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RECRUITMENT & SELECTION PROCEDURE


AT
DHRUVA TECHNOLOGIES PVT.LTD
INTRODUCTION
HUMAN RESOURCE:
Human Resource is of paramount importance for the success of any organization. It is a
source of strength and aid. Human resources are the wealth of an organization which can help it
in achieving it goals. Human Resource management is concerned with the human beings in an
organization. It reflects a new outlook which views organizations manpower as its resources and
assets.
Human Resource is a resource like any other natural resource. It means that management
can get and use the skill, knowledge, ability, etc. hrough the development of skills, tapping and
utilizing them again and again. Human Resource management is that process of management
which develops and the human elements of an enterprise.
RECRUITMENT AND SELECTION:
he Recruitment and selection is a strategy for ac!uiring and placing human resource
process and are often used interchangeably. Recruitment refers to the process of identifying and
encouraging prospective employees to apply for "obs# selection is concerned with picking the
right candidates from a pool of applications. Recruitment is said to be positive in the approach as
it seeks to attract as many candidates as possible. $election on other hand is negative in its
application in as much as it seeks to eliminate as many !ualified applications as possible in order
to identify the right candidates. he most valuable asset to any large%scale organization is right
caliber personnel, individuals, differ in their ability to perform the different types of activities.
hey differ in their physical characteristics, intelligence, and intellectual aptitudes, in interests, in
temperament, and in character. &ecause of these large differences in human abilities, the
problems of proper selection become a very important one.
he importance of having an effective recruitment and selection policy in an
organization, the recent trends that have influenced the process of recruitment and selection in an
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organization, various challenges faced by organizations in the process of recruiting and selecting
employees. Recruitment has been regarded as the most important function of personnel
administration, which discovers the potential applicants for actual or anticipated organizational
vacancies. he selection procedure is concerned with securing relevant information about an
applicant. he ob"ective of selection process is to determine whether an applicant whose is most
likely to perform well in that "ob.
Recruitment and $election is the core HR practices without which organization cannot
survive. Recruitment forms the first stage in the process which continuous with selection and
ceases with the placement of the candidates. herefore it is important to know about the
recruitment and selection process in an organization.
'mployers are always looking for the right staff to fill the "ob vacancies that they have on offer.
(inding the right staff means that recruitment and selection processes are a key factor in the
success of any business. In order to be truly effective it is essential that a business has the right
kind of personnel. Having people who en"oy their "obs and want to make a success of them can
be the making of a company, while uninterested and unsuitable staff can bring a successful
business to its knees.
In order to ensure the right kind of recruitment and selection of staff means that an employer
should be aware of the kind of skills that they want an employee to have. 'mployers should also
be aware of the kind of transferable skills that will be useful to the company. his means that
employers need to be !uite specific when they advertise a vacancy. If an employer decides to use
the services of an agency in the recruitment and selection process, then he)she should be precise
in their instructions to the recruitment consultant.
*ne of the most important aspects of the recruitment and selection process is to have a clear
framework for short listing candidates for a vacancy. his means that an employer should have
some idea of what they want to see on a person+s resume or ,- and what kind of e.perience they
e.pect a potential employee to have had. /uring the recruitment and selection process it is also
wise to establish which !ualities and !ualifications are essential to the "ob and which are
desirable. *nce you have your shortlist of potential employees then you have to decide whether a
single interview will suffice or whether you want an interview and presentation.
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he recruitment and selection process is always easier if an employer can provide a recruitment
agency or recruitment consultant with a very specific brief on what they want in an employee.
hey should also advise the agency)consultant of their own processes of selecting the right
candidate. his way the agency or consultant can advise potential candidates at each stage of the
recruitment and selection process.
0hoever interviews candidates for a position should be ready to provide feedback on that
interview, either to the candidate themselves or to the agency representing them. &efore the
interview 1and presentation if stipulated2 takes place the employer should have a definite idea of
what they are prepared to offer as an employment package. It is not a good idea to be vague at
this stage of the process because it is all too easy to forget that when it comes to recruitment and
selection the candidate may also be sizing up their potential employer.

(3,*R$ 3((',I45 R',R6I7'4
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FACTORS AFFECTING RECRUITMENT POLICY:
*rganizational ob"ectives
8ersonnel policies of the organization and its competitors.
5overnment policies on reservations.
8referred sources of recruitment.
4eed of the organization.
IMPORTANCE OF RECRUITMENT POLICY
It should focus on recruiting the best potential people.
o ensure that every applicant and employee is treated e!ually with dignity and respect.
6nbiased policy.
o aid and encourage employees in realizing their full potential.
ransparent, task oriented and merit based selection.
0eightage during selection given to factors that suit organization needs.
*ptimization of manpower at the time of selection process.
/efining the competent authority to approve each selection.
3bides by relevant public policy and legislation on hiring and employment relationship.
Integrates employee needs with the organizational needs.
DIFFERENCE BETWEEN RECRUITMENT AND SELECTION
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1. Recruitment comes first and is followed by $election.
9. Recruitment is positive process while $election is a negative process.
:. Recruitment is calling large pool of candidates while $election is choosing the
suitable ,andidate.
he 7ain *b"ective of a selection procedure is to determine whether an applicant
meets the !ualification for a specific "ob, and then to choose the applicant who is most likely to
perform well in that "ob.
Need of the t!d":
his pro"ect work characterizes to evaluate the recruitment programs that are conducted
at /hruva echnologies 8vt.;td. he ob"ectives of the study are as follows.
Recruitment is the process which links the employers with the employees.
-acancies due to 8romotions, transfer, retirement, termination, permanent disability,
death and labour turnover.
,reation of new vacancies due to the growth, e.pansion and diversification of business
activities of an enterprise. In addition, new vacancies are possible due to "ob
specification.
o evaluate the recruitment management programs.
o identify and suggest measures for the improvement of the recruitment programs.
Increase the pool of "ob candidates at minimum cost.
,reate a talent pool of candidates to enable the selection of best candidates for the
organization.
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/etermine present and future re!uirements of the organization in con"unction with its
personnel planning and "ob analysis activities.
7eet the organizations legal and social obligations regarding the composition of its
workforce.
OB#ECTIVES:
o study the recruitment and selection procedure in /hruva echnologies 8vt.;td182 ;td,
Hyderabad.
o know how the new candidates are recruited and placed in 8hoton (argo $olutions 182
;td, Hyderabad.
o know the level of satisfaction of employees regarding recruitment and selection
process at /hruva echnologies 8vt.;td, Hyderabad.
o know the policy in order to meet the manpower re!uirements of /hruva echnologies
8vt.;td with personnel who posses the necessary !ualifications, skills, aptitude, and are
suitable as per organizational needs.
o streamline the recruitment process to ensure that we always hire the RI5H people at
RI5H role at RI5H time.
o give suggestions if any, in strengthening the Recruitment and $election 8rocedure in
/hruva echnologies 8vt.;td, Hyderabad.
SCOPE OF THE STUDY:
he scope of the study is confined to the following process like procedure followed for
Recruitment and $election, type of skills, needed by the employees, satisfaction levels of
the employees by taking the $% as &'()e *+e. he study is covered only to the
employees of /hruva echnologies 8vt.;td Hyderabad.
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o identify the various factors companies undertake prior to the recruitment process.
o study how the companies establish a fit between their business strategy and
recruitment strategy.
o study how the companies have coped with change in the market vis a vis its
recruitment process.
o analyse the recruitment policy of the organization.
o compare the Recruitment policy with general policy.
o provide a systematic recruitment process.
RESEARCH METHODOLOGY
Research is a scientific and systematic search for pertinent information on a specific
topic. Research is an art of scientific investigation. <Research comprises defining and redefining
problems, formulation hypothesizer suggested solutions, collecting, organizing and evaluating
the data, making deductions and reaching conclusions and at last carefully testing the
conclusions to determine whether they fit the formulating hypothesis=
% &y CLIFFORD WOOD
7ethodology means <a procedure designed to the e.tent to which it is planned and
evaluated before conducting the in!uiry and the e.tent to which the method for making decisions
is evaluated=
%&y DHONDYAL.
DATA COLLECTION: here are two types of data
PRIMARY DATA
8rimary data can be collected either through e.perience or through survey. hose which
are collected a fresh and for the first time thus happen to be original in character that is called
primary data.
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>uestioned ?@ employees with the following !uestionnaire and collected the data. I spent
time for the fresh recruitment process and collected the data after !uestioning the candidate.
&y observation
8ersonal discussion
8ersonal Interview
>uestionnaire
SECONDARY DATA
$econdary data means the data that has already been available he secondary data is
gathered from Aournals, magazines, official records, broachers, office files, annual reports,
Internet and also through discussion with concerned officers.
SAMPLING METHOD
he sampling techni!ues are the process of selecting a few from a bigger group to
become the basis for estimating or predicting the fact, situation or outcome regarding
bigger group.
he research techni!ue adopted is RANDOM SAMPLING TECHNI,UE
S&'()e *+e - $% .e(o/de/t
$ampling unit B /HR6-3 ',H4*;*5I'$ 8-.;/
$ampling 3rea - HC/'R3&3/
TOOLS FOR DATA COLLECTION:
,!et*o//&*.e - his method is used in data collection which is !uite popular,
particularly in case of big en!uires private individual+s research person+s private and
public organization, are adopting it. >uestionnaires consist of a number of !uestions
printed or typed in a definite order on forms. he respondents have to answer the
!uestions on their own.
,!et*o//&*.e De*0/ - he !uestionnaire consists of a number of !uestions printed in a
definite order or a set of forms.
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,!et*o/ */1)!de :
C)oed E/ded ,!et*o/
D*1hoto'o! ,!et*o/
I/d!t." P.of*)e
O2e.2*e3 o/ I/d*&4 Soft3&.e I/d!t."
3ccording to statistics, countryDs software e.ports reached total revenues of Rs EF1GG crores.
he shares of total Indian e.ports form E.9 per cent in 199? to 9G.E percent in 9GG9%G:. It is
e.pected that the industry will generate a total employment of around four millions peoples,
which accounts for ? per cent of IndiaDs total 5/8 as in the year 9GGH.
he year 199@%9F was a boom for the industry. he performance of the industry over the years is
as followsI
1In terms of 6$ J millions2
/omestic software 7arketE9GF?G99G19@G1?GG9E@G
$oftware '.ports ?:E1GH@1?@G9F@GEGGGF:GG
Indian $oftware Industry 199E1?@@9F?G:9GG@?GGH?@G
I/d*&4 Soft3&.e E5(o.t:
$oftware e.ports has ma"or share in IndiaDs total e.ports. 3s of the year 9GGE%G@,
both software and services revenue grew by :9 percent to J 99 billions and J 9H.@ billions in
9GG@%GF.
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3ccording to 43$$,*7, IndiaDs domestic market, grew by 9E per cent. 8resently Indian
companies have concentrated on only two largest I service markets. hey are 6$3 and the 6K.
'ven ,anada, Aapan, 5ermany and (rance represent huge growth potential in the industry.
0hy IndiaL
Rapidly Improving infrastructure
;arge alent 8ool 3vailability
Infrastructure High >uality 'ducat ional
;ow *peraing ,osts
RM/ $trengths
'stablished echnology ,lusters
5overnment Incentive
P.o0.e of IT I/d!t."
6I/ te.' of US 7 8*))*o/9
Cear9GG:%GE9GGE%G@9GG@%GFNI software and service e.ports9.919.G1@.9I'%&8*
e.ports:.F@.9?.:/omestic market:.9E.HF.Gotal1F.?99.G9H.@
N'stimated
$ourceI 7inistry of ,ommunications and I.
199@%199F % 199E million 6$ /ollars
199F%199? % 1?@@ million 6$ /ollars
199?%199H % 9F?G million 6$ /ollars
199H%1999 % :9GG million 6$ /ollars
1999% 9GGG % @?GG million 6$ /ollars
9GGG%9GG1 % H?@G million 6$ /ollars
3ccording to the 43$$,*7% 7cKinsey report on the I industry of India, the
pro"ected revenue of the I industry of India for the year 9GGH is H? billion 6$ /ollars. he
pro"ected e.ports or the year 9GGH, accord to this report, is @G billion 6$ /ollars.
$ome of the important aspects of the 43$$,*7% 7cKinsey report related to the size of IndiaDs
I industry are %
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here is potential of :.9 million people being employed in the I industry of India by the
end of 9G19.
,ontribution of software and services to the total 5/8 of India will be more than ?.@O.
(/I 1(oreign /irect Investment2 of 1G.@ billion 6$ /ollars e.pected in the I industry
by the end of 9G11.
E@O of total e.ports from India will be from I e.ports.
99@ billion 6$ /ollars worth of market capitalization from Ishares.
$oftwares and services are e.ported to bout 19@ companies from India. 4orth 3merica accounts
for F1O of the software e.ports from India.
he pro"ections about the size of IndiaDs I industry present a very optimistic picture. he
industry is e.pected to grow to double its current size by the year 9G19. IndiaDs I industry is
e.pected to grow at an annual average rate of 1HO in the ne.t five years. he industry is also
e.pected to cross the 1GG billion 6$ /ollar mark by 9G11. *ne of the ma"or areas of growth for
the I industry of India is by tapping the potential in the domestic market. he I industry of
India is largely dependant on the e.port market. 8enetrating more into the domestic market
would create further opportunities of growth for the I industry.
3doption of new liberal policies in India has given birth immense opportunities to its industries.
$uccess story of IndiaDs Soft3&.e I/d!t." is a step in the same direction.
he Soft3&.e I/d!t.", which is a main component of the Information technology, has brought
tremendous success for the emerging economy.
IndiaDs young aged manpower is the key behind this success story. 8resently there are more than
@GG software firms in the country.
0orldwide I $pending to 5row @.: 8ercent in 9G1G
6nseasonably $trong Hardware $ales in (irst >uarter $ets 6p 9G1G for $olid I $pending
5rowth 0orldwide I spending is forecast to reach J:.E trillion in 9G1G, a @.: percent increase
from I spending of J:.9 trillion in 9GG9, according to 5artner, Inc. he I industry will
continue to show steady growth with I spending in 9G11 pro"ected to surpass J:.@ trillion, a E.9
percent increase from 9G1G.
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P(ollowing strong fourth !uarter sales, an unseasonably robust hardware supply chain in the first
!uarter of 9G1G, combined with continued improvement in the global economy, sets up 9G1G for
solid I spending growth,P said Richard 5ordon, research vice president at 5artner. PHowever,
itDs important to note that nearly E percentage points of this growth will be the result of a
pro"ected decline in the value of the dollar relative to last year. I spending in e.change%rate%
ad"usted dollars will still grow 1.F percent this year, after declining 1.E percent in 9GG9.P
0orldwide computing hardware spending is forecast to reach J:@: billion in 9G1G, a @.? percent
increase from 9GG9 1see able 12. Robust consumer spending on mobile 8,s will drive hardware
spending in 9G1G. 'nterprise hardware spending will grow again in 9G1G, but it will remain
below its 9GGH level through 9G1E. $pending on storage will en"oy the fastest growth in terms of
enterprise spending as the volume of enterprise data that needs to be stored continues to increase.
4ear%term spending on servers will be concentrated on lower%end servers# longer%term, server
spending will be curtailed by virtualization, consolidation and, potentially, cloud computing.
P,omputing hardware suffered the steepest spending decline of the four ma"or I spending
category segments in 9GG9. However, it is now forecast to en"oy the "oint strongest rebound in
9G1G,P said 5eorge $hiffler, research director at 5artner. P,onsumer 8, spending will contribute
nearly E percentage points of hardware spending growth in 9G1G, powered by strong consumer
spending on mobile 8,s. 3dditionally, professional 8, spending will contribute "ust over 1
percentage point of spending growth in 9G1G as organizations begin their migration to 0indows
? toward the end of the year.P
0orldwide I $pending (orecast 1&illions of 6.$. /ollars2

9GG9
$pending
9GG9
5rowth 1O2
9G1G
$pending
9G1G
5rowth 1O2
,omputing Hardware ::: %19.@ :@: @.?
$oftware 991 %9.1 9:9 @.1
I $ervices ??? %E.G H91 @.?
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elecom 1,H99 %:.E 1,9HH @.1
3ll I :,99: %E.@ :,:9E @.:
0orldwide software spending is e.pected to total J9:9 billion in 9G1G, a @.1 percent increase
from last year. 5artner analysts said the impact of the recession on the software industry was
tempered and not as dramatic as other I markets. In 9G1G, the ma"ority of enterprise software
markets will see positive growth.
he infrastructure market, which includes all the software to build, run and manage an
enterprise, is the largest segment in terms of revenue and the fastest%growing through the 9G1E.
he hottest software segments through 9G1E include virtualization, security, data integration)data
!uality and business intelligence. he applications market, which includes personal productivity
and packaged enterprise applications, has some of the fastest%growth segments. 0eb
conferencing, team collaboration and enterprise content management are forecast to have double%
digit compound annual growth rates 1,35R2, in the face of growing competition surrounding
social networking and content.
P,ost optimization, and the shifts in spending form mega suites to the automation of processes
will continue to benefit alternative software ac!uisition models as organizations will look for
ways to shift spending from capital e.penditures to operating e.penditures,P said Aoanne ,orreia,
managing vice president at 5artner. P&ecause of this, vendors offering software as a service
1$aa$2, I asset management, virtualization capabilities and that have a good open%source
strategy will continue to benefit. 0e also see mobile%device support or applications, as well as
cloud services driving new opportunities.P
he worldwide I services industry is forecast to have spending reach JH91 billion in 9G1G, up
@.? percent from 9GG9. he industry e.perienced some growth in reported outsourcing revenue at
the close of 9GG9, an encouraging sign for service providers, which 5artner analysts believe will
spread to consulting and system integration in 9G1G.
P0e continue to see a long%term recession DhangoverD as a more%cautious mind%set continues as
the norm among a lot of buyers who keep looking for small, safe deals where cost take%out is a
key factor, said Kathryn Hale, research vice president at 5artner. PIn the face of that ongoing
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strong pressure to renegotiate contracts, and in the absence of e!uivalent pressure from
stockholders, we believe vendors will generally choose to maintain margins over revenue
growth.P
0orldwide telecom spending is on pace to total close to J9 trillion in 9G1G, a @.1 percent increase
from 9GG9. &etween 9G1G and 9G1E, the mobile device share of the telecom market is e.pected
to increase from 11 percent to 1E percent, while the service share drops from HG percent to ??
percent and the infrastructure share remains stable at 9 percent of the total market.
0orldwide enterprise network services spending is forecast to grow 9 percent in revenue in
9G1G, but 5artner analysts said this masks ongoing declines in 'urope and many other mature
markets as well as an essentially flat 4orth 3merican market.
P;onger term, the global enterprise network services market is e.pected to grow modestly,
largely on the back of growth in Internet services, such as hosting,P said 8eter K"eldsen, research
director at 5artner. P'thernet services will also grow significantly, albeit at the e.pense of both
legacy services and multiprotocol label switching 178;$2.P
In India, the software boom started somewhere in the late 199Gs. 7ost of the Indian software
companies at that moment offered only limited software services such as the banking and the
engineering software. he business software boom started with the emergence of C9K problem,
when a large number of skilled personnel were re!uired to fulfill the mammoth database%
correction demand in order to cope up with the advent of the new millennium
he profile of the Indian I $ervices has been undergoing a change in the last few years, partly
as it moves up the value chain and partly as a response to the market dynamics. en years ago,
most 6$ companies would not even consider outsourcing some of their I pro"ects to outside
vendors. 4ow, ten years later, a vast ma"ority of 6$ companies use the professional services of
Indian $oftware engineers in some manner, through large, medium or small companies or
through individuals recruited directly.
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he market competition is forcing organizations to cut down on costs of products. he
professional I services on the other hand are becoming increasingly e.pensive. he offshore
software development model is today where onsite professional services were ten years ago.
here is a high chance 1almost a mathematical certainty2, that in less than ten years, the vast
ma"ority of I services 1software development being "ust one of them2 from developed countries,
will be, one, outsourced and two, outsourced to an offshore vendor.
/espite the global economic slowdown, the Indian I software and services industry is
maintaining a steady pace of growth. $oftware development activity is not confined to a few
cities in India. $oftware development centers, such as &angalore, Hyderabad, 7umbai, 8une,
,hennai, ,alcutta, /elhi%4oida%5urgaon, -adodara, &hubaneswar, 3hmedabad, 5oa,
,handigarh, rivandrum are all developing !uickly. 3ll of these places have state%of%the%art
software facilities and the presence of a large number of overseas vendors. India+s most prized
resource is its readily available technical work force. India has the second largest 'nglish%
speaking scientific professionals in the world, second only to the 6.$. It is estimated that India
has over E million technical workers, over 1,H:9 educational institutions and polytechnics, which
train more than F?,?H@ computer software professionals every year. he enormous base of skilled
manpower is a ma"or draw for global customers. India provides I services at one%tenth the price.
4o wonder more and more companies are basing their operations in India.
IndiaDs I industry caters to both domestic and e.port markets. '.ports contribute around
?@O of the total revenue of the I industry in India. he I industry can be broadly divided into
four segments B

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he industry is in an e.pansion mode right now, with dozens of new offshore I services vendors
emerging everyday, the industry has a high probability of being sub"ected to the HGI9G rule in not
too distant a future. In perhaps another ten years, HG percent of all outsourced offshore
development work will be done by 9G percent of all vendors, a small number of high !uality,
trusted vendors. *nly a few select countries and only the most professional companies in those
countries, will emerge as winners. India will definitely be the country of choice for offshore
software development. 0e have the potential to become and remain the country of choice for all
software developments and I enabled services, second only to the 6$3. he third choice could
be far distant.
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India is among the three countries that have built supercomputers on their own. he other two are
6$3 and Aapan. India is among si. countries that launch satellites and do so even for 5ermany
and &elgium. IndiaDs I4$3 is among the worldDs largest domestic satellite communication
systems. India has the third largest telecommunications network among the emerging economies,
and it is among the top ten networks of the world.
o become a global leader in the I industry and retain that position, we need to constantly keep
moving up the value chain, focusing on finished products and solutions, rather than purely on
skill sets and resumes. 0e need to be able to package our services as products, rather than
offering them as raw material. 0e need to be able to recognize and build up on our strengths and
work on our weaknesses.
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he I industry has emerged as one of the most important industries in the Indian economy
contributing significantly to the growth of the economy.
he I industry of India got a ma"or boost from the liberalization of the Indian economy. IndiaDs
software e.ports have grown at an annual average rate of more than @GO since 1991. he
structure of the I industry is !uite different from other industries in the Indian economy. he I
industry of India is hugely dependant on skilled manpower. 8rimarily a knowledge based
industry, the I industry of India has reordered significant success due to the huge availability of
skilled personnel in India.
he industry structure in the I sector has four ma"or categories. hese are %
I services
I enabled services
$oftware products
Hardware
I services
I services
I services constitute a ma"or part of the I industry of India. I services include client, server
and web based services. *pportunities in the I services sector e.ist in the areas of consulting
services, management services, internet services and application maintenance. he ma"or users
of I services are
5overnment
&anking
(inancial services
Retail and distribution
7anufacturing
he services which make e.tensive use of information and telecommunication technologies are
categorized as I enabled services. he I enabled services is the most important contributor to
the growth of the I industry of India. $ome of the important services covered by the
I'$ sectorin India are %
,ustomer%interaction services including call%centers
&ack%office services
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Revenue accounting
/ata entry and data conversion
HR services
ranscription and translation services
,ontent development and animation
Remote education,
/ata search
5I$
7arket research
4etwork consultancy
$oftware products
$oftware products are among the most highly e.ported products from India. he software
industry in India originated in the 19?Gs and grew at a significant pace in the last ten years.
&etween 199F%199? and 9GG9%9GG:, the Indian software industry grew more than five times
from 9F:G crores to 1:9GG crores. /uring the same period software and service e.ports from
India grew by almost twelve times.
Hardware
he hardware sector of the It industry focuses on the manufacturing and assembling of computer
hardware. he consumption of computer hardware is high in the domestic market. /ue to the rise
in the number of Icompanies, sales of desktops, laptops, servers, routers, etc have been on the
rise in recent years. 7any domestic and multi%national# companies have invested in the computer
hardware market in India.
3nother categorization in the structure of IndiaDs I industry is related to the market. here are
two ma"or market classifications % the domestic market and the e.port market. he e.port
market, dominates the I industry accounting for ?@O of the revenue.
,hallenges before Indian I Industry
3t present there are a number of challenges that are facing the information technology industry
of India. *ne of the ma"or challenges for the Indian information technology industry was to keep
maintaining its e.cellent performance standards.
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he e.perts are however of the opinion that there are certain things that need to be done
in order to make sure that India can maintain its status as one of the leading information
technology destinations of the world. he first step that needs to be taken is to create an
environment for innovation that could be carried for a long time.
he innovation needs to be done in three areas that are connected to the information
technology industry of India such as business models, ecosystems and knowledge. he
information technology sector of India also has to spread the range of its activities and also look
at the opportunities in other countries
. he improvement however, also needs to be !ualitative rather than "ust being
!uantitative. he skill level of the information technology professionals is one area that needs
improvement and presents a considerable amount of challenge before the Indian information
technology industry.
he Indian information technology industry also needs to co%ordinate with the academic
circles as well as other industries in India for better performance and improved productivity. he
e.perts are of the opinion that the business process outsourcing service providers in India need to
change their operations to a way that is more oriented to the knowledge process outsourcing. *ne
of the most important crises facing the Indian information technology industry concerns the
human resources aspect. he problems with outsourcing in countries like the 6nited $tates of
3merica are posing problems for the Indian information technology industry as well.
In the recent times a bill has been passed in the state of 4ew Aersey that allows only the citizens
or legal non%3mericans to be given contracts. his legislation has also affected some other states
like 7issouri, ,onnecticut, 0isconsin and 7aryland. hese states are also supposed to be
considering these laws and their implementation. his is supposed to have an adverse effect on
the outsourcing that is the source upon which the information technology industry of India
thrives. he information technology professionals who aim at working in the country are also
likely to be hindered by the legislation as a significant amount of these professionals have been
going to work in the 6$3 for a long time
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he size of IndiaDs I industry has grown significantly over the years. he size of this sunshine
industry of India grew from 1@G million 6$ /ollars to @G billion 6$ /ollars between 199G%1991
and 9GGF%9GG?. he growth of the I industry has been very high in the last few years. he size
of the Information echnology industry of India was @.? billion 6$ /ollars in 1999%9GGG. 3fter
the turn of the century the industry e.perienced e.ponential growth to reach the @G billion mark
by 9GGF%9GG?.
2e.2*e3
8hoton (argo $olutions focuses on $oftware development, &8*+s and ,onsulting ,ompany
providing hi%tech information technology solutions and manpower staffing. *ur main asset has
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been our software professionals who have been successfully working at op (ortune ,ompanies
all over India and abroad.
(rom I strategy%consulting right through implementing I solutions for customers, 8hoton
(argo $olutions straddles the entire I space. It has e.cellent domain competencies in verticals
such as &anking M (inancial $ervice, Insurance M Healthcare, Hi%ech, Retail and
7anufacturing. 3s a diverse end%to%end I solutions provider, 8hoton (argo $olutions offers a
range of e.pertise aimed at helping customers re%engineer and re%invent their businesses to
compete successfully in an ever%changing marketplace.
8hoton (argo $olutions has a client base comprising several fortune 1GGG organizations. *ur commitment
is to provide solutions that translate into tangible business outcomes for our customers. 8hoton (argo
$olution+s domain capability e.pertise and reduced learning curves enables significant compression in
time%to%value deliverables. 3nd through collaborative, long%term relationships, we enable customers to
achieve and sustain measurable results.
8hoton (argo $olutions a customer%centric and !uality conscious offshore development
company with head !uarters in 4ew /elhi, India and sales office in 6K % offers solutions in a wide array
of I segments with a desire to be the leader in the industry. 3s one of the leading software development
companies, we have carved a niche for ourselves in offshore outsourcing, software outsourcing, software
development, web development, web designing, web hosting, and graphics designing, content
development and in many more domains. 3t 8hoton (argo $olutions we have always delivered !uality
solutions umpteen times to clients based across the globe and to our credit, clients have continuously
reposed their valuable faith in us. 0ith an incredible team as our forte, in the years to come, we are sure
to be the best offshore development company in the entire world.
0e offer full cycle custom software services from offshore software development to outsourcing support
and enhancement. Having e.perienced and skillful team of software engineers, we are able to produce
tangible positive results in all pro"ects according to your business needs. 0e enable you to reduce
outsourcing software development costs and aim to enhance revenue growth by offering highly
responsive support, mature software development and cost%competitive services. 0e take pride to
leverage deep industry and functional e.pertise and advanced technology to create highest value for all
business models.
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V**o/:
3t /hruva echnologies 8vt.;td.,, the customer is the focus of our vision. heir changing needs and
demands are our inspiration. heir satisfaction is our only measure of success.
*ur ,ustomer (irst policy is about
8roviding cutting%edge consulting and technology solutions.
;ooking beyond the immediate needs and offering solutions for the future.
8resenting innovative options to deliver value.
&elieving in !uality above all else.
At Dh.!2& Te1h/o)o0*e P2t.Ltd.: : the 1!to'e. 1o'e f*.t.
/hruva echnologies 8vt.;td., is constantly doing customer research in order to deliver better value to
customers, depending on their specific needs. 0e study new technologies in depth for robustness,
feasibility and obsolescence to enable early adoption and create lasting customer value. *ur global pool
of talent in consulting and services delivers trusted solutions to customers.
Co.(o.&te (.of*)e:
A8o!t Co'(&/"
/hruva echno $olutions 8vt. ;td., is a leading consulting and technology solutions company in
India with a focus on '.ecutive $earch, Recruitment. ;earning and emporary $taffing services
to client organizations. /hruva is the fastest growing HR company in India.
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0e are one of the HR M recruitment solution providers with multi domain I M 4on I e.pertise
which helps us serve our clients with premium consulting. 8roviding innovative and creative
answers to organizations in search of efficient $taffing, &8* $ervices, and ;earning $olutions.
0e specialize in end%to%end recruitment solutions, soft skills and behavioural skills trainings, HR
outsourcing solutions, software solutions and HR ,onsultancy $ervices.
/hruva is professionally managed 7anpower 8lacement ,onsultancy firm with network across
India. /hruva is well organized as one of the leading manpower sources providing recruitment
consultancy services $pecialized in placement of $enior and 7iddle level 7anagement. /hruvaDs
8rime ob"ective is to add value to the clientDs business by offering best%in%class services and
solutions. Cour organization can leverage our resources and e.pertise to improve productivity.
Co'(&/" O2e.2*e3
0e provide a large array of HR $olutions viz. '.ecutive, talent procurement into I M 4on I,
0e provide tailor made solutions to all our clients, to meet their ob"ectives and timelines. 0e
possess a network of highly !ualified professionals who conducts the first base selection in
accordance with the clientDs re!uirements. /hruva echno $olutions 8vt. ;td. is a privately held
company has ac!uired ropical ,onsultants 8vt.;td., which offers consulting and Information
echnology services started in 1999.
0e believe that the biggest assets for any company are its people. herefore it is imperative for
any company to not only have the best of the talents as its Human ,apital but also to keep
upgrading their e.pertise by means of e.tensive training and development programmes. /hruva
not only helps you to find the best available talent from the industry but also to train and develop
your people to make them QIndustry ReadyD.
he trust and commitment that we demonstrate in our work has got us the coveted title of Phe
'mployerDs ,hoiceP by many of our clients.
O!. M**o/
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/hruva echno $olutions effectively uses the innovativeness of our personnel to employ
process M technology that facilitates an environment of dynamic and rapid growth.
/hruva aim to sharpening each business unitDs operation to a gleaming point and allow
these units.
o provide high performance business solutions M ,onsulting services to meet the
re!uirements and e.ceed the e.pectations of our customers.
/evelop &usiness $olutions based on proven technologies, provide high%!uality, easy to
use, secure and reliable software solutions suitable for corporate usage.
o continually improve the productivity of business by providing business management
software and related services that adapt to the ever%changing needs of business.
P0e are passionate and pioneering people dedicated to provide solutions for any HR
,hallenges of our clients, out customers or our employeesP.
;isten closely to our customers and be genuine and real in our communication. Refuse to
settle for mere customer satisfaction, but strive to positively delight and amaze our
customers with service and support that are second to none. /hruva is committed to
promoting diversity at workplace.
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O!. V**o/
4o matter where we are or what we do, there are fundamental beliefs and behaviours that guide
our decisions, focus our actions and unite us as a company. /hruvaDs vision and values serve to
inspire how we interact, create, deliver and, ultimately, be successful % for clients, for "ob
seekers and for ourselves. *ur vision is to lead in the creation and delivery of innovative
workforce solutions and services that enable our clients to win in the changing world of work.
O!. V&)!e
0e care about people and the role of work in their lives. 0e respect people as individuals,
trusting them, supporting them, enabling them to achieve their aims in work and in life. 0e
help people develop their careers through planning, work, coaching and training. 0e recognize
everyoneDs contribution to our success % our staff, our clients and our candidates. 0e encourage
and reward achievement.
0e share our knowledge, our e.pertise and our resources so that everyone understands what is
important now and what is happening ne.t in the world of work % and knows how to respond.
0e actively listen and act upon this information to improve our relationships, solutions and
services. &ased on our understanding of the world of work, we actively pursue the
development and adoption of the best practices worldwide.
0e lead in the world of work. 0e dare to innovate, to pioneer and to evolve. 0e never accept
the status !uo. 0e constantly challenge the norm to find new and better ways of doing things.
0e thrive on our entrepreneurial spirit and speed of response % taking risks, knowing that we
will not always succeed, but never e.posing our clients to risk.
Po be IndiaDs 8remier HR ,ompany and to ac!uire, provide and nurture the best of
Indian talentP
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T.&*/*/0 &/d De2e)o('e/t
/hruvaDs raining and /evelopment ,enter provides thousands of courses accessible online
every day, 9E hours a day. ItDs a convenient way for anyone to update and increase their skill
sets. 3nd itDs free for all 7anpower associates and employees. ake a look at the many ways
you can take advantage of the raining and /evelopment ,enter and advance your position.
4eed your employees to learn a new software toolL $trengthen managerial skillsL Refresh their
knowledge of safe work practicesL 0ith online training from 7anpower, you can cost%
effectively enhance your employeesD skill sets, engagement and productivity.
/hruvaDs raining and /evelopment ,enter offers thousands of current and interesting courses
in the areas ofI
/esktop software skills % e.g., 7icrosoft *ffice, ;otus 4otes, 3dobe
&usiness skills % e.g., pro"ect management, communication, sales e.cellence
I skills % e.g., 7icrosoft '.change, (lash, $38, ;inus
;egal compliance % e.g., se.ual harassment, workplace ethics, HI833
'nvironmental health and safety % e.g., in"ury prevention, lockout)tagout, back safety
,ourses cover the latest hot topics and business%critical knowledge areas, and many come with
supplemental reading materials and learning aids to further e.tend that knowledge. 'ach course
is also value%priced to enable employers to take advantage of the full catalog and match courses
to the individual needs of employees.
HR 8rofessionals ,ourses % *ur raining and /evelopment ,enter offers courses specifically
targeted to HR professionals studying for their 8HR)$8HR certification, or looking to grow
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their knowledge with courses that !ualify for HR,I credit.
Se.2*1e Offe.ed:
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3pplication /evelopment and 7aintenance $ervices, ,onsulting and 'nterprise &usiness
$olutions, Infrastructure 7anagement $ervices.
STAFFING SERVICES :
*rganizations today realize that human e.pertise is critical for the success of any enterprise. *ur clients
partner with us for strategic and comprehensive solutions in locating talent, not merely to cut costs, but to
gain a competitive edge and focus on core strengths.
If ;H!'&/< e5(e.t*e is what makes an organization work, we bring in the right combination of e.pertise
facilitating organizations to ac!uire fle.ible and permanent workforce, enhancing productivity M !uality
and reducing employment related risk.
(or career aspirants seeking fle.ible employment or an *rganization seeking fle.ible workforce,
recruitment and staffing services in any function or category we assure speed, fle.ibility, transparency,
dependability and e.cellent service, needless to say, value addition and a solution based approach.
(ocused approach, continuous investment to enhance operational and delivery standards, implementation
of 5lobal &est 8ractices and echnology has enabled us to attain the leading position in the HR
*utsourcing space.
/hruva echnologies 8vt.;td., provides 7anpower ,onsulting and $oftware /evelopment $ervices to
clients % as partners to conceptualize and realize technology driven business transformation initiatives.
/hruva echnologies 8vt.;td., has been providing superior information technology talent and solutions to
private and public sector clients. *ur reputation as an I e.pert is built on a decade of e.perience as a
full%spectrum source for the I community. 0e help organizations operate more productively and
profitably through a full spectrum of specialized staffing and pro"ect implementation services.
/hruva echnologies 8vt.;td., has young enthusiastic management professionals from various fields like
&usiness ,onsulting and Information echnology supported by senior e.perts from the corporate world.
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he team is well integrated and e!uipped with advanced technologies, which enables /hruva
echnologies 8vt.;td., to deliver value to its clients. he e.tensive in%house training program ensures that
the team is ready not only to perform but also gives it the ability to rapidly develop deep e.pertise in any
technology and business area. he growth of /hruva echnologies 8vt.;td., has been spurred by the spirit
of the individuals who work at various levels to keep ahead of the rest, and constantly rise to the
challenges that beckon them at the frontiers of technology.
D&t&8&e Se)e1t*o/:
0ith live and e.tensive in%house database collected over the last two years /hruva
echnologies 8vt.;td., can cater to both the candidates to get their dream "obs as well as the
recruiters to find the right employee for their openings. /hruva echnologies 8vt.;td., has an
e.tensive database consisting of some of the biggest companies and reputed institutions from
every sector. he candidates+ database is also huge with different kinds of candidates with
enormous potential.
/hruva echnologies 8vt.;td., also gets support from its ,hannel partners to fulfill client
re!uirements.
= ,urrent M ;arge /atabase
= -alidated alent 8ool
= $trong echnology $upport $ystem
Se)e1t*o/ (.o1e:
0e have team of senior technical professionals for all range of technologies for screening and
evaluating candidates+ competencies. /ue to this pre%process, only !uality candidates are
forwarded to our clients. hereby saving our client+s valuable time and efforts.
0e have full fledged automated ,andidate racking $ystem to maintain)search)track high

91
!uality professionals.
0e invest the time to understand your company, your values, your re!uirement, and your
business
$oftware /evelopmentI
/hruva echnologies 8vt.;td., can provide $oftware /evelopment services as per the
specifications of our clients either at the functional level or at the system design level. &ased on
the level and detail of inputs provided, our consultants can step into the life%cycle, complete the
development and hand%over the system where our client is most comfortable to take over.
3ppropriate entry and e.it criteria for /hruva echnologies 8vt.;td., to step%in and step%out, as
well as the deliverables could be mutually agreed upon before the start of such $oftware
/evelopment services.
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*ur $oftware /evelopment services comprise of an array of programming activitiesI
/evelopment of custom applications and solutions
/evelopment of databases, software to support your business processes
Integration of third%party components)applications, reverse engineering
3 development pro"ect involves taking a holistic approach to the entire software development
lifecycle. 'verything is planned prior to the initiation of the pro"ect# right from conducting
re!uirements analysis and systems assessment stage up to implementation and user training.
his, along with our !uality management system, reduces the time taken for application
development, giving our customers significant business benefits
/hruva echnologies 8vt.;td., methodology helps its e.pert professionals work closely
with customers to understand and map the concept)problem, detail the re!uirements, architect the
system, develop, deploy and support the applications on a continuous basis. /hruva
echnologies 8vt.;td., takes complete responsibility for the application from concept to rollout.
*ur 8ro"ect 7anagement '.pertise, outstanding !uality, on time delivery, knowledge transfer
abilities and proven methodology make us a great value addition to your company. 0e provide
all these services with professional integrity and a total commitment to your success.
/hruva echnologies 8vt.;td., manages the complete life cycle of the application, all
productivity improvements are documented and demonstrated to customers.
Co/t.&1t St&ff*/0
0e match the candidates to the tasks you need completed based on the description of skills you
have provided. *nce you select the candidate for your needs we place them on our payroll and
their work for you begins. 8hoton (argo $olutions takes all of its contract professionals and
assumes the employer of record responsibilities for all mandated withholdings and state
employee insurance and 8( for the duration of the contract.
Pe.'&/e/t P)&1e'e/t
91
&usiness in all industries turn to /hruva echnologies 8vt.;td., Resource 5roup when they need to add or
replace regular full time I professionals or functional consultants within their staffs. *ur own
competency in all of the HR functions allows us to understand your specific business needs and target the
precise combination of knowledge, e.perience and style re!uired for the positions open.

P&".o))*/0 Se.2*1e
6tilizing select contract employees and their specific skills without taking on the burden of payroll
administration, ta. withholdings and mandated insurance coverages is as doable as it is attractive for
businesses with /hruva echnologies 8vt.;td., payrolling services. he fle.ible approach to generally
short%term staffing beeds gives you access to people you know when you need them without the hassles
of layoffs when the work pro"ect is finished. Cou identify who you need, /hruva echnologies 8vt.;td.,
enrolls them on its payroll, assumes the employer of record responsibilities, provides mandated employee
state insurances, provident fund and ensures proper ta. withholdings, and I form at the end of year for
ta. purposes
HR So)!t*o/
*utsourced HR services is a proactive, bundle program of services designed to respond to the needs of
growth companies with little or few internal HR capabilities. *utsourced HR includes human resources
services, which combine the depth of 8hoton (argo $olutions HR knowledge with clientDs resources to
collectively manage the HR function. his program works well for capability to meet changing
organizational and legal re!uirements, without adding an internal staff position.
*6$*6R,I45 I
*ffshore /evelopment ,enter
5lobalization has transformed the entire business world and has led to new buzzword i.e.
*utsourcing. *ffshore outsourcing has undoubtedly changed the way business is now being
conducted. 7any organizations are leveraging the benefits by outsourcing their services in terms
of both cost and !uality. /eveloped part of the world is specially finding many offshore
91
development centers in the developing countries to be worthwhile for outsourcing activity. his
is because they can receive !uality service at economically cheap prices.
-swor. is one of the leading offshore development centers based in 6K, 6$ and 3sia. 0e have
fully e!uipped development center with necessary infrastructure and professional e.pertise to
create !uality software applications. 0e specialize in software outsourcing, offshore outsourcing,
software development, web development, web designing, web hosting, search engine
optimization, graphics designing, content development and many more areas.
Be/ef*t of 1hoo*/0 ! & &/ offho.e 1e/te.
Reduced costs as compared to onsite companies
(ull control over the pro"ect and capability to manage it dynamically
Improved productivity by delivering reliable, speedy and cost effective services
$mooth communication with any team member
(le.ibility to select appropriate skills to meet your pro"ect ob"ectives
$ustainable differential advantage over competitors
*ur highly professional and skilled team focuses on core business needs and pro"ect goals and
maintains transparency in the development work. 0e are fle.ible enough to synchronize working
shifts with business hours in your company. 0e undertake !uality standards in every pro"ect to
assure success.
(ocus on technology, competitive pricing, service model and e.cellent pro"ect management
e.perience are key elements which reflects credibility and brand name of your company
worldwide. 0e provide world class infrastructure, resourceful engineers, skilled and e.perienced
pro"ect managers and !uality management process to achieve what you are thriving upon.
*utsourcing I application management allows enterprises to focus on their core business,
offering benefits across the business spectrum
Reduced 7anpower ,oncerns
0ith a strong pool trained I professionals, 8hoton (argo $olutions I understands and caters to
the specific needs of the enterprise
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(urther, a well%defined career growth path for the enterpriseDs in%house I employees reduces the
problem of manpower attrition
,ost Reduction
remendous financial benefits on a sustained basis through 8hoton (argo $olutions IDs cost%
effective technology solutions
3 predictable I spend with annuity based long term contracts
3ccess to scaleable solutions in line with business growth
(reed up capital funds for deployment in core business activities
Improved 6ser $atisfaction
*ur improvements on services, software functionality and !uality ensure higher user satisfaction
,ase $tudies
'%commerce 3pplication
*ur ma"or task is to create a web ordering and online customization of products business process that
must have good features
&usiness /irectory
he &elgium%based client wanted an online directory and cross%industry market place that addresses
online presence and e%commerce facilitation needs of business users who can use available
comprehensive business intelligence to get ac!uainted with potential market, partners and competitors in
their sector, area, region and country.
$ocial 4etworking
*ur solution was specifically tailored to facilitate communication and referrals through a community
website for business and entertainment purposes.
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CONSULTING:
8hoton (argo $olutions consulting team aims to improves the alignment of business and
technology through improved process efficiency, reduced cost and enhanced business value of
I. *ur consultants combine e.tensive technical e.perience with strong strategic and business
focused leadership. 0e work with some of the largest companies in the world, providing
solutions to their issues using a proven business%focused approach. $tarting with an
understanding of the business need, we then work with our clients to design and deliver efficient
solutions, striking the right balance between leveraging what they have and delivering what they
need.
0e help our clients in building a high performance I organization through formalizing the I
strategy, governance, metrics, business processes, technology and organization structure needed
to deliver and manage efficient, high !uality I services. 0e work with our clients in
architecture, business value analysis, asset management, product evaluation and selection, data
privacy and security of their I function.
Te1h/o)o0*e:
'nterprise 3rchitecture ,onsulting
'nterprise 8ortal ,onsulting
'R8 ,onsulting
>uality ,onsulting
0eb $ervices ,onsulting
I/d!t.*e:
3utomotive
&anking and (inance
&io echnology
5overnment
Health,are
High echnology
Insurance
7edia and 'ntertainment
Retail
$emi%conductor
elecom
ravel and ransportation
91
CLIENTS :
Photon Fargo Solutions Valued Customers, Our goal is to develop long-term relationships
with our clients. We measure success by the value our customers receive from our expertise
and the resulting business and technical achievements. Over the years, we've helped over 1!
organi"ations in accomplishing their ob#ectives. $ere are the few companies we've served...We
routinely assist our customers with streamlining business operations through process
engineering, automation and help them isolate and resolve complex technical issues. Our
culture is one that encourages %nowledge sharing and constructive debating.
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3n enterprise resource planning 1'R82 system is an integrated computer%based application used to
manage internal and e.ternal resources, including tangible assets, financial resources, materials, and
human resources. Its purpose is to facilitate the flow of information between all business functions inside
the boundaries of the organization and manage the connections to outside stakeholders. &uilt on a
centralized database and normally utilizing a common computing platform, 'R8 systems consolidate all
business operations into a uniform and enterprise%wide system environment.S1T
3n 'R8 system can either reside on a centralized server or be distributed across modular hardware and
software units that provide PservicesP and communicate on a local area network. he distributed design
allows a business to assemble modules from different vendors without the need for the placement of
multiple copies of comple. and e.pensive computer systems in areas which will not use their full
capacity.
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3n operating system 1*$2 is software, consisting of programs and data, that runs on computers and
manages the computer hardwareS1T and provides common services for efficient e.ecution of various
application software.
(or hardware functions such as input and output and memory allocation, the operating system acts as an
intermediary between application programs and the computer hardware,S9TS:T although the application
code is usually e.ecuted directly by the hardware, but will fre!uently call the *$ or be interrupted by it.
*perating systems are found on almost any device that contains a computerUfrom cellular phones and
video game consoles to supercomputers and web servers.
91
'.amples of popular modern operating systems for personal computers are 7icrosoft 0indows, 7ac *$
R, and 546);inu.
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THEORETICAL FRAME WOR>
Recruitment forms the first stage in the process which continues with selection and ceases with
the placement of the candidate. It is the ne.t step in the procurement function, the first being the
manpower planning. Recruitment makes it possible to ac!uire the number and types of people
necessary to ensure the continued operation of the organization. Recruiting is the discovering of
potential applicants for actual or anticipated organizational vacancies.
In the other words, it is a <linking activity <bringing together those with "obs and those
seeking "obs. Recruitment has been regarded as the most important function of personnel
administration, because unless the right type of people are hired, even the best plans of the
organization would fail to achieve the ob"ectives.
DEFINITION:
Recruitment is the process of locating and encouraging potential applicants to apply for
e.isting or anticipated "ob openings. It is actually a linking function, "oining together those with
"obs to fill and those seeking "obs. Recruitment, logically, aims at
3ttracting a large number of !ualified applicants who are ready to take up the "ob if it+s
offered and
*ffering enough information for un!ualified persons to self% select themselves out 1for
e.ample, the recruitment ad of a foreign bank may invite applications from chartered
accountants who have cleared the ,3 e.amination in the first attempt only2.
C V.S.P. RAO
<Recruitment is the process of searching for prospective employees and stimulating and
encouraging them to apply for "obs in an organization.=
%EDWIN B FLIPPO
91
<Recruitment is a process to discover the sources of manpower to meet the recruitments
of the staffing schedule and to employ effective measures for attracting that manpower in
ade!uate number to facilitate effective selection of an efficient workforce=.
C MERVIN C. YODER
Othe. def*/*t*o/ of .e1.!*t'e/t &.e:
Recruitment of candidates is the function preceding the selection, which helps create a pool
of prospective employees for the organization so that the management can select the right
candidate for the right "ob from this pool. he main ob"ective of the recruitment process is to
e.pedite the selection process.
Recruitment is a continuous process whereby the firm attempts to develop a pool of
!ualified applicants for the future human resources needs even though specific vacancies
do not e.ist. 6sually, the recruitment process starts when a manger initiates an employee
re!uisition for a specific vacancy or an anticipated vacancy.
RECRUITMENT AND SELECTION PROCEDURE AT DHRUVA
TECHNOLOGIES PVT.LTD
Recruitment and selection are two of the most important functions of personnel management.
Recruitment precedes selection and helps in selecting a right candidate.
Recruitment is a process to discover the sources of manpower to meet the re!uirement of the
staffing schedule and to employ effective measures for attracting that manpower in ade!uate
numbers to facilitate effective selection of efficient personnel.
$taffing is one basic function of management. 3ll managers have responsibility of staffing
function by selecting the chief e.ecutive and even the foremen and supervisors have a staffing
responsibility when they select the rank and file workers. However, the personnel manager and
his personnel department is mainly concerned with the staffing function.
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QRight person for the right "ob+ is the basic principle in recruitment and selection. 'ver
organisation should give attention to the selection of its manpower, especially its managers. he
operative manpower is e!ually important and essential for the orderly working of an enterprise.
'very business organisation)unit needs manpower for carrying different business activities
smoothly and efficiently and for this recruitment and selection of suitable candidates are
essential.
86R8*$' 34/ I78*R34,'I
3ttract and encourage more and more candidates to apply in the organization.
,reate a talent pool of candidates to enable the selection of best candidates for the
organization.
/etermine present and future re!uirements of the organization in con"unction with its
personnel planning and "ob analysis activities.
Recruitment is the process which links the employers with the employees.
Increase the pool of "ob candidates at minimum cost.
Help increase the success rate of selection process by decreasing number of visibly under
!ualified or over!ualified "ob applicants.
Help reduce the probability that "ob applicants once recruited and selected will leave the
organization only after a short period of time.
7eet the organizations legal and social obligations regarding the composition of its
workforce.
&egin identifying and preparing potential "ob applicants who will be appropriate
candidates.
Increase organization and individual effectiveness of various recruiting techni!ues and
sources for all types of "ob applicants
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SOURCES OF RECRUITMENT
'very organisation has the option of choosing the candidates for its recruitment processes from
two kinds of sourcesI internal and e.ternal sources. he sources within the organisation itself
1like transfer of employees from one department to other, promotions2 to fill a position are
known as the internal sources of recruitment. Recruitment candidates from all the other sources
1like outsourcing agencies etc.2 are known as the e.ternal sources of recruitment
INTERNAL RECRUITMENT: Internal recruitment seeks applicants for positions from within
the company. he various internal sources includeI
P.ee/t E'()o"ee
8romotions and transfers among the present employees can be a good source of recruitment.
8romotion implies upgrading of an employee to a higher position carrying higher status, pay and
responsibilities. 8romotion from among the present employees is advantageous because the
employees promoted are well ac!uainted with the organizational culture, they get motivated.
8romotion from among present employees also reduces the re!uirement for "ob training.
ransfer refers to shifting an employee from one "ob to another without any change in the post,
status and responsibilities. he need for transfer is felt to provide employees a broader and varied
base which considered necessary for promotions.
Fo.'e. E'()o"ee
(ormer employees are another source of applicants for vacancies to be filled up in the
organization. Retried or retrenched employees may be interested to come back to the company to
work on a part% time basis. $imilarly, some former employees who left the organization for any
reason may again be interested to come back to work.
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E'()o"ee Refe..&)
his is yet another internal source of Recruitment. he '.isting employees refer their family
members, friends and relatives to the company as potential candidates for the vacancies to be
filled up in the organization.
Ret*.e'e/t
3t times, management may not find suitable candidates in place of the one who had retired, after
meritorious service. 6nder the circumstances, management may decide to call retired managers
with new e.tension.
I/te./&) /ot*f*1&t*o/
$ometimes, management issues an internal notification for the benefit of e.isting employees.
7ost employees know from their own e.perience about the re!uirement of the "ob and what sort
of person the company is looking for. *ften employees have friends or ac!uaintances who meet
these re!uirements. $uitable persons are appointed at the vacant posts.
E@TERNAL RECRUITMENT
'.ternal recruitment makes it possible to draw upon a wider range of talent, and provides the
opportunity to bring new e.perience and ideas in to the business. /isadvantages are that it is
more costly and the company may end up with someone who proves to be less effective in
practice than they did on paper and in the interview situation. he various e.ternal sources
includeI
Ad2e.t*e'e/t
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It is an external source which has got an important place in
recruitment procedure. The biggest advantage of advertisement is that
it covers a wide area of market and scattered applicants can get
information from advertisements. Medium used is Newspapers and
Television. 3dvertisements must contain proper information like the "ob content, working
conditions, location of "ob, compensation including fringe benefits, "ob specifications, growth
aspects, etc. he advertisement has to sell the idea that the company and "ob are perfect for the
candidate.
Ed!1&t*o/&) I/t*t!t*o/
here are certain professional Institutions which serve as an e.ternal source for recruiting fresh
graduates from these institutes. his kind of recruitment done through such educational
institutions is called as ,ampus Recruitment. hey have special recruitment cells which
help in providing "obs to fresh candidates.
W&) ?C * / &/d W.* teC* /
he most common and least e.pensive approach for candidates is direct applications, in which
"ob seekers submit unsolicited application letters or resumes. /irect applications can also provide
a pool of potential employees to meet future needs. 0hile direct applications are particularly
effective in filling entry%level and unskilled vacancies, some organizations compile pools of
potential employees from direct applications for skilled positions. 0rite%ins are those who
send written en!uiries. hese "obseekers are asked to complete application forms for further
processing.
Re1o''e/d&t*o/
here are certain people who have e.perience in a particular area. hey en"oy goodwill and a
stand in the company. here are certain vacancies which are filled by recommendations
of such people. he biggest drawback of this source is that the company has to rely
totally on such people which can later on prove to be inefficient.
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MERITS AND DEMERITS OF RECRUITMENT
MERITS
E1o/o'*1&)I he cost of recruiting internal candidates is minimal. 4o e.penses are
incurred on advertising.
S!*t&8)eI he organization can pick the right candidates having the re!uisite skills.
he candidates can choose a right vacancy where their talents can be fully utilized.
Re)*&8)e: he organization has knowledge about the suitability of a candidate for a
position.
S&t*f"*/0: 3 policy of preferring people from within offers regular promotional
avenues for employees. It motivates them to work hard and earn promotions. hey
will work with loyalty, commitment and enthusiasm.
DEMERITS
L*'*ted 1ho*1eI he organization is forced to select candidates from a limited pool.
It may have to sacrifice !uality and settle for less !ualified candidates.
I/8.eed*/0: I discourages entry of talented people. 3vailable outside an
organization. '.isting employees may fail to behave in innovative ways and in"ect
necessary dynamism to enterprise activities.
I/eff*1*e/1": 8romotions based on length of service rather than merit, may prove to
be a blessing for inefficient candidates. hey do not work hard to prove their worth
Bo/e of 1o/te/t*o/: Recruitment from within may lead to infighting among
employees aspiring for limited. Higher%level positions in an organization. 3s years
roll by the race for premium positions may end up on a bitter note.
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RECENT TRENDS IN RECRUITMENT
he following trends are being seen in recruitment
OUTSOURCING
In India, the HR processes are being outsourced from more than a decade now. 3
company may draw re!uired personnel from outsourcing firms. he outsourcing firms help the
organization by the initial screening of the candidates according to the needs of the organization
and creating a suitable pool of talent for the final selection by the organization. *utsourcing
firms develop their human resource pool by employing people for them and make available
personnel to various companies as per their needs. In turn, the outsourcing firms or the
intermediaries charge the organizations for their services.
Ad2&/t&0e:
,ompany need not plan for human resources much in advance.
-alue creation, operational fle.ibility and competitive advantage
turning the managementDs focus to strategic level processes of HR7
,ompany is free from salary negotiations, weeding the unsuitable resumes)candidates.
,ompany can save a lot of its resources and time.
POACHINGBRAIDING
<&uying talent= 1rather than developing it2 is the latest mantra being followed by the
organizations today. 8oaching means employing a competent and e.perienced person already
working with another reputed company in the same or different industry# the organization might
be a competitor in the industry.
3 company can attract talent from another firm by offering attractive pay packages and
other terms and conditions, better than the current employer of the candidate. &ut it is seen as an
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unethical practice and not openly talked about. Indian software and the retail sector are the
sectors facing the most severe brunt of poaching today. It has become a challenge for human
resource managers to face and tackle poaching, as it weakens the competitive strength of the
firm.
ECRECRUITMENT
he buzzword and the latest trends in recruitment is the <'%recruitment= 3lso known as
<*nline recruitment=, it is the use of technology or the web based tools to assist the recruitment
process. he tool can be either a "ob website like naukri.com, the organization+s corporate web
site or its own intranet. 7any big organizations use Internet as a source of recruitment. '%
recruitment is the use of technology to assist the recruitment process. hey advertise "ob
vacancies through worldwide web. he "ob seekers send their applications or curriculum vitae
i.e. ,- through e mail using the Internet. 3lternatively "ob seekers place their ,-+s in worldwide
web, which can be drawn by prospective employees depending upon their re!uirements.
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OVERALL VIEW OF RECRUITMENT PROCESS

#OB ANALYSIS
he proper start to a recruitment effort is to perform a "ob analysis, to document the
actual or intended re!uirement of the "ob to be performed. his information is captured in a "ob
description and provides the recruitment effort with the boundaries and ob"ectives of the search.
hese "ob descriptions need to be reviewed or updated prior to a recruitment effort to reflect
present day re!uirements. $tarting a recruitment with an accurate "ob analysis and "ob description
insures the recruitment effort starts off on a proper track for success.
SOURCING
ADVERTISING:
3 common part of the recruiting process, often encompassing multiple media, such
as the Internet, general newspapers, "ob ad newspapers, professional publications,
window advertisements, "ob centers, and campus graduate recruitment programs.
RECRUITING RESEARCH:
0hich is the proactive identification of relevant talent who may not respond to "ob
postings and other recruitment advertising methods. his initial research for so%called
passive prospects, also called name%generation, results in a list of prospects who can then
be contacted to solicit interest, obtain a resume),-, and be screened.
SCREENING AND SELECTION
$uitability for a "ob is typically assessed by looking for skills, e.g. communication,
typing, and computer skills. >ualifications may be shown through resumes, "ob applications,
interviews, educational or professional e.perience, the testimony of references, or in%house
91
testing, such as for software knowledge, typing skills, numeracy, and literacy, through
psychological tests or employment testing.
*ther resume screening criteria may include length of service, "ob titles and length of
time at a "ob. In some countries, employers are legally mandated to provide e!ual opportunity in
hiring. &usiness management software is used by many recruitment agencies to automate the
testing process. 7any recruiters and agencies are using an applicant tracking system to perform
many of the filtering tasks, along with software tools for psychometric testing.
ONBOARDING
P*nboardingP is a term which describes the process of helping new employees become
productive members of an organization.
3 well%planned introduction helps new employees become fully operational !uickly and
is often integrated with a new company and environment. *nboarding is included in the
recruitment process for retention purposes. 7any companies have onboarding campaigns in
hopes to retain top talent that is new to the company, campaigns may last anywhere from 1 week
to F months.
INTERNET RECRUITMENT AND WEBSITES
$uch sites have two main featuresI "ob boards and a resume)curriculum vitae 1,-2
database. Aob boards allow member companies to post "ob vacancies. 3lternatively, candidates
can upload a rWsumW to be included in searches by member companies. (ees are charged for "ob
postings and access to search resumes.
$ince the late 199Gs, the recruitment website has evolved to encompass end%to%end recruitment.
0ebsites capture candidate details and then pool them in client accessed candidate management
interfaces 1also online2.
91
Key players in this sector provide e%recruitment software and services to
organizations of all sizes and within numerous industry sectors, who want to e%enable entirely or
partly their recruitment process in order to improve business performance.
he online software provided by those who specialize in online recruitment helps
organizations attract, test, recruit, employ and retain !uality staff with a minimal amount of
administration. *nline recruitment websites can be very helpful to find candidates that are very
actively looking for work and post their resumes online.
3lso, some candidates who are actively looking to change "obs are hesitant to put
their resumes on the "ob boards, for fear that their current companies, co%workers, customers or
others might see their resumes.
#OB SEARCH ENGINES
he emergence of meta%search engines, allow "ob%seekers to search across multiple
websites. $ome of these new search engines inde. and list the advertisements of traditional "ob
boards. hese sites tend to aim for providing a Pone%stop shopP for "ob%seekers.
However, there are many other "ob search engines which inde. pages solely from
employersD websites, choosing to bypass traditional "ob boards entirely. hese vertical search
engines allow "ob%seekers to find new positions that may not be advertised on traditional "ob
boards, and online recruitment websites.
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MEANING OF SELECTION

*nce the potential applicants are identified, the ne.t step is to evaluate their !ualification,
!ualities, e.periences, capabilities, etc. and make the selection. It is the process of
offering "obs to the desired applicants.
he size of the labour market, the image of the company, the place of posting ,the nature of "ob
the compensation package and a host of other factors influence the manner of aspirants are likely
to respond to the recruiting efforts of the company. hrough the process of recruitment the
company tries to locate prospective employees and encourages them to apply for vacancies at
various levels. Recruiting thus, provides a pool of applicants for selection.
DEFINITION

$election means choosing a few from those who apply, it is picking up of applicants or
candidates with re!uisite !ualifications and !ualities to fill "obs in the organization.
he entire process of selection begins with an initial screening interview and concludes
with a final employment decision. 0hen a selection policy is formulated, organizational
re!uirement like technical and professional dimensions are kept in mind.
RECRUITMENT AND SELECTION PROCESS:
1. Receiving 3pplications
9. $creening 3pplications
:. esting%3chievement rade, Intelligence, 3ptitude 8ersonality
E. Interviewing
@. ,hecking References B$election
F. 8hysical M 7edical e.amination
?. 8lacement BAob introduction, on the "ob training.
he selection practices and procedures differ from one organization to another
depending on the situation and needs of the organization. he procedure adopted for selection
involves a series of methods or steps or stages by which the overall information regarding the
91
candidates is known. $election procedure depends upon the nature adopted by a company thinks
to derive from the candidate on selection.
Re1e(t*o/
3 company is known by the people it employs. In order to attract people with talents, skills and
e.perience a company has to create a favourable impression on the applicants+ right from the
stage of reception. 0hoever meets the applicant initially should be tactful and able to e.tend
help in a friendly and courteous way. 'mployment possibilities must be presented honestly and
clearly. If no "obs are available at that point of time, the applicant may be asked to call back the
personnel department after some time.
P.e)*'*/&." */te.2*e3
Initial screening is done to weed out totally undesirable)un!ualified candidates at the outset. It is
essentially a sorting process in which prospective candidates are given necessary information
about the nature of the "ob and the organization.
A(()*1&t*o/ B)&/?
3pplication blank or form is one of the most common methods used to collect information on the
various aspects of the applicant+s academic, social, demographic, work related background and
references. It is a brief history sheet of employee+s background.
Se)e1t*o/ tet
8sychological are being increasingly used in employee selection. 3 test is sample of some
aspects of an individual+s attitude, behavior and performance. It also provides systematic basis
for comparing the behavior, performance and attitudes of two persons.
$election is the process of gathering information about applicants who can best do the
"ob. here are various tests involved for selection, which shall provide a candidate for a "ob.
hese tests are classified asI
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D9Pe.o/&)*t" Tet
his is a test to measures the different kinds of "ob%related personality the applicants possess.
E9Ae'e/t Ce/te.
3 place for applicants to undergo performance simulation tests that evaluate the
applicant+s capability for managerial position.
F9S(e1*f*1 A8*)*t" Tet
his is a test to measures the specific kinds of ability applicants have in order to perform
a "ob well.
G9Co0/*t*2e A8*)*t" Tet
his is a test to measures the applicants ability in perceptual speed, numerical aptitude
general reasoning, verbal comprehension and spatial aptitude.
5) B*o0.&(h*1&) D&t&
his is a survey that reviews applicants+ personal background and life e.perience.
H9Wo.? S&'()e Tet
his is a test that re!uires applicant to perform the tasks that are actually done on the
"ob.
$9W.*tte/ Tet
-arious written test conducted during selection procedure are aptitude test,intelligence
test,reasoning test,personality test,etc.hese test are used to ob"ectively assess the potential
candidate
E'()o"'e/t */te.2*e3
It is one to one interaction between the interviewer and the potential candidate.It is used to find
whether the candidate is best suited for the for the re!uired "ob or not.
T"(e of */te.2*e3:
$everal types of interviews are commonly used depending on the nature and
importance of the position to be filled within an organization.
In a 4*4%/IR',I-' I4'R-I'0 the recruiter asks !uestions as they come to mind. here is
no specific format to be followed.
91
In a 83'R4'/ I4'R-I'0, the employer follows a pre%determined se!uence of !uestions.
Here the interviewee is given a special form containing !uestions regarding his technical
competence, personality traits, attitudes, motivation, etc.
In a $R6,6R'/ *R $I63I*43; I4'R-I'0, there are fi.ed "ob related !uestions that
are presented to each applicant.
In a 834'; I4'R-I'0 several interviewers !uestion and seek answers from one applicant.
he panel members can ask new and incisive !uestions based on their e.pertise and e.perience
and elicit deeper and more meaningful e.pertise from candidates.
Interviews can also be designed to create a difficult environment where the applicant+s
confidence level and the ability to stand erect in difficult situations are put to test. hese are
referred to as the $R'$$ I4'R-I'0. his is basically an interview in which the applicant is
made uncomfortable
by a series of, often, rude, annoying or embarrassing !uestions.
In the final category, there is the 388R3I$3; I4'R-I'0, where a superior and subordinate
sit together after the performance appraisal to discuss the subordinate+s rating and possible
remedial actions.
Refe.e/1e Che1?
*nce the interview and medical e.amination of the candidate is over, the personnel department
will engage in checking references. ,andidates are re!uired to give the names of 9 or :
references in their application forms. hese references may be from the individuals who are
familiar with the candidate+s academic achievements or from the applicant+s previous employer,
who is well versed with the applicant+s "ob performance and sometimes from the co%workers. In
case the reference check is from the previous employer, information in the following areas may
be obtained.
hey are "ob title, "ob description, period of employment, pay and allowances, gross
emoluments, benefits provided, rate of absence, willingness of previous employer to employ the
candidate again, etc. (urther, information regarding candidate+s regularity at work, character,
progress, etc. can be obtained. *ften a telephone call is much !uicker. he method of mail !uery
provides detailed information about the candidate+s performance, character and behavior.
However, a personal visit is superior to the mail or telephone methods and is used where it is
highly essential to get a detailed, first hand information which can also be secured by
observation. Reference checks are taken as a matter of routine and treated casually or omitted
91
entirely in many organizations. &ut a good reference check, when used sincerely, will fetch
useful and reliable information to the organizatition.
F*/&) A((.o2&)
he shortlisted candidates by the department are finally approved by the e.ecutives of the
concerned department. 'mployment is offered in the form of appointment letter mentioning the
post, the rank, the grade, the date by which the candidate should "oin and other terms and
conditions in brief.
OVERALL VIEW OF RECRUITMENT AND SELECTION PROCESS
91
E@PLAINATION:
he actual steps involved in recruitment follow a well defined path I
91
1. A(()*1&t*o/ Sho.t)*t I In this step, we shortlist the ,-s received from various sources
based on the suitability for the re!uirement.
E.P.e)*'*/&." Ae'e/t I he short listed candidates go through a preliminary round of
interviews. his interview lays more emphasis on functional competencies. o have more
data on the functional skills, the candidates may be given a business case for analysis and
presentation 1his is done for certain positions only2.
F.F*/&) I/te.2*e3 I Here the candidates who successfully clear the first round of interview
go through another round of interview with one or more of the functional heads.
G.Med*1&) E2&)!&t*o/I ,andidates who are selected by ,olgate are asked to undergo a
medical test.
%.Ad2*1e Ce/te.:
$ourcing alent, raining /evelopment
5rooming alent
Rewarding alent
91
1. 3re you happy with the /hruva echnologies 8vt.;td Recruitment processL
No. of Re(o/de/t Pe.1e/t&0e
Ces FH 9G.?
4o ? 9.:
Tot&) $% DII

(eed backI (rom above shown that 9G.? employer is happy and satisfied with Recruitment
process, 3nd only 9.:O people is 4ot $atisfied 0ith Recruitment process of /hruva
echnologies 8vt.;td
1. How do you feel about interview panelL
No. of Re(o/de/t Pe.1e/t&0e
'.cellent :G EG
91
5ood :: EE
$atisfactory 1G 1:.:
8oor 9 9.?
Tot&) $% DII

InterpretationI
(eed &ackI in Recruitment process interview is broad process for testing the
candidates in my survey EGO old interview method is '.cellent ,EEO people Is good
on interview panel 1:.:O $atisfied and only 9.?O people 8oor Interview method
9. /id the Internal meets are up to your e.pectationsL
No. of Re(o/de/t Pe.1e/t&0e
Ces ?G 9:.:
4o %% %%
,ant ell @ F.?
91
Tot&) $% DII
(eed &ackI 9:.:O of people said internal meet is up to e.pectations only FO
people saidcannot say
:. 3re you satisfied with the salary given by the companyL
No. of Re(o/de/t Pe.1e/t&0e
8artially 9G 9F.F
fully EG @:.E
4ot satisfied 1@ 9G
Tot&) $% DII
91
(eed &ackI 3bove chart showing around FHO people showing they are not happy with salary
this is disadvantage to company. 3nd :9O they are happy with their salary what company paying
E. 3re you satisfied with /hruva echnologies 8vt.;td 7anagement interms of
fulfilling the commitments which are given at the time of interviewL
No. of Re(o/de/t Pe.1e/t&0e
(ully satisfied E9 @F
8artially satisfied 1: 1?.:
4ot satisfied 9G 9F.?
Tot&) $% DII
91
(eedbackI his !uestion about /hruva echnologies 8vt.;td managing fulfillment the
commitments in above survey @FO people told about positive and 1?.: O people told me
negative some of 9F.?O people told to me they not understand that session
@. How you come to know about openings in /hruva echnologies 8vt.;tdL
No. of Re(o/de/t Pe.1e/t&0e
(riends @ F.?
Internet 9: :G.?
4ews 8apers EG @:.:
*thers ? 9.:
Tot&) $% DII
91
(eed &ackI imes of India, /eccan chronicle,. /aily news papers are giving special edition to
people who are searching for "obs ma"or @:.:O people came from news ads
F. /o you want to refer your friends to /hruva echnologies 8vt.;tdL
No. of Re(o/de/t Pe.1e/t&0e
Ces @H ??.:
4o H 1G.?
4ot Replied 9 19
Tot&) $% DII
91
(eed &ackI this !uestion about the reference or suggestion, reference is help full to Recruitment
8rocess more ??.:O people told to reference their friends
?. 0hen does company usually recruit candidatesL
No. of Re(o/de/t Pe.1e/t&0e
3nnually :G EG
>uarterly 9: :G.F
Half yearly 1G 1:.E
0henever re!uired 19 1F
Tot&) $% DII
91
(eed &ackI 7ost of the people feel that Recruitment process done once in a year
H. 0hat should be the company+s main source of /hruva echnologies 8vt.;tdL
No. of Re(o/de/t Pe.1e/t&0e
'mployment &ureau
E @.:
/irect -erification
1? 99.?
hird 8arty -erification
:9 @9
8lacement agency
1: 1?.:
*thers 9 9.?
Tot&) $% DII
91
(eed &ackI /hruva echnologies 8vt.;td main source is by third party verification
@9O ,direct verification is 1?O ,1?.: O is from placement agency.
9. 0hat should be the best recruitment sources according to your preferenceL
No. of Re(o/de/t Pe.1e/t&0e
Internal Recruitment
F: HE
'.ternal Recruitment
E @.:
&oth H 1G.?
Tot&) $% DII
91
(eed &ackI he ,ompany main source is internal recruitment is HEO that is good for company
the internal sources get e.perience employment source
1G./o you fully know about the company policies before "oined in this companyL
Re1.!*t'e/t No. of Re(o/de/t Pe.1e/t&0e
Ces 1G 1:.:
4o :@ EF.?
o some e.tent 1@ 9G
o large e.tent 1@ 9G
Tot&) $% DII
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(eed &ackI 7ost of the employees don+t know about policies only few are aware about the
policies
11. 0hat are the tests that are conducted at the time of selection for screeningL
Re1.!*t'e/t No. of Re(o/de/t Pe.1e/t&0e
0ritten test %% %%
3ptitude test %% %%
Intelligence test %% %%
yping test %% %%
3ll the above ?@ 1GG
Tot&) $% DII
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(eed &ackI In recruitment process all the written test, aptitude test, intelligence test, typing test
are used for filtration.
19.0hat do you think about Recruitment and selection procedure in your
companyL

Re1.!*t'e/t No. of Re(o/de/t Pe.1e/t&0e
&est 9G 9F.?
&etter 9@ ::.:
5ood 9@ ::.:
8oor @ F.?
-ery poor G G
Tot&) $% DII
91
(eed &ackI company maintaining the Recruitment and selection process in a better way.
91
1E.. /oes the selection process at /hruva echnologies 8vt.;td bring in the right candidate for
the right "obL
No. of Re(o/de/t Pe.1e/t&0e
$trongly disagree E @.E
/isagree H 1G.F
4either agree nor disagree H 1G.F
3gree :G EG
$trongly agree 9@ ::.E
Tot&) $% DII


(eed backI
7ost people feel that /hruva echnologies 8vt.;td bring in right candidates through recruitment
process
1@. /o you think /hruva echnologies 8vt.;td spends too much in term of time and cost for
the recruitment process L
Re1.!*t'e/t No. of Re(o/de/t Pe.1e/t&0e
5%
10%
10%
40%
35%
1
2
3
4
5
91
$trongly disagree 1@ 9G
/isagree H 1G.F
4either agree nor disagree H 1G.F
3gree 19 9@.E
$trongly agree 9@ ::.E
Tot&) $% DII
(eed backI $ome companies following good levels for recruitment process ::.EO of the
employees feel that it spends too much of time and cost for recruitment
91
1F. 0hat do you prefer in the selection processL
No. of Re(o/de/t Pe.1e/t&0e
5roup discussion H 1G.F
Role play E @.E
0ritten e.amination H 1G.?
(ace to face interview :H @G.?
elephonic interview 1? 99.F
Tot&) $% DII
Feed 8&1?: 7ost candidates prefer face%to%face interview which is the current selection process
at 5roup discussion, Role play 0ritten e.amination, (ace to face interview, elephonic interview
these are good method /hruva echnologies 8vt.;td
1?. How did you come to know about /hruva echnologies 8vt.;tdL
Re1.!*t'e/t No. of Re(o/de/t Pe.1e/t&0e
91
'mployee reference 91 9H
walk%in interview H 1G.F
website E @.E
newspaper E @.E
,onsultancy :H @G.F
Tot&) $% DII

(eed backI @G.FO of ,andidates are coming through consultancies.9HO are coming through
employee reference.1G.FO are through walk%in interview. @.EO through website. @.EO
through news paper
1H. 0hat is the motive behind choosing the "ob at /hruva echnologies 8vt.;tdL
Re1.!*t'e/t No. of Re(o/de/t Pe.1e/t&0e
$alary 1@ 9G
Knowledge gaining ? 9.:
$kill enhancement 1@ 9G
91
,areer growth :H @G.F
Tot&) $% DII

(eed backI ,areer growth is important process to employee+s life. In software industry daily
it will be updated things 7ost of the candidates choose /hruva echnologies 8vt.;td for
career growth@G.FO, (inancial support ,Knowledge gaining, option selected
19. 3re you satisfied by the way the vacancies are advertised by the /hruva echnologies
8vt.;td HR department
91
Recruitment 4o. of Respondents 8ercentage
Ces @H ??.:
4o 1? 99.F
otal ?@ 1GG
Feed8&1?: 3dvertising about Recruitment is very important 3dvertisement need to creative very
effective and clear ??.:O of the people are satisfied with the way the vacancies were
advertised
9G. How did you feel when you were facing the interview at /hruva echnologies 8vt.;tdL
Re1.!*t'e/t No. of Re(o/de/t Pe.1e/t&0e
,onfident 99 99.:
ensed 1@ 9G
91
$tress H 1G.F
Rela.ed :G EG
Tot&) DII DII
(eed backI 7ost people feel some fear about the recruitment process and also feel some stress
7ost of the candidates felt rela.ed during their interview
Findings
91
I found that 9G.? employer is happy and satisfied with Recruitment process, 3nd only
9.:O people is 4ot $atisfied 0ith Recruitment process of /hruva echnologies 8vt.;td.
Recruitment process interview is broad process for testing the candidates in my survey
EGO said interview method is '.cellent ,EEO people Is good on interview panel 1:.:O
$atisfied and only 9.?O people 8oor Interview method.
9:.:O of people said internal meet is up to e.pectations .
3round FHO people showing that they are not happy with salary this is disadvantage to
company. 3nd :9O they are happy with their salary what company paying .
3round @FOof the people feel 8ositive the sessions company conduct.
imes of India, /eccan chronicle,. /aily news papers are giving special edition to people
who are searching for "obs ma"or @:.:O people came from news ads
In the reference or suggestion, reference is help full to Recruitment 8rocess
7ost of the people feel that Recruitment process done once in a year
he ,ompany main source is internal recruitment is HEO that is good for company the
internal sources get e.perience employment source
7ost of the employees don+t know about policies only few are aware about the policies.
In recruitment process all the written test, aptitude test, intelligence test, typing test are
used for filtration.
,ompany maintaining the Recruitment and selection process in a better way.
7ost people feel that /hruva echnologies 8vt.;td bring in right candidates through
recruitment process.
$ome companies following good levels for recruitment process ::.EO of the employees
feel that it spends too much of time and cost for recruitment.
91
7ost candidates prefer face%to%face interview which is the current selection process at
5roup discussion, Role play 0ritten e.amination, (ace to face interview, elephonic
interview these are good method /hruva echnologies 8vt.;td .
3round @G.FO of ,andidates are coming through consultancies.9HO are coming through
employee reference.1G.FO are through walk%in interview. @.EO through website. @.EO
through news paper.
,areer growth is important process to employee+s life. In software industry daily it will
be updated things 7ost of the candidates choose /hruva echnologies 8vt.;td for career
growth@G.FO, (inancial support ,Knowledge gaining, option selected.
3dvertising about Recruitment is very important 3dvertisement need to creative very
effective and clear ??.:O of the people are satisfied with the way the vacancies were
advertised.
7ost people feel some fear about the recruitment process and also feel some stress 7ost
of the candidates felt rela.ed during their interview

S!00et*o/
It would be more effective for /hruva echnologies 8vt.;td choose as 'mployee Referral
process for recruitment rather than consultancies as it would help them to reduce the cost.
91
It was felt that there is a shortage of recruitment personnel as the candidates had to wait for long
time to finish the initial rounds.
It is advised that /hruva echnologies 8vt.;td has to increase the recruitment personnel or
manage the selection process effectively.
he recruitment and selection time for a candidate can be reduced when the internal recruitments
are conducted in lieu with the client interviews.
It was found that the 7anagement Information $ystem of /hruva echnologies 8vt.;td not
effective as the candidates themselves had to call back to confirm their status of appointment.
/ata bases of passed out graduates can be considered as a source of effective recruitment
strategy for any immediate re!uirement.
CONCLUSION
&y the above analysis I came to know that the recruitment is done with specific parameters
/HR6-3 ',H4*;*5I'$ 8-.;/ direct.com is conveying their vacancies through
91
3dvertisements, M 'mployment agencies. hey are filling the vacancies on regular basis. hey are
recruiting the employees through both Internal and '.ternal sources. hey are scrutinizing the people
in different rounds. 7ost of the employees e.pressed that they have no enough freedom in they position
to do what is right for the customers. he employees are interested to refer their friends to work in their
company. 7ost of the respondents have said that /HR6-3 ',H4*;*5I'$ 8-.;/,direct is
considering organization ob"ectives, competency and "ob specification before selecting the employees.
hey are conducting selection tests to select the right candidates. hey are conducting both open ended
and closed ended tests. In interviews they are testing the skills like communication skills, interaction
levels etc.
B*8)*o0.&(h"
P.*'&." So!.1e
1. 8rinciples of 7anagement
% &y R.4.5upta.
91
9. &usiness 7anagement
% &y Reddy and 3ppanaiah
:. 8ersonal 7anagement and Industrial Relations
%&y /r..4.&hagoliwali
$econdary source
E. www.5oogle.com
@. www.KarnatakaHR5roup.com
F. www.HR ,ommunity .com
?. www.HRIndia.com
H. 7r.&- Raghunath B 1HR/ 8rofessional2
91
,!et*o//&*.e
1. 3re you happy with the /hruva echnologies 8vt.;td Recruitment processL
Ces
4o
9. How do you feel about interview panelL
'.cellent
5ood
$atisfactory
8oor
:. /id the Internal meets are up to your e.pectationsL
Ces
4o
,ant ell
E. 3re you satisfied with the salary given by the companyL
8artially
fully
4ot satisfied
@. 3re you satisfied with /hruva echnologies 8vt.;td 7anagement interms of fulfilling the
commitments which are given at the time of interviewL
(ully satisfied
91
8artially satisfied
4ot satisfied
F. How you come to know about openings in /hruva echnologies 8vt.;tdL
(riends
Internet
4ews 8apers
*thers
?. /o you want to refer your friends to /hruva echnologies 8vt.;tdL
Ces
4o
4ot Replied
H. 0hen does company usually recruit candidatesL
3nnually
>uarterly
Half yearly
0henever re!uired
9. 0hat should be the company+s main source of /hruva echnologies 8vt.;tdL
'mployment &ureau
/irect -erification
hird 8arty -erification
8lacement agency
*thers
91
10.What should be the best recruitment sources according to our preference!
Internal Recruitment
'.ternal Recruitment
&oth
11."o ou full know about the compan policies before #oined in this compan!
Ces
4o
o some e.tent
o large e.tent
1$.What are the tests that are conducted at the time of selection for screening!
0ritten test
3ptitude test
Intelligence test
yping test
3ll the above
1:. 0hat do you think about Recruitment and selection procedure in your companyL
&est
&etter
5ood
8oor
-ery poor
91
1%."oes the selection process at "hruva Technologies &vt.'td bring in the right
candidate for the right #ob!
$trongly disagree
/isagree
4either agree nor disagree
3gree
$trongly agree
1@. /o you think /hruva echnologies 8vt.;td spends too much in term of time and cost for
the recruitment process L
$trongly disagree
/isagree
4either agree nor disagree
3gree
$trongly agree

1F. 0hat do you prefer in the selection processL
5roup discussion
Role play
0ritten e.amination
(ace to face interview
elephonic interview
91
1(.)ow did ou come to know about "hruva Technologies &vt.'td!
'mployee reference
walk%in interview
website
newspaper
,onsultancy
1*.What is the motive behind choosing the #ob at "hruva Technologies &vt.'td!
$alary
Knowledge gaining
$kill enhancement
,areer growth
1+.,re ou satis-ed b the wa the vacancies are advertised b the "hruva
Technologies &vt.'td ). department
Ces
4o
$0.)ow did ou feel when ou were facing the interview at "hruva Technologies
&vt.'td!
,onfident
ensed
91
$tress
Rela.ed

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