at by including a mark up for an adequate profit margin.

3. Place: Since service delivery is concurrent with its production and cannot be stored or transported, the location of the service product assumes importance. Service providers have to give special thought to where the service would be provided. Thus, a fine dine restaurant is better located in a busy, upscale market as against on the outskirts of a city. Similarly, a holiday resort is better situated in the countryside away from the rush and noise of a city.

4. Promotion: Since a service offering can be easily replicated promotion becomes crucial in differentiating a service offering in the mind of the consumer. Thus, service providers offering identical services such as airlines or banks and insurance companies invest heavily in advertising their services. This is crucial in attracting customers in a segment where the services providers have nearly identical offerings.

5. People: People are a defining factor in a service delivery process, since a service is inseparable from the person providing it. Thus, a restaurant is known as much for its food as for the service provided by its staff. The same is true of banks and department stores. Consequently, customer service training for staff has become a top priority for many organizations today.

6. Process: The process of service delivery is crucial since it ensures that the same standard of service is repeatedly delivered to the customers. Therefore, most companies have a service blue print which provides the details of the service delivery process, often going down to even defining the service script and the greeting phrases to be used by the service staff.

7. Physical Evidence: Since services are intangible in nature most service providers strive to incorporate certain tangible elements into their offering to enhance customer experience. Thus, there are hair salons that have well designed waiting areas often with magazines and plush sofas for patrons to read and relax while they await their turn. Similarly, restaurants invest heavily in their interior design and decorations to offer a tangible and unique experience to their guests.

FUNCTIONS OF MARKETING DEPARTMENT

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1) Focus on the Customer.

Marketers should spend time listening to their customers (and prospective customers) in order to understand their needs and wants regarding a particular product or service. Soliciting thoughts and input from internal stakeholders such as Sales and Customer Service is also appropriate, as these departments are typically closest to the customer.

2) Monitor the Competition.

Learning about, and understanding the competitive landscape is also an important function of the Marketing Department. Marketers should be the “go to people” within an organization to answer the following types of questions: Who is the competition (both direct and indirect)? What do they communicate? Which customers do they serve? Why do customers choose the competitor versus you?

3) Find & Direct Outside Vendors.

Internal Marketing Departments do not create magic alone. Therefore, Marketing needs to source and oversee a group of outside resources (a.k.a. “partners”) such as copywriters, graphic designers, web designers, database specialists, and printers so that a company can get the most “bang” from its marketing efforts.

4) Create New Ideas.

Whether its customer acquisition campaigns, keep-in-touch programs, new product promotions, retention efforts, or something in between, the Marketing Department should ultimately be responsible for developing new ideas that generate revenue for the company. This does not mean that the Marketers have to come up with every idea on their own; however, they need to identify, cultivate, and work with others (see point #4) to execute programs that will create revenue.

5) Communicate Internally.

It is important that the Marketing Department communicates with all departments inside an organization. Since any employee (regardless of position) can support (or damage) a brand, value proposition or even specific

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program initiatives, the Marketing Department needs to take responsibility for disseminating information throughout the organization (this includes internal education and training when appropriate).

6) Set the Strategy, Plan the Attack, and Execute.

One of the key activities for a Marketing Department is to integrate an organization’s goals, strengths, and channels of distribution, competitive environment, target markets, pricing, core messages, and products into one cohesive document known as the Marketing Strategy. As part of the strategy, the Marketing Department should also develop the list of tactical ideas such as direct mail, print advertising, and search engine optimization that will enable the organization to communicate its message to customers and prospects. With a strategy and tactical ideas in hand, the Marketing Department is now ready to take on the responsibility of executing the programs and initiatives to drive sales and revenue for the organization.

Whether you are part of a Fortune 500 corporation, a regional manufacturer, a local distributor, an independent professional service provider, or somewhere in between, marketing is a critical component necessary to increase the value of your business. Take a look at your Marketing Department…how many of the 6 activities above do they handle? If something is missing, it is a sure sign that your marketing efforts are not as effective as they could be; therefore, your company is leaving money and valuable resources on the table.

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FINANCIAL MANAGEMENT

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CAPITAL STRUCTURE ANALYSIS

Net worth = Share capital + Reserves and surplus

For stock investors that favor companies with good fundamentals, a strong balance sheet is an important consideration for investing in a company’s stock. The strength of a company’s balance sheet can be evaluated by three broad categories of investment- quality measurements:

Working capital adequacy

Asset performance

Capital structure

A company’s capitalization describes the composition of a company’s permanent or long-term capital, which consists of a combination of debt and equity. A healthy proportion of equity capital, as opposed to debt capital, in a company’s capital structure is an indication of financial fitness.

FUNCTIONS OF FINANCE DEPARTMENT

1st Function – To Prepare the Budget 

It is duty of finance department of company to make the budget before actual providing money to any department. It will be helpful to fulfill each department with minimum cost. Finance department can take the past records from respective department. It will be useful for making better budget. 

2nd Financial Management 

In this function finance department gets money from capital market at very low risk and cost. Finance department analyzes all the resources of funds and create a good financial structure of company. In this structure, finance department analyze whether it will decrease the overall cost of capital on Average basis or not. 

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3rd Management of Investments of Company

After making financial structure, finance department invests debenture holders and shareholders money in best projects for getting highest return on investment. For this finance department has to take investment decision. These investment decisions can be taken with the help of capital budgeting and investment analysis techniques. 

4th Management of Taxes 

Management of taxes is also the function of finance or finance department. Taxes may be direct or indirect. Finance department continue watches the amendments and updates in tax laws and also create good corporate relation with government by paying return of corporate tax on the time. 

5th Management of Financial Risks

Finance department takes many measures for managing the financial risks of company. For reducing loss of fund due to happening liquidity, solvency or financial disaster, finance department makes a good plan and also takes the help of debt collectors, insurance companies and other rating agencies for reducing financial risk. 

6th Merge or Acquisition decisions 

For creating good brand in the market, financial department works with marketing department and both takes the steps of merge and acquisition action. Main aim of merge or acquisition is to reduce competition and spread on brand in the market. Finance department provides the money for takeover any other firm for estimating its long run return.

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SERVICE PROCESS

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CAPTIVE MODEL

Selecting an appropriate delivery model is a crucial aspect of developing company's outsourcing strategy. Businesses are evaluating multiple options in order to gain maximum advantage, retain flexibility and mitigate risks. The most common approaches nowadays are either working with a third-party outsourcing provider or establishing captive operations in lower cost locations.

Captive Service is a portion of Business Process Outsourcing where an organization will use a wholly owned subsidiary instead of a Third Party Vendor. The benefit of doing such an arrangement would be to leverage the cost savings of using offshore resources, while maintaining complete control over process and delivery. The costs of such an arrangement are generally higher than using a vendor.

Guaranteed long-term specialized resource requirements

Predictability of growth and retraction

Decision to deliver any of core services using remote resources

Desire to reap true cost benefits of having own operations in lower cost locations

High levels of IP and business knowledge sensitivity

Desire to have direct control over remote team

Need to build and retain specific domain knowledge

Existence of strong delivery processes in the parent organization

Readiness for internationalization and localization of business management

Preparedness for the capital investment

Commitment to putting effort into managing team of the captive center and integrating it

into the organization

Desire to gain long-term efficiencies not only for software development but also for

support, maintenance and other functions

Regulatory constraints that prohibit outsourcing of processes

The approach selected will depend on whether the primary driver is short-term cost savings or

whether the company has long-term vision for near shoring and wishes to retain control over

processes and intellectual property. Using captive BPO is expensive but still companies [refer

control rather than a cheaper operating price- as they have control over the supply chain and all

the information.

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TIME AND MATERIAL MODEL

When the project scope, specification and implementation plans cannot be precisely defined at the outset or requirements change dynamically during the project implementation process, the time and material model provides the flexibility of varying the size and workloads of the development team assigned to your project, while optimizing time and costs.

Provide skilled resources

The development effort is billed at the end of every month based on pre-negotiated and mutually agreed hourly rate.

Total project cost depends on the amount of time and resources expended and the actual effort towards the development.

TIME AND MATERIAL PROJECT APPROACH

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PRE START UP

Understand your requirements Identify goals

START UP

Determine infrastructure requirements Determine resource requirements Negotiation Contract sign up

EXECUTION

Final Interview Finalized team Process set-up Infrastructure

setup

ONSITE EXPOSURE

Onsite training Understand

application. setup

KNOWLEDGE TRANSFER

Development Activity

Project Communication

STEADY STATE

Reporting and status

Management and support

FIXED BID OR PRICE MODEL

A fixed price model is viable for projects with well defined requirements and schedules. When

your need is clearly specified in sufficient details, the company will estimate the project scope

and complexity, and provide a project delivery schedule along with a fixed price for the complete

software development.

This model leads to quality delivery of the final product within a pre scheduled time frame

They pay a monthly agreed fixed price for the project.

FIXED BID PROJECT APPROACH

Understanding of Project

Requirements Gathering

Proposal and Schedule

Contract

Development (4 days)

Delivery

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Fixed Bid Model

Time and Material ModelSavings

PART-B (Research Project)

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DECLARATION BY THE STUDENT

I, CH.PADMAVATI hereby declare that this project entitled “A STUDY ON

“RECRUITMENT LIFE CYCLE”(With reference to Defiance Technologies,

Hinduja Group, Bangalore)submitted for the partial fulfillment of the requirements of

Bachelor of Business Management, GITAM Institute of Management, Visakhapatnam,

Andhra Pradesh is a bonafide record of my project work carried out during the period

from 1ST Feb 2014- 11th April 2014 at Defiance technologies, HINNDUJA GROUP,

Bangalore. It is carried out on my own and has not been submitted to any other institution

or university earlier.

Date:

Place: CH.PADMAVATI

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CERTIFICATE BY THE GUIDE

 

 This is to certify that the project report entitled “A STUDY ON RECRUITMENT

LIFE CYCLE (with reference to DEFIANCE TECHNOLOGIES, HINDUJA

GROUP, Bangalore)in partial fulfillment of the requirements for the degree of

Bachelors of Business Management, is a bonafide work carried out by

CH.PADMAVATI and has been carried out under my guidance.

 

 

Place:

Date:

Dr. (Ms.) K.Manju Sree NaiduAssociate Professor

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ACKNOWLEDGEMENTS

I would like to express my profound gratitude to Prof. K. Siva Rama Krishna,

Dean and Principal, Prof P. Sheela, Vice-Principal and Dr. (Ms.) Manju Jose,

Program Coordinator of Bachelors of Business Management, GITAM University

for giving me this opportunity to successfully complete my project work.

With immense pleasure I would like to express my sincere thanks to my project

guide, Dr. (Ms.) K.Manju Sree Naidu for necessary cooperation extended to carry

out my project work.

I take this opportunity to acknowledge my sincere thanks to Mr.Raghav R, HR

Manager, Defiance Technologies, Hinduja Group and my Project Guide, Mr.

Shiyam Sundar N who has been a staunch pillar to support for my data collection

and analysis. His cooperation and valuable guidance to enhance my knowledge in

the subject of “RECRUITMENT LIFE CYCLE”.

I would humbly thank the representatives and employees of DEFIANCE

TECHNOLOGIES, HINDUJA GROUP and all those individuals who made this

study a grand success, giving their support directly or indirectly.

Date: CH.PADMAVATI

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CHAPTER-I

THEORITICAL

FRAMEWORK

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INTRODUCTION

Recruitment refers to the process of attracting, screening, selecting, and on boarding a qualified person for a job. At the strategic level it may involve the development of an employer brand which includes an "employee offering".

Staffing a small business isn't always simple. Hiring employees takes more than just posting an ad, accepting applications and running a background check. The recruitment and selection process, from start to finish, entails several stages, which are collectively referred to as the recruitment life cycle. The recruitment life cycle ensures your organization attracts the best possible talent and seals the employment relationship deal with an on boarding process that welcomes new additions to your staff.

The stages of the recruitment process include: job analysis and developing some person specification; the sourcing of candidates by networking, advertising, and other search methods; matching candidates to job requirements and screening individuals using testing (skills or personality assessment); assessment of candidates' motivations and their fit with organizational requirements by interviewing and other assessment techniques. The recruitment process also includes the making and finalizing of job offers and the induction and on boarding of new employees.

STAGE 1- DEFINE THE REQUIREMENT

The first and foremost step is to describe the skills and competencies that the candidate must possess to fulfill the needed requirement. This is called as Job description. Practically it means what the employee is expected to do. There can be different kinds of requirements depending upon the type of organization. Few of them are:

Requirement for the upcoming project, Replacement, Immediate requirement, etc.

Since a new project is brought into the organization, in view of that employees with required skills can be the need of the hour. The project can be related to finance, marketing, production, operations.

Replacement usually takes place when an employee resigns the organization or gets transferred to another branch of the organization.

Basically immediate requirement comes into play when an employee expires or there is urgency.

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This is the most decisive stage in the whole life cycle because if there is a fault in the requirement or different perception made my receiver then it will end up in either selected candidates not possessing required skills that the organization needed or non closure of the requirement.

STAGE 2-SOURCING OF RESUMES

Once the requirement is defined then the hunt starts. According to the skills defined the resumes of the candidates have to be looked into and matched.

There are different sources of resumes such as:

Job portals such as naukri.com, monster.com Employee referrals Consultancies Social media (LinkedIn)

STAGE 3-PRESENT THE OPPORTUNITY

After the hunt for resumes, the desired candidates have to be clearly informed regarding the opportunity either through telephonic conversation, email or by other means.

For example, while providing information regarding the requirement in the organization via telephone, the HR person must try to grab the necessary information from the candidate like total experience in a particular program or field, current CTC(Cost to Company), Expected CTC, Notice Period, Current location, current company, reason behind leaving the current company, contact number, etc.

STAGE 4- PRE ASSESSMENT OF THE CANDIDATES

Then depending upon the response of the candidates, after informing them about the requirement, the first round of interview is scheduled. Mostly the first round is telephonic interview.

Basically there are two types of interview panels: Technical and Managerial

Technical panel is led by the Tech lead and the Managerial panel is led by the competency lead or by the General Manager.

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STAGE 5-SCREENING AND SHORTLISTING CANDIDATES

Once the pre-assessment of the candidates is done, the resumes are sorted out to get the finest candidates. Then a shortlist is made and second round of interview is scheduled which is face to face, conducted mostly over Skype or else direct. Then the selected candidates undergo HR evaluation and a final shortlist is made.

Screening resumes is the process of sorting resumes to disqualify candidates using successively more detailed examinations of the resumes. The selected candidates must be trustable to the company and should ensure long term commitment.

This is one of the most crucial stages of the recruitment life cycle as, if the candidate selected won’t possess any of the skills or minimum of the skills described in the requirement then the whole process gets dissipated.

STAGE 6-FINAL SELECTION AND OFFER

The final candidates are hired by the organization. There are basically three different modes of hiring:

Vendor contract Direct contract Temporary to Permanent

A vendor contract is a contract agreement between an individual or business and a service provider. Typically a position that is not permanent, and has a specific time frame attached to it. Contract work might be needed to complete a project, or to cover a permanent employee’s leave of absence. This type of position does not usually offer any benefits.

Direct hire positions are permanent, usually full time positions with benefits. A direct hire position is one in which the client company utilizes the staffing company to find the talent, and then hires them directly. A candidate offered a direct hire position is not an employee of the staffing company, but goes directly on the client company payroll.

Temporary to Permanent Hiring positions are where the employer would like a full time employee, but does not want to commit to a permanent offer up front. During the temporary to hire period, the employee is considered working for the staffing firm and paid by the staffing firm. Clients seeking temporary to hire candidates through Emerson are sincere in their desire to hire permanent staff members and not just “kicking tires.” This can be a benefit to job seekers as well as companies.

After choosing the hiring mode, the offer process starts. The process begins with collection of documents from the desired candidate(s) such as:

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1)       Educational certificates, Provisional Certificates, Consolidated Statement of Mark, degree Certificates (X, XII, UG, P.G) 

2)       Photo Copy of your Passport 3)       Employment certificates (offer letters and relieving letters of all the companies you have worked for so far) 4)       Current company ID card / company offer letter & last 3 months pay slip. 5)       Signed copy of the attached offer letter (either scanned or as a hard copy)

Next is the question of salary where initially negotiation takes place and finally acceptance. Usually there are two types of offers: Indicative and Final.

STAGE 7-ONBOARDING

The last stage of the recruitment life cycle is Onboarding, also known as organizational socialization, refers to the mechanism through which new employees acquire the necessary knowledge, skills, and behaviors to become effective organizational members and insiders. Tactics used in this process include formal meetings, lectures, videos, printed materials, or computer-based orientations to introduce newcomers to their new jobs and organizations.

Research has demonstrated that these socialization techniques lead to positive outcomes for new employees such as

higher job satisfaction, better job performance, greater organizational commitment, and reduction in stress and intent to quit

These outcomes are particularly important to an organization looking to retain a competitive advantage in an increasingly mobile and globalized workforce.

TOPIC RELATED CONCEPTS

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1. Human Resource Management

The process of hiring and developing employees so that they become more valuable to the organizationHuman Resource Management includes conducting job analyses, planning personnel needs, recruiting the right people for the job, orienting and training, managing wages and salaries, providing benefits and incentives, evaluating performance, resolving disputes, and communicating with all employees at all levels. Examples of core qualities of HR management are extensive knowledge of the industry, leadership, and effective negotiation skills. Formerly called personnel management.

2. Executive search

Executive search (informally headhunting) is a specialized recruitment service used to source candidates for senior, executive or other highly specialized positions in organizations. Having identified possible recruits that match the clients’ requirements, the executive search firm may act as an intermediary to investigate whether the individual might be interested in moving to a new employer and also carry out initial screening of the candidate, negotiations on remuneration and the employment contract.

3. Recruitment Process Outsourcing

 Recruitment Process Outsourcing is a form of business process outsourcing (BPO) where an employer outsources or transfers all or part of its recruitment activities to an external service provider.

The Recruitment Process Outsourcing Association defines RPO as follows: "when a provider acts as a company's internal recruitment function for a portion or all of its jobs. RPO providers manage the entire recruiting/hiring process from job profiling through the Onboarding of the new hire, including staff, technology, method and reporting. A properly managed RPO will improve a company's time to hire, increase the quality of the candidate pool, provide verifiable metrics, reduce cost and improve governmental compliance."

4. Candidate Submittal

Candidate Submittal is an alternative recruitment process offered by companies whereby the candidate submittal agency provides 'coaching' for the job seeker with respect to his/her job application. With candidate submittal, the job seeker usually sources their own prospective job opportunity ( e.g. on Job Boards, Company Websites, Newspapers etc... ). The job seeker then applies for the job through the candidate submittal agency, which is usually run by ex-recruitment professionals or other industry veterans.

5. E-Recruitment

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E-Recruitment is the process of personnel recruitment using electronic resources, in particular the internet.[1] Companies and recruitment agents have moved much of their recruitment process online so as to improve the speed by which candidates can be matched with live vacancies. Using database technologies, and online job advertising boards and search engines, employers can now fill posts in a fraction of the time previously possible. Using an online e-Recruitment system may potentially save the employer time as usually they can rate the e-Candidate and several persons in HR independently review e-Candidates.

6. Dismissal (employment)

Dismissal (referred to informally as firing or sacking) is the termination of employment by an employer against the will of the employee. Though such a decision can be made by an employer for a variety of reasons, ranging from an economic downturn to performance-related problems on the part of the employee, being fired has a strong stigma in many cultures. To be fired, as opposed to quitting voluntarily (or being laid off), is often perceived as being the employee's fault and is therefore considered to be disgraceful and a sign of failure.

7. Job huntingJob hunting, job seeking, or job searching is the act of looking for employment, due to unemployment or discontent with a current position. The immediate goal of job seeking is usually to obtain a job interview with an employer which may lead to getting hired. The job hunter or seeker typically first looks for job vacancies or employment opportunities.

8. Onboarding Onboarding, also known as organizational socialization, refers to the mechanism through which new employees acquire the necessary knowledge, skills, and behaviors to become effective organizational members and insiders. Tactics used in this process include formal meetings, lectures, videos, printed materials, or computer-based orientations to introduce newcomers to their new jobs and organizations. Research has demonstrated that these socialization techniques lead to positive outcomes for new employees such as

higher job satisfaction, better job performance, greater organizational commitment, and Reduction in stress and intent to quit.

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CHAPTER-II

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NEED OF THE STUDY

The present survey can be considered very important because of its academic and professional importance.

1) Academic importance

Only few empirical surveys are made on the subjects in Indian background.

So the researcher is interested to know more about the subject.

2) Professional importance

The researcher being a student of 3rd year BBM student, GITAM University

requires some practical training combined with classroom theoretical

teaching and to submit a dissertation for that the researcher performed this

survey on the topic “RECRUITMENT LIFE CYCLE” at Defiance

Technologies, Hinduja Group, Bangalore.

LIMITATIONS OF THE SURVEY:

The research was conducted within a limited duration. So a detailed and comprehensive study could not be made.

The sample was confined to 100 respondents. So this study can be regarded as “fool-proof” one.

The findings and conclusions are based on knowledge and experience of the respondents.

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SCOPE OF THE STUDY

The scope of the study is very much confined to DEFIANCE TECHNOLOGIES,

HINDUJA GROUP, Bangalore. Hence the topic under study required in depth

analysis of both positive and negative aspects and is usually wide as the research

preferred to have thorough discussion about the “RECRUITMENT LIFE CYCLE”

at DEFIANCE TECHNOLOGIES.

The purpose of the study was:

To make a study on recruitment life cycle of the organization.

To determine how sourcing of employees is done in the organization.

To understand the different recruitment strategies adopted by the

organization

To assess the importance of recruitment and selection in the HRM

To analyze the challenges encountered by the recruiters and the employees

while recruitment.

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RESEARCH METHODOLOGY

Research Methodology is a way to systematically solve a problem. In it we study

the various steps that are generally adopted by a researcher in studying his research

problem along with the logic behind them. The methodology of this study consists

of primary data.

PRIMARY DATA-

There are several ways of collecting appropriate data which differ considerably in

context of money costs, time and other resources at the disposal of the researcher.

Primary data can be collected either through experiment or through survey. In case

of a survey, data can be collected by observation, personal interviews, telephonic

interviews, questionnaires or through schedules.

The data collected from the respondents were through questionnaires and by

directly interacting with them.

Sample Size:

A sample size is a definite plan determined before any data are actually collected

for obtaining a sample from a given population.

In this research only a few items can be selected from the population for the study

purpose. The items selected constitute what is technically called sample. Here the

sample size is .

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Questions are framed in such a way that it reflects the ideas and thoughts of the

respondents with regard to the recruitment and selection process carried out in the

organization.

CHAPTER-III (ANALYSIS)

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CLAUSE A – For recruiters

1. During the time of recruitment, among the following sources, which one is the most preferable option?

a) External sourcesb) Internal sources

Sources No. of Respondents In Percentage (%)External 1 25Internal 3 75

External Internal0

10

20

3040506070

80

25 %

75 %

Source of Recruitment

No. of Respondents

INFERENCE DRAWN-

From the above graph, the following inference can be drawn:

25% of the recruiters say that external source of recruitment is the most preferable option for the company, whereas

75% of the recruiters say that internal source of recruitment is the most preferable option for the company.

External sources of recruitment include Employee Referrals, Vendors, Campus Recruitment, Job Portals, Social Media whereas Internal sources of recruitment include transfer and Internal Publications and advertisements.

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TABLE NO - 1

GRAPH NO - 1

2. Kindly mention the preferable internal & external sources used by your company for different levels of recruitment (rank them accordingly as per your preference).

SENIOR MIDDLE JUNIOR Internal source Rank (1-2)Transfer 1 1 2Internal Publications or Advertisements

2 2 1

External Source Rank (1-4)Vendors 4 4 4Employee Referrals

3 3 3

Social Media 1 1 2Job Portals 2 2 1

senior middle junior0%

10%

20%

30%

40%

50%

60%

70%

80% 75% 75%

25%25% 25%

75%

transferinternal publications and advertisements

INTERNAL SOURCE OF RECRUIT-MENT

INFERENCE DRAWN-

From the above graph, the following inference can be drawn (in case of internal sources):

In SENIOR level of management, transfer accounts for 75% whereas internal publications and advertisements account for only 25%.

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TABLE NO - 2

GRAPH NO - 2

In MIDDLE level of management, transfer accounts for 75% whereas internal publications and advertisements account for only 25%.

In JUNIOR level of management, transfer accounts for only 25% whereas internal publications and advertisements account for 75%.

SENIOR MIDDLE JUNIOR0%

5%

10%

15%

20%

25%

30%

35%

40%40% 40% 40%

30% 30% 30%

10% 10%

20%20% 20%

10%

VendorsEmployee ReferralsSocial MediaJob Portals

EXTERNAL SOURCE OF RECRUIT-MENT

INFERENCE DRAWN

From the above graph, the following inference can be drawn (in case of external sources):

In SENIOR level of management, Vendors account for 40% whereas the least is social media accounting for 10%.

In MIDDLE level of management, Vendors account for 40% whereas the least is social media accounting for 10%.

In JUNIOR level of management, Vendors account for 40% whereas the least is Job Portals accounting for 10%

Employee Referrals remain the same for all the levels of management according to the survey and same is in the case of social media except in junior level where it’s the highest, i.e., 20%.

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GRAPH NO - 3

3. Academic marks play an important role in recruitment.

a) strongly agreeb) agreec) neutrald) disagreee) strongly disagree

Opinion No. of Respondents In Percentage (%)Strongly Agree 1 25Agree 2 50Neutral 1 25Disagree 0 0Strongly Disagree 0 0

Strongly Agree

Agree Neutral Disagree Strongly Disagree

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

25%

50%

25%

0% 0%

Opinion

No. of Respondents

INFERENCE DRAWN

From the above graph, the following inference can be drawn:

50% of the recruiters think academic marks play an important role in Recruitment and while 25% of the recruiters strongly agree to this fact, whereas 25 % of the recruiters say it’s neutral.

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GRAPH NO - 4

TABLE NO - 3

4. E-recruiting is a suitable way of recruitment in your company

a) strongly agreeb) agreec) neutrald) disagreee) strongly disagree

Opinion No. of Respondents In Percentage (%)Strongly Agree 3 75Agree 1 25Neutral 0 0Disagree 0 0Strongly Disagree 0 0

Strongly Agree

Agree Neutral Disagree Strongly Disagree

0

10

20

30

40

50

60

70

80

Opinion

No. of Respondents

INFERENCE DRAWN

E-Recruitment is the process of personnel recruitment using electronic resources, in particular the internet.[1] Companies and recruitment agents have moved much of their recruitment process online so as to improve the speed by which candidates can be matched with live vacancies.

From the above graph, the following inference can be drawn:

75% of the recruiters strongly agree to the fact that E-Recruiting is a suitable way of recruitment in the organization.

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TABLE NO - 4

GRAPH NO - 5

5. Rate the following according to the importance given while recruiting the employees of different levels in the organization (from 1-5)

Rating(1-5) SENIOR MIDDLE JUNIORQualification 3 4 1Experience 1 1 5Communication skills 5 5 3Leadership qualities 2 3 4IT Skills 4 2 2

SENIOR MIDDLE JUNIOR0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

5

QualificationExperienceCommunication skillsLeadership qualitiesIT Skills

INFERENCE DRAWN

In case of SENIOR and MIDDLE level, Experience is a major factor while recruiting candidates.

In SENIOR level, experience is followed by Leadership qualities, Qualification, IT skills and lastly Communication skills.

In MIDDLE level, experience is followed by IT skills, Leadership qualities, Qualification and finally Communication skills.

In JUNIOR level, Qualification is a major factor which is followed by IT skills, Communication skills, Leadership qualities and lastly Experience.

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TABLE NO - 5

GRAPH NO - 6

6. What among the following, according to you is the major challenge while recruiting?

a) Niche skillb) Availability of the candidatec) Geographical locationd) High expected CTC

Challenges No. of Respondents In Percentage (%)Niche Skill 2 50Availability of the Candidate 0 0Geographical Location 1 25High Expected CTC 1 25

Niche Skill Availability of the Candidate

Geographical Location

High Expected CTC

0%5%

10%15%20%25%30%35%40%45%50%

Challenges

No. of Respondents

INFERENCE DRAWN

From the above graph, the following inference can be drawn:

According to the recruiters, niche skill is the major challenge faced by them as it amounts to 50% while Geographical location and High Expected CTC account for 25%. Availability of the candidate rates at 0%, i.e. it is not a major challenge to the recruiters in comparison to other challenges.

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TABLE NO - 6

GRAPH NO - 7

7. How frequent the tracker is updated and adhered to?

a) Less than 1 weekb) 1 weekc) 2-3 weeksd) 1 monthe) More than 1 month

DURATION NO OF RESPONDENTS IN PERCENTAGE (%)Less than 1 week 4 1001 week 0 02-3 weeks 0 01 month 0 0More than 1 month 0 0

Less than 1 week

1 week 2-3 weeks

1 month More than 1 month

0102030405060708090

100

Tracker upgradation

NO OF RESPONDENTS

INFERENCE DRAWN

A Tracker is a record of the status of candidates who are identified, sourced and selected by the organization. Every organization consists of trackers to track the different events going on in the organization.

In Defiance Technologies, the tracker is updated in every week. So 100% of the recruiters agree to the option that the tracker is updated and adhered in less than a week.

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TABLE NO - 7

GRAPH NO - 8

8. What is the maximum time for the vacant position to be closed?

a) 3 -5 daysb) 1-2 weeksc) 25 daysd) 1 monthe) 2 months

DURATION NO OF RESPONDENTS IN PERCENTAGE (%)3-5 days 0 01-2 weeks 3 7525 days 1 251 month 0 02 months 0 0

3-5 days 1-2 weeks

25 days 1 month 2 months0

0.1

0.2

0.3

0.4

0.5

0.6

0.7

0.8

0%

75%

25%

0% 0%

Duration

NO OF RESPONDENTS

INFERENCE DRAWN

From the above graph, the following inference can be drawn:

75% of the recruiters agree with the fact that the vacancies are closed within 1-2 weeks.

25% of the recruiters agree with the fact that the vacancies are closed within 25 days.

This shows that whenever there is vacant position in the organization, it gets up filled very quickly.

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TABLE NO - 7

GRAPH NO - 8

9. Now-a-days in the IT market employees don’t remain stable for more than 3 years. In the view of this, what among the following is the criterion that you are going to use while recruiting the candidate to minimize the instability?

a) The employee must have work experience of 2+ years in the same company.b) By interacting with the candidate and understanding his mentality.c) By getting them sign a bond agreement.d) By finding out the candidate’s adaptability with the company’s culture.

NO OF RESPONDENTS IN PERCENTAGE (%)OPTION A 2 50OPTION B 0 0OPTION C 0 0OPTION D 2 50

OPTION A OPTION B OPTION C OPTION D0%

5%10%15%20%25%

30%

35%40%45%50%

0.5

0 0

0.5Opinion

NO OF RESPONDENTS

INFERENCE DRAWN:

From the above graph, the following inference can be drawn:

In case of instability, 50% of the recruiters agree with the fact that they must recruit those candidates who has work experience of at least 2 years in the same company.

While 50% of the recruiters agree that the adaptability of the candidate to the company’s culture has to be found out, so that accordingly the candidate stays promising for a long term.

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TABLE NO - 8

GRAPH NO - 9

10. These days there are a number of fake profiles available in the JOB Market. So, what among the following criterion is adopted, to minimize recruiting such candidates?

a) By cross checking the resumes with the social media portal

b) By having a long conversation with them and then finding out whether the profile is fake or real.

c) By asking the vendors to check into the profiles before on boarding them.d) Others - _____________________________________________________________________________

NO. OF RESPONDENTS IN PERCENTAGE (%)OPTION A 2 50OPTION B 0 0OPTION C 2 50OPTION D 0 0

OPTION A OPTION B OPTION C OPTION D0%5%

10%15%20%25%30%35%40%45%50%

Opinion

NO OF RESPONDENTS

INFERENCE DRAWN:

From the above graph, the following inference can be drawn:In order to eliminate the amount of fake profiles while recruiting, recruiters adopt the following criteria the most:

By cross checking the resumes with the social media portal (50%), and By asking the vendors to check into the profiles before on boarding them(50%).

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TABLE NO - 9

GRAPH NO - 10

CLAUSE B – For the Employees

1. How were you recruited in the company?

Source of recruitment No. of Respondents In Percentage (%)InternalTransfer 0 0%

Internal Publications and Advertisements

2 20%

ExternalVendors 2 20%Job Portals 2 20%Social Media 1 10%Campus Recruitment 1 10%Employee Referrals 2 20%

0%4%8%

12%16%20%

Source of Recruitment

No. of Respondents

INFERENCE DRAWN:

From the above graph, the following inference can be drawn:80% of the employees are recruited through external source, i.e. by vendors, Job Portals, Social Media, and Campus Recruitment and Employee Referrals.

The remaining 20% of the employees are recruited through internal source, i.e. by Transfer and Internal Publications and Advertisements.

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TABLE NO - 10

GRAPH NO - 11

2. How many rounds of interview were held before providing you the offer letter?

a) 2 roundsb) 3 roundsc) 4 roundsd) 5 rounds

No. of Rounds of Interview No. of Respondents In Percentage (%)2 Rounds 1 10%3 Rounds 7 70%4 Rounds 1 10%5 Rounds 1 10%

2 Rounds 3 Rounds 4 Rounds 5 Rounds0%

10%

20%

30%

40%

50%

60%

70%

10%

70%

10% 10%

No. of Respondents

No. of Respondents

INFERENCE DRAWN:

From the above graph, the following inference can be drawn:70% of the employees underwent 3 rounds of interview namely,

1. Telephonic Interview

2. Face-to-face Interview

3. HR Evaluation

Remaining 30% of the employees underwent 2 rounds, 4 rounds and 5 rounds of interview depending upon their capability.

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TABLE NO - 11

GRAPH NO - 12

3. What is your opinion regarding the recruitment system in our company?

a) Goodb) Fairc) Averaged) Bade) Very poor

Opinion No. of Respondents In Percentage (%)Good 4 40%Fair 3 30%Average 2 20%Bad 1 10%Very Poor 0 0%

Good Fair Average Bad Very Poor0%

5%

10%

15%

20%

25%

30%

35%

40%

No. of Respondents

No. of Respondents

INFERENCE DRAWN:

From the graph, the following inference can be drawn;

40% of the employees rate the recruitment system of the company as good.30% of the employees rate the recruitment system of the company as fair.20% of the employees rate the recruitment system of the company as average.10% of the employees rate the recruitment system of the company as bad.0% of the employees rate the recruitment system of the company as very poor.

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TABLE NO - 12

GRAPH NO - 13

4. Do you think any kind of improvement is required in the recruitment system of the company? If yes, then what kind of improvement is needed?

a) Yes

b) No

Opinion No. of Respondents In PercentageYes 3 30No 7 70

Yes No0%

10%

20%

30%

40%

50%

60%

70%

30%

70%

Opinion

No. of Respondents

INFERENCE DRAWN:

From the graph, the following inference can be drawn:

70% of the employees say that the recruitment system of the company requires no change.

30% of the employees say that the recruitment system of the company needs change.

Improvements

The interviews and the offer providing system have to be carried out quickly without any delays.

The process needs to be upgraded according to the up gradation of technology. Data have to be entered repeatedly according to few candidates while recruiting. So this

has to be minimized.

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TABLE NO - 13

GRAPH NO - 14

5. What was your experience while filling the joining formalities online and while using ideal portal?

a) Understandable

b) Need to think a bit to understand

e) Very Confusing

Opinion No. of Respondents In Percentage (%)Understandable 3 30Need to think a bit to understand 5 50Very Confusing 2 20

Understan

dable

Need to

think a

bit to unders

tand

Very Confusin

g0%

15%30%45%

30%50%

20%

Opinion

No. of Respondents

INFERENCE DRAWN:

From the graph, the following inference can be drawn:

30% of the employees say that it is understandable while filling the joining formalities online and while using the ideal portal.

50% of the employees say that there is a need to think for understanding while filling the joining formalities online and while using the ideal portal.

20% of the employees say that it is very confusing while filling the joining formalities online and while using the ideal portal.

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TABLE NO - 14

GRAPH NO - 15

6. At the point of interview, whether clear information regarding the job/project was provided to you?

a) Yes

b) No

Opinion No. of Respondents In PercentageYes 8 80No 2 20

Yes No0%

10%

20%

30%

40%

50%

60%

70%80%

80%

20%

Opinion

No. of Respondents

INFERENCE DRAWN:

From the graph, the following inference can be drawn:

80% of the employees agree with the fact that correct information regarding the job/project is provided to them at the point of interview.

While 20% of the employees feel that correct information regarding the job/project is not provided to them at the point of interview.

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TABLE NO - 15

GRAPH NO - 16

7. What made you to join the organization?

a) Good salary Package and Good Designationb) Good Project c) Brand Hindujad) Top Managemente) Others

Options No of Respondents In Percentage (%)Option A 4 40Option B 1 10Option C 2 20Option D 2 20

Option A Option B Option C Option D0%

5%

10%

15%

20%

25%

30%

35%

40%

40%

10%

20% 20%

Options

No of Respondents

INFERENCE DRAWN:

From the graph, the following inference can be drawn:

40% of the employees gave the reason for joining the organization as Good Salary Package and Good Designation.

Remaining 50% of the employees gave reasons for joining the organization as Good Project, Top management and because of the Brand name. While 10% of the employees gave some other reasons like their house is nearby to the company.

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TABLE NO - 16

GRAPH NO - 16

8. What was the reason behind leaving the previous organization?

a) No Increase in Salary or Promotion

b) Management Issue

c) Further Growth

d) Location Constraints

Reasons No. of respondents In percentage (%)No Increase in Salary or Promotion

2 20

Management Issue 1 10Further Growth 6 60Location Constraints 1 10

No Incre

ase in

Salar

y or P

romotion

Manage

ment Is

sue

Furth

er Gro

wth

Location Constr

aints

0%

20%

40%

60%

Reasons

No. of respondents

INFERENCE DRAWN:

From the graph, the following inference can be drawn:

60% of the employees joined in the company for further growth. 20% of the employees left their previous organization as there was no increment

in salary and promotion. Remaining 20% of the employees joined as there were location constraints or

management issues.

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TABLE NO - 17

GRAPH NO - 17

CHAPTER-IV

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FINDINGS

CLAUSE A- For recruiters

During the time of recruitment, internal source is the most preferable option in the company. Internal source includes transfer and internal publications and advertisements.

In internal source of recruitment, transfer is the preferred option for Senior and Middle levels of management and internal publications and advertisements for junior management level. In case of external source of recruitment, social media is the preferred option for Senior and Middle management levels whereas Job portals are mostly preferred for junior levels.

According to the recruiters, academic marks play an important role in recruitment.

E-recruiting is a suitable way of recruitment in the company.

Experience is a major factor while recruiting the senior and middle levels of recruitment whereas qualification is a major factor in case of junior management level.

According to the recruiters, Niche skill is a major challenge while recruiting.

A Tracker is a record of the status of candidates who are identified, sourced and selected by the organization. Most of the recruiters in the company update the tracker within a week.

Most of the vacant positions are filled in the organization within 2-3 weeks.

In order to select employees who can stay for a long term in the organization, the recruiters must select candidates who have work experience in the same company for at least 2 years.

To eliminate the amount of fake profiles, recruiters can consult vendors before on boarding them.

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CLAUSE B- For employees

80% of the employees were recruited by external sources of recruitment. External source includes Vendors, Job Portals, Campus Recruitment, Social Media and Employee Referrals.

Most of the employees underwent 3 rounds of interview during recruitment, namely:1. Telephonic Interview2. Face to face Interview3. HR evaluation

85% of the employees say that the recruitment system of the company is good and requires no change.

Most of the employees agree to the fact that clear information has been provided to them regarding the job/project while recruitment.

Most of the employees joined the organization because of Good package and good designation while they left the previous organization generally for future growth.

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CONCLUSION

Recruitment refers to the process of attracting suitable candidates to apply for a vacancy

arising within an organization. When an organization needs individuals with certain skill

sets, it taps the market. It may require individuals to join the organization to supplement

the existing skill or complement the existing skills. In both the cases after careful job

analysis and manpower planning an organization develops a candidate profile. This

comprises of the technical skills sort and the attitude. Depending upon the status of the

job market an organization deploys its sources of recruitment (Company website, search

agencies, head hunters, campus placement, newspaper advertisement and others).

Recruitment life cycle is a complete process of recruitment such as –- Identification of

vacancy- Understanding the requirement, eligibility criteria, qualification and experience-

Applying the sources of recruitment- Screening the resumes- Conducting telephonic

round of interview- Scheduling personal interviews with concerned department heads-

Shortlisting the candidates- Conducting final round of interview- Selecting the right

candidate- Verifying the collected documents- Issuing the offer letter- Completing the

joining formalities.

Depending on the size and practices of the organization, recruitment may be undertaken

in-house by managers, human resource generalists and/or recruitment specialists.

Alternatively, parts of the process may be undertaken by either public-sector employment

agencies, commercial recruitment agencies, or specialist search consultancies.

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TABLE

NO.

TOPIC PAGE NO

CLAUSE A

1 Source of Recruitment 56

2 Ranking of preferable sources of recruitment

for different levels

57

3 Role of academic marks in recruitment 59

4 Suitability of E-recruitment 60

5 Recruiting Criteria for different levels 61

6 Major challenges faced while recruiting 62

7 Tracker up gradation 63

8 Vacant position closure duration 64

9 Minimizing Instability of Candidates 65

10 Eliminating Fake Profiles while recruiting 66

CLAUSE B

11 Source of recruitment for employees 67

12 Rounds of Interview 68

13 Opinion regarding recruitment system 69

14 Requirement of Improvement in the recruitment

system

70

15 Experience while using Ideal Portal 71

16 Providence of Job Description 72

17 Reasons for joining the organization 73

18 Reasons for quitting the previous organization 74

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LIST OF TABLES

LIST OF GRAPHS

GRAPH

NO.

TOPIC PAGE NO

CLAUSE A

1 Source of Recruitment 56

2 Ranking of internal sources of recruitment 57

3 Ranking of external sources of recruitment 58

4 Role of academic marks in recruitment 59

5 Suitability of E-recruitment 60

6 Recruiting Criteria for different levels 61

7 Major challenges faced while recruiting 62

8 Tracker up gradation 63

9 Vacant position closure duration 64

10 Minimizing Instability of Candidates 65

11 Eliminating Fake Profiles while recruiting 66

CLAUSE B

12 Source of recruitment for employees 67

13 Rounds of Interview 68

14 Opinion regarding recruitment system 69

15 Requirement of Improvement in the recruitment

system

70

16 Experience while using Ideal Portal 71

17 Providence of Job Description 72

18 Reasons for joining the organization 73

19 Reasons for quitting the previous organization 74

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ANNEXURE

CLAUSE A- QUESTIONNAIRE FOR RECRUITERS

1. During the time of recruitment, among the following sources, which one is the most preferable option?c) External sourcesd) Internal sources

2. Kindly mention the preferable internal & external sources used by your company for different levels of recruitment (rank them accordingly as per your preference)

SENIOR MIDDLE JUNIOR Internal source Rank (1-2)TransferInternal Publications or AdvertisementsExternal Source Rank (1-4)VendorsEmployee ReferralsSocial MediaJob Portals

3. Academic marks play an important role in recruitment.f) strongly agreeg) agreeh) neutrali) disagreej) strongly disagree

4. E-recruiting is a suitable way of recruitment in your company.f) strongly agreeg) agreeh) neutrali) disagreej) strongly disagree

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5. Rate the following according to the importance given while recruiting employees for different levels in the organization (from 1-5)

Rating(1-5) SENIOR MIDDLE JUNIORQualificationExperienceCommunication skillsLeadership qualitiesIT Skills

6. What among the following, according to you is the major challenge while recruiting?a) Niche skillb) Availability of the candidatec) Geographical locationd) High expected CTC

7. How frequent the tracker is updated and adhered to?f) Less than 1 weekg) 1 weekh) 2-3 weeksi) 1 monthj) More than 1 month

8. What is the maximum time for the vacant position to be closed?f) 3 -5 daysg) 1-2 weeksh) 25 daysi) 1 monthj) 2 months

9. Now-a-days in the IT market employees don’t remain stable for more than 3 years. In the view of this, what among the following is the criterion that you are going to use while recruiting the candidate to minimize the instability?

a) The employee must have work experience of 2+ years in the same company.b) By interacting with the candidate and understanding his mentality.c) By getting them sign a bond agreement.

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d) By finding out the candidate’s adaptability with the company’s culture.

10. These days there are a number of fake profiles available in the JOB Market. So, what among the following criterion is adopted, to minimize recruiting such candidates?

a) By cross checking the resumes with the social media portal

b) By having a long conversation with them and then finding out whether the profile is fake or real.

c) By asking the vendors to check into the profiles before on boarding them.d) Others - _____________________________________________________________________________

_____________________________________________________________________________

Questionnaire for the employeesName of the respondent:Age:Gender:Department:Tenure of service:

1. How were you recruited in the company?

a) Internal sources- Transfer

Internal advertisements or Publications

b) External sources- Vendors

Job Portals

Social Media

Employee Referrals

2. How many rounds of interview were held before providing you the offer letter?

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3. What is your opinion regarding the recruitment system in our company?

a) Good

b) Fair

c) Average

d) Bad

e) Very poor

4. Do you think any kind of improvement is required in the recruitment system of the company? If yes, then what kind of improvement is needed?

a) Yes

b) No

5. What was your experience while filling the joining formalities online and while using ideal portal?

a) Good

b) Fair

c) Average

d) Bad

e) Very poor

6. At the point of interview, whether clear information regarding the job/project was provided to you?

a) Yes

b) No

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7. What made you to join the organization?

8. What was the reason behind leaving the previous organization?

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