A study on

“STRATEGIC HUMAN RESOURCES MANAGEMENT”

Through “RECRUITMENT” in RELIANCE BPO.PVT.LTD.

A project report submitted on partial fulfillment of the requirement for the

Award of the degree of

MASTER OF BUSINESS ADMINISTRATION

Submitted by

M.VEERA BRAHMAIAH
(REGD NO.1980863108)

Under the valuable guidance of

Prof. S.BALARAMI REDDY

DMS, C.C.M.I.S.,
S.V.University, Tirupathi.

DEPARTMENT OF BUSINESS MANAGEMENT,

Tirupathi, Chittore (dist).
(2007-2009)
 DECLARATION

I here by declare that the project report entitled “A STUDY ON

STRATEGIC HUMAN RESOURCES MANAGEMENT through

RECRUITMENT” in RELIANCE BPO.PVT.LTD. Chennai. Submitted by

Me in partial fulfillment of requirement for the award of Master of Business

Administration (M.B.A) degree and this report was not submitted for the

Award of any other degree or diploma to any other university to the best of

My knowledge.

Date:

Place: Tirupathi (M.VEERA BRAHMAIAH)

Reg. No: 1980863108
 ACKNOWLEDGEMENT

I express my sincere thanks to Mr. P.HARI, HR Head, and all HRM’s

And personnel, for having kindly accorded permission to undertake work in
Their esteemed concern.

I am very much grateful to Prof. BALARAMI REDDY, project guide,

His timely directions and encouragement to carry out my project
successfully.

I thank all those who directly and indirectly and extended their
encouragement and assistance through this endeavor.

Finally, I thank my parents, friends and almighty for their constant

Support and encouragement throughout the project.

(M.VEERABRAHMAIAH)
Reg No: 1980863108
 CONTENTS

CHAPTER NO. TITLE NAME PAGE. NO.

1 INTRODUCTON

Executive summary

Industry profile

Company profile

Literature review

2 RESEARCH METHODOLOGY

Need for the study

Objectives

Limitations

Research design

3 DATA ANALYSIS & INTERPRETATIONS

Findings

4 SUGGESTIONS & CONCLUSION

5 ANNEXURE

Questionnaire

Bibliography
 EXECUTIVE SUMMARY
STRATEGIC HUMAN RESOURCES MANAGEMENT through
“RECRUITMENT”

Introduction to SHRM

The strategic approach to HRM refers to the relationship between HR

practices & strategic objectives (long term objectives).

According to it human resources are considered as the assets of

organization. This strategic human resources management also explains the
‘strategic fit’ between business strategy and HR strategy & highlights the
theoretical perspectives on SHRM.

SHRM perception on HR

-- Human are not just people, but, valuable resources that help an
organization to achieve its objectives.

-- Human resources are central to any organization.

Definition

The pattern of planned human resources deployment & activities

intended to enable the firm to achieve its goals.

-- It focuses on HR as primary source for competitive advantages.

-- It highlights HR programmes, policies,& practices as to set

competitive advantages.
Components of SHRM

 Human resources: primary source for competitive advantage.

 Pattern and plans: there is a fit between HR strategy and the firm’s
business strategy and between all HR activities.

 Purposeful: people, activities, and plans are directed toward the

achievement of organizational goals.

 Activities: HR programmes and practices are the means for deploying

people of a firm to gain advantage.

Introduction to Recruitment

Once the required number and kind of human resources are

determined, the management has to find the places where required human
resources will be available and also find the means of attracting them
towards the organization before selecting suitable candidates for jobs. All
this process is generally known as Recruitment.

Definition

A process to discover the sources of manpower to meet the

requirements of the staffing schedule and to employ effective measures for
attracting that man power in adequate numbers to facilitate effective
selection of an efficient work force.

Introduction to SHRM through Recruitment

-- The strategic approach to HRM refers to the relationship

between HR practices & strategic objectives (long term objectives).
-- According to it human resources are considered as the assets of
organization. This strategic human resources management also explains the
‘strategic fit’ between business strategy and HR strategy & highlights the
theoretical perspectives on SHRM.
-- Strategic human resources management through recruitment is
the relating and coping the activities of recruitment to the organizational
goals.
About ‘Reliance BPO’
Reliance BPO, a premium business process outsourcing services
provider is part of the Reliance - Anil Dhirubhai Ambani (ADA) Group, one
of the largest business houses of India. It is located at Chennai, and Mumbai
and all the operations are to be done from these two branches.
Reliance BPO services customers in various industries:
 Communications
 Banking & Financial Services
 Insurance
 Utility
 Entertainment

SHRM in Reliance BPO

 Reliance BPO is a domestic call centre and is following the traditional
methods of its policies and procedures.
 All the decisions made by the top level management and the
involvement of other employees Is very low.
 All the strategies are made according the requirements; more priority is
given to the short term goals of the organization rather than long term
goals.
 SHRM in Reliance BPO involved in the activities such as :
--Human Resources Planning,

--Training and development,

--Performance appraisal.

Recruitment in Reliance BPO

 All the recruitment policies and procedures are formulated by the top
level management like HR Head and HR managers.
 Including with HR Managers, all the professionals of the operations
will participate in the recruitment process.
 The company is following the traditional methods of recruitment
which includes the techniques like:-
Promotions: Most of the internal candidates would be given higher
responsibilities.
Transfers: Employees will be stimulated to work in the new sections
within the organization.

Advertising: The Company is spending much in advertisements to get

the candidates.
 INDUSTRY PROFILE
India became familiar with ‘Business Process Outsourcing’ only in
the early and mid 1990’s, but now the entire country seems to be quivering
with the ‘BPO fever'. The foreign direct investment (FDI) in the country
owes a lot to this sector, which is progressing at a break-neck speed. The
different kinds of services offered by BPO's include Customer Support,
Technical Support, Telemarketing, Insurance Processing, Data Processing,
Internet / Online / Web Research and so on.

Reliance BPO has been associated with India’s largest private sector
Information and Communication Company since inception. Reliance BPO
has developed a proven methodology for managing outsourced operations
that is applied to BPO engagements across all industries.

Reliance BPO manages programs with rigorous processes and

procedures to integrate all program components into one seamless operation.
Every detail of every contact focuses on increasing customer value and
loyalty. The products & services offered cut across several industry verticals
providing operational excellence, deep industry and functional knowledge to
critical business processes. Our analytics help to gather business-critical
intelligence to make informed decisions, identify sources of revenue loss,
and gain in-depth understanding of customer behavior.

Reliance BPO services customers in various industries:

 Communications

 Banking & Financial Services

 Insurance

 Utility
  Entertainment

Communications
Reliance BPO is a trusted transformation partner of global
Communication Service Providers. We deliver integrated solutions, which
help our client’s effect a business transformation and enhance customer
experience. We have deep domain expertise in providing business solutions
across Mobile Telephony, VOIP, Broadband, PSTN, and ISDN & ISP.

Banking & Financial Services

Our process expertise in this vertical includes a repository of
knowledge of best practices, extensive experience in transitioning processes
from our clients and the application of Six Sigma. Combining this with our
analytical capabilities, our technological expertise and our operational
insight, we seek to create long-term relationships with our clients as an
integral part of their organization and not just as a service provider

Insurance
Reliance BPO has worked with clients in the insurance industry and
over the years gained a good perspective of the challenges faced by the
industry. Our processes deliver end-to-end solutions to all stakeholders – the
insured, insurance company, agent, broker and the banking interface. It has
executed a large number of projects spanning the entire insurance value
chain with our different product offerings.

Utilities
We provide end-to-end back-office processing for customer
operations, including metering-related services and billing, customer
transfers and address changes, sales support, account reconciliation and
collections. A large part of these services involve complex exception
processing

Entertainment
Reliance BPO has expertise in managing transaction processing and
customer service requirements for the Entertainment industry. We also use
our analytics capabilities to do modeling for response management, media
allocation and performance measurement. Reliance BPO has expertise in
Entertainment industry in the following areas: - 1) Theatres 2) Online
Gaming.
 COMPANY PROFILE
INTRODUCTION

Reliance BPO, a premium business process outsourcing services

provider is part of the Reliance - Anil Dhirubhai Ambani (ADA) Group, one
of the largest business houses of India. It is located at Chennai, and Mumbai
and all the operations are to be done from these two branches.

Reliance BPO is a state-of-the-art service provider offering end-to-end

solutions focusing in the Telecom, BFSI, Utility and Entertainment industry
verticals. Clients come to it for cost advantages but stay with them because
of their quality. They have been consistently delivering quality services to
their clients thereby generating unmatched business value to our customers
through our centers’ of excellence. Their operating philosophy is to provide
value added workflow solutions to their customers utilizing the best of skill
sets to ensure continuous improvements in their service offerings.

The RBPO team consists of a 10000 strong workforce across multiple

locations having skills in project, process, and technology & customer
relationship management. To ensure business continuity it has multi
redundancy, robust technology and a strong disaster recovery site.

Reliance BPO is reinforced with a simple yet powerful 6c concept:

customer, customer service, corporate values, corporate governance,
creativity and competitiveness.

Reliance BPO is committed to enhancing the skills and competencies

of its employees as well as to enhancing their personal growth and
development. It provides its employees with the opportunity to enroll in
world-class training, ranging from learn-while-you-earn programs with best-
in-class colleges, universities and institutes.
 Reliance BPO employees appreciate the heritage of the company and
its open, honest and transparent culture. With an array of locations spread
across India and career opportunities, the future is exciting and full of
promise.

Statement of Direction
To be the Global Leader in BPO and achieve Client and End user
satisfaction by providing high value, on-time, cost-effective world-class
quality of service to our customers delivered over a highly reliable Telecom
and IT Infrastructure by our skilled and motivated human resource

Mission

To build enduring client relationships by applying world-class

business processes, cutting-edge technologies and progressive HR practices.

Values

Customers First - Our clients are the reason why we exist. We are
committed to providing world-class services and support in building
enduring partnerships. We believe in continuously meeting and exceeding
the commitments that we make to our clients. Our ongoing Endeavourer is
to create value and ensure our clients succeed in their business objectives.

Technology and Scale -We will always like to be the leaders in our chosen
businesses. We believe in creating a highly productive, performance oriented
environment where leading edge technologies are deployed in concert with
leveraged economies of scale.

Our People - They are the pillars of our organization. We believe in creating
a work culture that is based on fair play, equity, trust and excellence. We are
equal opportunity employers who value diversity. We believe in being
"Employer of Choice" by creating an environment of excitement,
informality & trust, reward improvements and celebrate results. We believe
in engaging our people in all aspects of our business so that their full
potential is realized.
 LITERATURE REVIEW
INTRODUCTION TO “STRATEGIC HUMAN RESOURCES
MANAGEMENT”

Every business will have the goals and targets. These goals may be
financial, operational, marketing, or human resources, but in order to
achieve these goals, company should have some commitments. So, for every
commitment it should be planned in a proper manner and this type of
planning is called as strategies.
Strategies are those planned contents through which company can
organize and ultimately achieving its goals are possible.

DEFINITIONS

Strategic Human Resources Management (SHRM) is concerned with

the relationship between HRM and Strategic Management in an
organization.

Strategic Human Resources Management is an approach which relates

to decisions about the nature of employment relationship, recruitment,
training and development, performance appraisal.

Wright and McMahan defined Strategic Human Resources

Management as “the pattern of planned human resource deployment and
activities intended to enable the firm to achieve its goals”
 Figure: [Centrality of Human Resources for Organizational goal achievement]

Evolution of SHRM

The HR function has evolved over time. How ever, it was only during
the 1930’s & 1940’s that the function grew in significance, largely due to the
war-time imperatives. At this time, the HR functions matured and focused
largely on labor relations and staffing.

In the early 1970s witnessed the emergency of the term HRM as a

replacement for personnel management. The main objective of HRM is to
ensure the achievement of organizational goals through people.

In the early 1980s saw the emergence and increase in the use of the
term strategic HRM. The late 1980s and early 1990s witnessed a visible
convergence between HRM and business strategy. In the 21st century this
convergence has become startlingly obvious with the use of the strategic
HRM.
Hendry and Pettigrew said the meaning of SHRM as follows:-
--- The use of planning in human resources management.

--- An integrated approach to the design and implementation of HR systems.

--- Matching HRM policies and activities with the business strategy of the
organization.

---Viewing people as strategic resources for the achievement of competitive

advantage.

COMPONENETS OF SHRM

SHRM is mainly concerned with people issues and practices

that affect or affected by the strategic plan of the organization. The
critical issues facing an organization in contemporary environment
are mainly human issues, such as ensuring the availability of
people, retaining, motivating, and developing these resources.

Figure:[components of SHRM]

--- It focuses on organization’s human resources (people) as

the primary sources of competitive advantage of the organization.
 --- The activities highlight the HR programmes, policies, and
practices as the mean through which the people of the organization
can be deployed to gain competitive advantage.

--- The pattern and plan imply that there is a fit between HR
strategy and the organization’s business strategy and between all of
the HR activities.

--- The people, practices, and planned pattern are all

purposeful, that is, directed towards the achievement of the goals
of organization.
Activities of SHRM

Figure: strategic human resources framework.

Strategic human resources management includes four major activities

1. Human Resources Planning: It is the process of analyzing and identifying
the need for and availability of Human Resources so that the organization
can meet its objectives.
2. Recruitment: It is “the process to discover the sources of man power to
need the requirements of the staffing schedule and to employee effective
measures for attracting that manpower in adequate numbers to facilitate
effective selection of an efficient work force”.

3. Performance Appraisal: It is the process by which data about an

employee’s past and current job performance in the organization is collected
and reviewed.

4. Training & Development: It is the process that attempts to improve

performance and directing them towards individual growth by providing
employee with knowledge, skills required for the job.

Introduction to Recruitment

Once the required number and kind of human resources are

determined, the management has to find the places where required human
resources are or will be available and also find the means of attracting them
towards the organization before selecting suitable candidates for jobs. All
this process is generally known as Recruitment.

Recruitment is one of the steps in the entire employment process of

any organization. The function of recruitment precedes the selection
function and it includes only finding, developing the source of prospective
employees and attracting them to apply for jobs in an organization.

DEFINITION

Recruitment is defined as “A process to discover the sources of man

power to need the requirements of the staffing schedule and to employee
effective measures for attracting that manpower in adequate numbers to
facilitate effective selection of an efficient work force”. Also, Edwin B
Flippo defined recruitment as a “process of searching for prospective
employees and stimulating them to apply for jobs in the organization”.

OBJECTIVES OF RECRUITMENT

---To attract people with multi-dimensional skills and experiences that

suits the present and future organizational strategies.
 ---To induct outsiders with a new perspective to lead the company.

---To infuse fresh blood at all levels of the organization.

---To develop an organizational culture that attracts competent people

to the company.

---To search or head hunt people whose skills fit the company’s
values.

---To seek out non-conventional development grounds of talents.

---To anticipate and find people for positions that does not exist.
PROCESS OF RECRUITMENT
Recruitment Techniques
Traditional techniques

Promotions: Most of the internal candidates would be stimulated to

take up high responsibilities and express their willingness to be
engaged in the higher level jobs that the management assurance that
they will be promoted to the next higher level.
Transfers: Employees will be stimulated to work in the new sections
or places if the management wishes to transfer them to the places of
their choice.
Advertising: It provides the candidates in different sources, the
information about the job and company and stimulates them to apply
for jobs.

Modern techniques

Scouting: It means sending the representation of the organization to

various sources of recruitment with a view to persuading or
stimulating them to apply for jobs.
Salary & perks: Companies stimulates the prospective candidates by
offering higher level salary, more perks, and quick promotions.
ESOP’s: Stimulating the employees by offering stockownership to the
employees through their employees stock ownership programme.
‘STRATEGIC HUMAN RESOURCES MANAGEMENT’ through
‘RECRUITMENT’

Strategic human resources management through Recruitment involves

the process of recruiting the people in such a way to meet the companies
strategic or business objectives. Every step of recruitment will be carried in
accordingly to the strategic objectives only.

OBJECTIVES OF “SHRM through RECRUITMENT”

--To ensure that availability of skilled, committed and highly

motivated work force in the organization to achieve sustained competitive
advantage.

--To provide direction to organization so that both the business needs

of the organization and the individual and collective needs of its work force
are met by implementing HR practices that are strategically aligned.

PROCESS OF SHRM through RECRUITMENT

 Figure: The steps involved in SHRM through RECRUITMENT
Steps to proceed the “STRATEGIC HUMANRESOURCES
MANAGEMNT” in Organizations

1. Mission and goals

The first step in the strategic management model begins with senior
managers evaluating their position in relation to the organization’s current
mission and goals. The mission describes the organization’s values and
aspirations; Goals are the desired ends sought through the actual operating
procedures of the organization and typically describe short-term measurable
outcomes.
2. Environmental analysis

It looks at the internal organizational strengths and weak- nesses and

the external environment for opportunities and threats. The factors that are
most important to the organization’s future are referred to as strategic factors
and can be summarized by the acronym SWOT – Strengths, Weaknesses,
Opportunities and Threats.
3. Strategic formulation

It involves senior managers evaluating the interaction between

Strategic factors and making strategic choices that guide managers to meet
the organization’s goals. Some strategies are formulated at the corporate,
business and specific functional levels.
4. Strategy implementation

It is an area of activity that focuses on the techniques used by

Managers to implement their strategies. In particular, it refers to activities
that deal with leadership style, the structure of the organization, the
information and control systems, and the management of human resources
Influential management consultants and academics emphasize that
leadership is the most important and difficult part of the strategic
implementation process.

5. Strategy evaluation

It is an activity that determines to what extent the actual change and

performance match the desired change and performance.
 IMPORTANCE OF THE STUDY
Liberalization and privatization have brought about changes in the
business environment, resulting in heightened competition and growth of the
service sector. So, the most challenge for organizations comes with respect
to the management of human resources to ensure the availability of
sufficient number and quality of human resources at all times for the
successful achievement of organizational objectives.

The competitive advantage of a firm is no longer defined by the

traditional factors of success, such as management of natural resources,
technology, and economies of scale. Instead, a firm’s success today is
defined by how well it manages its human resources, or how well it
incorporates human resources management into its business strategy.

While firms compete intensely to attract, retain, and motivate skilled

and talented professionals, professionals expect and demand more from
firms-more job satisfaction, better quality of work life and greater
recognition, rewards, and compensation-and prefer mutuality and shared
destiny over job security.

Strategic human resources management is therefore, critical to a

firm’s success in the contemporary business environment.
 NEED FOR THE STUDY

-- As every company aims at attaining the goals of

organization’s needs & is possible only through its work
force, so it is to be planned strategically.

-- To make the strategies for the top management in

regard of the methods of recruitment process and is planned
accordingly to the company’s HR requirements.

-- To make a ‘strategic fit’ between organizational

main objectives and human resources objectives.
 OBJECTIVES OF THE STUDY

-- To ensure the availability of skilled, committed,

and highly motivated work force in the organization to
achieve sustained competitive advantage.

-- To provide direction to organization so that both

the business needs of the organization and the individual
and collective needs of its work force are met by
implementing HR practices that are strategically aligned.
 METHODOLOGY

Primary data:
-- Questionnaire-structured
-- Direct observation, and
-- Interview.

Secondary data:
-- Internet, and
-- Company’s Journals.

Sampling method: -- Stratified convenience

sampling

Sampling size: -- 50 respondents

Strata-1(HR Department):-12
Strata-2(applicants):38

Sampling procedure: -- Percentage analysis.

 LIMITATIONS

-- As the project duration is only 2 months so, it’s

not possible to take the entire activities of SHRM and these
activities are restricted and have done only through
RECRUITMENT.

-- As the RELIANCE BPO has two operational

units but my project observation is restricted only to
Chennai unit.

-- Also my questionnaire is given only to HR

department as it is related to human resources and also to
RECRUITMENT.
 Table-1
Current Challenges of HR in the Organization

Particulars Percentage of respondents

Internal capability 25
Outsourcing 5
Recruitment 70
Others 0

Chart-1

70
70
60
50
Internal capability
40
Outsourcing
30 25
Recruitment
20 Others
10 5
0
0
Percentage of respondents

Inference:

From the above table, it is clear that, company current

challenges are known to be 70% recruitment, 25% of internal
capability, and 5% of others.
 Table-2
Future challenges of HR in the Organization

Particulars Percentage of respondents

Return on investment 25
positioning 30
Meeting business needs 35
Others 10

Chart-2

35
30
25
Return on investment
20
positioning
15
Meetingbusiness needs
10 Others
5
0
Percentage of respondents

Inference:

From the above table, it is clear that, company may face

factors like25%totowards return on investments, 30% towards
positioning of HR, and 35% towards meeting business needs, 10%
towards others approximately.
 Table-3
Influence of Human Resources in the organization

Particulars Percentage of respondents

Increasing 58
Staying the same 18
Decreasing 24

Chart-3
58
60

50

40
Increasing
30 24 Staying the same
18
20 Decreasing

10

0
Percentage of respondents

Inference:

From the above table, 58%of the respondents opinion is that

influence of HR is increasing, 24% opinion is that it is staying the
same, and 18% opinion is that it is decreasing.
 Table-4
Methods of recruitment in the organization

Particulars Percentage of respondents

Traditional methods 100
Modern methods 0

Chart-4
Traditional
100 methods,
90 100%
80
70
60
50 Traditional methods
40 Modern methods
30
20 Modern
10 methods, 0
0
Percentage of respondents

Inference:

From the above table, it is clear that the company is

following 100% traditional methods of recruitment.
 Table-5
Different sources of Recruitment in the Organization

Sources of recruitment % of employees recruited

Advertisements 40
Employee referrals 15
Consultancy 25
Others 20

Chart-5
40
40
35
30
25
25 Advertisements
20
20 Employee referrals
15
15 Consultancy
10 others
5
0
%of employeesrecruited

INFERENCE:

From the above table, it is very clear that, the

company is getting the employees 40% from
advertisements, 15% from employee referrals, 25% from
consultancy, and 20% from the other sources.
 Table-6
Company preferred forms of attracting the candidates

Forms of sources % of preferences

Advertisements 35
Recruiting agencies 25
Job fairs 20
Employee referrals 10
Data pool 10

Chart-6
35
35
30
25
25
Advertisements
20
20 Recruitingagencies
15 Job fairs
10 10 Employee referrals
10
Data pool
5
0
%of preferences

Inference:

From the above table it is clear that, the company

prefers 35% for advertisements, 25% for recruiting
agencies, 20% for job fairs, 10% for employee referrals,
and 10% for data pool for the Recruitment.

Table-7
 Different factors considered during the Recruitment

Factors % of respondents
Age 28
Gender 18
Marital status 34
Family background 20

Chart-7

34
35
30 28
25
20 Age
20 18
Gender
15 Marital status
10 Family background
5
0
%of respondents

Inference:

From the above table, it clearly states 28% of

respondents said that Age factor is considered, 18% said
Gender factor is considered, 34% said Marital status is
considered, and 20% said family background also been
taken in to consideration during the Recruitment .

Table-8
Satisfaction levels of Organizational Infrastructure
 Particulars % of respondents
Dissatisfied 12
Moderately satisfied 28
Satisfied 34
Highly satisfied 26

Chart-8

35 34

30 28
26
25
Dissatisfied
20
Moderately satisfied
15 12 Satisfied
10 Highly satisfied

0
%of respondents

Inference:

From the above table, it clearly states that, 12% are

dissatisfied, 28% are moderately satisfied, 34% are
satisfied, and 26% are highly satisfied with the existing
infrastructure.

Table-9
Satisfaction towards the information provided during
recruitment
Particulars % of respondents
Dissatisfied 26
Moderately satisfied 28
Satisfied 32
Highly satisfied 14

Chart-9

35 32
30 28
26
25
Dissatisfied
20
14 Moderately satisfied
15 Satisfied
10 Highly satisfied
5
0
%of respondents

Inference:

From the above table, it is clear that, 26% of

respondents are dissatisfied, 28% are moderately satisfied,
32% respondents are satisfied, and 14% are highly satisfied
with the information provided during the time of
recruitment.

Table-10
Channels through which candidates were informed if selected.

Particulars % of respondents
e-mail 34
Phone 52
Both 14
Not informed 0

Chart-10

60
52
50

40 34 e-mail
30 Phone
Both
20 14 Not informed
10
0
0
%of respondents

Inference:

From the above table, it is clear that, 34% of the

respondents said that they were informed through e-mails,
52% said they were informed through telephone, and 14%
said that they were informed through both when they were
selected.

Table-11
Satisfaction towards the feed back given to the applicants

particulars % of respondents
Highly satisfied 10
Satisfied 15
Moderately satisfied 25
dissatisfied 50

Chart-11

50
50

40

30 Highly satisfied
25
Satisfied
20 15 Moderately satisfied
10 dissatisfied
10

0
%of respondents

Inference:

From the above table, it is clear that, 10% of

respondents are highly satisfied, 15% of respondents are
satisfied, 25% are moderately satisfied, and 50% of the
respondents are dissatisfied with the feedback given to the
candidates after Recruitment.
 FINDINGS
--- Company is aimed at expansion and growth from 2
to 8 locations across India within the academic
year2008-09.
 --- Company is also required to expand employee’s
number from 8000 to 30000 in this academic year.

--- Company wanted to create global sized business in

the BPO space so that to gain competitive advantage.

--- Company is following the traditional methods of

recruitment process.

--- Company is not maintaining the feed back of the

applicants who apply for the job; also it is not properly
providing the information to the applicants at the time of
Recruitment.

--- 55% of employees are recruited through company’s

advertisements and employee reference.

************* /// *************

SUGGESTIONS
--- As the company’s aim is to recruit more number
of people, so, it has to take the measures to attract the
people towards the job.

--- Company has to implement the modern methods

of recruitment to recruit the right persons for right job at
right time having required skills.

--- Company has to take the feed back from the

applicants, so that they will come to know the various
factors attracting the people to apply for the job.

--- As we found the company is mostly getting

candidates by its own advertisements and employee
referrals, so it has to sponsor its own job fairs in scheduled
way and also it has to formulate sourcing strategies.

************* /// *************

 CONCLUSION

This is a study which initializes the necessity of the

“Strategic Human Resources Management” in such
organizations where the people are considered as a
competitive advantage. This study will also help the
company to concentrate on strategic planning of human
resources to obtain both the Human Resources and
Company’s main Objectives.

************* /// *************

 QUESTIONNAIRE
Name:
Company:
Designation:
Location:
1. What is the functional importance of your organization? Mention the activities of
your organization?
 2. What are some of your organization’s future needs for personnel?

3. Has your organization prepares the strategic planning for recruitment?

a) Always b) sometimes c) if necessary d) never

4. Who determines the positioning of HR in your organization?

a) President b) C.E.O c) BOARD d) Head HR

5. What are the different drivers for HR in your organization?
a) Business needs b) staff needs c) external factors d) legislation

6. What are the different positions of Human Resources required for the organization for
its function?

7. What are the current challenges of hr in your organization?

 a) Internal capability b) outsourcing c) recruitment D) others
8. What you expect the future challenges of HR in your organization?
a) Return on investment b) positioning c) meeting business need d) others
9. is your organization looking for the employees for
a) Temporary basis b) permanent basis c) contract basis
10. Is the influence of HR in your organization?
a) Increasing b) decreasing c) staying the same

11. What is the method of recruitment adopted in your organization?

a) Traditional methods b) modern methods
12. What are the recruitment sources used in your organization?

1.

2.

3.

4.

5.

13. What are the needs for your organization for recruitment?
a) Future purpose b) just in time c) both
14. Is training provided for those who conduct interviews?
a) Yes b) No
15. What is the interview process that is used in your organization?
a) Individual b) sequential c) panel
16. Do you have a recruitment data base pool in your organization?
a) Yes b) No
17. What are the different forms of attracting the candidate to your organization?
a) News paper ads b) recruiting agencies & employee referrals c) job fair d) all

18. in giving the weight age does the organization look for relevant work experience?
a) Always b) sometimes c) acc to the job criteria d) never
19. How will your organization prefer the candidates to apply for particular job?
a) Qualification b) experience c) both
20. Where will your organization conduct the recruitment programmes?
a) Within the organization b) outside the organization c) both
21. Do you have a referral policy in your organization?
a) Yes b) no
22. If yes, is there any reward for referring employees?
a) Yes b) no
23. Is the age factor is taken into consideration while you recruit?
 a) Yes b) no
24. Is the gender factor is taken in to consideration while you recruit?
a) Yes b) no c) based on job description

25. Does your organization consider the family back ground of the candidate?
a) Yes b) no
26. Does company conduct
a) Psychometric test b) aptitude test c) both
27. Does the company update these question papers frequently?
a) Yes b) no
28. Does the company test the candidate’s integrity?
a) Yes b) no
29. Does the organization have good infrastructure and sufficient volume to conduct the
recruitment?
a) Yes b) no
30. Does the recruiter give the detailed information about the job to the candidate before
recruitment?
a) Yes b) no
31. How will your organization inform to the candidate if he/she was selected?
a) Mail b) phone c) both a & b d) not informed
32. Does your organization follow the bond system?
a) Yes b) no
33. Do you give the feed back to the candidate if he/she rejected?
a) Yes b) no c) if they questioned
34. Do you take candidate feedback on recruitment process?
a) Yes b) no
35. Once the candidate is recruited is there any further assessment for employees
a) Yes b) no

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BIBLIOGRAPHY
TITLE OF THE BOOK NAME OF THE AUTHOR

STRATEGIC HUMAN RESOURCES MANAGEMENT TANUJA AGARWALA

PERSONNEL & HUMAN RESOURCES MANAGEMENT SUBBA RAO

STRATEGIC HUMAN RESOURCES MANAGEMENT JOHN BRATTON

ROAD MAP TO STRATEGIC HUMAN RESOURCES RALPH CHRISTENSEN

REFERRED WEBSITES

www.mould2manage.blogspot.com

www.scribd.com

www.coolavenues.com

www.google.com

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