CHAPTER- 1

INTRODUCTION

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INTRODUCTION:

Recruitment forms the first in the process, which continues with selection and ceases with the
placement of the candidate. It is the next step in the procurement function, the first being the
manpower planning, Recruitment makes it possible to acquit the number and types of people
necessary to ensure the continued operation of the organization.” Recruitment is the discovering
of potential applicants for actual or anticipated organizational vacancies”. Recruitment has been
regarded as the most important function of personnel administration, because unless the right
type of people is hired, even the best plans, organization charts and control systems would not do
much good.

DEFINITION: “Recruitment is a process to discover the sources of manpower to meet the

requirement of the staffing schedule and to employ effective measures for attracting that
manpower in adequate number to facilitate effective selection of an efficient working force”.

“Recruitment is the process of searching the candidates for employment and stimulating them to
apply for job in the organizations recruitment is the activity that links the employers and the job
seekers”.

Recruitment and selection is an important operation in HRM, designed to maximize

employee strength in order to meet the employee’s strategies goals and objectives. In short,
recruitment and selection is the process of sourcing, screening, short listing and selecting the
right candidates for the filling the required vacant positions.

Scope of the project

Human resources are undoubtedly the key resources in an organization, the easiest and the most
difficult to manage! The objectives of the HTML span right from the manpower needs
assessment to management and relation of the same. To this effect human resource management
is responsible for effective designing and implementation of various policies, procedure and
programs. It is all about developing and managing knowledge, skills, creativity, aptitude and
talent and using them optimally.

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It also focuses on managing physical and emotional capital of employees. Considering the
intricacies involved, the scope of HRM is widening with every passing day. It covers but is not
limited to HR planning, hiring (recruitment and selection), training and development, payroll
management, rewards and recognition, industrial relation, grievance handling, legal procedures
etc. In other words, we say that it’s about developing and managing harmonious relationships at
workplace and striking a between organizational goals and industrial goals.

The scope of HRM is extensive and far-reaching. Therefore, it is very difficult to define it
concisely. However, we may classify the same under following heads.

 HRM in personnel management: This is typically direct manpower management that

involves manpower planning, hiring, (recruitment and selection), training and development,
induction and orientation, transfer, promotion, compensation, layoff and retrenchment,
employee productivity.

The overall objective here is to ascertain individual growth, development and effectiveness
which indirectly contribute to organizational development. It also includes performance
appraisal, developing new skills, disbursement of wages, incentive, and allowance travelling
policies and procedures and other related courses of action.

 HRM in employee welfare: This particular aspect of HRM deals with working condition
and amenities at workplace. This includes a wide array of responsibilities and services such
as safety services, health services, welfare funds, social security and medical services. Is also
covers appointment of safety officers, making the environment worth working, eliminating
workplace hazards, support by top management, job sickness benefits, employment injury
benefits, proper ventilation and lightning, sanitation, medical care, sickness benefits, personal
injury benefits, maternity benefits, unemployment benefits and family benefits.

Apart from this, it also relates to supervision, employees counseling, establishing harmonious
relationship with employees, education and training. Employee welfare is about determining
employees’ real needs and fulfilling them with active participation of both management and
employees. In addition to this, it also takes care of canteen facilities, crèches, rest and lunch

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 rooms, housing transport, medical assistance, education, health and safety, recreation
facilities, etc.

 HRM in Industrial relation: since it is a highly sensitive are, it needs careful interaction
with labour or employee unions, addressing their grievances and setting the dispute
effectively in order to maintain peace and harmony in the organization. \

Moreover,it is the art and science of understanding the employment (unions-management)

relation, joint consultation, disciplinary procedure, solving problems with mutual efforts,
understanding humans behavior and maintaining work relations, collective bargaining and
settlement of disputes.

 The scope of HRM is extremely wide, thus cannot be written concisely. However, for the
sale of the convenience and developing understanding about the subject, we divide it in three
categories mentioned above.

PROCESS IN HUMAN RESOURCE MANAGEMENT

Each organization works toward the realization of one vision. The same is achieved by
formulation of certain strategies and execution of the same, which is done by the HR department.
At the base of this strategy formulation live various process of the effectiveness of the former
lies in the meticulous design of these processes.

The following are the various HR process:

 Human Resource planning (recruitment, selection, hiring, training, Induction, orientation,

evaluation, promotion and layoff).
 Employee remuneration and benefits administration.
 Performance management.
 Employee relation.

The Efficient designing of these processes apart from other things, depends, upon the degree of
correspondence of each of these. This means that each process is subservient to other.

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 Human Resources planning: generally, we consider Human Resource Planning as the
process of people forecasting, right but incomplete! It also involves the process of Evaluation,
promotion and Layoff.
 Recruitment: It aims at attracting applicants that match a certain job criteria.
 Selection: The next level of filtration. Aims at short listing candidates who are the nearest
match in terms qualifications, expertise and potential for a certain job.
 Hiring: Deciding upon the final candidate who gets the job.
 Training and development: Those processes that work on an employee on board for his
skills and abilities up gradation.
 Employees Remuneration and Benefits Administration: The process involves deciding
upon salaries and wages, Incentives, fringe benefits and perquisites etc. Money is the prime
motivation in any job and therefore the importance of the process. Performing employees
seek raises, better salaries and bonuses.
 Performance Management: Employee retention is a nuisance with organization training
motivates and rewards workers. It is also meant to ensure that the organizational goals are
met with efficiency. The process not only includes the employees but can also be for s
department, product, and service or customer process all towards enhancing or adding value
to them.
 Employee Relation: Employee retention is a nuisance with organizations especially in
industries that are highly competitive in nature. Through there are myriad factors that
motivate an individual to stick to or leave an organization, but certainly few are under our
control.

Employee relation include labour law and Relations, working Environment, Employee health
and safety, Employee conflict management, Employee conflict management, Quality of work life,
workers compensation, employee wellness and assistance programs, counseling for occupational
stress, All these are critical to employee retention apart from the money which is only a hygiene
factor.

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RECRUITMENT AND SELECTION

RECRUITMENT “The art of choosing men is not nearly as difficult as the art of enabling those
one has chosen to attain their full worth”. Definition: - Recruitment is the process of recruiting
potential personnel to fill up the existing requirement of the organization. It is the process of
discovering potential applicants for actual or anticipated job vacancies. Recruitment involves
encouraging individuals with the needed skills to make applications for employment with the
firm. Objective: - The main objective of recruitment is to increase the number of applications for
the job available in the organization, to select the best applicant who is the best fitted to the job.

Need for recruitment: - It makes possible to choose the right person in the right time at the right
place. It also makes it possible to acquire the number and type of people necessary to ensure the
continued operation of the organization. • Planned needs: - Such needs arise from changes in the
organization policies. • Anticipated needs: - It refers to those movements in personnel which an
organization can predict by studying trends in internal or external need. • Unexpected needs: -
Such need arises due to illness, death and resignation. Recruitment follows HR planning and
goes hand in hand with selection process by which organizations evaluate the suitability of
candidates. With successful recruiting to create a sizeable pool of candidates, even the most
accurate selection system is of little use.

Recruiting begins when a vacancy occurs and the recruiter receives authorization to fill it. The
next step is careful examination of the job and enumeration of skills, abilities and experience
needed to perform the job successfully. Other steps follow: Creating an applicant pool using
internal or external methods Evaluate candidates via selection Convince the
candidate And finally make an offer Scope: To define the process and flow of activities
while recruiting, selecting and appointing personnel on the permanent roles of an organization.
Authorization: Authorized Signatory

1. Head- Human resource

2. Managing director Amendments and deviations

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Importance of recruiting and selection
 Recruiting refers to finding potential job applicants, telling them about the company, and
getting them to apply.
 Selection refers to activities involved in choosing qualified candidates that have the greatest
aptitude for the job.
 Ineffective recruitment and selection can result in the following;
 Wrong sales people being hired
 Thousands of dollars a year spent in training
 Lost productivity
 Lost sales

Purpose of Recruitment

The general purpose of recruitment is to provide a pool of potentially qualified job candidates,
especially, the purposes are to:-

 Determine the present future of the organization in conjunction with personal planning & job
analysis activities.
 Increase the pool of job candidates at minimum cost.
 Help for increasing the success rate of the selection process by reducing the number of
visibly, under qualified or overqualified job applicants.
 Help for reducing the probability that job applicants, cece recruited and selected, will leave
the organization only after about period of time.
 Meet the organization legal and obligations regarding the composition of its workforce
 Evaluate the effectiveness of various recruiting.

Difference between recruitment and selection

1. Recruitment is the process of searching for prospective candidates and motivating them to
apply for job in the organization. Selection is a process of choosing most suitable candidates
out of those, who are interested and also qualified for job.

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2. In the recruitment process, vacancies available are finalized, publicity is given to them and
applications are collected from interested candidates. In the selection process, available
applications are scrutinized. Tests, interview and medical examination are conducted in order
to select most suitable candidate.
3. In recruitment the purpose is to attract maximum numbers of suitable and interested
candidates through applications. In selection process the purpose is that the best candidate
out of those qualified and interested in the appointment.
4. Recruitment is prior to selection. It creates proper base for actual selection. Selections next to
recruitment. It is out of candidates interest.
5. In recruitment services of expert is not required whereas in selection, services of expert is
required.

Selection process

Selection is along process, commencing from the preliminary interview of the applicants
understanding with the contract of the employment.

1. Preliminary test
2. Selection test
3. Employment interview
4. Reference and background
5. Analysis
6. Selection decision
7. Physical examination
8. Job offer
Step-1

Preliminary test: The applicants received from job seekers would be subject to security so as to
eliminate unqualified applicants. This is usually followed by a preliminary interview the purpose
of which is more or less the same as scrutiny of application, that is, eliminate of unqualified
applicants.

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Step-2

Selection test: job seekers who pass screening and preliminary interview are called for test.
Different types of tests may be administered, depending on the job and the company.

Generally, tests are used to determine the applicant's ability, aptitude and personality.

The following are the type of tests taken:

1. Ability test
2. Aptitude test
3. Intelligence test
4. Personality test
5. Projective test
6. General knowledge test
7. Perception test
8. Graphology test
9. Medical test

Step-3

Interview: The next step in the selection process is an interview, interview is formal, in depth
conversation conducted to evaluate the applicants acceptability. It is considered to be excellent
selection device. It is face-to-face exchange of view, ideas and opinion between the candidates
and interviewers. Basically, interview is nothing but an oral examination of candidates. Interview
can be adapted to unskilled, skilled, managerial and professional employees.

Type of interview:-

Interviews can be of different types of interview:-

1. Informal interview
2. Formal interview
3. Non directive interview
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 4. Depth interview
5. Stress interview
6. Group interview
7. Panel interview
8. Sequential interview
9. Structured interview
10.Unstructured interview
11. Mixed interview
12.Telephonic interview
Step-4

Reference check: many employers request names, addresses, and telephone number of
references for the purpose of verifying information and perhaps, gaining additional background
information an applicant. Although listed on the application from, references are not usually
checked until an applicant has successfully reached the fourth stage of a sequential selection
process.

Step-5

Selection decision: After obtaining information through the preceding step, selection decision-
the most critical of all the step-must be made. The other stage in the selection process have been
used to narrow the number of the candidates.

Step-6

Physical examination: After the selection and before the job offer is made, the candidate is
required a physical fitness test. A job offer is often, contingent upon the candidate being declared
fit after the physical examination.

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Step-7

Job offer: the next step in the selection process is job offer to those applicants who have crossed
all the previous hurdle, job offer is made through a letter of appointed. Such a letter generally
contains a date by which the appointee must report on duty.

Step-8

Contract of employment: There is also a need for preparing of contract of employment.

The basic information that should be included in a written contract of employment will very
according to the level other job.

1. Rate of pay, allowance, overtime and shift rates, method payments.

2. Hours of work including lunch break and overtime and shift arrangements.
3. Holiday arrangements.
4. Paid holidays per year.

Step-9

Concluding the selection process: Contrary to popular perception, the selection process
will not end with executing the employment contract. There is another step – amore sensitive one
reassuring those candidates who have not selected, not because of any serious deficiencies in
their personality, but because they did not match the requirement of the organization.

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Company introduction

History of Solitaire Infosys

Solitaire Infosys Private Limited is a Private incorporated on 06 June 2011. It is classified as

Non-government Company and is registered at Registrar of Companies, Chandigarh. Its
authorized share capital is Rs. 900,000 and its paid up capital is Rs. 900,000. It is inolved in
other computer related activities [for example maintenance of websites of other firms/ creation of
multimedia presentations for other firms etc.]
Solitaire Infosys Private Limited's Annual General Meeting (AGM) was last held on 29
September 2017 and as per records from Ministry of Corporate Affairs (MCA), its balance sheet
was last filed on 31 March 2017.

Directors of Solitaire Infosys Private Limited are Jagvinder Singh and Rajesh Sharma.

Solitaire Infosys Private Limited's Corporate Identification Number is (CIN)

U72900CH2011PTC033013 and its registration number is 33013.Its Email address is adityajain
1@gmail.com and its registered address is SCO38 FIRST FLOOR, SECTOR-20-C
CHANDIGARH CH 160020 IN , - , .

Current status of Solitaire Infosys Private Limited is - Active.

Solitaire Infosys Pvt. Ltd. is an acclaimed IT service provider contributing its part in the
development of many businesses around the globe. We socialize with our clients to get a superior
cognizance of their business and requirements and help them in fabricating websites and
applications for their business. Founded in 2011 by a dynamic duo with the same aim and zeal,
we have come a long way in satisfying our clients.
We are serving our clients with the world-class services for more than seven years now. The
clients are delivered with the best IT solutions after we have developed a great understanding of
their business and requirements. Our team works on the client projects like its own and that is the
reason why we hold the edge in the league.
With every project that we deliver, we deliver our respect, creativity, quality, transparency, and

12
teamwork to our clients. We have the experience, expertise, and capabilities to enable
organizations to accelerate their service processes in every possible way. We are known for our
excellent customer satisfaction, cost-effectiveness, and innovative skills that are unparalleled.

OUR VISION

We visualize becoming the most trusted and respected IT service provider across the globe with
our vibrant, dynamic, and value-based IT solutions that revolve around our clients, team, and
international standards. Solitaire Infosys Pvt. Ltd. envisions becoming a reliable partner to all its
clients and focusing on doing everything ethically and rightly. We are always open to accept our
mistakes and have the nerve to do the necessary changes.

Company overview

Company aim is to be a dynamic, vibrant and value-based global IT service providers centered
on customer, employee and social goals.

To be a class leading and innovated IT services company.

By class-leading and developing we mean:

 Dependability , delivering to promise

 Chances for our people to grow and develop
 Opportunity and risk always being handled
 Highly motivated, capability and invested manpower
 Master shareholder return

Strategy of the Company

At SOLITAIRE with over strategy to create new markets and market trend with our innovative
approach engagement and high-end services, we help our clients to adapt the fast-moving market
trends and to make them market leaders we operate with the philosophy of partnering with the
client maximize and enhance their application ROI the leverage our product engineering heritage
to build cutting-edge application for matching with customer’s changing business requirements.

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VISION, MISSION AND CORE VALUES

Vision

Global Corporation enriching lives and enabling business transformation for customers with
leadership in chosen technologies and markets .Be the first choice for employees and partners,
with commitment to sustainability.

Mission

We enable business transformation and enrichment of lives by delivering sustainability world

class technology products, solution and services in our chosen markets thereby creating superior
shareholder value.

Core Value

 We shall upload the dignity of every individual

 We shall honor all commitments
 We shall be responsible corporate citizen
 We shall be committed to quality, Innovation and growth in every Endeavour

COMPANY STRUCTURE

SOLITAIRE INFOSYS is a leading Software and Web Application Development Company,

based in Mohali (Chandigarh), that provides high quality comprehensive services to enter prices
across a wide range of platforms and technologies. Our major areas of expertise are in providing
quality, cost effective or web development.

Different wings in company according to work structure are:-

1. Website Designing
2. Web Development
3. Mobile Application

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4. Digital Marketing
5. Maintenance

FUTURE PROJECTION

The Company focus on understanding the diverse and mission-critical needs of each of our
clients. To understand is to be deliver. The competence and experience of our company gives us
a competitive edge by making sure we provide the best services and products to our clients. Pour
highly quality standards enable us to deliver reliable and error-free software application, despite
their complexity. The Company provides Web design /Web development, B2B & B2C E-
commerce solution, SEO & Web promotion strategies implementation consulting services to
both domestic as well as international clients’ at the most affordable rates.

Operating excellence

 A safe, fun and professional work environment

 Good relationship with industry and other partners
 Respect for the rights and ambitions of our employee
 Honorable, value-driven business relation

Introduction to industry

He Overview of Indian IT Industry is growing steadily despite the global meltdown in the year
2009. When the whole of the world witnessed the negative growth, Indian IT industry still
managed to register a growth of 55%. The industry is about to register the history landmark of
US $ 50 billion exports this year 4, according to NASSSCOM President, Som Mittal. The
domestic market is also slotted to witness 12% growth this year. Potential size of India’s
offshoring industry is estimated at US $ 120 to 180 billion by 2015. The industry currently
employers around I million people and provide indirect employment to around 2.5 million people.
It is expected to add another 1, 50,000 jobs in the next fiscal according to NASSCOM.

15
Indian IT/ITES sector is growing substantially with its

 Expansion into varied verticals

 Well different service offerings
 Increasing geographic penetration

The phenomenal success of the Indian IT-ITES industry can be attributed to the favorable
government policies, burgeoning demand conditions, healthy growth of related industries and
competitive environment prevalent in the industry. The interplay of these forces has led to
putting the industry on the global map.

GOVERNMENT INITIATIVES:

After the economic reforms of 1991-92, major fiscal incentives provided by the government of
India and the state governments, like, liberalization of external trade, elimination of duties on
imports of information technology products, relaxation of controls on both (EOU), Software
Technology Parks (STP), and Special Economic Zones (SEZ) has enabled India to flourish and
acquire a dominant position in world’s IT scenario.

In order to alleviate and to promote Indian IT industry, the government of India held set up a
National Task Force on IT and Software Development to examine the feasibility of strengthening
the industry. Venture Capital has been the main source of finance for software industry around
the world. In line with the international practices, norms for the operations of the venture capital
fund have also been liberalized to boost the industry.

The Government of India is also actively providing fiscal incentives and liberalizing norms for
FDI and raising capital abroad.

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FINANCIAL ASSISTANCE:

While the underlying theme of 2010 was that of steady recovery from recession, thanks to the
accelerated recovery in emerging markets, worldwide spending in IT products and services
increased significantly in 2011. In 2011, India’s growth have reflected new demand for IT goods
and services, with a major surge in the use of private and public cloud and mobile computing on
a variety of devices and through a range of new software applications.

High inflow of FDI in the IT sector is expected to in coming years. The inflow of huge volumes
of FDI in the IT industry of Indian has not only boosted the industry but the entire economy in
recent years. Foreign direct investment (FDI) inflow rose by more than 100 % to USS $ 4.66
billion in May 2011, up from USS 2.21 billion a year ago, according to the latest data released by
the department of Industrial policy and promotion (DIPP). This is the highest monthly inflow in
39 months.

Foreign technology induction is also encouraged both through FDI and through foreign
technology collaboration agreements. India welcomes investors in information technology sector.

RESEARCH & DEVELOPMENT

To support Research & Development in the country and promoting startups focused on
technology and innovation, a weighted deduction of 150% of expenditure incurred on in house
R&D is introduced under the income Tax Act. In addition to the exiting scheme for funding
various R&D projects have been funding through new scheme like support international patent
protection in Election & IT (SIP-EIT0, Multiplier grants scheme (MGS).

The government has initiated the setting up to open technology center through NIC aimed at
giving effective direction to the country on open technology in the areas of open source solution,
(OSS), Open Standard, Open processes, Open Hardware specifications and Open Course-ware.
This initiative will act as a National Knowledge facility providing synergy to the overall
components of Open Technology Globally.

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 CHAPTER-2
LITERATURE
REVIEW

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REVIEW OF LITERATURE

Hiltrop (1996):

Hiltrop (1996) was successful in demonstrating the relationship between the HRM practices,
HRM-organizational strategies as well as organizational performance. He conducted his research
on HR manager and company officials of 319 companies in Europe regarding HR practices and
policies of their respective companies and discovered that employment security, training and
development programs, recruitment and selection, teamwork, employee participation, and lastly,
personnel planning are the most essential practices (Hiltrop 1999). As a matter of fact, the
primary role of HR is to develop, control, manage, incite, and achieve the commitment of the
employees. The findings of Hiltrop’s (1996) work also showed that selectively hiring has a
positive impact on organizational performance, and in turn provides a substantial practical
insight for executives and officials involved. Furthermore, staffing and selection remains to be an
area of substantial interest. With recruitment and selection techniques for efficient hiring
decisions, high performing companies are most likely to spend more time in giving training
particularly on communication and team-work skills (Hiltrop 1999). Moreover the finding that
there is a positive connection existing between firm performances and training is coherent with
the human capital standpoint. Hence, Hiltrop (1996) suggests the managers need to develop HR
practices that are more focused on training in order to achieve competitive benefits.

Bratton and Gold (1999):

Bratton & Gold (1999) suggest that organizations are now developing models of the kind of
employees they desire to recruit, and to recognize how far applicants correspond to their models
by means of reliable and valid techniques of selection. Nonetheless, the researchers have also
seen that such models, largely derived from competency frameworks, foster strength in
companies by generating the appropriate knowledge against which the job seekers can be
assessed. Recruitment and selection are also the initial stages of a dialogue among applications
and the company that shapes the employment relationship (Bratton & Gold 1999). This
relationship being the essence of a company’s manpower development, failure to acknowledge

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the importance of determining expectation during recruitment and selection can lead to the loss
of high quality job seekers and take the initial stage of the employment relationship so down as
to make the accomplishment of desirable HRM outcomes extremely difficult. In the opinion of
Bratton and Gold (1999), recruitment and selection practices are essential characteristics of a
dialogue driven by the idea of “front-end” loading processes to develop the social relationship
among applicants and an organization. In this relationship, both parties make decisions
throughout the recruitment and selection and it would be crucial for a company to realize that
high-quality job seekers, pulled by their view of the organization, might be lost at any level
unless applications are provided for realistic organization as well as work description

Taher et al. (2000):

Toward that end Taher et al. (2000) carried out a study to critique the value-added and non-
value activities in a recruitment and selection process. The strategic manpower planning of a
company, training and development programme, performance appraisal, reward system and
industrial relations, was also appropriately outlined in the study. This study was based on the fact
that efficient HR planning is an essence of organization success, which flows naturally into
employee recruitment and selection (Taher et al. 2000).

Therefore, demand rather than supply must be the prime focus of the recruitment and selection
process and a greater emphasis must be put on planning, supervising and control rather than
mediation. Extending this principle, a realistic approach to recruitment and selection process was
demonstrated, and the study found that an organization is efficient only when the value it
commands exceeds the price involved in determining the process of decision making or product.
In other words, value-added and non-value added activities associated with a company’s
recruitment and selection process impacts its role in creating motivated and skilled workforce in
the country (Taher et al. 2000).

Thus, the study identified the waiting time, inspection time and filing time as non-value added
tasks and the cost of advertisement as the only value added activity in the overall process. Taher
et al. (2000) investigated the recruitment and selection section of Bangladesh Open University. It
was found that whenever the recruitment and selection department of BOU received a

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recruitment request of new applicants from other sections, the officials failed to instantly
advertise the vacancy in various media

However, the university had to follow some long sequential steps prior to doing so. After the
vacancy is publicly advertised, what followed were the bureaucratic formalities and
complications together with inspection and supervision by two departments thereby causing
unnecessary waiting in the recruitment and selection process that eventually increases the cost of
recruitment by keeping the organization’s image at stake.

The study also witnessed some amount of repetition taking place at every step of recruitment
where the applications of applicants circulating around too many departments for verifications.
This repetitive work tends to engage unnecessary persons for a single task that results in
unnecessary delay in the decision and unjust wastage of manpower

Korsten (2003):

Korsten (2003), Human Resource Management theories emphasize on techniques of recruitment

and selection and outline the benefits of interviews, assessment and psychometric examinations
as employee selection process. They further stated that recruitment process may be internal or
external or may also be conducted online. Typically, this process is based on the levels of
recruitment policies, job postings and details, advertising, job application and interviewing
process, assessment, decision making, formal selection and training (Korsten 2003).

Jones et al. (2006):

Jones et al. (2006) suggested that examples of recruitment policies in the healthcare, business or
industrial sector may offer insights into the processes involved in establishing recruitment
policies and defining managerial objectives.

Successful recruitment techniques involve an incisive analysis of the job, the labour market
scenario/ conditions and interviews, and psychometric tests in order to find out the potentialities
of job seekers. Furthermore, small and medium sized enterprises lay their hands on interviews
and assessment with main concern related to job analysis, emotional intelligence in

21
inexperienced job seekers, and corporate social responsibility. Other approaches to selection
outlined by Jones et al. (2006) include several types of interviews, role play, group discussions
and group tasks, and so on.

Any management process revolves around recruitment and failure in recruitment may lead to
difficulties and unwanted barriers for any company, including untoward effects on its
profitability and inappropriate degrees of staffing or employee skills (Jones et al. 2006).

In additional, insufficient recruitment may result into lack of labour or hindrances in

management decision making, and the overall recruitment process can itself be advanced and
amended by complying with management theories. According to these theories, the recruitment
process can be largely enhanced by means of Rodgers seven point plan, Munro-Frasers five-fold
grading system, personal interviews, as well as psychological tests (Jones et al. 2006).

Alan Price (2007):

Price (2007), in his work Human Resource Management in a Business Context, formally defines
recruitment and selection as the process of retrieving and attracting able applications for the
purpose of employment. He states that the process of recruitment is not a simple selection
process, while it needs management decision making and broad planning in order to appoint the
most appropriate manpower. There existing competition among business enterprises for
recruiting the most potential workers in on the pathway towards creating innovations, with
management decision making and employers attempting to hire only the best applicants who
would be the best fit for the corporate culture and ethics specific to the company (Price 2007).
This would reflect the fact that the management would particularly shortlist able candidates who
are well equipped with the requirements of the position they are applying for, including
teamwork. Since possessing qualities of being a team player would be essential in any
management position (Price 2007).

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Jackson et al. (2009):

As discussed by Jackson et al. (2009), Human resource management approaches in any business
organization are developed to meet corporate objectives and materialization of strategic plans via
training and development of personnel to attain the ultimate goal of improving organizational
performance as well as profits. The nature of recruitment and selection for a company that is
pursuing HRM approach is influenced by the state of the labour market and their strength within
it. Furthermore, it is necessary for such companies to monitor how the state of labour market
connects with potential recruits via the projection of an image which will have an effect on and
reinforce applicant expectations.. In view of Jackson et al. (2009) and Bratton & Gold (1999)
applicants have a specific view of expectations about how the company is going to treat them;
recruitment and selection acts as an opportunity to clarify this view. Furthermore, one technique
of developing the view, suggested by Bratton and Gold (1999), are realistic job previews or RJPs
that may take the form of case studies of employees and their overall work and experiences, the
opportunity to “cover” someone at work, job samples and videos. The main objective of RJPs is
to allow for the expectations of job seekers to become more realistic and practical. RJPs tend to
lower initial expectations regarding work and a company, thereby causing some applications to
select themselves; however RJPs also increase the degree of organization commitment, job
satisfaction, employee performance, appraisal and job survival among job seekers who can
continue into employment (Bratton & Gold 1999) Jackson et al. (2009).

Silzer et al (2010):

However, the process of recruitment does not cease with application of candidature and selection
of the appropriate candidates, but involves sustaining and retaining the employees that are
selected, as stated by Silzer et al (2010).

Work of Silzer et al. (2010) was largely concerned with Talent management, and through their
work they were successful in resolving issues like whether or not talent is something one can be
born with or is it something that can be acquired through development. According to Silzer et al
(2010), that was a core challenge in designing talent systems, facing the organization and among
the senior management. The only solution to resolve the concern of attaining efficient talent

23
management was by adopting fully-executable recruitment techniques. Regardless of a well-
drawn practical plan on recruitment and selection as well as involvement of highly qualified
management team, companies following recruitment processes may face significant obstacles in
implementation.

As such, theories of HRM can give insights in the most effective approaches to recruitment even
though companies will have to employ their in house management skills for applying generic
theories across particular organizational contexts. Word conducted by Silzer et al (2010)
described that the primary objective of successful talent strategies is to create both a case as well
as a blueprint for developing the talent strategies within a dynamic and highly intensive economy
wherein acquisition, deployment and preservation of human capital-talent that matter,, shapes the
competitive advantages and success of many companies (Silzer et al. 2010).

24
CHAPTER-4
Research
Methodology

25
Research Design

Research Design refers to “Framework or a plan for a study that guides the collection and
analysis of data”. A typical research design of a company basically tries to resolve the following
issue:

 Determining Data Collection Design

 Determining Data Methods
 Determining Data Sources
 Determining Primary Data Collection Methods
 Developing Questionnaire
 Determining Sampling Plan

1) Explorative Research Design: Explorative studies are undertaken with view to know
more about the problem. These studies help in a proper definition of the problem, and
development of specific hypothesis is to be tested later by more conclusive research
designs. Its basic purpose is to identify factors underlying a problem and to determine
which one of them need to be further researched by using rigorous conclusive research
designs.
2) Conclusive Research Design: Conclusive Research studies are more formal in nature
and are conducted with a view to more precise information for purpose of making
marketing decision.

These studies can be either:

a. Descriptive or
b. Experimental

Thus, it was mix of both the tools of Research Design that is, Explorative as well as Conclusive.

26
Primary data and secondary data of recruitment and selection

1. Primary data: Questionnaire and interview

2. Secondary data: Books and journals

 Primary Data

To get the information basically primary method is used. The primary data are those which are
collected afresh and for the first time, and thus happen to be original in character. For getting the
primary data questionnaire method is used under which 100 questionnaires are filled. At some
places observation method is also used. Primary data involves the collection of the data that does
not already exist, this can be through numerous forms, including questionnaires and telephone
interviews amongst others.

 Secondary Method

27
The secondary data are those which have already been collected by someone else and which
have already been passed through the statistical process. In this survey the scope of secondary
data is less, but even then I used it up to some extent wherever needed. The sources of secondary
data were books, websites and search engine and company record.

Secondary data involves the summary, collection and /or synthesis of existing research, rather
than primary research, where data are collected from, for example, research subjects or
experiments.

 Research Instrument
Researcher instruments are the tool by which the researcher can do research on specific problems
or objective. The most popular researcher instrument for collection data is “Questionnaire” for
a particular investigation. It is simple for a moiled set of questions presented to respondents for
their answers. Due to this flexibility, it is most common instrument used to collect the primary
data. For this report, the data for the study was collected through field investigation and
respondents were personally contacted. A structure of questionnaire containing mostly close
ended questions pre-specifying all possible answers were administered to the respondent. The
questionnaire was pre tested to know if there was found to be less time consuming and more
efficient in eliciting responds from the respondents for collecting the requisite data.
The questionnaire contains three types of questions:

Open-ended question
It is helpful in knowing what is uppermost in the mind of the respondents. It gives complete
freedom to the respondent.

Dichotomous questions
It has only two answers in form ‘yes’ or ‘n’, ‘true’ or ‘false’,‘use’ or ‘do not use’. So the
respondent is offered two or morechoice.

Multiple-choice question
In this, the respondent is offered two or more choice.

28
OBJECTIVE OF THE RESEARCH
Research methodology is systematic ways, which consist of series of action or steps necessary to
effectively carry out research and desired sequencing of the steps. The research is a process of
involves a number of interrelated activities, which overlap and do rigidly follow a particular
sequence. It consists of the following steps:

OBJECTIVES:

 To study the process of recruitment.

 To know the source of recruitment at various level.
 To critically analyze the functioning of recruitment procedure of solitaire Infosys.
 To identify the probable area of improvement to make recruitment procedure more effective.
.
LIMITATION OF THE STUDY

 The sample size of Company is limited, because of time and cost factor.
 The information collected may not be sufficient and reliable.
 The study was time bound.
 Many of the respondents were not open with their responses.
 Majority of the companies were too aggressive in nature.
 Lack of companies cooperation was a major constraint.
 The behavior of the companies while approaching them to fill the questionnaire was
unpredictable.

29
Need of the study
Planning of needs arising from changes in organization and retirement policy. Anticipated
needs are those movements in personnel, which an organization can predict by studying
trends in internal and external environment. Unexpected resignation, deaths, accidents, illness
give rise to unexpected needs.
The recruitment and selection is the major function of the human resource department, and
recruitment process is the first step towards creating the competitive strength and the strategic
advantage for the organizations. Recruitment process involves a systematic procedure from
sourcing the candidates to arranging and conducting the interviews and requires many
resources and time.
A general recruitment process is as follows:
 Identifying the Vacancy:
 The recruitment process begins with the human resource department receiving
requisitions for recruitment from any department of the company.

 Preparing the job description and person specification.

 Locating and developing the sources of required number and type of employees
(Advertising etc.).

 Short listing and identifying the prospective employee with required characteristics.

30
 CHAPTER – 6
DATA
INTERPRETATION

31
 6.1 Since how many years have you been working with this organization.
a) 0-5 years b) 5-10 years c) 10-15 years d) more than 15 years

Table 6.1

Since how many years have you been working with this organization.
Year of working Responded

0-5 36

5-10 43

10-15 16

More than 15 5

TOTAL 100

Figure 6.1

Since how many years have you been working with this organization

INTERPRETATION: This pie chart is shows about working with this organization 36 percentages are 0-
5 years and 43 percentage 5-10 years or 10-15 years 16 percentage and more than 15 years 5
percentage this pie chart shows the different years working with this organization.

32
 6.2How well are the organizations affirmative action needs clarified and supported in the selection
process.

a) Poor b) adequate c) Excellent

Table 6.2

How well are the organizations affirmative action needs clarified and supported in the selection.
Poor process. 18

Adequate 56

Excellent 26

TOTAL 100

Figure 6.2

How well are the organizations affirmative action needs clarified and supported in the selection.
process.

Interpretation: This pie chart shows supported in the selection process poor 18 percentage and
adequate 56 percentages or excellent 26 percentages this pie chart shows that different affirmative action
needs clarified and supported in the selection process.

33
 6.3 Does the organization clearly define the position objectives, requirement and candidate’s specification
in the recruitment process.

a) Yes b) No
Table 6.3
Does the organization clearly define the position objectives, requirement and candidates’
specification Yes
in the recruitment process. 62

No 38

TOTAL 100

Figure 6.3
Does the organization clearly define the position objectives, requirement and candidates specification in the
recruitment process.

Interpretation: This pie chart shows that organization clearly define the position objectives ,
requirements yes 62 percentage No 38 percentage this pie chart shows that different define the
position objective, requirement and candidates specification in the recruitment process.

34
6.4 Is the organizations doing timeliness recruitment and selection process.
b) Yes b) No

Table 6.4
Is the organizations doing timeliness recruitment and selection process.
Yes 62

No 38

TOTAL 100

Figure 6.4

Is the organizations doing timeliness recruitment and selection process.

Interpretation: in this figure shows that the organization doing timeliness recruitment and selection
process 62% respond the yes and 38 % respond no this pie chart show the doing timeless recruitment
and selection process.

35
6.5 Rate the effectiveness of the interviewing process and other selection instrument, such as
testing?
a) Poor b) adequate c) excellent
Table 6.5

Poor 29

Adequate 42

Excellent 29

Figure 6.5

Interpretation: This figure shows that the rate the effectiveness of the interviewing process under this pie
chart effectiveness of the interviewing poor response is 29% and adequate response is 42% and 29% is an
excellent.

36
6.6 Does HR training employees to make the best hiring decisions?
a) Yes b) No
Table 6.6

yes 64

No 36

Figure 6.6

37
Interpretation: This chart shows the HR train hiring employees to make the best hiring decisions under
this chart show the yes respond 64% and no respond 36% that was shows the percentage of train hiring
employees to make the best hiring decisions.

6.7 Rate how well HR finds good candidates from non-traditional sources when
necessary ?
a) Poor b) adequate c) excellent
Table 6.7

poor 6

adequate 59

excellent 35

Figure 6.7

38
Interpretation : in this chart shows that HR finds good candidates from non-traditional source under this
chart shows that poor response is 6% and adequate is 59% or excellent is 35%.

6.8 How would you rate the HR department s performance in recruitment and selection ?
a) Poor b) adequate c) excellent
Table 6.8

Poor 14

Adequate 59

excellent 27

Figure 6.8

39
Interpretation: in this pie chart shows that the HR departments performance in recruitment and selection
under this chart show respond of poor 14% and adequate 59% or excellent 27% this chart show the
different percentage of response of hr departments performance in recruitment and selection.

6.9 Does the HR departments is efficient in selection policy of the employees?

a) Yes b) No
Table 6.9

Yes 69

No 31

Figure 6.9

40
Interpretation: This chart shows that the HR department is efficient in selection policy of the employees
under this chart show the how many responded of yes is 69% and No is 31%.

6.10 How do you come to know about Infosys, when you appeared for your interview at Infosys?
a) Advertisement b) consultation c) internet d) Through friends working in company

Table 6.10

advertisement 19

consultation 42
Internet 24

Through friends working in company 15

Figure 6.10

Interpretation: The pie chart shows that advertisement responds 19% and consultation is 42% or internet
is 5% through friends working in company is 24% and come to know about Infosys.

41
6.11 Through which of the following modes were you recruited?
a) Campus placement b) walk-ins c) Employee referrals d) consultancies
Table 6.11

Campus placement 38

Walk-ins 25

Employee referrals 23

consultancies 14

Figure 6.11

42
Interpretation: In this pie chart shows that the modes in which recruited campus placement 38% chart
observe the how many responded walk-ins is 25% and employer referrals is 23% or consultancies are
14%.

6.12 Are this kind of employment tests are used in the organization for recruitment procedure?
a) Intelligence test b) aptitude test c) psychometric test d) any other, please specify

Table 6.12

Intelligence test 42

Aptitude test 28

Psychometric test 20

Any other, please specify 10

43
Interpretation: This chart shows that employment tests are used in the organization for recruitment
procedure under this chart shows that find out the different responded under intelligence test 42% and
aptitude test under 28% or psychometric test 20% and last one is any other, please specify 10%.

6.13 Does the qualification or knowledge or skills match with job specification?
a) Yes b) No
Table 6.13

yes 78

No 22

Figure 6.13

44
Interpretation: The qualification or knowledge or skills matches with job specification in this
chart shows that the qualification or knowledge or skills matches job different responded under
yes 78% and No 22%.

45
 CHAPTER- 5
FINDINGS,
CONCLUSION AND
SUGGESTIONS

FINDINGS

After the data analysis and interpretation the findings are:

 According to the survey, Recruitment differs from company to company for each
category.
 According to the survey, the company to utilize internet sites for the recruitment process
and for finding the talent candidate.

46
  According to survey it is observed that the company are utilizing the job description in
order to make screening process more efficient.
 The recruitment and selection process is decentralized.

CONCLUSION

1. Policies adopted by le Maternal are transparent, legal and scientific.

2. Recruitment is fair.
3. The recruitment should not be lengthy.
4. To some extent a clear picture of the required candidate should be made in order to
search for appropriate candidates.
5. Most of the employees were satisfied but changes are required according to the changing
scenario as recruitment process has a great impact on the working of the company as a
new idea enters in the company.

SUGGESTIONS

 Time management is very essential and should not be ignored at any level of the process.
 Recruitment policy is Satisfactory in the periodicity of recruitment is being more which
needs to be reduced.
 Communication personal and technical skills need to be tested for employees.

47
 BIBLIOGRAPHY

Books:

 C.B Gupta, (1996) human resource management, sultan chand& sons.

 K ashwathapa, (1997) human resources and personnel management, Tata
McgGraw Hill
 Dr. C.R. Kothari, ( 2008) research methodology
 Chris duke, (2001) recruiting the right staff
48
Websites:

 www.google.com
 www.en.wikipedia.org
 www.cncwebworld.com
 www.citehr.com
 www.scribd.com

Other references:

A. RICHARDSON, M.
Recruitment strategies: managing/effecting the recruitment process

CHAND, S.
Sources of Recruitment of Employees: Internal and External Sources | Recruitment

OHNSON, R.
Factors That Influence the HR Selection Method

REE, G. AND FRENCH, R.

Leading, Managing and Developing People

49
QUESTIONNAIRE:-

Name…………………………………………………………….

Gender………………………………………………………….

Contact………………………………………………………….

Occupation…………………………………………………….

50
Q1:- Since how many years have you been working with this organization?

a. 0-5 Years
b. 5-10 Years
c. 10-15 Years
d. More than 15 Years

Q2:- How well are the organizations affirmative action needs clarified and supported in the
selection process?

a. Poor
b. Adequate
c. Excellent

Q3:- Does the organization clearly define the position objective, requirements and
candidate’s specification in the recruitment process?

a. Yes
b. No

Q4:- Is the organization doing timeliness recruitment and selection process?

a. Yes
b. No

Q5:- Rate the effectiveness of the interviewing process and other selection instrument, such
as testing?

a. Poor
b. Adequate
c. Excellent

Q6:- Does HR training employees to make the best hiring decisions?

a. Yes

51
b. No

Q7:- Rate how well HR finds good candidates from non-traditional sources when necessary?

a. Poor
b. Adequate
c. Excellent

Q8:- How would you rate the HR department’s performance in recruitment and selection?

a. Poor
b. Adequate
c. Excellent

Q9:- Does the HR departments is efficient in selection policy of the employees?

a. Yes
b. No

Q10:- How do you come to know about Infosys, when you appeared for your interview at
Infosys?

a. Advertisement
b. Consultation
c. Internet
d. Through friends working in company

Q11:- Through which of the following modes were you recruited?

a. Campus placement
b. Walk – ins

52
c. Employee referrals
d. Consultancies

Q12:- Are this kind of employment tests are used in the organization for recruitment
procedure?

a. Intelligence test
b. Aptitude test
c. Psychometric test
d. Any other, please specify

Q13:- Does the qualification or knowledge or skills match with job specification?

a. Yes
b. No

53