A STUDY ON E-RECRUITMENT IN HR CONSULTANTS WITH SPECIAL

REFERANCE TO MAGNES MANAGEMENT CONSULTANTS

Submitted in partial fulfillment of the requirement for the award of the

degree of Master of Business Administration

By

LATHA PRIYADHARSHINI.A

(2014MBA27)

Under the guidance of

Dr. M. Nagarenitha

DEPARTMENT OF MANAGEMENT STUDIES

Fatima College (AUTONOMOUS)

Mary Land, Madurai-625018

(College with Potential for Excellence)

JANUARY - 2016

Fatima College (AUTONOMOUS)

DEPARTMENT OF MANAGEMENT STUDIES

Mary Land, Madurai-625018.

BONAFIDE CERTIFICATE

This is to certify that the project work entitled ‘A Study On E-Recruitment In HR

Consultants With Special Referance To Magnes Management Consultants’, is a bonafide

record of work done by Latha Priyadharshini (2014MBA27) submitted in partial fulfillment

of the requirement for the Degree of Master of Business Administration, 2014-2016.

Signature of the Faculty Guide Signature of the Director

(Dr. M. Nagarenitha) (Dr. P. Uma)

Fatima College (AUTONOMOUS)

DEPARTMENT OF MANAGEMENT STUDIES

Mary Land, Madurai-625018.

LATHA PRIYADHARSHINI.A

(Reg No: 2014MBA27)

DECLARATION

I hereby declare that the project done under the title “A Study On E-Recruitment In HR

Consultants With Special Referance To Magnes Management Consultants” submitted

for the award of the degree of Master of Business Administration is my original work and

that no part of this report has been submitted fully or partly for any other recognition earlier.

Signature of Candidate

ACKNOWLEDGEMENT

First and foremost I would like to thank God almighty whose blessings made me to complete

the training successfully.

It is a great pleasure to acknowledge my sincere thanks to Sr. Fatima Mary Kanikai,

Principal, Fatima College, Madurai for giving this great opportunity.

I express my sincere thanks to DR Sr. G. Celine Sahaya Mary, Dean Professional Courses,

Fatima College, Madurai for giving the opportunity to get practical knowledge about our

theoretical studies.

I also thank Dr. P. Uma, Director, Department of Management Studies for the successful

completion of this project work.

I am indeed greatly thankful to my faculty guide for guiding me to successfully complete the

project.

I wish to express my gratitude to all the staff members in the Department of Management

Studies for their encouragement in completing this training.

I express my deepest gratitude and special thanks to the MD of Magnes Management

Consultants, Mrs. Rajalakshmi Manivanan who allowed me to carry out my project at

their esteemed organization.

I express my deepest gratitude to the staffs at Magnes Management Consultants for helping

me & giving necessary advices and guidance during my project period.

TABLE OF CONTENTS

CHAPTER PARTICULARS Page. No

1

1.1. Introduction 1

1.2. E-Recruitment 2

1.3. Industry profile 6

1.4. Company profile 14

2

2.1. Review of literature 18

2.2. Need for the study 23

2.3. Objectives 24

2.4. Scope of the study 25

2.5. Limitations 26

3

3.1. Research methodology 27

3.2. Research design 27

3.3. Methods of data collection 27

3.4. Tools used for analysis 28

4 Analysis and interpretation 28

5

5.1. Findings 68

5.2. Suggestions 70

5.3. Conclusion 71

References 72

Annexure 73

List of Tables

TABLE TITLE Page No.

4.1 Gender wise Classification 32

4.2 Classification on the Basis Of Age 34

4.3 Classification on the Basis Of Education 36

4.4 Classification on the Basis Of Designation 38

4.5 Classification on the basis of sourcing of candidates 40

4.6 Classification on the basis of Fastest Mode Of Applying Job 42

4.7 Classification on the basis of Effective Way Than The Old Traditional

Method 44

4.8 Classification on the basis Cost saving 46

4.9 Classification on the basis of Reduction In Employee Turnover 48

4.10 Classification on the basis of Job Portals & Social Network More

Accessible 50

4.11 Classification on the basis of Qualified Candidate In Competitive Market 52

4.12 Classification on the basis of Organization Success 54

4.13

Classification on the basis of Impact Of E-Recruitment

56

4.14 Classification on the basis of Key Limiting Factor Of E-Recruitment 58

4.15 Classification Of Respondents On The Basis Of Preferred Over

Recruitment Website 60

4.16 Table showing the weighted average of factors effecting e-recruitment 62

4.17 Relationship between large pool of candidates and performance of the

organization 64

4.18 Relationship between corporate image and large pool of candidates 65

4.19 Relationship between time saving in e-recruitment and quality of the

candidate 67

List of Charts

S.No CHART TITLE Page No.

4.1 Gender wise Classification 33

4.2 Classification on the Basis Of Age 35

4.3 Classification on the Basis Of Education 37

4.4 Classification on the Basis Of Designation 39

4.5 Classification on the basis of sourcing of candidates 41

4.6 Classification on the basis of Fastest Mode Of Applying Job 43

4.7 Classification on the basis of Effective Way Than The Old Traditional

Method

45

4.8 Classification on the basis Cost saving 47

4.9 Classification on the basis of Reduction In Employee Turnover 49

4.10 Classification on the basis of Job Portals & Social Network More

Accessible 51

4.11 Classification on the basis of Qualified Candidate In Competitive

Market 53

4.12 Classification on the basis of Organization Success 55

4.13

Classification on the basis of Impact Of E-Recruitment

57

4.14 Classification on the basis of Key Limiting Factor Of E-Recruitment 59

CHAPTER 1

1.1 INTRODUCTION

Human Resources, or HR, consulting is a branch of management consulting that focuses on

the process of effectively utilizing personnel to obtain the goals of the organization. At its

best, HR consulting helps to develop a human resources model that addresses the specific

needs of the business in a manner that serves the best interests of both the company and the

employee work force. A professional and effective HR consultant will be able to advise

companies in a wide range of issues that can help the business to become a more productive

and unified company.

A wide range of skills are of use as part of the process of HR consulting. The HR consultant

may have a background in such disciplines as accounting and finance, legal matters as they

relate to personnel issues, health and benefit packages, and management education. A human

resources consultant may also hold credentials in the specific area of human resources.

HR consulting is of benefit to businesses of every size and description. Start-up companies

may require guidance in establishing policies and procedures that comply with applicable

laws as they relate to hiring and firing personnel. Small companies may find that calling in a

HR consultant to assist in taking a nascent program to a new level, such as developing

an employee handbook, will create many benefits in terms of productivity. HR consulting

may be of help to larger corporations in establishing grievance mediation processes or

evaluating the current size of the human resources team and making suggestions on how to

reorganize the department to best advantage.

Clients may choose to hire a HR consulting firm or consultant for a specific task or as a way

of enhancing the overall human resources function. The consultant or firm may contract to

address the specific issue and remain involved until the issue is fully resolved. In other

situations, the firm or consultant may contract with the client to revamp the entire HR effort,

devoting anywhere from three months to a year to the project.

The ultimate goal of HR consulting is to leave the client with a solid and fully efficient

human resources department. The department will have specific guidelines and procedures

that can adapt to any type of personnel issue and all employees assigned to the department

will have a clear understanding of their duties and responsibilities. When HR consulting is

fully successful at attaining these goals, the consultant becomes redundant and is no longer

needed in order for the company to competently deal with human resource issues.

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1.2 E-RECRUITMENT

Online recruitment is the process of matching people to appropriate jobs, using the Internet.

The most common form of online recruitment is the advertisement of job openings on job

sites and corporate sites. This may generate a lot of responses, but simply attracting large

numbers of potential candidates is only part of the online recruitment process. The real

benefit of online recruitment is apparent when recruiters streamline the recruitment process.

Online recruitment uses the power of the internet to match people to jobs. Fundamentally, it

is about advertising vacancies on either job sites or corporate websites. At this very basic

level it is particularly effective at getting a high level of response. While it may generate

hundreds more applications than traditional print advertising, simply attracting more

candidates is only part of the job.

The real strength and power of online recruitment, when done properly, lie in harnessing

internet technology to not just attract candidates but to deal with them too. In this sense it is

also about streamlining the recruitment process -so busy HR departments can give a better

recruitment service to their colleagues in finance, marketing, sales and manufacturing. Plus it

frees up more of their time for more value-added tasks.

A specialist software provider, such as HR Portal, can develop application programmes for

recruiters that will save time, effort and money. They can automate the pre-selection process

by setting 'killer questions' (that only the top candidates will answer correctly), profiling and

scoring, psychometric tests and automatic CV scans to look for key words such as

qualifications and experience.

FACTOR INFLUENCING E-RECRUITMENT

1. It's cost-effective

Placing job advertisements on the Internet is a lot cheaper than placing them in newspapers,

magazines and other media. Using social media like Facebook and Twitter can even make

publicising a position an essentially free exercise for companies, if it is linked to a Web site

on the company's Web site where candidates can view the job specs, input their CVs, apply

and follow up.

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2. Clear communications

Press insertions have word and space limits that can lead to unclear messages. On the

Internet, there is no word limitation and all relevant details can be expressed unambiguously.

In addition, the automated application process can immediately provide feedback to

candidates who are under-qualified or not suitable for the position.

3. Broader search, deeper pool

The Internet's virtually instantaneous global reach means companies have the advantage of

reaching a much broader pool of candidates, which increases the chances of finding the right

candidate. Candidates can also permit recruiters to keep their CVs on file, and even update

them from time to time. This means that recruiters have a deeper pool of candidates on which

to call for future positions.

4. Improved standardisation and compliance

The information provided by candidates is obtained in a standard, uniform format, which

facilitates easy comparison. This allows for more objective adjudication of candidates in

order to compile shortlists, and provides an auditable data trail, which assists with regulatory

compliance.

5. Faster time-to-appointment

Automating recruitment administration, like posting a job opening complete with all the

specifications on the Internet, takes only a few minutes. Delivery time and response time are

immediate. The prospective candidates can visit the company site, post their CVs and expect

responses through e-mails. As mentioned above, e-recruitment can also cut out all non-

appropriate candidates automatically, producing a shortlist within minutes, rather than days

of reading through 200 CVs.

BENEFITS OF E-RECRUITMENT

Online job exchanges are very commonly used for online recruiting. The advantage is that

applicants can upload their CVs and other documents quickly and easily, smaller online job

exchanges, online recruiters who advertise through the huge online portals no longer select

applicants personally but use computer programs instead.

● Cost efficient: Advertisements in internet when compared to newspaper, magazines, and

employment agencies is considerably cheap. As in the other sources continuously one has to

revise the advertisement, for example a company wanted their ad to appear on every Sunday

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for a month thus was suppose to pay for four advertisements. But for internet it is not

applicable.

● Time saving device: Time to deliver; to communicate is minimized by this. Response is

direct and immediate without any delay. Beforehand the postal services, fax was one way

communication and was time consuming. Phones provided two way communications but

resume management, communicating worldwide were not possible.

● Widens the search: In the era of globalization the reach cannot be restricted at one place.

It provides global reach that also within a fraction of second. Truly the process supports the

definition of recruitment by creating a vast pool of potential candidates.

● Provides clarity: Advertisements in employment news, other newspapers, magazines will

have word limit, thus sometimes is misinterpreted. For an example a company advertisement

announced vacancy for computer skilled person which was interpreted as MIS job which was

rather a job for computer skilled receptionist. The advertisement was not clear enough to

explain the full profile. In internet the word limitation is not there, the idea, opinion, profile

can be expressed as anyone like.

● Scope for better match: Information in detail is provided with clarity therefore suitable

candidate match is possible. The search is widened link with other websites are possible,

these attracts the candidates and after the job profile matches, the candidates apply.

● Standardization: The information of the candidates are collected in a standard format.

Beside collecting the data it also consolidates information received from various sources.

● Reservoir: It acts as the reservoir of information. From the job profile to candidate profile

is available along with past applicant data.

● Lessen paper work: As the data collection, filing, administrative work are done

electronically thus paper work or documentation has been lessened.

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MODERN TRENDS OF E-RECRUITMENT

● Speedy communication: Company and the prospective employee can communicate with

each other via the blogs. Thus blogs, podcasts, vodcasts are being considered a tool of e-

recruitment. No more the process can be blamed for being one way communication like

mails, faxes only being speedy as done electronically. Podcasts are the services of digital

media files. Vodcasts are the video podcasts.

● Candidate’s preference: History states that employers had the privilege to be selective in

hiring process, especially in screening resumes but were not always fair. Because of the time

constraint it was not possible to go through all the applications. Today the candidates can

choose their employers as not only the financial state is known to them but also the culture is

known. Applying for the Organization will no more be influenced only by the image.

● Search engine advertisement: Print ad is phasing out due the popularity of search engine

ads. Pay-per-click is not only convenient but also more attractive.

● RSS feed: Job boards are embracing RSS feed. Hot jobs, Google deserves special mention.

Google offers one to upload the jobs on Google Base even when one doesn’t have their own

site. RSS can be read using software “RSS reader”. It is a family of web feed formats use to

publish frequently updated works. Such as blog entries, news headlines in a standard format.

CRITERIA FOR EFFECTIVE E-RECRUITMENT

● The requirement for it is to benefit the selection procedure. Thus to make the process

effective, the Organizations should be concerned about various factors. Among them most

important are- Return on investment (ROI) should be calculated to compare the costs and

risks. It facilitates to evaluate benefits and to calculate the estimated return.

● Recruitment policy should be flexible and proactive, to adapt market changes. The

companies will have their own mix and match sources according their objective. The

guideline to be provided in the policy.

● Unemployment rate, labour turnover rate are considered. As the whole process depend on

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the availability of candidates in the market. For every post, position it is not viable to spend

too much of time. These rates will determine whether to be stringent or lenient.

● Impact of supplying compensation details to be considered. That is the wage, salary,

benefits, when disclosed on line then it should follow the legal norms. Chance for negotiation

will not be there. Compensation rate of the company not only reaches to the candidates but

will be known to all.

● Precautions to be taken for resume screening. Words that discriminates gender, age,

religion etc to be avoided. For an example, ‘recent’ college graduates only in an ad are not

preferable.

● Review the results periodically and also update regularly to achieve a better result.

Otherwise pool of candidates will remain static and will not serve the purpose.

● Organizations need to selective while choosing the sites. It refers to whether it is required

to be giving to the job search sites like www.monster.com or in their own site. When special

skill candidates are searched then generic job search sites to be avoided.

The most procuring and largest online job search engines are Shine.com, Naukri.com,

CareerBuilder.com, Monster.com, Hotjobs.com, Global job boards, which are widely known

to both the applicants and employers across the world.

1.3 Industry Profile

International Scenario:

Oscar Wilde was known to say that he had only one use for advice: to pass it on to someone

else. We have no way of knowing whether he meant tips from his consulting editors.

Seriously, though, well-informed guidance is a precious commodity for lesser mortals of

present day. Business people and organisations around the world now depend on the wise

counsel of expert consultants for their survival and growth.

Corporations don’t mind paying between $200 and $500 an hour for the deep insights that

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these experienced, knowledgeable, and innovative professionals offer.

But consulting as a profession or formal business didn’t formally come into being until the

late nineteenth century

True, the biblical kings had prophets and the Greeks had their oracles; Mauryan Emperor

Chandragupta had Chanakya, and Akbar had Birbal. Even the mafia had their consigliere. But

consulting took institutional shape only around the Industrial Revolution.

The first recognized consulting firm was established in 1890 by Arthur D. Little, and it

specialized in technology. In 1898, Coopers and Lybrand (today’s PricewaterhouseCoopers)

was set up for accounting consultancy. In 1914, Booz Allen Hamilton became the first

management consultancy to engage with both the government and the industry.

In the same year, 1914, Arthur A. Anderson founded an accounting practice that onced

employed the largest number of consultants. The Enron scandal pulled it down. But its

consulting division (now Accenture) was hived off before the implosion happened.

James O. McKinsey established McKinsey and Company, the first exclusive management

and strategy consultancy, in 1926. After the death of McKinsey in 1937 at the age of 48, his

associate, Marvin Bower, ran the firm. Bower boosted the professional status of consultants

by insisting on their using appropriate business language; it was he who started the practice

of hiring business-school graduates in place of established management consultants.

Consulting firms played a significant role during the Great Depression in the 1930s, when

companies sought their wisdom to put their troubles behind. Good times came again for

consultants during the end of World War II, when they were gratefully remembered for their

wartime assistance to the government.

After Cold War ended, when businesses began to look for opportunities overseas, they sought

the help of consulting firms to do well in the new market. The strategies the consulting firms

developed made their way to the curriculum of top business schools around the world. The

new MBAs paid them back when they started their careers and rose up the hierarchy: they

brought in more consultants.

However, consulting firms have had to face two major setbacks since 2000—the dotcom

crash (2000-02), when high-tech and dotcom companies were forced to let them go, and the

credit crisis (2009-11), when most Western governments, heavily under debt from trying to

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fund financial companies out of their troubles, were forced to cut down on their dependence

on consultants.

They have recovered, but not fully. The growth rate in the US is yet to pick up, the Arab

countries are still only recovering from the drop in oil prices, and the Chinese story has taken

a sombre turn. However, Indonesia, Singapore, Taiwan, and South Korea seem to be doing

well enough to contract consultants for many projects.

Despite its predicaments, the consulting industry, in 2014, recorded revenues of nearly $415

billion worldwide, from all types of consulting, including management and strategy

consulting, information technology, other technical and scientific fields, and human

resources. Of this, the US accounted for about $191 billion.

Accounting services brought in an additional $152 billion in that country in the same year.

According to Plunkett Research, global revenues from consulting will soon be around $449

billion. India’s consulting and outsourcing industry, put together, had revenues of $89 billion

in 2014.

Today, many of the old-warrior consulting firms still thrive, mainly providing management

and strategy advice, along with new and smart groups and independent consultants, providing

clear road maps for general business, information technology, accounting, marketing, and a

host of other functions. But they face tougher and more demanding clients, who insist on

proof of their efficacy in their operations and bottom lines.

Consultants have risen to the challenge. Instead of leaving town after handing in particularly

bulky reports, they are staying on and implementing their own recommendations. Not only

that: they are now prepared to become stakeholders in the businesses they are confident they

have improved.

Categories of consulting firms

Academics and industry experts categorise the best consulting companies and

consultants as:

1. The industry elite

The industry elite counsel the top management of mega corporations on business strategy,

and include Arthur D. Little, A. T. Kearney; Bain and Co, Booz-Allen and Hamilton, the

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Boston Consulting Group, Mercer Management Consulting, and Monitor and Co.

2. The Big Four

The Big Four provide strategy advice too, but they also focus on implementation, particularly

in the case of their IT clients. This group consists of Deloitte Consulting, Ernst and Young,

KPMG, and Pricewaterhouse Coopers.

3. Boutique firms

Boutique firms specialise in particular fields of consultancy. Examples are Oliver Wyman

(financial services), Gartner (research), MarketBridge (sales), and APM (healthcare).

4. IT specialists

IT specialists provide planning and implement projects related to computer systems,

telecommunications, and the Internet. They include IBM, Accenture, and the Big Four.

5. Human resource advisers

HR advisers offer solutions for employee management, compensation, and pension

programmes. Hewitt Associates, Mercer, the Hay Group, and Towers Perrin are among the

top firms.

6. Independents

Independents are experienced business management experts who are hired for their special

functional talent. Instead of hanging up their boots, they hang up their own shingles, very

profitably.

After a fulfilling career, many former executives use their resources to help out corporations

and smaller companies. They comprise about 45 percent of all consultants, and typically

work from their own small offices or even a spare room at home.

Types of Consulting Services

Consultants walk into offices and find new ways of doing things. They provide insights on

how to increase profits and how to reduce costs and debts, how to improve work flow and

how to bring in change where necessary, how to use technology to improve operations and

how to get the most out of their employees through training and benefits.

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Some of the services that consultant companies provide have found mention in the section

above on categories of firms. But here’s a list of services that are most sought after:

Management/strategy: Management consultants suggest and implement methods to improve

the strategies, operation efficiency, and policies of their clients.

Human resources: HR consultants help companies get the best from their workforce and help

ensure that employee benefits bring the results that management desires.

Technology: Technology consultants facilitate the integration of the latest technologies with

their clients’ businesses, lending a hand in the installation, maintenance, and management of

tech tools.

Marketing: Companies call in marketing consultancies to help promote and sell their products

to their target customers using state-of-the-art strategies.

Legal/accounting: Legal and accounting consultants well-versed in company and tax laws are

sought after by corporations to ensure compliance and to prepare their documents.

Media/public relations: Businesses are keen to present their best image to customers and

clients and use the services of media consultants. The advent of social media has made image

management a sensitive issue for which the knowledge and experience of media experts are

required.

Financial/investment: Investment consultants are aware of developments in the financial

world and can guide individuals and organizations in making good decisions on where to

place their funds. Consultants are also active in the fields of publishing, designing, public

policy, and careers, to name a few.

INDIAN SCENARIO

At the end of the Cold War, American and other Western corporations employed consultants

from Asian nations, including India, before venturing to explore these new markets.

In India, after the liberalization of the economy, consultants were hired by Indian companies

that wanted to expand their operations abroad. Now, Indian consultants, particularly those in

the IT world, are most sought after, not only in India but also by world powers, for

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developing their global businesses.

Today, TCS, Infosys, Wipro have offices all over the world, and they give US and European

consultancies a run for their money. Among other major IT consulting and outsourcing

companies in India are Tech Mahindra, HCL Technologies, Genpact, Mphasis, and Mindtree.

The Indian consulting story began in the 1990s when C. K. Birla requested McKinsey to

devise a turnaround project for Hindustan Motors. Soon, McKinsey opened an office in

Delhi, employing about 100 consultants.

According to an estimate, there are now over 10,000 big and small consulting firms in India,

6,000 of them in the four metros of Delhi, Mumbai, Chennai, and Kolkata.

According to the Associated Chambers of Commerce and Industry, the Indian consulting

industry is expected to record revenues of Rs. 27,000 crore by 2020. One estimate says that

between 500 and 600 high-value consulting contracts, worth $250 million to $300 million,

are awarded every year by Indian companies, including 30 or 40 projects worth over $2

million each.

As in many other sectors, low cost was the first major initial advantage of Indian consulting

companies and consultants. But their major clients and their partners abroad have found that

Indian consultants have other advantages, such as professionalism, industriousness,

willingness to learn, and adaptability to technology. Their competitors have started to view

them as worthy equals.

However, they suffer from shortcomings, too. Among them are poor brand equity, experience

in foreign markets, ability to maintain quality, and low level of R&D. But they can overcome

these difficulties and emerge more powerful in the global scenario if they adopt the best

practices in the industry and improve their knowledge resources and data warehousing.

Consultancy agencies offer services and guidance related to any area against payment. This is

primarily a particular type of service which is offered under a contract for services, separated

from other contracts by the nature of the work carried out like medical, legal and IT

consultancy. Nevertheless consulting firms have their specialized sectors that they render

services for considering the expertise and experience that this field commands.

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Types of Consultancy services:

There are several different types of consulting in the market namely Management Consulting;

Strategy Consulting; Human Resources Consulting; IT consulting; Corporate Finance &

Financial Advisory; Consultant Engineers; Marketing Consulting; Consulting in Politics and

the Public Sector; Real Estate Consulting. Each type has its own focus, knowledge, and

techniques.

Management Consulting: This service is specialized in offering companies and start-ups with

expertise in setup and development, operations, finance, economics, market analysis,

marketing, and branding. Management consultation can range from one consultant donning

many hats in a small scenario to a diverse team in a large one. A management consultant is

mainly aimed on developing strategies and fine-tuning them both for the requirements of the

business and the individual demands of the team.

Strategy Consulting: It is one of the core components of management consulting services. In

small- to mid-size scenarios, both the strategy consultant and the management consultant will

often be one in the same, while in large business scenarios, the management consultation

team will mostly include a specialized strategy consultant.

HR Consulting (Human Resources consulting): This is also a key component of management

consulting, but it has expanded into its own specialization to meet the more complex and

specialized businesses demands. There is a great deal of overlap between in the services

provided by firms specializing in HR consulting, IT consulting, and management consulting.

IT Consulting: It offers businesses with the tools essential to best leverage information

technology, as well as provide experience and advice. On behalf of the company, an IT

consultant will often implement, deploy, and administer IT systems.

Corporate Finance: With Corporate Finance Consulting, start-ups, small businesses and

public traded companies are able to achieve the perfect financing structure with the right

mixture of debt and equity.

Engineering Consulting: Provides value creating knowledge in different industries. Its main

areas include production as well as the construction sector. These industries account for a

major stake of the economy.

Marketing Consulting: Marketing consulting with its deep knowledge and a solid experience

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in how to plan an optimal marketing mix, help firms to sell their products and services.

Politics and Public Sector Consulting: In the recent years, consulting in Politics and the

Public sector has become an important market for consulting services.

Real Estate Consulting: Real Estate Consulting renders various services and assist in

acquiring and selling property. It also helps to develop Real Estate construction projects e.g.

specialized tenancy solutions.

Construction Consulting: Construction consulting is a specialized form of business

consultation, which concentrates on all forms of construction, most notably building

construction.

Government Consulting: Government consulting is a diverse form of consultation. Firms that

offer these types of consultation services are often highly specialized and focused as the

consulting required by governments is far more elaborate than the consulting demanded in

the business sector.

Governments also take advantage of consultation services, like for security and war-related

strategies, which are not required in the business world. The needs of a civil agency are much

different from the needs of a law enforcement agency.

Besides this, there are consulting firms who specialize in interfacing with governments

around the world and offer these services to businesses.

Governments also hire consulting firms to act as liaisons between them and businesses in the

private sector. Often government agencies have business contracts with these businesses.

Prime examples of these contracts are the defense contracts between manufacturers and a

country’s military.

TENDERSINFO also is an example of a consulting firm which operates within the public

procurement domain and offers bid consultancy services. Bid consultancy services are

offered to companies in order to assist them to bid successfully for Government Tenders and

Projects worldwide.

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1.4 Company Profile

Magnes an ISO 9000:2008 Certified organisation Incorporated in the year 2013is aimed

at emerging as the world’s best resource management company. The core business being

Recruitment, and also service their clients on their other HR outsourcing requirements.

The headquater in Madurai, the Temple city, is an end to end HR solution company

having its focus on Recruitment, Temporary staffing and HR solutions. Magnes is one of

the fastest growing HR consultants in India.

Magnes Services

Recruitment Solution

With over a decade’s experience in the HR industry, we are focused on identifying the

right manpower to support our clients at the right time. At Magnes, we concentrate on

recruitment operations to provide a high-quality professional recruitment service across

all markets we specialize.

We have fully integrated recruitment and selection processes which include detailed

assignment briefing and fully validated testing procedures such as psychometric

assessments and behavioral interview techniques. Extensive reference checking enables

us to select and refer only those candidates that ideally match our clients’ needs.

Magnes follows the 5S concept of Recruitment which is the reason behind the

6th S-Success.

STUDY - Magnes does an in-depth research study on client’s background and its

portfolio. It elaborately analyzes the recruitment requirements of each of its clients to

procure effective manpower.

SCOUT- Magnes follows time-tested methodologies to source profiles which include

Internal Database Search, Networking Sites, Advertisements, Job camps, Job Portals, and

References. Magnes has a set of well-experienced professionals to work exclusively on

these sourcing methods.

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SCREEN - Magnes validates each and every profile in its Database. We screen our

candidates by meeting them in person which helps us understand their profile better. This

understanding helps Magnes in processing the candidates whenever required.

SORT– Magnes has adequate knowledge to understand the client requirements and takes

massive efforts to validate the profiles accordingly. Magnes short lists only the matching

profiles for further processing.

SCHEDULE -Magnes is good at Client Anchoring and Key Client Management. We are

in continuous touch with our clients and candidates which helps us in scheduling

interviews at the right time and this approach results in better selection ratios.

Temporary staffing solutions

We provide end-to-end solutions in the temporary staffing space. Temp staffing is top

trending today because it helps improve:

Focus on core / critical activities

Can be adapted to the seasonal nature of businesses

Helps counter business uncertainties

Demand of scale up and scale down of businesses

Associate Edge:

First time job opportunity

Pathway for Temps to become Perm

Family insurance coverage

Timely payroll processing

Training & development as per need

Statutory Compliance

Service Offerings:

Recruitment Support / Migration

Systematic On-boarding and Induction

15

Payroll Management and Compliance

Employee Assessment

Associate Skill Enhancement / Training

HR solutions

Magnes is an Expert Training Partner for Institutions such as Engineering, Arts & Science

and Management.

Our core competencies are:

Ability to identify/understand the needs of employers across industry verticals.

Map out the skills and knowledge required to perform a job better and achieve greater

effectiveness.

Design, develop and deliver courses to address the gaps.

Processes we follow at campus training:

Assess the students’ capabilities and personality.

Customize the training module to suit the student.

Expose students to the requirements of employers.

Impart short-term intensive training programs that boost up their career &

employability skills.

Make them ready to land their dream job.

We help management students prepare for both their technical as well as personal

interviews by bringing in industry experts from the Finance, HR, Systems, Operations

and Marketing background. Magnes can also handle soft skills training for engineering

students, thus preparing them for successful placements.

Today’s students are stressed out with multiple focuses. We have experts in Psychology

who can train them on handling stress and overcoming the same perpetually.

16

Local Competitors for Magnes Management Consultants

RMR Manpower Consultancy

Insoll Consultancy Services

Samad Consultancy Services

Global Manpower Consultancy

TKS Solution

KC Solution

Vishwanathan’s HR Consultancy

Smart work consultants

17

CHAPTER 2

2.1 REVIEW OF LITERATURE

Schreyer & McCarter (1998) e-recruitment refers to “the recruitment process, including

placing job advertisements, receiving resumes, and building human resource database with

candidates and incumbents.”From the relevant literature, the words e-recruitment, online

recruitment, cyber recruiting, or Inter-net recruiting are synonymous. They imply the formal

sourcing of job information online (Ganalaki, 2002).

Hoffman (2001) defined e-recruitment as “The utilization of the Internet for candidate

sourcing, selection, communication and management throughout the recruitment process.

Hogler (1998) and HR Portal (2003) defines that, “employers can electronically advertise

jobs, scan and store resumes, conduct test, and contact qualified applicants by using the

power of the Internet to match people to jobs.”

Vidot (2000) defined that, “e-recruitment is the use of Internet to attract high quality

candidates; reiterate their company profile and branding and streamline application and

selection processes”.

Researchers and practitioners recognize that the online recruitment process is complex in

nature, mediated by organisational, legislative, social and political requirements and

expectations (Courtis,1994; Hinton et; 2000) with a multiple number of stages, activities and

characteristics (Barber,1998; Breaugh, 1992; Carlson, Connerley, and Mecham, 2002; Rynes,

1991). This complexity hasled to the criticism of research on the online recruitment that most

studies are too simplistic in nature when compared to real-life complexities (Rynes & Barber,

1990), particularly when the cost associated with recruitment are estimated at being

equivalent to one-third of a new hire‟s annual salary (Spencer, 1984; Taylor et al.; 1987).

The major criticism has been the attempt by researchers and practitioners to render the

participants, the people and organisations, as objects that are controllable and manageable

units when applied to rational and scientific methods 9Hinton et al.,2000).

Gatewood et al. (1993) acknowledged that online recruitment is a more complex concept that

is influenced by the job choice process of applicants in terms of the series of decisions made

about which jobs and organization to pursue for future employment. Undertaking good

quality online recruitment research is therefore important and something this study will do,

taking into account the applicant decision-making process.

18

In acknowledging the complexities of the online recruitment process, an overview of the five

key stages of the process was made by Breaugh and Starke‟s (2000) framework. These

research streams focus on investigating the relationships across the process stages that may

affect recruitment outcomes. The online recruitment streams are identified as recruiter

effects, administrative policies and procedures effects, and recruitment source effects.

If the company is doing a fine job at designing their employment offer and their website

page, it will attract more job seekers and the firm will be able to chose from a bigger pool of

applicants (Kerrin & Kettley, 2003). Furthermore, the better the image of the organization is,

the more job seekers will be drawn to the website and potentially apply

Another factor that determines how successful an enterprise can be when attracting potential

knowledge is the prominence of the corporate brand (Parry & Tyson, 2008)

A difficult decision to make for an enterprise is to attribute a budget for strategies such as e

recruitment tools implementation. This is especially true for SME since their investment and

financial possibilities are significantly more limited than those of larger companies (Kim &

O'Connor, 2009).

According to an IES study conducted in 2003, the high start-up and maintenance costs of

advanced e-recruitment integration can be afforded mostly by larger technology-driven

enterprises

Time, commitment and adequate staff are also important factors for a successful insertion

(Kerrin & Kettley, 2003). Altogether this means, that for an SME to turn towards Internet

technology for recruitment support is not only a strategic decision, but also a question of

financial capacity

Furthermore, with the integration of e-recruitment tools come certain risks. Indeed, the

implementation process should never be over; it requires constant development and the risks

of malfunctioning and technical issues at the beginning are considerable, because the system

is usually rather complex. This process needs time and adjustments, which bring further costs

to take into account (Kim & O'Connor, 2009).

Another serious issue that has been brought with the use of e-recruitment tools is the one of

the quantity and quality of the applications companies receive through those new channels.

Implications of e-recruitment in small and medium sized businesses 17 Whether a firm uses

19

job boards and/or their own website or e-recruitment system, the number of entering

applications may be extremely large and the problem turns toward selecting the ones that

present the best quality potential. In order to face the quantity issue, good and effective

selection tools are necessary. These, again, are to consider soon in the implementation

process, otherwise the HR staff will be quickly overloaded by the multitude of potential

candidates. And choosing such tools can be somehow complex, because there are numerous

possibilities (Bartram, 2000

Bringing online recruitment tools into a company can cause several changes within the

organization. Here are the most significant ones: the existing software to which the new

technology is added may be offline (Kim & O'Connor, 2009), the staff must be trained to deal

with the new methods and possible issues (Cappelli, 2001), and a cultural approach towards

the recruitment process has to be presented (Kerrin & Kettley, 2003). As Cappelli (2001)

says: “the adoption of e-recruitment is about more than just technology.” By that he meant

that not only the technical capabilities and knowledge of a company have to revised and

deepened, but also the workforce. For instance, companies should train HR staff to deal with

Internet communication issues, or provide educated staff to support the employees during the

transition (Holm, 2012; Kim & O'Connor, 2009)

online posting has made work conditions and information relatively more available. This

means that individuals can compare their work situation to other similar ones. This, in turn,

can lead to companies fearing to loose some of their employees and having their competitors

hiring them from the organization (Singh & Narang, 2008). On the other hand, a worker can

be concerned about his employer hiring him away or replacing him with a better-suited

candidate, which then further increases his propensity to leave. Such worries can deter a

firm’s working atmosphere and relationships between staff and head management (Cappelli,

2001)

E-recruitment has additionally brought another legal and social issue. There is a possibility

that online recruiting may discriminate some categories of applicants. This is especially true

for enterprises using selection tools on top of recruiting tools with their HR system. For

instance, if a company uses psychometric tests, minorities in terms of ethnic affiliation,

competences and mental abilities could be rejected because of the limited number of profiles

the tests utilize (Dhamija, 2012; Cappelli, 2001). Some also argue that e-recruitment

20

discriminates lower skilled individuals, because of their potentially lower interest in online

search (Kinder, 2000)

Kumar & Pandya (2012) said that, in the case of a HRIS (Human Resource Information

System), it is proven that with such integration development, both the administrative load of

work and the costs for the recruiting activities are significantly reduced. Kumar & Pandya

(2012) also claim that an HRIS decreases the need for HR staff

The most obvious advantages would certainly be the time and cost savings they generate

(Kim & O'Connor, 2009). Indeed, the duration of the whole recruitment process is

considerably cut down, thanks to the faster exchanges of information. Applications are sent

within seconds thanks to the Internet, by addressing it directly to the recruiter’s e-mail

address or by using a job portal as an intermediary, for instance. Same with the answer of the

recruiter and further exchanges; this saves time to both the recruiter and the applicant.

Moreover, the cost of electronic job posting is usually lower than the one of printed media,

employment agencies, headhunters and other traditional recruitment means (Malinowski,

Keim, & Weitzel, 2005). However, the posting of job offers on job boards can be expensive;

most of them charge considerable amounts for the posting of an employment advertisement.

Nevertheless, as it will be discussed later on in this paper, the effectiveness of this e-

recruitment mean is ordinarily worth the fee

Another significant advantage is the one of diminishing the administrative burden of the HR

department (Kerrin & Kettley, 2003). Since part of the e-recruitment can be automated by

integrating tools to the corporate information system, some tasks will be automated and

therefore reducing significantly the bureaucratic load of work – which, in addition, also saves

time (Malinowski, Keim, & Weitzel, 2005)

Mencken & Winfield (1998) explored the advantages and disadvantages of informal and

formal recruiting practices in external labour markets. The authors found that quality was a

strong motivator than cost for informal recruiting. The findings from the regression analysis

also demonstrated that the quality of applicants was more salient for hiring managers in the

private sector.

Vinky Sharma, JBS, JIIT, Feb’2011 8 Smith (1999) had worked upon e-recruitment where he

had tried to conceptualise that internet helps employer’s better target prospective employees.

21

The author mentioned that the career web, which small companies may consider expensive,

could still be less costly than multiple newspaper ads [95].

Galanaki (2002) had conducted a descriptive study on the decision to recruit online, involving

99 UK IT companies whose shares were traded in London stock exchange. A survey was

carried out, in the form of a postal questionnaire, followed by an interview to which 34

companies replied. The author found that internet agencies provide the company with fewer

but substantially better applicants than traditional recruitment agencies [33].

A study conducted by Connerley, Carlson, & Mecham (2003) on the evidence of differences

in applicant pool quality addressed the research need by examining the attraction outcome of

firms competing head-to-head for recruits for similar positions. Results of an analysis suggest

that applicant quality can vary substantially within and across job families [24].

A research by Matthews (2006) on the recruitment of law students by the United States

Internal Revenue Service described how by moving up the start data of its campus

recruitment efforts it was able to fill jobs more easily and with better quality individuals

According to the Pew Internet Research reported by NAS insights (2006), about 72 per cent

of American adults were online. That translated to over 145 million people. This was a wide

audience, and the Internet proved to be an integral part of employee recruitment because

there was no faster, simpler, or more cost effective way to reach thousands of qualified

candidates. In fact, 44 per cent of online Americans were looking for information about a job.

The Internet allowed HR Managers to reach these candidates 24 hours a day, 7 days a week

22

2.2 Need for the study

Effectiveness of Online Recruitment in the perspective of the employees of the company,

Senior managers. A general analysis of how useful e-recruitment is for the appropriate

placement enhancing the productivity of a firm. E-recruitment is a paradigm shift from a

general HR recruitment process. The purpose of the study is to analyse the existing system

and to suggest suitable measures and recommendations for the improvement of the system.

23

2.3 OBJECTIVES

To study the E-Recruitment process in Magnes Management Consultants.

To anlysing the Factor influencing the effectiveness of E-Recruitment.

To offer the suggession based on the study.

24

2.4 Scope of the study

This study aims at assessing employees’ opinion on of e-recruitment, to find out the

effectiveness e-recruitment at Magnes Management Consultants. This study measure the

factors like Cost, time, deeper pool, efficient candidates.

25

2.5 LIMITATIONS

The study is timebound, and may not be applicable after the passage of time.

The organization follows other source of recruitment.

26

CHAPTER 3

3.1 RESEARCH METHODOLOGY

Research is the systematic investigation into and study of materials and sources in order to

establish facts and reach new conclusions. Its purpose is to find answer to question through

the applicants of scientific method .It pursuit of the track with the help of the study and

observation.

3.2 Research design

It is a framework or blueprint for conducting a research project. It details the procedures

necessary for attaining the information needed to structure and/or solving research problem.

In this study “descriptive research” design is adopted.

Descriptive research

Descriptive research is conclusive in nature. This means that descriptive research gathers

quantifiable information that can be used for statistical inference on the target audience

through data analysis. As a consequence this type of research takes the form of closed-ended

questions, which limits its ability to provide unique insights. This method is used to reveal

and measure the strength of a target group’s opinion, attitude, or behaviour with regards to a

given subject.

Justification

It is adopted to obtain the views, ideas and limiting factors faced by Recruiters

3.3 METHODS OF DATA COLLECTION

There are two sources of data. Primary data collection uses surveys, experiments or direct

observations. Secondary data collection means collecting information from a diverse source

of documents or electronically stored information.

27

Primary Data

Data observed or collected directly from first-hand experience is called primary data. A

primary data required for this study was collected through a set of standard questionnaire.

Secondary Data

Published data and the data collected in the past or other party is called secondary data.

Secondary data was collected through various magazines, journals and internet.

Census Method

Census and sampling though both serve the purpose of providing data and information about

a population. In Census, entire population is taken into account and as such it is most

accurate. It is obvious that when whole population is taken into account, data collection is

called Census Method.

Justification

The data are collected from the all recruiters in the Magnes management consultants. The

total number of recruiter in the concern is 30.

3.4 TOOLS USED FOR ANALYSIS

i) Percentage analysis method

ii) Garrett Ranking

iii) Correlation

iv) Regression

v) Chi-square

vi) Weighted Average

I) Percentage Analysis

Percentages are often used in data presentation for they simplify numbers, reducing

all of them to a 0 to 100 range. Though the use of percentages, the data are reduced in the

standard form with base equal to 100 which fact facilitates relative comparisons.

28

Formula:

Individual respondents

Percentage = ———————————— X 100

Total number of respondents

II) GARRETT RANKING TECHNIQUE:

Garrett Ranking technique has been used to rank the preferences given by the

respondents regarding bond deposit. In order to merit the ranks assigned by the respondents

were converted into scores by using Garrett Ranking Technique. The percentage position of

each rank was found by using the following formula

100( Rij – 0.5 )

Percent position = ————————

Nij

Where,

Rij = rank given for the variables by the jth respondents.

Nij = number of variable ranked by the jth respondents.

The percentage position of each rank thus obtained is converted into scores by

referring to the table given by Henry Garrett. Then for each factors the scores of individual

respondents are added together and divided by the total number of respondents to arrive at the

mean scores. The mean scores thus obtained from each factor were arranged in the

descending order.

29

III) Correlation

In probability theory and statistics, correlation also called correlation coefficient,

indicates the strength and direction of a linear relationship between two variables, in general

statistical as age correlation (or) correlation to the departure of two variables.

Formula:

R = N∑ xy - (∑ x) (∑ y)/ √ N ∑x2 – (∑x)2 * √N ∑y2 - (∑y)2

IV) Regression

A statistical measure that attempts to determine the strength of the relationship

between one dependent variable (usually denoted by Y) and a series of other changing

variables (known as independent variables). Regression uses one independent variable to

explain and/or predict the outcome of Y.

Formula: Y = a + bX

Where:

Y= the variable that we are trying to predict

X= the variable that we are using to predict Y

V) Chi-square

A chi-square test is any statistical hypothesis test in which the sampling distribution of

the test statistic is a chi-square distribution when the null hypothesis is true, or any in which

this is asymptotically true.

Formula:

X2= (O - E) 2/E

Where O is the Observed Frequency in each category

E is the Expected Frequency in the corresponding category

df is the "degree of freedom" (n-1)

X2 is Chi Square.

30

VI) Weighted Average Method

It can be defined as an average whose component items are multiplied by certain

values (weights) and the aggregate of the products are divided by the total of weight

Formula

X = ∑WX /∑W

31

CHAPTER 4

ANALYSIS AND INTERPRETATION

TABLE 4.1

GENDER WISE CLASSIFICATION

Source: Primary Data

INERENCE

From Table 4.1, it is inferred that out of 30 respondents 30% of the respondents

are male, 70 % of the respondents are female.

Gender No of respondents Frequency

Male 9 30

Female 21 70

Total 30 100

32

CHART 4.1

GENDER WISE CLASSIFICATION

Male Female

30%

70%

Gender

33

TABLE 4.2

CLASSIFICATION ON THE BASIS OF AGE

Source: Primary Data

INFERENCE

From Table 4.2, it is inferred that out of 30 respondents 46.6% of the respondents are

of age 20-25, 40 % of the respondents are 25-30, 6.7% of them are 30-35, 3.3% of them

belonged to 35-40 age group and 3.3% of them are above 40 years of age.

Age No of respondents Frequency

20-25 14 46.6

25-30 12 40

30-35 2 6.7

35-40 1 3.3

Above 40 1 3.3

Total 30 100

34

CHART 4.2

CLASSIFICATION ON THE BASIS OF AGE

20-25 25-30 30-35 35-40 Above 40

46.6%40%

6.7%3.3% 3.3%

Age

Frequency

35

TABLE 4.3

CLASSIFICATION ON THE BASIS OF EDUCATION

Source: Primary Data

INFERENCE

From Table 4.3 it is observed that 26.7% of the respondents has completed their UG,

73.3% are post graduates.

Education No of respondents FREQUENCY

School

Diploma

UG 8 26.7

PG 22 73.3

PH.D

Total 30 100

36

CHART 4.3

CLASSIFICATION ON THE BASIS OF EDUCATION

26.7%

73.3%

School Diploma UG PG PH.D

Education

FREQUENCY

37

TABLE 4.4

CLASSIFICATION ON THE BASIS OF DESIGNATION

Source: Primary Data

INFERENCE

From Table 4.4 it is observed that 76.7% of the respondents are Executive, 16.7% ,

6.6%, are Team Leader and Manager respectively.

Occupation No of respondents Frequency

Executive 23 76.7

Team Leader 5 16.7

Manager 2 6.6

Tellecaller

Admin

Total 30 100

38

CHART 4.4

CLASSIFICATION ON THE BASIS OF DESIGNATION

77%

17%

6%

Designation

Executive

TL

Manager

Tellecaller

Admin

39

TABLE 4.5

CLASSIFICATION ON THE BASIS OF SOURCING OF CANDIDATES

Source: Primary Data

INFERENCE

From Table 4.5 it is found that 43.3 % of the candidates are sourced from Job portals,

6.7% of the candidates are sourced from Employee referrals, 50% of the candidates sourced

by Job portals, Employee referrals and Social network.

Websiets No of respondents Frequency

Job Portals 13 43.3

E’ee Referrals 2 6.7

Social Network

All the above 15 50

Others

Total 30 100

40

CHART 4.5

CLASSIFICATION ON THE BASIS SOURCING OF CANDIDATES

43.3%

6.7

50%

Job Portals E'ee referrals Socila network All the above Others

Sourcing of Candidates

Frequency

41

TABLE 4.6

CLASSIFICATION ON THE BASIS OF THE FASTEST MODE OF APPLYING

JOB

Source: Primary Data

INFERENCE

From Table 4.6 it is found that 20% of the recruiters strongly agreed, 60% agreed, and

20% neutrally said that online recruitment is the fastest mode for applying job.

Opinion No of respondents Frequency

Strongly agree 6 20

Agree 18 60

Neutral 6 20

Disagree

Strongly Disagree

Total 30 100

42

CHART 4.6

CLASSIFICATION ON THE BASIS OF THE FASTEST MODE OF APPLYING

JOB

Strongly agree

Agree

Neutral

Disagree

Strongly Disagree

20%

60%

20%

Fastest mode of applying job

Frequency

43

TABLE 4.7

CLASSIFICATION ON THE BASIS OF E-RECRUITMENT COST SAVING

ACTIVITY FOR ORGANISATION

Opinion No. of Respondents Frequency

Strongly agree 7 23.3

Agree 18 60

Neutral 5 16.7

Disagree

Strongly

Disagree

Total 30 100

Source: Primary Data

INFERENCE

From Table 4.7 it is found that 23.3% of the recruiters strongly agreed and 60% agreed

and 16.7% of them fairly agreed that e-recruitment is the cost saving activity for the

organization.

44

CHART 4.7

CLASSIFICATION ON THE BASIS OF E-RECRUITMENT COST SAVING

ACTIVITY FOR ORGANISATION

23%

60%

17%

Cost saving Activity

Strongly agree Agree Neutral Disagree Strongly Disagree

45

TABLE 4.8

CLASSIFICATION ON THE BASIS OF REDUCTION IN RECRUITMENT

COST

Opinion No. of Respondents Frequency

Strongly agree 12 40

Agree 15 50

Neutral 3 10

Disagree

Strongly

Disagree

Total 30 100

Source: Primary Data

INFERENCE

From Table 4.8 it is found that 40% of the respondents strongly agreed and 50% agreed

and 10% of them fairly agreed that e-recruitment reduce the recruitment cost.

46

CHART 4.8

CLASSIFICATION ON THE BASIS OF REDUCTION IN RECRUITMENT

COST

Stronglyagree

Agree Neutral Disagree StronglyDisagree

40%

50%

10%

Reduction in recruitment cost

Series1

47

TABLE 4.9

CLASSIFICATION ON THE BASIS OF REDUCTION IN EMPLOYEE

TURNOVER

Opinion No. of Respondents Frequency

Strongly agree 4 13.3

Agree 6 20

Neutral 19 63.3

Disagree 1 3.3

Strongly Disagree

Total 30 100

Source: Primary Data

INFERENCE

From Table 4.9 it is found that 13.3% of the respondents strongly agreed, 20% agreed,

63.3% fairly agreed and 3.3% disagreed that e-recruitment leads to reduction in employee

turnover.

48

CHART 4.9

CLASSIFICATION ON THE BASIS OF REDUCTION IN EMPLOYEE

TURNOVER

13%

20%

64%

3%

Reduction in E'ee Turnover

Strongly agree Agree Neutral Disagree Strongly Disagree

49

TABLE 4.10

CLASSIFICATION ON THE BASIS OF JOB PORTALS & SOCIAL NETWORK

MORE ACCESSIBLE

Source: Primary Data

INFERENCE

From Table 4.10 it is found that 63.3% of the recruiters strongly agreed and 36.7%

agreed that job portals and Social networking site more accessible for the candidates.

.

Opinion No of respondents Frequency

Strongly agree 19 63.3

Agree 11 36.7

Neutral

Disagree

Strongly Disagree

Total 30 100

50

CHART 4.10

CLASSIFICATION ON THE BASIS OF JOB PORTALS & SOCIAL NETWORK

MORE ACCESSIBLE

Stronglyagree

Agree Neutral Disagree StronglyDisagree

63.3%

36.7%

Jobprotals and social networking Accessible for candidates

Frequency

51

TABLE 4.11

CLASSIFICATION ON THE BASIS OF QUALIFIED CANDIDATE IN

COMPETITIVE MARKET

Source: Primary Data

INFERENCE

From Table 4.11 it is found that 7% of the recruiter strongly agreed, 27% agreed and

46% of them neutrally said the e-recruitment give the quality candidate in the competitive

market and 20% disagreed about the quality candidate.

.

Opinion No of respondents Frequency

Strongly agree 2 7

Agree 8 27

Neutral 14 46

Disagree 6 20

Strongly Disagree

Total 30 100

52

CHART 4.11

CLASSIFICATION ON THE BASIS OF QUALIFIED CANDIDATE IN

COMPETITIVE MARKET

7%

27%

46%

20%

Frequency

Strongly agree

Agree

Neutral

Disagree

Strongly Disagree

53

TABLE 4.12

CLASSIFICATION ON THE BASIS OF FOR ORGANIZATION SUCCESS

Source: Primary Data

INFERENCE

From table 4.12 it is found that 10% of the recruiter strongly agreed, 13% agreed and

46.7% of them neutrally said the e-recruitment helps the success of the organization.

.

Opinion No of respondents Frequency

Strongly agree 3 10

Agree 13 43.3

Neutral 14 46.7

Disagree

Strongly Disagree

Total 30 100

54

CHART 4.12

CLASSIFICATION ON THE BASIS OF FOR ORGANIZATION SUCCESS

0

10

20

30

40

50

Stronglyagree

Agree Neutral Disagree StronglyDisagree

Organisatin Success

Frequency

55

TABLE 4.13

CLASSIFICATION ON THE BASIS OF IMPACT OF E-RECRUITMENT

Source: Primary Data

INFERENCE

From table 4.13 it is found that 46.7% of the recruiters agreed that impact of e-

recruitment are No. Of successful candidates, Cost per hire, time taken to close position,

Candidates and employer satisfaction and 30% of the recruiter said that candidate and

Employer satisfaction

.

Impacts No of respondents Frequency

No. of Successful

candidates

7 23.3

Cost per hire

Time taken to close

position

Candidate& E'er

satisfaction

9 30

All the above 14 46.7

Total 30 100

56

CHART 4.13

CLASSIFICATION ON THE BASIS OF IMPACT OF E-RECRUITMENT

No.ofSuccessfulcandidates

Cost/hire Time takento closeposition

Candidate&E'er

satisaction

All theabove

23.330

46.7

Impact of E-recruitment

Frequency

57

TABLE 4.14

CLASSIFICATION ON THE BASIS OF KEY LIMITING FACTOR OF E-

RECRUITMENT

Source: Primary Data

INFERENCE

From Table 4.14 it is found that the Key limiting factor are CV over flow, 20% is due to

cultural approach, 10% said Commitment of senior management and 2% said that due to

internet usage.

.

Limiting Factors No of respondents Frequency

Cultural Approach 6 20

Lack of Knowledge

Internet Usage 2 6.7

CV over flow 19 63.3

Commitment of

senior mgt

3 10

Total 30 100

58

CHART 4.14

CLASSIFICATION ON THE BASIS OF KEY LIMITING FACTOR OF E-

RECRUITMENT

20%

7%

63%

10%

Key limiting factor of e-recruitment

Cultural approach lack of knowledge

Internet usage CV over flow

Commitment of senior mgt.

59

4.15 CLASSIFICATION OF RESPONDENTS ON THE BASIS OF PREFERED OVER

RECRUITMENT WEBSITE

The statistical tool Garrett ranking is applied to analyze the preferred online recruitment

website type. The table: 4.15 shows, the rank assigned by the respondents for the most

preferred type.

S.No Particulars Total Score Rank Percentage

1 Naukri 2078 I 27.4

2 Shine 1947 II 25.7

3 Magnes Jobs 1510 III 19.9

4 Monster 930 V 12.3

5 LinkedIn 1095 IV 14.48

Source: Primary data

INFERENCE

Table (4.15) defined that the respondents has given the first rank to Naukri, second

rank and third rank had been given Shine, Magnes Jobs and fourth, fifth to LinkedIn and

Monster respectively.

60

CHART 4.15

CLASSIFICATION OF RESPONDENTS ON THE BASIS OF PREFERED OVER

RECRUITMENT WEBSITE

27.425.7

19.9

12.314.48

Naukri Shine Magnes Jobs Monster LinkedIn

Percentage

61

TABLE 4.16

TABLE SHOWING THE WEIGHTED AVERAGE OF FACTORS INFLUENCING

E-RECRUITMENT

Factors

influencing E-

Recruitment

Strongly

Agree

(5)

Agree

(4)

Neutral

(3)

Disagree

(2)

Strongly

Disagree

(1)

WX WX/W Rank

Qualified

Candidate 4 19 7 0 0 117 7.8 III

Cost saving than

news paper Ads 7 18 5 0 0 122 8.1 II

Reduction of

recruitment cost 12 15 3 0 0 129 8.6 I

Time saving in

collecting the

quality of resume

3 19 8 0 0 115 7.6 IV

Increase the

performance of the

organization

5 14 11 0 0 114 7.7 V

Reduction in

employment turn

over

4 16 9 1 0 113 7.5 VI

62

From the above table it can be inferred as following

Rank Factors influencing E-Recruitment

1 Reduction in recruitment cost

2 Cost saving than news paper Ads

3 Qualified Candidates

4 Timesaving in collecting the quality of resume

5 Increase in performance of the organization

6 Reduction in employment turnover

INFERENCE

From the above table it is inferred that the highest ranked factor influencing e-recruitment is

Reduction in Recruitment cost and Reduction in employment turnover ranked 6th .

63

CORRELATION

Correlation between large pool of candidates through e-recruitment and

performance of the organization

H0 = there is no relationship between large pool of candidate and performance of the

organization

H1= there is relationship between large pool of candidate and performance of the organization

TABLE 4.17

Large Pool of

candidates

Performance of the

organization

Large Pool of

candidates

Pearson

correlation

Significance

N

1.00

30

.27

.152

30

Performance of the

organisation

Pearson

correlation

Significance

N

.27

.152

30

1.00

30

INFERRENCE:

The above table shows that correlation between large pool of candidates through e-

recruitment and performance of the organization about e-recruitment system. The coefficient

of correlation value is -.27 and sig value (2 tailed) is 0.152. Since the value of P is greater than

0.05 (0.152 > 0.05) therefore we accept the null hypothesis and conclude that no relationship

between large pool of candidate and performance of the organization.

.

64

REGRESSION

Comparison between corporate image for e-recruitment and the large pool of

candidates collected through e-recruitment

• Ho – There is no relationship between corporate image for e-recruitment and the

large pool of candidates collected through e-recruitment

• H1 - There is relationship between corporate image for e-recruitment and the

large pool of candidates collected through e-recruitment

TABLE 4.18

Model Summary

Model R R Square Adjusted R Square

Std. Error of the

Estimate

1 0.02 .000016 -.04 .73

a. Predictors: (Constant), Corporate image

ANOVAb

Model

Sum of

Squares df Mean Square F Sig.

1 Regression 0.00 1 .00 0.01 .928

Residual 14.96 28 .53

Total 14.97 29

a. Predictors: (Constant), Corporate

image

b. Dependent Variable: Large pool of candidates

•

65

Model

Unstandardized

Coefficients

Standardized

Coefficients

t Sig. B Std. Error Beta

(Constant) 1.94 .37 .00 5.25 .000

Corporate

Image 0.01 .15 .02 .09 .928

a. Dependent Variable: Better to avoid sarcastic remarks

INFERENCE

Since the value of P is greater than 0.05 (0.928 > 0.05) therefore the null hypothesis is

accepted and conclude that there is no significant relationship between Corporate Image and

large pool of candidates collected through e-recruitment.

66

CHI-SQUARE TEST

Comparison between time saving to collect quality resume and the Quality

of the candidate

Ho – There is no relationship between time saving to collect quality resume and the Quality

of the candidate

H1 - There is relationship between time saving to collect quality resume and the Quality of

the candidate

Significance level is 0.05

Test Statistics:

Table 4.19

Statistics Value DF Significance Pearson Chi square

between time saving

to collect quality

resume and the

Quality of the

candidate

2.28

4

0.684

Inference:

Since the P-value (0.684) is greater than the significance level (0.05), we cannot accept the

null hypothesis. Thus, we conclude that there is a relationship between time saving to collect

quality resume and the Quality of the candidate

67

CHAPTER-5

5.1 FINDINGS

It is found that 70% of the respondents are female.

It is observed that 46.7% of the respondents fall under age category 20-25.

It is found that 73.3% of the respondents had completed their PG.

76% of the respondents are Executives.

It is noted that 50% of the respondents are sourcing through Job portals, Social network,

and Employee referrals.

It is found that 46.7 % of the respondents agreed that e-recruitment effective than old

traditional method.

40% of the respondents agreed that e-recruitment support the qualified candidate in the

organization.

60% agreed that online recruitment is cost saving activity.

50% of the respondents agreed that e-recruitment reduce recruitment cost.

63.3% of the respondents fairly agreed that e-recruitment leads to reduction in employee

turnover.

It is found that 63.3% strongly agreed that applying through job portal and Social website

more accessible for the candidates.

It is observed, 46.7% of the respondents neutrally agreed that e-recruitment give qualified

candidate in the competitive market.

It is inferred, 46.3% of the respondents neutrally agreed that organization get success

through e-recruitment.

68

It is found that 46.7% of the respondents agreed that no. of successful candidates, cost per

hire, time taken to close position and candidate and employer satisfaction are the impact

of e-recruitment.

It is observed that 63.3% of the Key limiting factors of e-recruitment are CV over flow;

especially those not match with job profile.

The recruiters give first rank to naukri for preference over e-recruitment website.

From the weighted average it shows that first rank for reduction in recruiting cost and

least to reduction in employee turnover.

There is no relationship between large pool of candidate and performance of the

organization.

There is positive regression between the corporate image and the large pool of candidates.

It is inferred that there is a relationship between time saving to collect the resume and

quality of the candidate

69

5.2 SUGGESTIONS

Based on the above findings the researcher recommends that:

Monthly analysis of this process be made like how genuine are the profile, how many

candidates have been placed.

E-recruitment multiple level of security to avoid duplication, and genuine profiles.

Very secured online chat is advisable for the recruiters and the candidates for handling

enquiries.

70

5.3CONCLUSION

.

The study was conducted to kow the effectiveness of e-recruitment or online recruitment.

Specifically, the study aimed to determine the extent of recruitment done through the

electronic medium, to identify the services and operation of major job portals. This project

can go for further research on the perception of candidates.

71

REFERENCES

http://majidmehmood5.blogspot.in/2013/06/questionnaire.html

http://www.slideshare.net/sandeepmudgal/e-recruitment-and-selection-process-of-hal-

infotech

http://www.iese.edu/research/pdfs/DI-0439-E.pdf

https://diuf.unifr.ch/main/is/sites/diuf.unifr.ch.main.is/files/documents/student-

projects/S-2014_Celine_Deillon_0.pdf

http://www.researchersworld.com/vol3/issue3/vol3_issue3_2/Paper_05.pdf

http://www.ijaiem.org/Volume3Issue11/IJAIEM-2014-11-07-17.pdf

https://books.google.co.in/books?id=jVgGAQAAQBAJ&pg=PA401&lpg=PA401&dq=A

pplicant+preferences+for+Web-

based+versus+traditional+job+postings&source=bl&ots=hHPRK6fuwz&sig=Pm4zeXe5

V-

zmLWvXVQaW9WcSsIA&hl=en&sa=X&ved=0ahUKEwi0_6fypfnJAhUBkY4KHTB

WCLAQ6AEIRTAI#v=onepage&q=Applicant%20preferences%20for%20Web-

based%20versus%20traditional%20job%20postings&f=false

http://www.jiit.ac.in/uploads/Synopsis%20-%20Vinky%20Sharma.pdf

72

ANNEXURE

A study on E-Recruitment in HR with special reference to Magnes HR

Consultants

1. Name:

2. Age: 20-25 25-30 30-35 35-40 Above 40

3. Gender: Male Female

4. Qualification: School Diploma UG PG Ph.D

5. Designation: Executive TL Manager Tele caller Admin

6. How the candidates are mostly sourced from?

Job portals Employee referrals Social media

All the above Any other Please sepcify

7. Rank the recruitment website according to the

Naukri

Shine

Magnes jobs

Linkedin

Monster

8. Do you agree that e-recruitment is the fastest mode is to apply for job?

Strongly Agree Agree Neutral Disagree Strongly disagree

9. Do you think that E-Recruitment is an effective way to gather quality resumes than

the old traditional method of gathering?

Strongly Agree Agree Neutral Disagree Strongly disagree

73

10. Do you agree that E-Recruitment supports in bringing better qualified

candidates in an organization?

Strongly Agree Agree Neutral Disagree Strongly disagree

11. Do you agree that large pool of candidates can be collected through e-recruitment?

Strongly Agree Agree Neutral Disagree Strongly disagree.

12. Do you agree that posting of jobs online is cost saving activity for the organization

instead of advertising in the newspaper?

Strongly Agree Agree Neutral Disagree Strongly disagree

13. Do you agree that E-Recruitment reduces the Recruitment and Selection cost?

Strongly Agree Agree Neutral Disagree Strongly disagree

14. Do you agree that E-Recruitment saves time in collecting quantity of Resumes?

Strongly Agree Agree Neutral Disagree Strongly disagree

15. Do you agree that qualified candidate hired through E-Recruitment increases the

performance of an organization?

Strongly Agree Agree Neutral Disagree Strongly disagree

16. Do you agree that qualified candidate recruited through E-Recruitment leads to

the reduction in employee turnover?

Strongly Agree Agree Neutral Disagree Strongly disagree

17. Do you agree that applying through job portals and social networking sites is more

accessible to the candidates?

Strongly Agree Agree Neutral Disagree Strongly disagree

74

18. Do you agree that in the competitive market E-Recruitment helps in recruiting

qualified candidate?

Strongly Agree Agree Neutral Disagree Strongly disagree

19. Do you agree that E-Recruitment plays an important role in organization success?

Strongly Agree Agree Neutral Disagree Strongly disagree

20. Do you agree that corporate image is the reason for preferring E-Recruitment by

the company

Strongly Agree Agree Neutral Disagree Strongly disagree

21. Which are the following measures is mostly used to evaluate the impact of E-

recruitment?

Number of successful applicants

Cost per hire

Time taken to close position

Candidate satisfaction

Employer satisfaction

22. According to you the key limiting factor to e-recruitment is:

Cultural approach towards the organisation towards recruitment

Lack of knowledge about e- recruitment

Internet usage by target audience

CV over flow, especially those not match with job profile

75