14/04/2016 ASTUDYONEFFECTIVENESSOFRECRUITMENTANDSELECTIONPROCESSINWIPROTECHNOLOGIES(1)IndustrialVisitReport

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24012011,12:27PM Post:#1

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ASTUDYONEFFECTIVENESSOFRECRUITMENTANDSELECTIONPROCESSINWIPRO
TECHNOLOGIES

kuttyproject.doc(Size:1.34MB/Downloads:721)

BY
JACKULIN.M

ABSTRACT

WiproTechnologiesisoneofthelargestglobalinformationtechnologyservices.

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WipromakesanidealpartnerfororganizationslookingattransformationalIT
solutionsbecauseofitscorecapabilities,greathumanresources,commitmentto
qualityandtheglobalinfrastructuretodeliverawiderangeoftechnologyand
businessconsultingsolutionsandservices,.Wiproenablesbusinessresultsbybeinga
transformationcatalyst.Itoffersintegratedportfolioofservicestoitsclientsinthe
areasofConsulting,SystemIntegrationandOutsourcingforkeyindustryverticals.

WiproprovidescomprehensiveITsolutionsandservices,includingsystems
integration,InformationSystemsoutsourcing,packageimplementation,software
applicationdevelopmentandmaintenance,andresearchanddevelopmentservices
tocorporationsglobally.WiprohasvariousdepartmentsinthattheHumanResource
Departmentplaysavitalrolecomparativelythanotherdepartments.

ThestudyhasbeentakenonthetopicAStudyoneffectivenessofRecruitmentand
SelectionProcessatWiproTechnologiesPrivateLimited,Chennai,toanalyzethe
effectivenessandvarioussourcesofrecruitmentandselectionprocess.

Humanresourcesareatermusedtodescribetheindividualswhocomprisethe
workforceofanorganization.Theuseoftheterm'humanresources'byorganizations
todescribetheworkforcecapacityavailabletodevotetotheachievementofits
strategieshasdrawnuponconceptsdevelopedinOrganizationalPsychology.

Recruitmentformsamajorpartofanorganization'soverallresourcingstrategies,
whichidentifyandsecurepeopleneededfortheorganizationtosurviveandsucceed
intheshorttomediumterm.

Selectionistheprocessinwhichcandidatesforemploymentaredividedintotwo
classes,thosewhoareofferedemploymentandthosewhoarenottobe.

Thedatahasbeencollectedbytheresearcherusingquestionnaireandithasbeen
analyzed.Analysisofdatainageneralwayinvolvesanumberofcloselyrelated
operationthatareperformedwiththepurposeofsummarizingthecollecteddataand
organizingtheminsuchamannerthatanswertheresearchquestions.

Thewholechapterofanalysisandinterpretationisbasedontheresponsesof150
respondentswhowereadministeredwithaquestionnairewhichcontainthepersonal
datatheirviewsabouttherecruitmentandselectionprocessandprocedure.

Byanalyzingthedatatheresearchercametothefindingsthat100percentofthe
respondentsareawareoftherecruitmentandselectionprocessand70.67percent
oftherespondentssaysthatHRpoliciesisamajorfactorinfluencingtherecruitment
andselectionprocess.

Asrecruitmentandselectionprocessisamajorissueinanyorganization,the
researcherrecommendsthefollowingmeasuressuchasthecompanycangofor
interviewcampusforrecruitmentandintelligencetestscanbeconductedinthe
selectiontestprocess.

Theexcellentpatternofinterviewisfollowedincaseofselectionprocess.Candidate
eligibilityverificationprogramisagreatestmerittotheorganizationtoavoid
unfaithfulcandidatesintheorganization.Thesystematicprocedureisfollowedin
recruitmentandselectionprocess.

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Themainobjectiveofthestudyistounderstandandanalyzethevarioussourcesand
thefactorsinfluencingtherecruitmentandselectionprocessoftheorganization.

INTRODUCTION

Humanresourcesareatermusedtodescribetheindividualswhocomprisethe
workforceofanorganization.Theuseoftheterm'humanresources'byorganizations
todescribetheworkforcecapacityavailabletodevotetotheachievementofits
strategieshasdrawnuponconceptsdevelopedinOrganizationalPsychology.

HumanResourcesmaysetstrategiesanddeveloppolicies,standards,systems,and
processesthatimplementthesestrategiesinawholerangeofareas.Thefollowing
aretypicalofawiderangeoforganizations:
Recruitment,selection,andoutsourcing
Organizationaldesignanddevelopment
Businesstransformationandchangemanagement
Performance,conductandbehaviormanagement
Industrialandemployeerelations
Humanresourcesworkforceanalysis
Compensation,rewards,andbenefitsmanagement
Traininganddevelopment.

Recruitmentformsamajorpartofanorganization'soverallresourcingstrategies,
whichidentifyandsecurepeopleneededfortheorganizationtosurviveandsucceed
intheshorttomediumterm.

Recruitmentactivitiesneedtoberesponsivetotheeverincreasinglycompetitive
markettosecuresuitablyqualifiedandcapablerecruitsatalllevels.Tobeeffective
theseinitiativesneedtoincludehowandwhentosourcethebestrecruitsinternally
orexternally.

Recruitmentreferstotheprocessofattracting,screening,andselectingqualified
peopleforajobatanorganization.
Selectionmaybedefinedastheprocessbywhichtheorganizationchoosesfrom
amongtheapplicants,thosepeoplewhomtheyfeelwouldbestmeetthejob
requirement,consideringcurrentenvironmentalcondition.

Thedatahasbeencollectedbytheresearcherusingquestionnaireandithasbeen
analyzed.Analysisofdatainageneralwayinvolvesanumberofcloselyrelated
operationthatareperformedwiththepurposeofsummarizingthecollecteddataand
organizingtheminsuchamannerthatanswertheresearchquestions.

Theresearchdesigntakenbytheresearcherisdescriptivedesign.Therespondents
chosenbytheresearcheris150.Thenonprobabilitysamplingtechniqueisfollowed
bytheresearcher.TheresearcherishighlydependentonthesourceofPrimarydata.

OBJECTIVESOFTHESTUDY

Primaryobjective:
TostudytheeffectivenessofrecruitmentandselectionprocessinWiproTechnologies
PrivateLimited.

Secondaryobjectives:
Tostudythevarioussourcesofrecruitment.

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Tostudythefactorsinfluencingtherecruitmentandselectionprocedure.

Tostudythepresentandfuturemanpowerrequirementsoftheorganization.

NEEDFORTHESTUDY

ToIncreasetheeffectivenessofdifferentrecruitingtechniquesandsourcesforall
typesofjobapplicantsintheorganization.

Toidentifythevarioussourcesofrecruitment.

Toobtainthenumberandqualityofemployeesthatcanbeselectedinordertohelp
theorganizationtoachieveitsgoalsandobjectives

SCOPEOFTHESTUDY

Tounderstandthevarioussourcesofrecruitmentprovidedintheorganization.

Ithelpstoanalyzetherecruitmentpolicyoftheorganization.

Itenablesustoevaluatetheeffectivenessofdifferentrecruitingtechniquesand
sourcesforalltypesofjobapplicantsintheorganization.

COMPANYPROFILE

WiproTechnologiesisaglobalservicesproviderdeliveringtechnologydrivenbusiness
solutions.WiproistheNo.1providerofintegratedbusiness,technologyandprocess
solutionsonaglobaldeliveryplatform.AzimPremjiistheChairmanofWipro
Technologies.Itwasfoundedintheyear1945.Ithas108071employee.

HetookoverthemantleofleadershipofWiproattheageof21in1966.Underhis
leadership,thefledglingUS$2millionhydrogenatedcookingfatcompanyhasgrown
toaUS$1.76billionITServicesorganizationservingcustomersacrosstheglobe.
Wiproispresentlyrankedamongthetop100Technologycompaniesintheworld.

REVIEWOFLITERATURE

RECRUITMENT:
PlacingtheRIGHTPERSONinRIGHTPLACEatRIGHTTIME

DEFINITIONS:
Recruitmentisdefinedas,theprocessofdiscoveringpotentialcandidatesforactual
andanticipatedorganizationalvacancies.
Yodel.
Recruitmentisdefinedas,theprocessofsearchingforprospectiveemployeesand
stimulatingthemtoapplyforjobsintheorganization.
EdwinB.Flippo

FACTORSINFLUENCINGRECRUITMENT
Strategicplans:
ThestepsmostcommonlyusedindevelopinganHRstrategy:
Settingthestrategicdirection
DesigningtheHumanResourceManagementSystem
Planningthetotalworkforce
Generatingtherequiredhumanresources

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Investinginhumanresourcedevelopmentandperformance
Assessingandsustainingorganizationalcompetenceandperformance.

Organizationalpolicies:
oBasicOverviewsofHumanResourceManagement
oGettingtheBestEmployees
oPayingEmployees(andProvidingBenefits)
oTrainingEmployees
oEnsuringCompliancetoRegulations
oEnsuringSafeWorkEnvironments
oSustainingHighPerformingEmployees.

RecruitmentCriteria:
oTechnicalcriteria,i.e.knowhow,professionalskills,andexperienceinyourfield.
oThecandidatespersonalityandcharismaarethemostinfluentialcriteriainthe
processofrecruitmentinFrance.
oCommunicationskillsandtheknowledgeofforeignlanguagesarealsovery
important,toensurethesmoothflowofcommunicationbetweenthecompanyand
itssubsidiary.

SOURCESOFRECRUITMENT

INTERNALSOURCES
Promotions:
Theprocessofelevatingapersontohigherleveljobiswhatisknownaspromotion.

Transfers:
Transferofanemployeemaybeeitherfromonesectiontoanotherorfromone
departmenttoanother.

Jobrotation:
Movinganemployeetogetspecializedinvariouspostsoftheorganization.

Reemploymentofexemployees:
Reemploymentofexemployeesisoneoftheinternalsourcesofrecruitmentin
whichemployeescanbeinvitedandappointedtofillvacanciesintheconcern.There
aresituationswhenexemployeesprovideunsolicitedapplicationsalso.

EXTERNALSOURCES
Externalsourcesofrecruitmenthavetobesolicitedfromoutsidetheorganization.
Externalsourcesareexternaltoaconcern.Butitinvolveslotoftimeandmoney.The
externalsourcesofrecruitmentincludeEmploymentatfactorygate,
advertisements,employmentexchanges,employmentagencies,educational
institutes,laborcontractors,recommendationsetc.

oEmploymentatFactoryLevelThisasourceofexternalrecruitmentinwhichthe
applicationsforvacanciesarepresentedonbulletinboardsoutsidetheFactoryorat
theGate.Thiskindofrecruitmentisapplicablegenerallywherefactoryworkersare
tobeappointed.Therearepeoplewhokeeponsolicitingjobsfromoneplaceto
another.Theseapplicantsarecalledasunsolicitedapplicants.Thesetypesofworkers
applyontheirownfortheirjob.Forthiskindofrecruitmentworkershaveatendency
toshiftfromonefactorytoanotherandthereforetheyarecalledasbadliworkers.

oAdvertisementItisanexternalsourcewhichhasgotanimportantplacein

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recruitmentprocedure.Thebiggestadvantageofadvertisementisthatitcoversa
wideareaofmarketandscatteredapplicantscangetinformationfrom
advertisements.MediumusedisNewspapersandTelevision.

oEmploymentExchangesTherearecertainEmploymentexchangeswhicharerun
bygovernment.Mostofthegovernmentundertakingsandconcernsemploypeople
throughsuchexchanges.Nowadaysrecruitmentingovernmentagencieshas
becomecompulsorythroughemploymentexchange.

oEmploymentAgenciesTherearecertainprofessionalorganizationswhichlook
towardsrecruitmentandemploymentofpeople,i.e.theseprivateagenciesrunby
privateindividualssupplyrequiredmanpowertoneedyconcerns.

PREREQUISITESOFGOVERNMENTPOLICY:
1.Itshouldbeinconformitywithitsgeneralpersonnelpolicies.
2.Itshouldbeflexibleenoughtomeetthechangingneedsofanorganization.
3.Itshouldbesodesignedastoensureemploymentopportunitiesforitsemployees
onalongtermbasis.
4.Itshouldmatchthequalitiesofemployeeswiththerequirementsoftheworkfor
whichtheyareemployed.
5.Itshouldhighlightthenecessityofestablishingjobanalysis.

[b]SELECTIONPROCESS[/b]

Definitionofselection:

AccordingtoDale,selectionmaybedefinedastheprocessbywhichthe
organizationchoosesfromamongtheapplicants,thosepeoplewhomtheyfeelwould
bestmeetthejobrequirement,consideringcurrentenvironmentalcondition.

Factorsinfluencingselectionprocess:
1.Natureoftheorganization
2.Natureofthelabormarket
3.Unionrequirements
4.Governmentrequirements
5.Compositionofthelaborforce
6.Locationoftheorganization.

Stepsinselectionprocedure:
Receivingapplication
Thecandidatesmarbeaskedtosubmittheirapplicationstogetherwiththeirbiodata
onaplainpaper.
Preliminaryinterview
Theobjectofthisinterviewistoseethecandidatepersonallytoensurewhetherheis
physicallyandmentallysuitableforjob.

Applicationblank
Theprintedapplicationscontainthedetailsdesiredbytheemployerfromthe
candidatewithsufficientspaceforthecandidatetofurnishtheparticulars.

Tests
Atestisasamplemeasurementofacandidatesabilityandinterestforthejob.

Finalinterview

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Aninterviewisafacetofaceoralexaminationofacandidatebyanemployer.

Backgroundverification
Thebackgroundverificationisdonetocheckthehonestyandintegrityofthe
candidate.

Finalselection
Iftheemployerissatisfiedwiththecandidate,thentheselectionwillbemade.

Physicalexamination
Itisimportantthatapersonselectedforthejobmustalsobemedicallyfitto
performit.

Placement
Iftheemployerissatisfiedwiththemedicalreportofthecandidate,hemayplacein
theconcern.

[b]RESEARCHMETHODOLOGY[/b]

Introduction:
Researchmethodologyisasystematicprocessofidentifyingandformulatingby
settingobjectiveandmethodforcollecting,editingandtabulatingtofindsolution.

Researchdesign:
Theproblemthatfollowsthetaskofdefiningtheresearchproblemisthepreparation
ofthedesignoftheresearchprojectiscalledasresearchdesign.
TheresearchdesignundertakenbyresearcherisDescriptiveresearchdesign.This
researchdesignconcernedwiththeresearchstudieswithafocusontheportrayalof
thecharacteristicsofagroupofindividualorasituation.

Samplingtechnique:
Thenonprobabilitysamplingprocedurehasbeenusedbytheresearcherbecauseit
doesnotgivearepresentativesampleofpopulation.

Samplingmethod:
Conveniencesamplingmethodhasbeenusedbytheresearcher.

Samplingsize:
Thesamplesizechosenbytheresearcheris150respondents,whichis10percent
ofthetotalemployeesintheorganization.
Thetargetedrespondentsarebothmiddlelevelandlowerlevelemployees.

SOURCESOFDATACOLLECTION:
Primarydata
Secondarydata

PRIMARYDATA:
ThePrimarydatausedbytheresearcherisquestionnaire.

SECONDARYDATA:
Thesecondarydatausedinthisresearchare
Booksreferredand
websites

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RESEARCHINSTRUMENT:
Theinstrumentusedforthisstudybytheresearcherisquestionnaire.

STATISTICALTOOLS:
Inordertocomeoutwiththefindingsofthestudy,thefollowingstatisticaltoolsare
usedbytheresearcher
Percentageanalysismethod
Chisquaremethod
Weightedaveragemethod

DATAANALYSISANDINTERPRETATION

Thedatacollectedhastobeprocessedandanalyzedforthepurposeofdeveloping
theresearchplan.Thisisessentialforascientificstudyandforensuringthatwehave
alltherelevantdata.Processingimpliesediting,coding,classification,andtabulation
ofcollecteddataandsothattheyacquiescenttoanalyzes.

Thetermanalysisreferstothecomputationofcertainmeasuresalongwithsearching
forpatternsofrelationshipthatexistsamongdatagroups.Thus,Intheprocessof
analysis,relationshipswithoriginalornewhypothesisshouldbesubjectedto
statisticaltestsofsignificancetodeterminewiththatvaliditydatacansayasto
indicateanyconclusions.

Analysisofdatainageneralwayinvolvesanumberofcloselyrelatedoperationthat
areperformedwiththepurposeofsummarizingthecollecteddataandorganizing
theminsuchamannerthatanswertheresearchquestions.

Thewholechapterofanalysisandinterpretationisbasedontheresponsesof150
respondentswhowereadministeredwithaquestionnairewhichcontainthepersonal
datatheirviewsabouttherecruitmentandselectionprocessandprocedure.

SUMMARYANDCONCLUSION

FINDINGS
BythewayofcollectingsurveythroughPrimarydataandbyapplyingstatistical
tools,theresearcheranalyzedsomeofthefindingsare:
100percentofrespondentsarehavingawarenessofrecruitmentandselection
processoftheorganization.
90percentofrespondentspreferredbothsourcesofrecruitment.
100percentofrespondentssaidthatemployeereferralisthemainsourceof
internalrecruitment.
56percentofrespondentscametoknowaboutvacancythroughconsultants.
71.333percentofrespondentsfeelthatconsultantsplayavitalroleinrecruitment
process.
70.67percentofrespondentsagreedthatHRpoliciesarethefactorinfluences
recruitmentprocess.
77.33percentofrespondentsbelievethatrecruitershouldbeknowledgeableand
experiencedpersonnel.
43.33percentofrespondentsaresatisfiedwiththerecruitmentandselection
processoftheorganization.
5.33percentofrespondentsaredisagreeinginsayingthatrecruitmentisa
challengingtaskfortherecruiter.
30.67percentofrespondentsprefertechnicalinterviewincaseofselection
process.
31.33percentofrespondentspreferHRinterviewincaseofselectionprocess.

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52percentofrespondentsarehighlysatisfiedwiththecandidateeligibility
verificationfollowedintheorganization.
94.67percentofrespondentsagreedthatselectionofcandidatesisstrictly
adherencetotheHRpoliciesoftheorganization.
70.67percentofrespondentssaidthatnopreferenceisgiventofemale
candidates.

SUGGESTIONS

ThestudyprovedthatWiprohasaneffectiveHumanResourceDepartment
whichmeetsallthemanpowerrequirementsofthecompany.

Thecompanycangoforcampusinterviewinordertogettalentedcandidatesto
improvetheorganizationeffectiveness.

Somechangescanbeimplementedinrecruitmentpoliciesasitstandsasan
obstacleofrecruitingtalentedcandidates.

Intelligencetestshouldbeimplementedinselectionprocesstotesttheknowledge
ofthecandidates.

Theorganizationcanminimizethecandidateeligibilityverificationprocess.

LIMITATIONSOFTHESTUDY

Thedurationofthestudywaslimitedandhenceelaborateandcomprehensive
projectsurveywasnotundertaken.

Thepersonalbiasesoftherespondentsmighthaveenteredintotheirresponse.

Becauseofasmallperiodoftimeonlysmallsamplehadtobeconsideredwhich
doesntactuallyreflectandaccuratepicture

CONCLUSION

TheprocessofrecruitmentandselectioninWiproisawesome.Thecompanysources
ofrecruitmentareveryeffective.Themainsourceofinternalrecruitmentis
employeereferralasrewardsareprovidedtoemployeetoencouragethiskindof
recruitment.Recruitmentisaneverendingprocessintheorganization.Selectingthe
qualifiedandskilledcandidateisthemainmottooftheorganization.

Theexcellentpatternofinterviewisfollowedincaseofselectionprocess.Candidate
eligibilityverificationprogramisagreatestmerittotheorganizationtoavoid
unfaithfulcandidatesintheorganization.Thesystematicprocedureisfollowedin
recruitmentandselectionprocess.

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TECHNOLOGIES

HRProjectRecruitment&Selection.doc(Size:481KB/Downloads:110)
IntroductiontoHRM
EvolutionofHRM
Earlierreferences:InwesterncountriesHRMhaditsprimitivebeginningin1930s.
Notmuchthoughtwasgivenonthissubjectinparticularandnowrittenrecordsor
documentsinterestingtonoteHRMconceptswasavailable,inancientphilosophiesof
Greek,IndianandChinese.Thisisnottosuggestthatindustrialestablishmentand
factoriessystem,asitisknowntoday,existedinancientGreece,Indiaorchina.The
philosophyofmanaginghumanbeing,asaconceptwasfounddevelopedinancient
literaturesingeneralandinIndianphilosophyinparticular.
Personnelfunctions:Till1930s,itwasnotfeltnecessarytohaveaseparatediscipline
ofmanagementcalledPersonnelmanagement.Infact,thisjobwasassignedas
partofthefactorymanager.AdamSmithsconceptoffactorywasthatitconsistsof
threeresources,land,labourandcapital.Thisfactorymanagerisexpectedto
procure,
Processandpeddlelabourasoneoftheresources.Thefirsttimewhensucha
specialistpersonwasuseditwastomaintainabufferbetweenemployerand
employeetomeetthelegitimateneedofemployees.However,itistheemployer
whodecidedwhatislegitimateneedofemployees.Infact,thespecialistperson
wasmoreneededtopreventunionizationofemployees.Thiswasthecasebefore
1930sallovertheworld.
EnvironmentalInfluencesonHRM:Since1930s,certaindevelopmentstookplace,
whichgreatlycontributed,totheevolutionandgrowthofHumanResources
Management(HRM).Thesedevelopmentsaregivenbelow:
ScientificManagement
LabourMovements
GovernmentRegulations.
NeedfortheStudy:
Shortageofskills.
Skillsandknowledgepeoplearealwaysonshortsupply.Alternativelytheyaretoo
costlytohirefromoutside.Thebestalternativeistoimproveskillandknowledgeof
existingemployees.
TechnologicalObsolescence.
Growthoftechnologytakesplacesveryfast.Thiswillrendercurrenttechnology
obsoleteinthefuture.Thereisagreatneedtoupgradetechnology.Thisneeds
suitabletraining.
PersonalObsolescence.
Atthetimerecruitmentemployeespossessacertainofknowledgeandskill.Astime
passesknowledgebecomesobsolete,unlessitisupdatedbypropertraining.This
happensbecauseofchangestakingplaceinproducttechnology,productionmethods,
procurementofbettermachines,settingupofmodernproductionlines,introduction
ofmodernmethodofsupervisionandinformationprocessingthroughMISandEDO..
OrganizationObsolescence.
Modernmanagementhasintroducedanumberofinnovativestepsinfunctionsof
managementlikeplanning,organizing,controlling,coordinatinganddirecting.
Organizationwhichisimpervioustosuchchangesisboundtofailandbecome
obsolete.
UpgradingAbilityofThresholdworkers.
Publicpolicyprovidesreservationtodisadvantagedsectionsofthesocietylike
handicapped,minoritiesanddependentsofdeceasedworkersetc.Alltheseare
thresholdworkershavinglessthanminimumprescribedlevelofknowledgeandskill.
Theyrequireextensivetrainingtobringthemuptotheminimumlevelof
performancestandard.

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Coercivetrainingbygovernment.
Inordertoprovidebetteremployabilitychancesofunemployedyouth,certain
governmentstakeninitiativetomobilizeresourcesavailableatpubic/government
andprivatesectorstooutsidecandidates.OnesuchexampleistheApprentice
Trainingconductedbygovt.ofIndia.Apartofexpenditureincurredforthisby
privatesectorsarereimbursedbygovernment.
Humancapital
Thelatestthinkingistotreatemployeesashumancapital.Theexpenditure
involvedistraininganddevelopmentsarenowbeingconsideredasaninvestment.
ScopeofHumanResourceManagement
TheScopeofHRMisindeedfast.Allmajoractivitiesintheworkinglifeofworker
fromtimeofhisentryinanorganizationuntilhe/sheleaves,comeunderthe
previewofHRM.Specifically,theactivitiesincludedareHumanResourceplanning,
Jobanalysisanddesign,Recruitment,Selection,Orientationandplacement,Training
anddevelopment,PerformanceappraisalandJobevaluation,employeeand
executiveremunerationandcommunication,employeewelfare,safetyandhealth,
industrialrelationsandthelike.
HRMisbecomingaspecializedbranchgivingrisetoanumberofspecializedareas
like:
Staffing
WelfareandSafety
WagesandSalaryAdministration
TrainingandDevelopment
LabourRelations

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