Analysis of recruitment and selection process

ANALYSIS OF RECRUITMENT AND SECTION PROCESS

AT CONSULTANCY LEVEL FOR 3 IT CLIENTS

Submitted by

Kanithra Krishnan

(PGDM/WE 12)

In partial fulfilment for the award of the degree of

POST GRADUATE DIPLOMA IN MANAGEMENT

INSTITUTE FOR FINANCIAL MANAGEMENT AND RESEARCH

24. Kothari Road, Nungambakkam, Chennai - 600 034

TO WHOMSOEVER IT MAY CONCERN

This is to certify that Ms. Kanithra Krishnan (WE/PGDM 12) student of post graduate diploma in management

(PGDM) from the Institute for financial management and research, Chennai has completed her 3months project

Work in Human resource department of our organization.

During these period her character and conduct was good.

We wish her all the best in her future endeavors.

RS HR Team Solution Pvt Ltd,

Regional Manager

ACKNOWLEDGEMENT

At the outset I would like to thank the organization, “RS HR Team Solutions Pvt Ltd”, for providing an opportunity to work out the project work at their premises. The efforts taken by me to complete the project successfully would have not been possible without the kind support and help of many individuals in this organization.

Firstly I would like to express my gratitude to my guide Mrs.Lakshmi Narayanan, for giving me project with so much learning quotient and for enriching my knowledge of HR by sharing her expertise on the HR practices.

Apart from my mentor at RS HR Team Solutions, I would like to thank all the employees of RS HR Team Solutions, who were always supportive and interacting with them gave me lots of learning about the company and also about various HR practices.

I am grateful to my college "Institute for Financial Management and Research” for providing me the chance to undertake this internship and to my mentors and guides at IFMR Mrs.Vijayalakshmi, Assistant Professor, for her constant motivation and giving me time, knowledge and inspiration to Work hard and for the untiring support guidance throughout the project.

Signature

Name of the student

EXECUTIVE SUMMARY

The objective of the project is to observe and analyse how various HR practices arc dealt within the organization and also suggest ways to improve its effectiveness thereby the organization's performance. First few weeks I observed the ongoing process in the organization, the organisational structure, working climate, organizational culture and other processes. The following weeks, through intermittent informal chat with the HR head, I was able to get an overview of the HR practices, the company policies and the IT system of the company. I was given lot of data entry works in MS excel and organization of employee details in their respective files. Through this, I was able to know the actual processes of most HR practices especially performance appraisal and knowing the templates of documentation in files. Doing joining formalities helped a lot in knowing the processes involved and the document needed while a new employee joins the organization. Interacting with the new joiners, I was also able to get an overview of how the recruitment was done for them. There was a vacancy in one of the departments in the organization. Through this, I was able to know the actual recruitment process in RS HR Team Solutions, adding on to the knowledge I got through interaction with new employees. The trainings in the organization were mostly based on soft skills like trainings on presentation skill, communication skill, leadership skill, recruitment and selection. I was given an opportunity to interact with the employees and find their training needs. Based on this, I have presented a report on the analysis of the HR practices for the improvement in performance and efficiency.

CHAPTER TITLE PAGE.

NO.

CHAPTER – 1 INTRODUCTION

1.1 About the Company 7

1.2 Project description 8

1.3 About Clients 9

1.4 Organisational structure 12

1.5 Management Philosophy 13

CHAPTER – 2 RESEARCH BACKGROUND

2.1 Observing the working environment: 15

2.2 Interacting with HR Head: 15

2.3 Sourcing and Screening: 15

2.4 Observing Recruitment Interviews: 16

2.5 Doing the Joining formalities for new employees: 18

CHAPTER – 3 RESEARCH METHODOLOGY

3.1 Research Design: 20

3.2 Data Collection: 21

3.3 Application of KSA on field 22

3.4 Tools of data collection 24

CHAPTER – 4 DATA ANALYSIS AND INTERPRETATION

4.1 Analysing the client's HR planning 25

4.2 Observation on client's project acceptance 26

4.3 Percentage of fresher getting selected 27

4.4 Percentage of Recruitment Requirements 28

4.5 Analysis of realistic job perceptions: 30

CHAPTER – 5 EVALUATING THE EFFETIVENESS OF RECRUITMENT

5.1 Realistic job perceptions: 34

5.2 Cost of wrong person in a organisation 34

5.3 Replacement 36

5.4 Personality Traits 38

5.5 Analysis on reasons for rejection in Interview 40

CHAPTER – 6 CONCLUSION 43

APPENDIX BIBLIOGRAPHY 47

| 6 A n a l y s i s o f R e c r u i t m e n t a n d S e l e c t i o n p r o c e s s P a g e

Chapter -1

Introduction:

Recruitment is the process of finding and hiring the best-qualified candidate (from within or outside of an organization) for a job opening in a timely and cost-effective manner. The recruitment process includes analysing the requirements of a job, attracting employees to that job, screening and selecting applicants, hiring, and integrating the new employee into the organization.

Concept:

The objective here is to observe and analyse how various HR practices are dealt within the consultancy and also suggest ways to improve its effectiveness thereby the organization’s performance. These HR practices range from company policies, recruitment, joining formalities, offer letter, general administration, resource allocation, salaries, Interview processes etc. The main objective is to prepare a roadmap based on the observation of the recruitment processes and prepare a process document for this functional area of HR. This in turn would help the organization in better accountability, process flow & orientation; reduce the lack of clarity and easy reference to the processes.


1.1 About RS HR Solutions

RSHR Team Solutions Pvt Ltd is the complete recruitment Solution firm founded by qualified and experienced professionals. It has competency and assessment capabilities to understand and serve requirement of clients.

The dedicated team of professional consultants. It focuses on recruiting candidates for Middle to Senior as well as junior level management. It provides manpower in all industry segments. Team HR is one of the executive search organizations, offering recruitment solutions in India & overseas in all kind of industries like IT Manufacturing, Automotive & Automobile, Telecommunication, Financial Service & Consulting, Banking & Insurance, BPO & KPO, Life sciences & Healthcare, Retailing & FMCG, Logistics , Real Estate & Construction , Media & Advertising , information Technology.

RSHR Team Solutions Pvt Ltd is well in a position to deliver world class human resource solutions from Pan India. It also provides prompt and professional services to even overseas clients. It has entered into strategic alliance with renowned similar players in the Gulf and Far East countries as well.

Mission Statement

The mission of the company is to serve clients, to integrate flexibility into their day to day processes, helping them to focus on their core business activities.


Vision Statement

Vision is to become most respectable and leading consulting and outsourcing company in the coming five years with PAN India presence. To be the partner of choice for clients in identifying and selecting best talent with consistent reliability, responsibility, pace and confidentiality.

Our Values

It believes in capitalization of resources. It also believes that “Human” comes before “Resources”. It’s taste are very simple; It easily get satisfied with the “Best”.

1.2 Project description

Scope:

The scope range of the project is limited to the corporate clients and Site HR team activities of RS HR Team Solutions Pvt Ltd. South Divisional Head office —Chennai.

Deliverables:

Recommendations for improvement in the recruitment processes Process document for various HR practices


Primary data source:

Interaction with the HR head, BDM (Business Development Manager), employees, observation on Job and from the documents during the internship in the organization.

Secondary data source:

Reference to textbooks, journals and surfing through the net gave information about the functional areas of HR.

1.3 About Clients:

SHIPNET

ShipNet delivers solutions that help shipping companies operate more efficiently and profitably. ShipNet’s success in this is founded on the fusion of comprehensive shipping industry understanding and world class ERP software that together allows organisations to streamline their processes and manage their information and assets in ways that help them make the right decisions for their business.

ShipNet's product suite is completely integrated, providing an end-to-end solution for shipping companies, covering the full range of Chartering and Operations, Liner Management, Finance and Accountancy, Technical Management, Procurement, and Disbursement Management. This joined up solution, built on a modern .NET platform, leveraging the use of a modern BPMS development tool and relying on the use of an advanced Service


Oriented Architecture, enables companies to model, deploy, and manage their mission-critical business processes using a business-centric IT architecture that supports integrating elements of their work as linked, repeatable corporate tasks and services.

Mission of the company:

Today ShipNet is engaged in a process of transforming its offering to capitalise on the most advanced technology currently available. This involves the development of a completely fresh product line that combines the lessons learned over 20 years of experience in the maritime ERP sector and the potential offered by web based software which can readily merge different datasets and functional elements to provide a lean and efficient software suite.

WIPRO

Wipro Ltd is a global information technology, consulting and outsourcing company with 170,000+ workforce serving clients in 175+ cities across 6 continents. The company posted revenues of $7.6 billion for the financial year ended Mar 31, 2015.

Wipro helps customers do business better by leveraging their industry-wide experience, deep technology expertise, comprehensive portfolio of services and vertically aligned business model.

Wipro is globally recognized for its innovative approach towards delivering business value and its commitment to sustainability. Wipro champions optimized utilization of natural resources, capital and talent. Today we are a trusted partner of


choice for global businesses looking to ‘differentiate at the front’ and ‘standardize at the core’ through technology interventions.

Spirit of Wipro:

MINDTREE

For Mindtree, “Welcome to possible” is more than a slogan - it reflects their approach to every engagement.

Mindtree delivers digital transformation and technology services from ideation to execution, enabling Global 2000 clients to outperform the competition. “Born digital,” Mindtree takes an agile, collaborative approach to creating customized solutions across the digital value chain.

MindTree Values:

Collaborative Spirit Unrelenting Dedication Expert Thinking

Intensity to win

Act with sentivity

Unyielding integrity


1.4 Organisation Structure

President

Clients Business

Development Managers

Admintrative staffs Recruiters

Staff

Senior Staff

Accounting

Payroll

Benefits

Technical Staff

Vice president


1.5 Management Philosophy:

RSHR Team Solution’s Philosophy is driven by knowledgeable and talented people who strive to work on areas along with principles such as

1. Focus on Customer:

At RSHR Team Solutions, it ensures that a great deal of attention is given to customer relations. The teams anticipate the needs of the clients and ensure them a positive experience beyond their expectations by systematic benchmarking and R&D practices. Their philosophy revolves around the customers and their urge in satisfying client’s need.

2. Perfection to the Core:

With Strong in house team of architects, they strive to reach the core of perfection in their designs. Various brainstorming sessions, during the concept design, design verification and validation process, the FMEA’s and the design reviews throughout the life cycle of their projects ensures zero defect products to their customers.

3. Act with Integrity:

At RSHR Team Solutions the team believes in commitments and building long term relationships based on trust and honesty.


4. An Eco friendly Company:

A concern for the environment is an integral part of the company’s vision. RSHR Team Solutions is always committed to growth in consonance with the environment and all its projects stand a testimony to it.

5. Standardization:

Our entire recruitment process is standardized. Our recruiters are driven by process control standards and the process quality is reviewed through statistical process control techniques. Areas of process improvements are identified by their senior recruiters through brainstorming and benchmarking best building practices followed by consultancy companies across the global.

6. Seize the future:

At RSHR Team Solutions, we enhance change to stay ahead in fast-paced industry.


Chapter 2

Research Background

2.1 Observing the working environment: First few weeks I observed the processes followed in the organisation, work climate, organisational culture and other processes. Accessing email: sending them job alerts by email, sending them IN Mails, sending them details of interviews and prospective jobs and newsletters, all via email. These are all highly likely to be first viewed on a mobile device. 2.2 Interacting with HR Head: The following weeks, through intermitted informal chats with the BDM/HR Head, I was able to get the overview of the HR practices, Candidate sourcing methods, and the company policies. 2.3 Sourcing and Screening: I was given lot of client requirements (i.e) job description to source the perfect resume that fits in for the role. Through this I was able to learn and interact with candidates and judge there knowledge on call.


Text messages: Sending them interview reminders, job alerts and ‘call me’ messages. They are read on a mobile phone. Internet searching: We all search on our mobiles every day – for companies, location information and of course jobs. Mostly 43% of job seekers have used a mobile to search for a job. Social networking: Facebook, Twitter, LinkedIn, Instagram, YouTube, Google+ etc. – the chances are you will access them via your mobile phone. So if you are using social networks for recruiting (and of course you should) then the interaction will likely be mobile. News alerts: This encourages people to sign up for the job alerts, to make sure they get access to the latest jobs. Depending on the process they use, it will be read by the job seeker on a mobile in one of these methods above. If we post jobs to job boards, and people have apps for them on their phones, then they will get push notifications. 2.4 Observing Recruitment Interviews: Interviews are a critical part of the hiring process. Traditional one on one job interview:

The traditional one on one interview is where candidates are interviewed by one representative of the company, most likely the manager of the position you are applying for. Because this will be the person to whom the candidate will be directly working with if he/she gets the job. They want to get a feel for who the candidate is and if His/her skills match those of the job requirements.


Panel interview:

In a panel interview, candidate will be interviewed by a panel of interviewers. The panel may consist of different representatives of the company such as human resources, management, and employees. The reason why some companies conduct panel interviews is to save time or to get the collective opinion of panel regarding the candidate. Each member of the panel may be responsible for asking questions that represent relevancy from their position. Behavioural interview: In a behavioural interview, the interviewer will ask you questions based on common situations of the job that the candidate is applying for. The logic behind the behavioural interview is that the candidate’s future performance will be based on their past performance of a similar situation. Candidate should expect questions that inquire about what they did when they were in XXX situation and how did they dealt with that. In a behavioural interview, the interviewer wants to see how they deal with certain problems and how they think to solve them. Group interview: Many times companies will conduct a group interview to quickly pre-screen candidates for the job opening as well as give the candidates the chance to quickly learn about the company to see if they want to work there. Many times, a group interview will begin with a short


presentation about the company. After that, they may speak to each candidate individually and ask them a few questions. One of the most important things the employer is observing during a group interview is how candidate interact with the other candidates. Are they emerging as a leader or are they more likely to complete tasks that are asked of you? Neither is necessarily better than the other, it just depends on what type of personality works best for the position that needs to be filled. Phone interview: A phone interview may be for a position where the candidate is not local or for an initial pre-screening call to see if they want to invite you in for an in-person interview. Candidate may be asked typical questions or behavioural questions. 2.5 Doing the Joining formalities for new employees: This helped me in knowing the post recruitment process and the documents needed while a new joiner join the organisation. It also gave an overview of induction process.


Chapter 3

RESEARCH METHODOLOGY

Research:

Research is defined as the objective and formal process of systematically obtaining analysing and interpreting data for actionable decision-making.

Research Methodology:

It’s natural to view client needs through the lens of their expertise. It tend to focus on those needs that match what we do. But projects are typically driven by nontechnical factors—business, operational, political, or personal needs.

Geographical Area:

The study was carried out with the employees of “RS HR Team Solutions Pvt Ltd ”, Kilpauk branch, Chennai.

Period of Study:

The period of study is 60days


3.1 Research Design:

Focusing almost exclusively on technical needs: It’s natural to view client needs through the lens of their expertise. It tends to focus on those needs that match what the firm do. But projects are typically driven by nontechnical factors—business, operational, political, or personal needs. Discounting the importance of felt needs: Technical professionals tend to favour applying their skills to solving problems that are concrete, objective, and quantifiable. Yet the client’s real problems may be based on feelings and perceptions (e.g., the community’s unhappiness with a pro-posed project). Ignoring the client’s “pain”—felt needs—limits their problem-solving ability, no matter how strong their relevant technical expertise. Favouring a specific solution: When firm have enjoyed notable success on one project, we are understandably prone to want to repeat it elsewhere. But that desire can become a case of the proverbial hammer in search of a nail, biasing their assessment of the client’s needs. Talking with only one or two client representatives: One of the most frequent shortcomings in understanding client needs is the tendency to talk with only one or two contacts within the client organization. Our client’s needs are more accurately a composite of individual perceptions and expectations. In the sales


process, this requires that we talk to multiple parties within the client organization. Our ability to avoid these tendencies will not only make us more effective sellers, but better consultants, designers, and problem solvers. Sampling Design: The researcher includes taking a portion of population and makes observation on the group. Sample Size: The total no of employees in RSHR Team Solutions is of 80 employees who are in officer cadre. Sampling Method: Census Method The study was conducted with the sample size of 30 employees in the staff and officers cadre of RSHR Team Solutions. 3.2 Data Collection: Data collection is an act of collecting relevant and adequate data required from the sample size. It may be done through primary (or) secondary data. Primary Data: Primary data are those, which are collected fresh in nature. The researcher has used the primary data through questionnaire. The questionnaire was closed ended & multiple choice and rating questions.


Secondary data The secondary data on the other hand are the information which is collected indirectly. The secondary data information is collected from books, journals, and websites. 3.3 Application of KSA on field: KSAs are qualities needed by applicants to successfully perform their job. They are used in the Merit Promotion process to distinguish the "highly qualified candidates" from among the "qualified" candidates. KSAs are defined as:

KNOWLEDGE - An organized body of information, usually factual or procedural in nature. For example, "Knowledge of Contract Law and Regulations" could be used as a KSA for a Contract Specialist position.

SKILL - The proficient manual, verbal, or mental manipulation of data or things. For example, "Skill in Operating Personal Computers" could be used as a KSA for a Computer Assistant position.

ABILITY - The power or capacity to perform an activity or task. For example, "Ability to Identify Signs of Discord, Tension, or Abnormal behavior" could be used as a KSA for a Correctional Counselor position.


To reinforce the idea of organizing your thoughts when responding to KSAs, ask yourself get these five standard questions as a "checklist" regarding individual tasks you performed.

1. What action was performed?

2. Why was the action performed?

3. For whom was the action performed?

4. What were the accomplishments?

5. Did the action produce a significant impact on others or the work environment?


3.4 Tools of data collection: The tools used to collect the data were questionnaire .The researcher selected the questionnaire method since the other methods of data collection will become a time consuming process. The questionnaire was framed covering all the welfare schemes enforced by Law and adopted by this organization. The questionnaire was prepared to collect the data on areas on areas , which affect employee welfare measures prevailing in RSHR Team Solutions Pvt Ltd. Tools used for analysis: Data analysis in the study is done by the following methods: Simple Percentage It is the simplest tool and easy method to express the data in percentage which is also used to compare the data's. Number of Respondents _____________________ x100 Total number of respondents


Chapter 4

DATA ANALYSIS AND INTERPRETATION

4.1 Analysing the client's HR planning

Percentage analysis for Wipro’s HR planning depending on the Project requirement

Table 4.1

Requirement Planning

Particulars Frequency Percentage

Internal 31 28 external 80 72 Total 111 100

CHART

Requirement Planning of WIPRO

Internal

external


INTERPRETATION: Out of total 98 respondents, majority of the respondents opt for candidates externally. This predominantly shows many MNC’s recruit resources if any sign in new projects.

4.2 Observation on client's project acceptance

Percentage analysis for Client's No of Projects they accept per year.

Table 4.2

No of projects they accept per year

Particulars No of projects Percentage

Shipnet 7 51 Mind Tree 10 17 Wipro 14 32

CHART

0

10

20

30

40

50

60

Wipro Shipnet MindTree

No of projects Clients accept per year

Percentage of fresher gettingselected Percentage


INTERPRETATION: Above graph interprets briefly about the business growth of the client’s by their acceptance on projects This clearly shows, predominantly many MNC’s sign in new projects each an every year.

4.3 Percentage of fresher getting selected

Percentage analysis for fresher getting selected per year.

Table 4.3

Percentage of fresher getting selected

Particulars Percentage Wipro 52 Shipnet 17 MindTree 31

CHART

0 10 20 30 40 50

Wipro

Shipnet

MindTree

Percentage Analysis of Fresher Getting Selected

Percentage


INTERPRETATION: From the above chart, Out of total 100 percentages you can see that Wipro recruits more number of fresher when compared to other two clients. They recruit fresher during May - June month. Mind tree of 31% and Ship Net comes around 17%, which is comparatively less.

4.4 Analysis on Recruitment Requirements

Percentage analysis on recruitment requirement arrives in a year.

Table 4.4

Recruitment Requirements

Particulars Months Percentage Wipro 11 50 Shipnet 4 18 MindTree 7 32

CHART

Wipro Shipnet MindTreePercentage 50 18 32

0

10

20

30

40

50

60

Perc

enta

ge

Recruitment Requirements


Months WIPRO SHIPNET MIND TREE

JANUARY Hire Hire

No Hiring process

FEBRUARY Hire

Hire Hiring process

MARCH Hire Hire

APRIL Hire Hire

MAY Hire

JUNE Hire

JULY Hire Hire

AUGUST Hire Hire

SEPTEMBER Hire Hire Hire

OCTOBER Hire

NOVEMBER Hire Hire

DECEMBER Hire Hire Hire

INTERPRETATION: From the above chart, Wipro has requirement for all through the year for 11 months (March – January). ShipNet has for 4 months , September , December , February, March. Mind tree has for 7 months.


4.5 Analysis of realistic job perceptions:

Percentage analysis on costing on recruiting an candidate for a requirement.

No of calls made for per opening – 1000 & above

Table 4.5

No of people show up for interest 75% No of persons who turn up for the venue 50% Typically how many people getting selected 10% No of persons accepting the offer 8% No of people joining on the date 5% No of person who doesn’t accept the offer 3% No of people who accept the offer but doesn’t join 2% No of people who quit the job after joining the company 0.50%


WIPRO

No of people show up for interest - 49%

No of persons who turn up for the venue - 33%

Typically how many people getting selected - 7%

No of persons accepting the offer - 5%

No of people joining on the date - 4%

No of person who doesn’t accept the offer -

3%

No of people who accept the offer

but doesn’t join - 2%

No of people who quit the

job after joining the

company - 1%


SHIPNET



Typically how many people getting selected - 7%



No of person who doesn’t accept the offer

- 0%

No of people who accept the

offer but doesn’t join - 0%


job after joining the company -

2%


MINDTREE



Typically how many people getting selected -20%



No of person who doesn’t accept the offer

- 3%

No of people who accept the

offer but doesn’t join - 2%


job after joining the company -

1%


Chapter 5

EVALUATING THE EFFETIVENESS OF RECRUITMENT

5.1 Realistic job perceptions:

Preference:

Most of the MNC’s prefer experienced candidate because of few implications

• Contexts when experienced candidates are preferred: 1. Prior knowledge may help to upgrade their current process 2. Time/cost of training is saved

• Contexts where fresher are preferred:

Wipro considers fresher with standing arrears of 4 with a condition of clearing them within joining else as per Wipro’s condition, Candidate will be terminated.

Relevant experience: Wipro & Mind tree is keen on the number of projects that the candidate has worked on ShipNet considers candidates who recently worked and for maximum 2 projects on that particular project. Even if he has experience for 1 year or 6 months is not considered.


Cost and time involved from requirement to filling in vacancy 10 positions within 30 days Closing time of the requirement 90 days / opening Keyword

• All key words - skills (for example: hibernate, spring , web services)

• Any key word - knowledge (for example: java, net, SQL)


Commission enclosed for per closure Mandatory commission - 8.33%, (10% commission on salary offered), if not satisfied client will change the consultancy Negotiation of salary and increase in offer Wipro & Mind Tree negotiate depending on the demand of the candidate Shipnet offers the candidate as per market standards 5.2 Cost of wrong person in an organisation Advertising cost Administrative cost to process the candidate Interview costs Manager’s time ( a significant amount of time away from their

normal duties) Lost opportunities Training and development Turnover Low morale amongst existing staff Exciting staff may lose motivation

5.3 Replacement

When attrition occurs, replacing the role is typically the logical step to take. Before obtaining approval to advertise the position, consider the following:


• As with a newly created position, it may be helpful to conduct a Job Analysis in order to tailor the position to what is currently required and to ensure proper classification. Your HR Classification Analyst can assist in reviewing and completing.

• Review the role and decide if there are any changes required as certain tasks and responsibilities performed by the previous person may not or should not be performed by the new person

• Level required performing these tasks; considering the appropriate classification level. Be aware that changes in the classification of positions from represented to no represented will require union notice and agreement

• Tasks carried out by the previous employee

• Tasks to be removed or added if any of the work will be transferred within department

Challenges in replacing the candidate

· Time limit constrain: There is a time line to fill in the position within 15 days.

· Cost constrain: There is no commission involved in replacing the candidate

· Payment recovery from the client: 1 month will bill paid , but if the employee runs out before 90 days , it’s consultancies responsibility to replace the candidate

· Business relationship: Huge amount of reputational damage may happen and that may even lead to tie up break up.


5.4 Personality Traits

Big five personality traits

Openness to experience: Appreciation for art, emotion, adventure, unusual ideas, curiosity, and variety of experience. Openness reflects the degree of intellectual curiosity, creativity and a preference for novelty and variety a person has. It is also described as the extent to which a person is imaginative or independent, and depicts a personal preference for a variety of activities over a strict routine. High openness can be perceived as unpredictability or lack of focus. Moreover, individuals with high openness are said to pursue self-actualization specifically by seeking out intense, euphoric


experiences, such as skydiving, living abroad, gambling, et cetera. Conversely, those with low openness seek to gain fulfilment through perseverance, and are characterized as pragmatic and data-driven—sometimes even perceived to be dogmatic and closed-minded. Some disagreement remains about how to interpret and contextualize the openness factor.

Conscientiousness: A tendency to be organized and dependable, show self-discipline, act dutifully, aim for achievement, and prefer planned rather than spontaneous behaviour. High conscientiousness are often perceived as stubborn and obsessive. Low conscientiousness are flexible and spontaneous, but can be perceived as sloppy and unreliable.

Extraversion: Energy, positive emotions, urgency, assertiveness, sociability and the tendency to seek stimulation in the company of others, and talkativeness. High extraversion is often perceived as attention-seeking, and domineering. Low extraversion causes a reserved, reflective personality, which can be perceived as aloof or self-absorbed.

Agreeableness: A tendency to be compassionate and cooperative rather than suspicious and antagonistic towards others. It is also a measure of one's trusting and helpful nature, and whether a person is generally well-tempered or not. High agreeableness is often seen as naive or submissive. Low agreeableness personalities are often competitive or challenging people, which can be seen as argumentative or untrustworthy.


Neuroticism: The tendency to experience unpleasant emotions easily, such as anger, anxiety, depression, and vulnerability. Neuroticism also refers to the degree of emotional stability and impulse control and is sometimes referred to by its low pole, "emotional stability". A high need for stability manifests as a stable and calm personality, but can be seen as uninspiring and unconcerned. A low need for stability causes a reactive and excitable personality, often very dynamic individuals, but they can be perceived as unstable or insecure.

5.5 Analysis on reasons for rejection in Interview:

Correct your resume: Review your curriculum vitae. You will be surprised to know that 90% of the resumes get dumped in waste basket even before they are read full. The admission committee imparts 5-10 seconds to every resume they come across. A promising resume should inflict impression from the beginning itself. Most of the time it doesn’t matter whether you deserve. Mostly recruiters appraise a candidate for viva solely on the way a resume induces.

You are not enough prepared: You need to do homework. There’s no way out of it. You have applied to a job with an intention to work for it. Justify it! The recruiters are bent-upon serious to select and not to reject candidates. They need to ensure that you have come prepared, which ensures that you are passionate and interested. Lack of preparation can mean otherwise.


You have meagre understanding of the job and the company: It should be your part and parcel before you apply to any job. You need to understand the job, learn about the company, the work it entails, the dedication it demands, etc. The more you learn about the company, the better off you will be during viva.

Instability in career profile: Frequent switching of jobs can be a great off for the recruiters. Your profile should entail stability in professional life. Employee seekers would never want to recruit a professionally unstable candidate and bring about uncalled-for disloyalty. They want corporate committed relationship.

Lack of passion and enthusiasm: Your gesture and body language should entail your passion and enthusiasm for the job. If you start coveting the job, no wonder you will be soon passionate about it. If you are passionate of the skills you have acquired through knowledge and education, then there exists no restraint to stop you from getting hired.

Communication: Communication doesn’t always mean that you need to speak flawless English, but it also integrates your overall gesture and stature. These include few grooming questions as, how you walk into the room, do you wish the recruiting committee, and are you cordial to them, what do you wear on your face; smile or austerity, how you talk to the recruiters, are you positive and confident, etc. There are three kinds of communication: verbal, non-verbal and oral communication. All of them must be taken care of.


Confidence: Remember these things while applying for a job vacancy. Be polite, confident and honest during viva. And don’t forget to wear a smile on your face. Always keep a positive attitude. Make them realize that you are very anxious to do the job and not in a hurry to finish the interview. Make them feel, that you are the person that their company requires; that it is you who can fulfill every requirement of the job, and perform better than other candidates. Although they might have a check-list mentioning the qualities that are needed in a potential employee, they can be swayed and convinced. It’s them doing the recruitment, and not the check-list.So focus on your interviewers, and try your best to leave a very good impression on them. Leave no stones unturned in giving your best performance, and keep your fingers crossed. And hopefully, you’ll get your dream job even sooner than in your dreams!


CHAPTER 6

CONCLUSION

Findings

In RS HR team solution most of the employees works as recruiters and almost every employees

Feels Hr recruitment is good

About 80% of the employees works for External recruitment for the clients requirement And 20%

Half of the People works for Internal recruitment for their own

organization Almost 75% of the MNC companies prefer consultants for

searching right candidates for their

Organisation

Mostly of the Manpower planning is done Quarterly by some clients, and were we have to close the position in particular time allotted by the clients, but few clients do not follow that pattern and also they don’t have any fixed time.


Mostly clients prefer personal interviews ( Face to face)

Suggestions

Organisation:

− Manpower requirement of each clients can be identified well in advance. If the manpower requirement is high, recruitment team of both IT an Non IT team will work on based on clients requirement.

− Can train the employees on Time Management which is very essential and it should not be ignored at any level of process.

− Can identify the bottle neck of the process so that Recruitment and selection process is not be too lengthy and time consuming to satisfy the client’s requirement.

− Every candidate called for Interview can be in allotted timing so that it would not overlap with each other and time consuming.

Personal interviews - 75%

Telephonic interviews -

30%

video conference

- 20%


Client Managers:

Prepare in advance. Create an agenda and a structure for the interview, including time limits. Work with HR, peers and your staffers to develop a set of questions and topics.

Come up with questions in four categories: fact-finding, creative -thinking, problem-solving and behavioural.

Fact-finding questions seek to identify the candidate’s experience, skills and credentials. Some examples: How large was your team at your previous employer? What were the working conditions like? What did you like or dislike about the environment? Can you describe your Excel skills?

Creative thinking questions are broader queries that ask the candidate to demonstrate a grasp of wider business trends.

Recommendations

Strategic planning

Successful employment planning is designed to identify an organization human resources need. The firm can incorporate few strategic plans to be unique from others in the market.

Checking Policy

Should make it mandate to check the candidates come for interview or written exam the authority with the picture that the candidates attached with the application.


Background investigation

HR department should undertake a background investigation of applicants who appear to offer potential as employees. They should verify an individual legal status to previous work through checking credit reference, criminal records and so on.

Conclusion

The summary of the study and survey done in recruitment and selection done in RS HR Team Solution gave me a good learning and understanding about the whole process and suggest ways to improve its effectiveness thereby the organization’s performance.

“Client satisfaction is considered to be the key for firm’s success”

Findings and recommendations are focused on to help the firm’s further growth in this sector. In order to maintain business performance and competitive advantage, organisations competing in a global marketplace must recruit the best people they can. For such organisations, recruitment becomes a key component of their overall business strategy.


BIBLIOGRAPHY

1.P.V.V.Satyanarayana (2000)- www.iiste.org

2. K.K.Chaudhri(2001) – A Relook to the Workplace(HR), 12th, Sultan &Son Publishers.

3. Meharajan & Arun (2010)Asian journal of management research volI SSN 2229 _ 3795 Padhi P K. Labour and Industrial Laws, 4th edition. PHI Learning Private Limited, New Delhi.

4. Dr.Anitha (2011)-Journal of Management and Science Vol.1, No.1

5. DR. P. VENUGOPAL ,T. BHASKAR,P. USHA-(2011) - www.ijrcm.org.in

6. Neeraj Kumari (2011)- Volume 2, No.2, European Journal of Business and Management ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) Vol 3, No.4.

7.M.Rama Satyanarayana & Dr. R.Jayaprakash Reddy (2012) International Journal of Physical and Social Sciences http://www.ijmra.us.

8. K. Logasakthi & K. Rajagopal(2013)-International Journal of Research in Business Management (IJRBM) Vol. 1, Issue 1, June 2013, 1-10

9. Senthil Kumar,Dr.G. Vedanthadesikan(2013)- International Journal of Humanities and Social Science Invention ISSN (Online): 2319 – 7722, ISSN (Print): 2319 – 7714 www.ijhssi.org Volume 2 Issue 12 ǁ PP.27-34


10. Parul P Bhati & Dr.Ashokkumar M.(2013) -Journal of Business Management & Social Sciences Research (JBM&SSR) ISSN No: 2319-5614

11..Books Reference:

• C. R.Kothari, Research Methodology, New Age International (P) Ltd., Second Revised Edition: 2004, Reprint: 2012.

• Biswanath Ghosh, Human Resources Development and Management, Vikas Publication House Pvt Ltd., Reprinted in 2005, 2006, 2007, Fourth Reprint: 2008.

12. Website Reference:

• www.rshrteamsolutions.com • www.psychometricinstitute.com • www.recruitment.com

http://www.rshrteamsolutions.com/

http://www.psychometricinstitute.com/

http://www.recruitment.com/

Analysis of recruitment and selection process

Recruiting & HR

Transcript of Analysis of recruitment and selection process