HR-Project Recruitment & Selection

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Recruitment & Selection Periyar University A DISSERTATION REPORT ON “AN ANALYTICAL STUDY OF Recruitment And Selection Process At Pragathi consultancy Services (PCS) Submitted to Periyar University in partial fulfillment of the Requirement for MASTER OF BUSINESS ADMINISTRATION Under the Guidance of Mr. Santosh Mr.GG Pai Branch Manager Faculty Guide Pragathi Consultancy Service Bangalore. Bangalore R.No-05DBIA1049 MBA-Human Resource Management Page 1 of 93

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Recruitment & Selection Periyar University

A DISSERTATION REPORT ON

“AN ANALYTICAL STUDY OF

Recruitment And Selection Process

At

Pragathi consultancy Services (PCS)Submitted to Periyar University in partial fulfillment of the Requirement for

MASTER OF BUSINESS ADMINISTRATION

Under the Guidance of

Mr. Santosh Mr.GG PaiBranch Manager Faculty GuidePragathi Consultancy ServiceBangalore. Bangalore

By

Karthick S

(Reg No 05DBIA1049)

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SSR College of Science , Commerce &MANAGEMENT

Study Center:Periyar UniversityBANGALORE

CERTIFICATE

This is to certify that the Dissertation Titled “An analytical

study of Recruitment & Selection at Pragathi Consulatancy

Services.” is based on an Original Project Study conducted

by

Mr.Karthick S of IV semester MBA Programme under the

Guidance of Mr. GG.PAI

This dissertation is based on original Research and has not

formed basis for the award of any other Degree/Diploma By

Periyar University.

(GG Pai)

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Professor and Director-MBA

CERTIFICATE

This is to certify that the Dissertation entitled

“An analytical study of Recruitment

And Selection Process

Undertaken At

Pragathi Consultancy Services.

Bangalore

Submitted in Partial Fulfillment of the

Requirement for the Award of the Degree of

Master of Business Administration, Is a

bonafide work carried out by

Karthick S

Reg No 05DBIA1047

Under my supervision and guidance and that no part of this report has been submitted for the award of any other Degree and the work has not been published in any scientific or popular magazines.

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Mr.Giri

Course Co-

ordinator, MBA

STUDENT DECLARATION

I hereby declare that the Project Report or the

DISSERTATION entitled

“An analytical study of Recruitment

And Selection Process

Undertaken at

Pragathi consultancy Services (PCS)Under the Guidance of

Mr. Santosh Avadhani

Branch Manager Praghathi consultancy services Bangalore.

Mr.GG PaiFaculty GuideSSRCBangalore

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Submitted in partial fulfillment of the

Requirement for the award of the Degree of Master of

Business Administration, to Periyar University

Is the result of my own effort and has not been

submitted to any other institution for the award of any

degree

Place: Bangalore

Date: Karthick S

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Recruitment & Selection Periyar University

SSR College of Science , Commerce &MANAGEMENT

Study Center:Periyar UniversityBANGALORE

CERTIFICATE

This is to certify that the Dissertation

entitled “ An analytical study of Recruitment

And Selection Process

in Praghathi Consultancy Services ” submitted

by Karthick S in fulfillment to requirements for

the Degree of Masters of Business

Administration is based on the results carried out

by her under my guidance and supervision.

Bangalore SignatureDate:

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GG Pai Faculty MBA

ACKNOWLEDGEMENT

I am pleased to record my gratitude and sincere thanks to my guide Prof. GG Pai faculty guide, SSRC, Bangalore for his sincere guidance and valuable assistance for completing this report.

I would like to express my sincere thanks to mr.Giri

Course coordinator SSRC, Bangalore-Periyar

University for giving this opportunity.

I also take this moment to express my gratitude to

Mr.BV Raghunath , , HR & Admin

Professional ,Bangalore.

I am also indebted to my parents and friends for their

support for completing this project successfully.

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TABLE OF CONTENTS

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Introduction to HRM

Evolution of HRM

Earlier references: In western countries HRM had its primitive

beginning in 1930s. Not much thought was given on this subject in

particular and no written records or documents interesting to note HRM

concepts was available, in ancient philosophies of Greek, Indian and

Chinese. This is not to suggest that industrial establishment and

factories system, as it is known today, existed in ancient Greece, India

or china. The philosophy of managing human being, as a concept was

found developed in ancient literatures in general and in Indian

philosophy in particular.

Personnel functions: Till 1930s, it was not felt necessary to have a

separate discipline of management called “Personnel management”. In

fact, this job was assigned as part of the factory manager. Adam

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Chapter No.

Particulars Page No.

Certificate from the OrganizationCertificate from the CollegeDeclarationAcknowledgement

1 Introduction2 Company Profile 3 Research Methodology4 Data Analysis5 Findings From the Study6 Suggestions and Recommendations7 CONCLUSION8 BIBLIOGRAPHY9 ANNEXURE

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Smith’s concept of factory was that it consists of three resources, land,

labour and capital. This factory manager is expected to “procure,

Process and peddle” labour as one of the resources. The first time

when such a specialist “person” was used; it was to maintain a “buffer”

between employer and employee to meet the “legitimate need” of

employees. However, it is the employer who decided what is

“legitimate need” of employees. In fact, the specialist “person” was

more needed to prevent “unionization” of employees. This was the

case before 1930-s all over the world.

Environmental Influences on HRM: Since 1930s, certain

developments took place, which greatly contributed, to the evolution

and growth of Human Resources Management (HRM). These

developments are given below:

Scientific Management

Labour Movements

Government Regulations.

Need for the Study :

Shortage of skills.

Skills and knowledge people are always on short supply. Alternatively

they are too costly to hire from outside. The best alternative is to

improve skill and knowledge of existing employees.

Technological Obsolescence.

Growth of technology takes places very fast. This will render current

technology obsolete in the future. There is a great need to upgrade

technology. This needs suitable training.

Personal Obsolescence.

At the time recruitment employees possess a certain of knowledge and

skill. As time passes knowledge becomes obsolete, unless it is updated

by proper training. This happens because of changes taking place in

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product technology, production methods, procurement of better

machines, setting up of modern production lines, introduction of

modern method of supervision and information processing through MIS

and EDO..

Organization Obsolescence.

Modern management has introduced a number of innovative steps in

functions of management like planning, organizing, controlling,

coordinating and directing. Organization which is impervious to such

changes is bound to fail and become obsolete.

Upgrading Ability of Threshold workers.

Public policy provides reservation to disadvantaged sections of the

society like handicapped, minorities and dependents of deceased

workers etc. All these are threshold workers having less than minimum

prescribed level of knowledge and skill. They require extensive training

to bring them up to the minimum level of performance standard.

Coercive training by government.

In order to provide better employability chances of unemployed youth,

certain governments taken initiative to mobilize resources available at

pubic/government and private sectors to outside candidates. One such

example is the “Apprentice Training ” conducted by govt. of India. A

part of expenditure incurred for this by private sectors are reimbursed

by government.

Human capital

The latest thinking is to treat employees as “human capital”. The

expenditure involved is training and developments are now being

considered as an investment.

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Scope of Human Resource Management

The Scope of HRM is in deed fast. All major activities in the

working life of worker from time of his entry in an organization until

he / she leaves, come under the preview of HRM. Specifically, the

activities included are Human Resource planning, Job analysis and

design, Recruitment, Selection, Orientation and placement, Training

and development, Performance appraisal and Job evaluation, employee

and executive remuneration and communication, employee welfare,

safety and health, industrial relations and the like.

HRM is becoming a specialized branch giving rise to a number of

specialized areas like :

Staffing

Welfare and Safety

Wages and Salary Administration

Training and Development

Labour Relations

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Nature of Human Resource ManagementProspects

of HRM

Industrial Relations

Human Resource Management

Employee and executive Remuneration

Employee hiring

Employee Maintenance Employee Motivation

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Scope of HRM

Human Resource Management in PCS :

Personnel/Human Resource of an undertaking is its important

constituent.

Efficiency, Profitability and in fact the very existence of the

undertaking will depend on this constituents. Co-operation and

dedication in performance on the part of its personnel ends in the

accomplishment of its objectives. Therefore human resource is of

immense importance since it involves matters such as identifying,

placing, evaluating, and developing individuals at work and

maintaining effective multilateral communication systems. Human

resources along with financial and material resources contribute to

production of goods and services in an organization.. In short HRM may

be defined as the art of procuring, developing and maintaining

competent workforce to achieve the goals of an organization in an

effective and efficient manner.

Objectives of the HRM are to secure the following: -

1. Industrial peace: This is secured by excellent union management

relations, healthy inter-personal relationships, and promoting

participative management style and good industrial and labour

relations.

2. Achieve High Productivity: The underlying objective brings to

increase the “quantity or volume” of the product or service for a given

input, productivity improvement programme is very significant in a

competitive environment.

3. Better quality of working life of employees: This involves both

intrinsic and extrinsic factors connected with work.

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4. Obtain and sustain competitive advantage through empowerment :

continuous improvement and innovative steps being the two essential

ingredients to achieve and sustain competitive advantage, today’s

industries

are “knowledge based” and “skill intensive”.

5. Cordial relationship between the employer and employees.

6. Personnel research functions.

7. Proper orientation and introduction to the new employees.

BACKGROUND SCENARIO

William James of Harvard University estimated that employees

could retain their jobs by working at a mere 20-30 percent of their

potential. His research led him to believe that if these same employees

were properly motivated, they could work at 80-90% of their

capabilities. Behavioral science concepts like motivation and enhanced

productivity could well be used for such improvements in employee

output. Training could be one of the means used to achieve such

improvements through the effective and efficient use of learning

resources.

Training and development has been considered an integral part of

any organization since the industrial revolution era. From training

imparted to improve mass production to now training employees on

soft skills and attitudinal change, training industry has come a long

way today. In fact most training companies are expecting the market

to double by the year 2007, which just means that the Indian training

industry seems to have come of age.

Organization and individual should develop and progress

simultaneously for the their survival and attainment of mutual goals.

So, every modern management has to develop the organization

through human resource development. Employee training is the most

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important sub-system of human resources development. Training is a

specialized function and one of the fundamental operative functions for

human resources management.

The market is unofficially estimated to be anywhere between Rs

3000 crores and Rs 6000 crores. What is surprising is that the Indian

companies. Perception regarding corporate training seems to have

undergone a sea-change in the past two years, with most companies

realizing it to be an integral part of enhancing productivity of its

personnel. While MNC.s with their global standards of training are the

harbingers of corporate training culture in India, the bug seems to

have bitten most companies aiming at increasing their efficiency.

According to Ms Pallavi Jha, Managing Director, Walchand Capital

and Dale Carnegi Training India, "The Indian training industry is

estimated at approximately Rs 3,000 crores per annum. The NFO study

states that over a third of this is in the area of behavior and soft skills

development. With the exponential boom in the services sector and

the emergence of a full-fledged consumer-driven market, human

resources have become the key assets, which organizations cannot

ignore. With soft skills training gaining so much momentum, it.s

imperative to understand if it serving the right purpose or not. With

this background, I plan to research if training indeed is proving to be

effective in the behavioral area.

The following steps must form the basis of any training activity:

Determine the training needs and objectives.

Translate them into programs that meet the needs of the

selected trainees.

Evaluate the results.

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There are few generalizations about training that can help the

practitioner. Training should be seen as a long term investment in

human resources using the equation given below:

Performance = ability (x) motivation

Training can have an impact on both these factors. It can heighten the

skills and abilities of the employees and their motivation by increasing

their sense of commitment and encouraging them to develop and use

new skills. It is a powerful tool that can have a major impact on both

employee productivity and morale, if properly used.

Introduction

Recruitment

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Recruitment refers to the process of finding possible candidates for a job or

function, usually undertaken by recruiters. It also may be undertaken by an

employment agency or a member of staff at the business or organization

looking for recruits. Advertising is commonly part of the recruiting process,

and can occur through several means: through online, newspapers, using

newspaper dedicated to job advertisement, through professional publication,

using advertisements placed in windows, through a job center, through

campus graduate recruitment programs, etc.

Suitability for a job is typically assessed by looking for skills, e.g.

communication skills, typing skills, computer skills. Evidence for skills

required for a job may be provided in the form of qualifications (educational

or professional), experience in a job requiring the relevant skills or the

testimony of references. Employment agencies may also give computerized

tests to assess an individual's "off-hand" knowledge of software packages or

typing skills. At a more basic level written tests may be given to assess

numeric and literacy. A candidate may also be assessed on the basis of an

interview. Sometimes candidates will be requested to provide a résumé (also

known as a CV) or to complete an application form to provide this evidence.

Recruitment Policy

Contents

1 Introduction

2 Objectives

3 Scope

4 Principles

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  4.1 Awareness and training

  4.2 Conflict of Interest

  4.3 Identifying vacancies

  4.4 Authorisation of positions

  4.5 Advertisement

  4.6 Selection processes

  4.7 Feedback

  4.8 Confidentiality

  4.9 Offers of employment

  4.10 Retention of Records

5 Responsibilities

6 Review

7 Associated Policies and Procedures

8 Definitions

 

 

1 Introduction

   

1.1 The School of Oriental and African Studies (the School) is committed to equality of opportunity in recruitment, selection, promotion and all other areas of employment.

1.2 This Policy is underpinned by Procedures and Good Practice Guidelines which form the basis for its implementation.

1.3 This Policy and associated Procedures aim to attract high calibre staff to the School by ensuring that recruitment and selection processes are effective, systematic, equitable and promote equality of opportunity.

     . . . Back to Top 

2 Objectives

   

2.1 To ensure that recruitment and selection exercises meet the School's operational and strategic requirements.

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2.2 To ensure that all appointments are made on the basis of suitability for the position by assessment of evidence against the selection criteria for the post.

2.3 To ensure that all candidates are treated equitably and consistently.

2.4 To ensure compliance with the School's Equality and Diversity Policy and employment legislation.

3 Scope

 

3.1 This Policy applies to the recruitment and selection of all staff to the School.

3.2 Modified recruitment procedures apply to the appointment of Part-time Hourly Paid Staff reflecting the nature of these appointments.

4 Principles

   

4.1 Awareness and training

4.1.1 Employees involved in the recruitment and selection of staff, are responsible for familiarising themselves with and complying with the provisions of this Policy and associated procedures.

4.1.2 The recruiting manager responsible for the position is required to ensure that any external advisers or recruitment agencies participating in any recruitment exercise are aware of, and comply with, the School's Equality and Diversity Policythis Recruitment Policy and associated procedures.

4.1.3 Staff involved in the recruitment process and in particular Chairs of Selection Panels, should attend the School's Recruitment and Selection training . Normally, at least one member of each Selection Panel should have undertaken this training.

4.1.4 The School is committed to promoting equality of opportunity and in this respect, employees involved in the recruitment and selection are required to maintain a positive approach towards equality of opportunity. Staff are encouraged to attend Equality and Diversity training offered as part of the

4.2 Conflict of interest

4.2.1 If an employee involved in recruitment processes has a close personal or familial relationship with a candidate, the employee should declare this to the Human Resources Department as soon as they are aware of the candidate's application. In such situations, it would normally be appropriate for the member of staff to have

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no further involvement in the selection process.

4.2.2 If a candidate has named a member of staff involved in the selection process as a referee, the candidate will be asked to provide details of alternative referees, where practical.

4.3 Identifying vacancies

4.3.1 Recruiting managers are required to fully evaluate the need for new, changed or replacement posts prior to seeking authorisation for the position.

4.3.2 Managers should consider if the duties of the post can be eliminated or reallocated to existing post-holders taking into account of workload.

4.3.3 Managers should seek to identify how the position will contribute to Faculty plans, administrative department plans or School's business plans and strategic objectives, as appropriate to the level of the post.

4.4 Authorisation of positions

4.4.1 Recruiting managers are responsible for ensuring all vacancies are approved by the appropriate authority in the School.

4.4.2 Resources Committee must authorise all School-funded new or changed positions of six months duration or above.

4.4.3 Replacement School-funded positions can be authorised by the Dean of Faculty, Director of Finance and Administration or Head of IFCELS.

4.4.4 All externally funded positions must be authorised by the Research Manager.

4.4.5 Further information can be found in the document ‘

4.5 Advertisement

4.5.1 To promote equality of opportunity, all vacancies of six months or more must be advertised. Permanent posts and fixed-term positions of over one year's duration must be advertised externally.

4.5.2

In the following circumstances, vacancies will not be advertised:

Where positions may provide suitable alternative employment for existing staff whose post has been identified for redundancy, (including the ending of fixed term contracts or following a restructuring exercise) or staff requiring redeployment for medical reasons or for reasons of disability.

Named researchers on externally funded grants where one of the factors in the award of the grant was the strength of the research team or the individual's experience/expertise as a researcher.

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Temporary positions covering absence for maternity, adoption, unpaid leave etc. If the permanent post-holder decides not to return to his/her post following his/her leave, then the post will normally be advertised.

Where the post has already been unsuccessfully advertised and the recruiting manager can demonstrate that further advertising is unlikely to be effective.

Where an employee's duties have changed to a degree which necessitates re-grading of the position in line with School re-grading procedures. In such cases, advertisement would be inappropriate as the post is held by an existing member of staff and his/her non-appointment would create a redundancy.

If the successful candidate requires a work permit to work in the UK , the post must be advertised to meet work permit criteria in line with Home Office regulations.

4.5.3 As a minimum, all posts are advertised on the School's vacancy website and in the University of London Job Opportunities bulletin.

4.5.4 All academic, research, other-related and academic-related vacancies will also be advertised in the website

4.5.5 When selecting the most effective methods for publicising vacancies, managers should consider any under-represented groups and how best to target them. Managers should consider placing advertisements in publications aimed at under-represented groups.

4.5.6 Posts will be normally advertised with a minimum of two weeks between the publication of the advertisement and the closing date. Academic posts will normally be advertised for four weeks between the advertisement and closing date.

4.5.7 All advertisements will include a statement that the School aims to be an equal opportunities employer.  

4.6 Selection processes

4.6.1 All recruitment processes will be based on agreed job descriptions and person specifications. Person specifications should only consist of the necessary skills, qualifications, experience and competencies required to carry out the duties of the post.

4.6.2 Applicants must be selected against the criteria listed in the person specification and no other criteria. The reasons for selection decisions relating to the person specification criteria must be recorded.

4.6.3 At least two members of the selection panel must be involved in the shortlisting process.

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4.6.4 Interviewing must be undertaken by a minimum of two individuals to mitigate against the possibility of prejudice or stereotyping.

4.6.5 If the interviews for a vacancy take place over more than one day/session, the same panel must interview all candidates .

4.6.6 Interview panels should normally include members of both genders and wherever practicable, include individuals of different ethnicities.

4.6.7 Any selection tests (e.g. in-tray exercises, typing tests) must relate to the role and the results of tests assessed against selection criteria.

4.6.8 Candidates for academic positions (and certain non-academic positions) will be required to give a presentation and they will be assessed in relation to the content, style and time management of their presentation and their response to questions. At least one member of the interview panel should attend the presentations and record feedback which should be given to the interview panel for consideration when making the selection decision.

4.6.9 Interview questions must relate to the selection criteria outlined in the person specification.

4.6.10 Selection decisions, including decisions not to appoint applicants, should be made by majority decision of the interview panel.

4.7 Feedback

4.7.1 The School will give feedback to any candidate who requests it within three months of the selection decision made at shortlisting or interview stage. Candidates are required to request and receive their feedback in writing. Internal candidates will normally also receive feedback in person.

4.8 Confidentiality

4.8.1 All applications will be treated as highly confidential by the School.

4.8.2 In accordance with the School's Data Protection Policy and legal requirements, candidates have the right to request any documentation relating to their application (e.g. interview and shortlisting records and notes, references).

4.8.3 Any data relating to recruitment and selection processes may be legally disclosed in the event of tribunal proceedings against the School and staff involved in the recruitment process must apply due diligence at all times.

4.9 Offers of employment

4.9.1 All offers of employment will be subject to eligibility to work in the UK (including a

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successful work permit application if applicable).

4.9.2 Offers of employment for academic, research, academic related, other-related and clerical staff will also be subject to the receipt of satisfactory references and qualification checks.

4.9.3 The Human Resources Department must make all formal written offers of employment to salaried staff as a means of promoting internal comparability.

4.9.4 When academic staff starting salaries are determined, consideration should be given to the individual's skills, qualifications and experience and in line with any internal comparators identified by the Dean and Head of Department. Starting salaries for academic positions of over one year's duration must be approved by the Pro-Director, Director of Human Resources and at least one other representative senior member of staff. The justification for each academic starting salary should be recorded on the individual's personnel file.

4.9.5 Following recommendations from the Head of Department and a relevant senior member of staff where appropriate , the Director of Human Resources (or nominee from the Human Resources Department) should approve starting salaries for non-academic School-funded positions.

4.9.6 The Research Manager should authorise externally-funded starting salaries to ensure that salary levels meet any grant or funding requirements.

4.9.7 Starting salaries will be regularly reviewed for equality purposes.

4.10 Retention of records

4.10.1 When the recruitment process has been completed, recruiting managers should ensure that all information relating to the selection process is returned to the Human Resources.

4.10.2 The Human Resources Department will retain recruitment records for one year in case of requests for feedback or litigation.

5 Responsibilities

   Authority Responsible for:

Staffing Committee Approving the School's Recruitment and Selection Policy and Procedures.

Resources Committee Authorising new or changed School-funded positions of six months duration or more.

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Deans, Head of Finance and Administration, Head of IFCELs

Authorising replacement School-funded positions

Research Manager Authorising all external grant-funded positions.

Deans, Heads of Department/Heads of Service Area

Ensuring compliance with this Policy and associated procedures in their area.

Recruiting managers Ensuring that recruitment processes are carried out in line with this Policy and associated procedures.

Staff involved in the recruitment process Familiarising themselves with this Policy and associated procedures and ensuring their involvement in any recruitment processes complies with this Policy.

Human Resources Department Providing professional advice on recruitmentand selection matters. Ongoing improvements to the recruitment process and supporting policies and advisory documentation .Providing an administrative service for recruitment processes.

Staff Development Unit Providing training on this Policy and equality issues.

   6 Review

6.1 Regular reports and statistics on recruitment and selection will be made to the School's Equality Committee.

6.2 To ensure compliance with this Policy and the School's Equality and Diversity Policy, a member of the Human Resources Department or School's Diversity Advisor may be invited to or elect to attend any stage of the recruitment process.

6.3 This policy and the effectiveness of its operation should be reviewed regularly.

7 Associated Policies and Procedures

   

7.1 Equality and Diversity Policy

7.2 Recruitment and Selection Procedures and associated Best Practice Guidelines

7.3 Guidelines for the appointment of new Part-time Hourly Paid Staff

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7.4 Guidelines and Procedure on eligibility to work in the UK

7.5 Staff Reference Policy

7.6 Staffing costs: authorisation levels

8 Definitions

Recruiting Manager : The person responsible for the recruitment process within the recruiting department. This will normally be the Dean of Faculty/Head of Service Area/Independent Centre or their delegate.

Under-represented groups: Where there have been no or few members of one group (ethnic minority group or sex) in a particular type of work for the last year. Positive action provisions in equality legislation allow employers to give special encouragement to such underrepresented groups in certain circumstances.

Close personal or familial relationship : A close friendship or family relationship between two individuals that could amount to a conflict of interest or lead to undue influence or a lack of objectivity in the recruitment process. Shared academic interests or working relationships should not constitute a close personal or familial relationship. However, anyone who has or has had a relationship of this nature, should declare this to the Chair of the Interview Selection Panel and/or Human Resources Department as appropriate.

Recruitment Plan -TABLE OF CONTENTSI. Commitment to Equal Employment Opportunity.......................................................... 1II. Dissemination of Equal Employment Opportunity Policy.............................................. 2III. Responsibility for Implementation of Equal Employment Opportunity Program............. 3IV. Identification of Areas of Concern and Resolution....................................................... 5V. Establishment of Goals................................................................................................ 6VI. Development and Execution of Proactive Activities...................................................... 7VII. Monitoring Implementation of Equal Employment Opportunity Program....................... 9VIII. Design and Implementation of Internal Audit and Reporting Systems .......................... 10IX Compliance with Sex Discrimination Guidelines......................................................... 12X. Guidelines on Discrimination Because of Religion or National Origin .......................... 14

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XI Workforce Analysis by Department .......................................................................... 15XII. Analysis of Major Job Groups.................................................................................. 49Page 3

Commitment to Equal Employment Opportunity (EEO)It has been, and will continue to be, the policy of The University of Texas System Administration (U. T.System Administration) to be an equal opportunity employer. U. T. System Administration’s officialEEO policy statement is included on page 15. In keeping with this policy, U. T. System Administrationwill continue to recruit, hire, train, and promote into all job levels the most qualified persons withoutregard to race, color, religion, gender, national origin or sexual orientation. Similarly, U. T. SystemAdministration will continue to administer all other personnel matters (such as compensation, benefits,transfers, layoffs, system administration training, education, and social and recreational programs) inaccordance with University policy. See Policy I.150 "Equal Employment Opportunity."U. T. System Administration strives to base employment decisions on objective standards to enhanceequal employment opportunity.Page 4

Dissemination of Equal Employment Opportunity PolicyU. T. System Administration shall take appropriate steps to internally and externally disseminate itsEqual Employment Opportunity Policy.INTERNAL DISSEMINATIONU. T. System Administration will continue to make its Equal Employment Opportunity Policy knowninternally by:1. Ensuring that the Chancellor's annual reaffirmation of policy is communicated to allemployees by means of an executive memorandum.2. Including information concerning U. T. System Administration's equal employmentopportunity policy in the Regents’ Rules and Regulations and in the U. T. SystemAdministration Office of Human Resources System Policy Memoranda.3. Disseminating the policy during new employee orientation sessions.4. Posting required Federal and State Law Posters within the U. T. System Administrationfacilities.5. Including the logo "Equal Opportunity Employer" in all internal recruitment announcements,job listings, position advertisements, and memorandums.

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6. Publishing the Equal Employment Opportunity Policy in the U. T. System AdministrationClassified Pay Plan.EXTERNAL DISSEMINATIONU. T. System Administration will continue to disseminate its policy externally by:1. Including U. T. System Administration’s Equal Employment Opportunity Policy on theapplication for employment forms and other materials provided to prospective employees.2. Including the logo "Equal Opportunity Employer" in all external recruitment announcements,job listings, and position advertisements.3. Informing all recruiting sources in writing of U. T. System Administration's EEO Policy.Page 5

Responsibility for Implementationof Equal Employment Opportunity ProgramResponsibility for implementation of U. T. System Administration's policy on Equal EmploymentOpportunity Program rests with the Chancellor. The Chancellor delegates the responsibility ofcoordinating U. T. System Administration's compliance to the Director of the Office of HumanResources who has the full support of executive management. General responsibility for implementationof the policy rests with U. T. System Administration officials, as well as its employees.1. Duties of the Office of Human ResourcesThe duties of the Office of Human Resources include, but are not limited to:a. Reviews policies and procedures, and recommends changes as necessary to ensure nondiscriminatoryeffect or intent.b. Develops policy statements and internal and external communication techniques.c. Assists department supervisors in the identification and resolution of areas of concern.d. Ensures compliance with federal, state, and local laws of nondiscrimination in all hiring andrecruitment strategies.e. Designs and implements audit and reporting systems that measure the effectiveness ofU. T. System Administration’s EEO programs through statistics and demographics.f. Serves as liaison between U. T. System Administration and local, federal, and state complianceand enforcement agencies.g. Serves as liaison between U. T. System Administration and minority and women's organizations,and community action groups concerned with employment opportunities of minorities andwomen.

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h. Informs management of the latest developments in the area of equal opportunity.i. Analyzes employment practices and procedures and reviews documents related to theemployment processes, in order to ensure consistency with U. T. System Administration's EqualEmployment Opportunity Policy and Americans with Disabilities Act (ADA) guidelines.j. Maintains and analyzes applicant flow data to ensure equal access to employment opportunities.k. Prepares all required government reports related to equal employment opportunity.Page 6l. Accommodates individuals seeking information on U. T. System Administration's policies andprocedures on equal employment opportunity.m. Serves as respondent to allegations of employment discrimination brought against U. T. SystemAdministration.2. Duties of Department Supervisorsa. Identifies areas of concern and underutilization as it applies to compliance with policies andprocedures, in order to establish departmental goals and objectives to ensure that equalemployment opportunity exists.b. Performs periodic audits of training programs and hiring and promotion patterns in order toattain departmental goals and objectives.c. Conducts regular discussions with supervisors and employees to be certain that U. T. SystemAdministration's policies and procedures are being followed.d. Reviews qualifications of all employees under their supervision to ensure that women andminorities are given full opportunities for promotions, transfers, and training.e. Ensures that supervisors foster an supportive environment related to recruitment, promotions,transfers and training.f. Encourages minority and female employees to participate in all educational, training,recreational, and social activities sponsored by U. T. System Administration.g. Includes qualified women and minorities in committees, job assignments, and other activities thatmight serve to enhance individual potential or professional development.Page 7

Identification of Areas of Concern and ResolutionIn an effort to assist in the identification and resolution of areas of concern, the Office of HumanResources' on-going audit process includes an analysis and review of the following personnel matters.1. Analysis of the workforce by ethnicity and gender.2. Analysis of applicant flow by ethnicity and gender.

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3. Review of the hiring and selection processes including job descriptions, job titles, workerspecifications, application for employment forms, pre-employment forms, test administration andvalidity, interview procedures, referral procedures, final selection process, and similar factors.4. Review of transfer and promotion practices.5. Review of training programs.6. Review and update, as required, Federal, and State law posters to include review of policystatements.7. Equal Employment Opportunity program evaluation system.8. Participate as a member on the U. T. System Administration Compliance Committee.Page 8

Establishment of GoalsOur goal will be to ensure objectivity, consistency, uniformity and job relatedness through design andimplementation of appropriate personnel policy and procedural systems that affect the equalemployment opportunities of the U. T. System Administration employees and applicants foremployment.

Development and Execution of Proactive ActivitiesIt is the responsibility of U. T. System Administration to identify proactive activities that will assist in thedevelopment of an Equal Employment Opportunity program. U. T. System Administration seeks toestablish a long-range EEO program that will include expanded recruitment efforts and retention ofwomen and minorities in its workforce, and to eliminate impediments to the attainment of U. T. SystemAdministration's EEO goals.1. Selection Processa. U. T. System Administration reviews job descriptions in order to ensure that they accuratelyreflect position functions and are consistent for the same position from one location to another.b. U. T. System Administration has validated job specifications for each job title in eachdepartment using only job performance criteria. These specifications are non-discriminatorywith respect to race, color, religion, gender and national origin.c. These validated job specifications are available to all supervisors involved in the recruiting,

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screening, selection, and promotion process. Copies of job descriptions for job openings areavailable to all recruiting sources.d. U. T. System Administration provides training in hiring procedures to employees involved in therecruiting, screening, and selection of employees to ensure equal employment opportunity.When a vacancy occurs, the hiring supervisor receives training materials to ensure that theseprocesses remain non-discriminatory.e. U. T. System Administration hiring officials are given the responsibility to assure compliance andenforcement of Equal Employment Opportunity through Human Resources Policy andProcedures Memoranda: Equal Employment Opportunity I.150 and Hiring, Promotion andTransfer Procedures I.010.f. U. T. System Administration reviews the requirements of the Office of Federal ContractCompliance Programs (OFCCP) Uniform Guidelines on Employee Selection Procedures.2. Recruitmenta. U. T. System Administration announces its vacancies nationally and locally with minority andwomen's organizations, including, but limited to, the Urban League, NAACP, Local MinorityChambers of Commerce, libraries, National Veterans Outreach Programs, Texas HigherEducation Coordinating Board, Texas Rehabilitation Commission, Texas Commission forHuman Rights, and Texas Workforce Commission.Page 10b. Senior-level administration job vacancies are disseminated through The University of Texas JobNetwork (UTJOBNET). The purpose of UTJOBNET is to inform employees of upwardmobility opportunities in particular senior-level administrative positions. In addition, theUTJOBNET maximizes recruitment and retention efforts that foster opportunities for qualifiedminorities and women.c. U. T. System Administration encourages component institutions with student enrollments tosupport minorities and provide opportunities that support minority graduation. An increase inthe graduation rates of African American and Hispanic students enhances employmentopportunities for such candidates within U. T. System Administration and componentinstitutions.d. U. T. System Administration programs which improve employment opportunities for minoritiesand women are encouraged.e. U. T. System Administration participates in local and surrounding area “job fairs.”

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f. U. T. System Administration maintains a World Wide Web job site.3. Promotionsa. Promotional opportunities are posted or announced.b. Formal employee evaluation programs are provided.c. "Employee evaluations" are based on job related criteria.4. Welfarea. U. T. System Administration’s facilities and social and recreation activities are open to allemployees. All employees are encouraged to participate in U. T. System Administrationsponsored activities.Page 11

Monitoring Implementation ofEqual Employment Opportunity ProgramU. T. System Administration has developed an on-going internal audit and reporting system to monitordecisions on employment and personnel action, which includes but is not limited to, recruitment,promotion, and transfer in order to ensure adherence to the Equal Employment Opportunity Policy. Anassessment of separations from employment will also be conducted to assist with future retention ofwomen and minority employees.The following tools have been devised to assist in the assessment of U. T. System Administration'sattainment of established goals.EQUAL OPPORTUNITY COMPLIANCE (EOC) FORM

Hiring officials are required to complete and sign an Equal Opportunity Compliance (EOC) Form priorto making a job offer, and for change in status involving promotions and transfers. This document isreviewed by the Office of Human Resources for compliance to ensure fair hiring and selection processesand good faith efforts are being made in recruitment.YEAR-END EEOA year-end EEO report shall be compiled by the Office of Human Resources. Included in the summaryare applicant activity data, referral information, new hires, promotion, transfer, reclassification, andseparation information by race and gender.All reports and documentation required in recruitment, hiring and selection processes, promotions,transfers, reclassifications, and separations will be maintained in accordance withU. T. System Administration's records retention plan.EXIT INTERVIEW QUESTIONNAIRE

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This document is administered to separating employees by the Office of Human Resources. Exitinterviews provide the opportunity to address concerns that may exist in the areas of equal opportunity,fair treatment, and/or employee retention within U. T. System Administration.Page 12

Design and Implementationof Internal Audit and Reporting SystemsIt is the responsibility of the Office of Human Resources to implement and monitor an auditing andreporting system that provides for the following:1. Maintain accurate up-to-date records on all referrals, applicants, hires, promotions, transfers, andseparations by race and gender to be certain that all employees are treated on a fair and equitablebasis.a. Data on applicants who apply for vacancies is collected through the administration of thevoluntary Applicant Data Flow form. This voluntary form captures the applicant's race, gender,veteran status and date of birth. An analysis by such factors is conducted in order to evaluatethe effectiveness of current recruiting efforts. All information voluntarily provided is keptconfidential.b. Annual analysis by race and gender within each department for each EEO-6 category isconducted in order to evaluate the effectiveness of current recruiting efforts to determine ifstated goals and good faith efforts are being met.c. Annual analysis by race and gender within each department for each EEO-6 category isconducted in order to review internal promotion and monitor upward mobility opportunities.d. Annual analysis by name, race, gender, job title, and reason for separation within eachdepartment for each EEO-6 category is conducted in order to identify possible areas of concernand need for remedial action.e. All separating employees are requested to complete an exit interview questionnaire administeredby the Office of Human Resources. The exit interviews provide the opportunity to addressareas of concerns that may exist in the areas of equal opportunity, fair treatment, and employeeretention within U. T. System Administration.2. Review all selection, promotional, and training procedures to ensure that they are nondiscriminatory.

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a. Hiring Officials are required to complete and sign an Equal Opportunity Compliance (EOC)Form prior to making a job offer, and for change in status involving promotions and transfers.This document is reviewed by the Office of Human Resources for compliance to ensure fair andequitable hiring and selection processes and that good faith efforts are being made inrecruitment.3. Inform executive management of the effectiveness of the EEO Policy and recommendations forimprovements, if necessary.Page 13a. A year-end EEO report shall be compiled by the Office of Human Resources. Included in thesummary are applicant activity data, referral information, new hire, promotion, transfer,reclassification, and separation information by race and gender.Page 14

Compliance with Sex Discrimination GuidelinesIt has and continues to be the policy of U. T. System Administration not to discriminate on the basis ofsex. To this end, we continue to do the following:1. Recruitment and Advertisementa. U. T. System Administration actively recruits both men and women for all jobs, unless sex is abona fide occupational qualification. Referral sources are informed that U. T. SystemAdministration has no specific sex preference and seeks only qualified applicants without regardto race, color, gender, religion, or national origin.b. U. T. System Administration actively recruits both men and women for all jobs, unless sex is abona fide occupational qualification. Advertisements for employment in newspapers and othermedia do not express a gender preference. No advertisements will be placed in columnsheaded "Male" or "Female." All advertisements are followed by "Equal OpportunityEmployer."2. Job Policies and Practicesa. Monitor written personnel policies and procedures to assure that there shall be no discriminationagainst applicants for employment or employees on the basis of gender.b. Employees and applicants for employment of both sexes shall have an equal opportunity to anyavailable job that he or she is qualified to perform. Gender is currently not a bona fideoccupational qualification for any job within U. T. System Administration.c. When terms and conditions of employment are the same, no distinction is made between the

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sexes in regard to opportunity, wages, hours, benefits, or other conditions of employment. Inthe area of employer contributions for insurance, pensions, and other fringe benefits,contributions shall be the same for both sexes.d. Marital status has no basis between the treatment of male and female as it relates to employmentor separation from employment. Also, U. T. System Administration does not deny employmentto women with young children, nor does it terminate employees of one sex in a particular jobclassification upon reaching a certain age.e. U. T. System Administration provides appropriate and comparable physical facilities for bothfemale and male employees.f. U. T. System Administration follows federal and state guidelines relative to employment.g. No difference is made between women and men as to retirement age for a particular job.Page 15h. Both women and men are eligible for all training programs and benefits offered by U. T. SystemAdministration. U. T. System Administration encourages women to participate in managementtraining programs both internal and external of U. T. System Administration.3. Seniority Systema. Gender shall not be a factor in the determination of service benefits.4. Discriminatory Wagesa. No distinction shall be made between male and female in establishment of wage schedules.b. No restrictions shall be made on one gender regarding certain job classifications. Proactivesteps shall be taken to make jobs available to all qualified employees in all classifications withoutregard to gender.Page 16

Guidelines on DiscriminationBecause of Religion or National Origin1. Equal Employment PolicyU. T. System Administration does the following to ensure that all applicants for employment andemployees are not discriminated against because of religion or national origin:a. Reviews employment practices to determine whether members of various religious and/or ethnicgroups are given equal employment opportunities.b. To ensure non-discrimination based on religion or national origin, U. T. System Administration is

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involved in the following outreach and recruitment activities:1. U. T. System Administration communicates its obligation to provide equal employmentopportunity without regard to religion or national origin to all employees and applicants foremployment.2. Internal procedures exist at U. T. System Administration to implement equal employmentopportunity without regard to religion or national origin.3. U. T. System Administration informs all employees and applicants for employment of itscommitment to equal employment opportunity without regard to religion or national origin.4. Recruitment sources are used to provide equal employment opportunity without regard toreligion or national origin.2. Accommodations to Religious Observations and PracticeU. T. System Administration accommodates the religious observances and practices of employeesexcept where such accommodation causes undue hardship on the conduct of U. T. SystemAdministration’s business. The extent of our obligation is determined by considering businessnecessity, financial costs and expenses, and resulting human resources problems.3. Non-discriminationIn implementing its EEO policy regarding non-discrimination because of religion or national origin,

U. T. System Administration does not discriminate against any qualified employee or applicant foremployment because of religion or national origin.

Workforce Analysis by Department

Employee Group InsuranceMedical and Dental Applications CenterOffice for Community RelationsOffice of Academic AffairsOffice of Business AffairsOffice of Business Affairs – H.U.B. DevelopmentOffice of Business and Administrative ServicesOffice of Development and External RelationsOffice of Estates and TrustsOffice of Facilities Planning and ConstructionOffice of Federal Relations

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Office of FinanceOffice of General CounselOffice of Governmental RelationsOffice of Health AffairsOffice of Human ResourcesOffice of Information ResourcesOffice of Information TechnologyOffice of Public AffairsOffice of Special ServicesOffice of the Board of RegentsOffice of the ChancellorOffice of the ControllerReal Estate OfficeSystem Audit OfficeSystem PoliceSystem Compliance OfficeSystem Airplane OperationU.T. TeleCampusUniversity Lands – Accounting OfficeUniversity Lands – West Texas OperationsWorkers/ Compensation Insurance DivisionThe following workforce analysis display, within each department for each job group, the total numberof incumbents, the total number of make and female incumbents, and the total number of male andfemale incumbents by ethnicity.

Analysis of Major Job GroupsWe have supplied an analysis of all major job groups at U. T. System Administration. Those jobshaving similar content, and opportunities have been grouped into five job categories:01 Executive/Administrative/Managerial03 Professional04 Clerical/Secretarial05 Technical/Paraprofessional06 Skilled Crafts07 Service/MaintenanceThe following reflects the analysis of the major job groups by job title, ethnicity and gender.

Company Profile:

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Pragathi Consultancy Services

At PCS, we energetically strive to deliver the best employment options for great companies and the associates we place within them. We serve best and respected companies by sending them the highest-quality individuals for temporary, temp-to-hire and full-time positions.

Companies make Pragathi their first choice for full-time, direct hire, temp-to-hire and temporary employment agencies because we're at the forefront of the ever-changing staffing industry. We meet our clients' needs - precisely, quickly and cost-effectively - with the finest talent.

Young and very experienced - that's probably the best way to describe us ! Pragathi helps companies in searching, selecting and managing the ever-valuable human assets. Formed in 2005, PCS enjoys an enviable reputation for delivering efficient, effective and professional solutions to meet our IT and ITES clients’ diverse recruitment needs. We guide the candidates too about the best opportunities in the marketplace, and constantly advise them in their career progression.  

Pragathi Consulting brings valuable experience to benchmark, revise, implement and preach the best practices of recruiting to our clients. We will conduct business and HR process reviews to assess what works and what doesn't within the client's unique corporate environment.

Pragathi Consulting will implement methods to decrease the joining time, reduce the cost-per-hire, and propose tailored solutions to streamline your recruitment process. Our services give you the opportunity to focus your expertise where it counts - on your unique business endeavors. Our goal is to ensure that our clients succeed in meeting their hiring goals with cost-effectiveness in mind.

Our recruitment performance consulting services are designed to help take your company to the next level of recruitment capability. Our recruitment consultants are all senior level recruiters with years of IT and software experience in recruiting, screening, and hiring techniques that produce lasting results in IT sector.

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Adopt a "Do what it takes to get the job done”

Clients:

Skilled, experienced, high-quality professionals are always at a premium and the competition to acquire such individuals will always be fierce, especially in these booming times. At Pragathi, we believe that by fostering a positive, professional and attractive culture, we are able to attract these candidates on behalf of our clients.

Relationships are at the core of our business. To successfully match candidates to clients, we believe we have to look at more than a resume.

We prefer for our consultants to meet with clients at their offices. This allows us to gain an insight into a client's working culture, as well as taking a detailed brief about their company and the position they wish to fill.

Our candidates are our product and we want our product to be the best. We attract prospective applicants through advertising, and intensive searching and selection through job portals, and our in-house databases, and will invite only those we judge to be of suitable quality to interact with one of our consultants for private interviews. At this point, our consultants will add a comprehensive report to the candidate's application.

We use self developed enterprise recruitment software, enabling us to conduct a comprehensive search of our candidate database for the criteria specified by our clients. We also have the latest skills testing software to validate the candidate's proficiency and experience on all the major software technologies. We can assist in managerial aptitude and psychometric tests too.

Only candidates who complete our rigorous selection process will be entered into our records and considered for a specific role or other appropriate appointments. We don't add everyone we meet to our books.

For additional information, prior to interviews, clients are provided with our consultant's initial interview reports. Interviews usually take place at the client's offices, but if required, we are happy for our clients to make use of our offices.

HR Team:

PCS also had on Excellent HR and Development team of 50+ man power Strength across the world.

About HR Team:

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Well Trained Staff of Four Professionals, and 2 of Business unit HR Professional, and anather Two for Training and HR operations.

Organization Chart of PCS

HR Organization Chart

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Java

QualityHR & Admin Finance

CEO

Dot net Business one

Testing

Resource

Manager- TTTechnical

Corporate Manager- HR

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Assi Mgr-Recruitment

Recruitment

Assi.Mgr-Contract Assi.Mgr-Documentation

Staffing 1DocumentsDocuments

RecruitmentRecruitment

Staffing 2

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Organization Chart of Technical Team

Grade Structure

The grade structure is subject to change depending on the changes in the policy

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Support 1

Intigrated QC

Java Team Dot net Team Testing Team TSR Group

Support 3Support 2

VP- Operations

Support 4

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Grade Technical Group Support Group *

A Trainee Trainee/Management Trainee

B Engineer/Developer/Designer/Analyst/Writers/Editors.. Executive/System Administrator/Associate

C Sr. Engineer/Developer/Designer/Analyst/Writers/Editors

Sr. Executive/ Administrator /Associate

D Team Leader -

E Asst. Manager Asst. Manager

F Technical Manager/Technical Architect Manager/Branch Manager/Regional Manager

G Sr. Technical Manager/Chief Architect Sr. Manager/National Sales Manager

H Vice President Operations

I Managing Director

*Support: Accounts, HR, System Admin, Quality, Tech Support, Marketing

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Experience Level :

A 0-1

B >1- 3

C >3-5

D >5-7

E >7-10

F > 10 yrs, based on the expertise and managerial capabilities, technical competencies..

G

H

Registered Corporate office

Pragathi Consultancy Services,#331,1st floor, 8th CrossAavalahalli Extn, BDA LayoutGirinagar

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Bangalore - 560085.INDIA

Research and Methodology

Statement of Problem:

Human resource has gained a wide acceptance in the industry. The

objective of the study was to access employee satisfaction. This has led to

the need for more experienced and skillful employee where to be trained to

meet the organization requirement.

People in an organization are the most productive resource and also

the most expensive organization spends on this resource in order to extract

the best contribution out of them. A small judgment error in rectifying a non

retainable employee could lead to decal losses in terms of time and money

spend on his training and job socialization as also initial losses in terms of

job held up due to vacancy in position and other related job being postponed

in today’s fast pace corporate world, time management being important,

such errors are not called for therefore more stress is laid on efficient,

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effective and potential worker for the organization corporate world today

recruits people directly and prudently rather simply hire and fire people.

The mobilization of money, the construction of factory building, the

purchase and installation of machines and procurement of materials are the

initial measures taken by a management in the establishment of a company.

The recruitment and selection of people to man and machines and auxiliary

services form a part of these initial measures.

Without people to man and plant, the collection of physical resources

by itself will not serve only purpose. The hiring of men and women required

is more important than the marshalling of physical resources in the

establishment of the company and the attainment of its objectives. Note that

the hiring of people is confirmed to the initial stages in the formation of an

enterprise. The employment is continuous one and it ends only when the

enterprise eases to exist.

More important, an enterprise grows and diversifies, and so there is

great need for men and women. Recruitment and selection, therefore

becomes a specialized function and is disclosed by the personnel

department. In act, employments are one of the foremost functions of the

human resource development.

Therefore, it is necessary to know about the employment function i.e.,

recruitment, selection, interviews, placing and orientation of personnel’s.

HR is the major inputs for any organization to achieve its objectives.

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Therefore it’s important for any organization to spend time and money till

the right personnel are found.

Field of study:

This project work was carried out at Saptha Business Solution Pvt.

Ltd., Bangalore.

Research samples:

IT industry plays a very important role in the economy. The sample

was therefore chosen as it portrays the needs of the researchers.

Research provides an insight into any study top basically evaluate and

judge the data or to find the solution to any given problem a simple is

representative of a group or population that identifies itself as part of it. The

sample chosen for this report is Saptha Business Solution Pvt. Ltd.,

Bangalore.

Objectives of the study:

Recruitment and Selection are one of major HRM function that helps

manager to keep the skilled members in the organization.

Data Collection:

The data collected contains primary data and secondary data. The

primary data has been collected mainly by interviewing and also observation

and audit. Secondary data has been obtained from published journals,

company broachers, books, internet, etc.

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Limitations of the Study:

1. As the project is prepared for academic purpose only, it suffers from

the limitations of time and money, due to which analytical study into

all the strategies adopted by the organization was not possible.

2. The study was completed with in short span of time that was

available.

3. The report also suffers from the limitations of exhaustiveness as far as

the information is concerned.

4. All this study is limited to Saptha Business Solution Pvt. Ltd.,

Bangalore only.

Data analysis

1 NUMBER OF RESPONDENT ACCORDING TO GENDER

GENDER NUMBER OF RESPONDENT PERCENTAGEMALE 26 52FEMALE 24 48TOTAL 50 100

0

20

40

60

80

100

NUMBER OFRESPONDENT

FEMALE

MALE

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Feed Back

The above chart shows that 52% of respondents are male and remaining 48% respondents are female

2 ARE SATISFIED WITH MANAGEMENT POLICIES

MANAGEMENT NUMBER OF PERCENTAGEPOLICIES RESPONDENT  YES 50 100%NO 0 0TOTAL 50 100%

0

10

20

30

40

50

60

POLICIES NO

PERCENTAGE

NUMBER OF

The above chart shows that 100% respondents are satisfiedwith the management policies.

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3 ARE YOU SATISFIED WITH MEDICAL FACILITIES BY THE COMPANY ?

MEDICAL NUMBER OF PERCENTAGEFACILITIES RESPONDENT  YES 50 100%NO 0 0TOTAL 50 100%

0

10

20

30

40

50

1 2

NO

YES

The above chart shows that 100% respondents are satisfiedwith the medical facilities given by the company

4 NATURE OF RELATIONSHIP BETWEEN THEEMPLOYEES IN ORGANISATION

RELATIONSHIP NUMBER OF PERCENTAGE  RESPONDENT  EXCELLENT 49 98%GOOD 1 2%AVERAGE 0 0TOTAL 50 100%

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0

10

20

30

40

50

60

EXCELLENT AVERAGE

Series2

Series1

The above chart shows 98% of the respondent had excellent employees in the organization

5 TYPES OF INCENTIVES PREFERRED

INCENTIVES NUMBER OF PERCENTAGE  RESPONDENT  MONETARY 25 50%NON MONETARY 0 0%BOTH 25 50%TOTAL 50 100%

0

10

20

30

MONETARY NONMONETARY

BOTH

Series2

Series1

The above chart shows that 50% of respondents prefer

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monetary type of Incentives and another 5% of respondents prefer both the types of incentive i.e, monetary and non-monetary

6 DOES AN ORGANISATION GIVE EMPHASISTO CAREER PLANNING

PLANNING NUMBER OF PERCENTAGE  RESPONDENT  YES 48 96%NO 2 4%TOTAL 50 100%

0

10

20

30

40

50

1 2

NO

YES

The above chart shows 96% of respondents feel the organizational is for career planning

7 DO YOU FEEL THAT YOUR ORGANISATION IS WELL PREPARED TO MEET TODAY'S CHALLENGES

CHALLENGES NUMBER OF PERCENTAGE  RESPONDENT  YES 50 100%NO 0 0%TOTAL 50 100%

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0

10

20

30

40

50

60

YES NO TOTAL

Series2

Series1

The above chart shows all the respondents agree that their organization is well prepared to meet today'schallenges

8 DO YOU HAVE FAITH IN COMPANY'S POLICIES?

POLICIES NUMBER OF PERCENTAGE  RESPONDENT  YES 50 100%NO 0 0%TOTAL 50 100%

0

10

20

30

40

50

60

YES NO TOTAL

Series2

Series1

THE ABOVE CHART SHOWS ALL THE RESPONDENTS HAVE FAITHIN THEIR COMPANY'S POLICIES

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1. Are you happy with the Recruitment process?

Recruitment No. of Respondents PercentageYes 68 90.7No 7 9.3Total 75 100

0

20

40

60

80

100

120

Yes No Total

No. ofRespondents

Percentage

Feed Back:

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2. How do you feel about interview panel?

Recruitment No. of Respondents PercentageExcellent 30 40Good 33 44Satisfactory 10 13.3Poor 2 2.7Total 75 100

020406080

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Excell

ent

Good

Satisf

acto

ryPoo

rTot

al

No. ofRespondents

Percentage

Feed Back:

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3. Did the Pragathi meet your expectations?

Recruitment No. of Respondents PercentageYes 70 93.3No -- --Cant Tell 5 6.7Total 75 100

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Yes No CantTell

Total

No. ofRespondents

Percentage

Feed Back:

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4. Are you happy with the salary what you offered from the company?

Recruitment No. of Respondents PercentageYes 24 32No 51 68Total 75 100

0

20

40

60

80

100

120

Yes No Total

No. ofRespondents

Percentage

Feed Back:

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5. Did Pragathi Managing fulfill the commitments which are given to

you at the time of interview?

Recruitment No. of Respondents PercentageYes 42 56No 13 17.3Cant Tell 20 26.7Total 75 100

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Yes No CantTell

Total

No. ofRespondents

Percentage

Feed Back:

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6. How do you come to know about openings in PCS?

BG Checks No. of Respondents PercentageFriends 5 6.7Internet 23 30.7News Papers 40 53.3Others 7 9.3Total 75 100

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Friends

Inte

rnet

News Pap

ers

Other

sTot

al

No. ofRespondents

Percentage

Feed Back:

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7. Do you want to refer more friends to PCS?

BG Checks No. of Respondents PercentageYes 58 77.3No 8 10.7Not Replied 9 12Total 75 100

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Yes No NotReplied

Total

No. ofRespondents

Percentage

Feed Back:

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8. Did you have the right Designations?

BG Checks No. of Respondents PercentageYes 34 45.3No 27 36Not Replied 14 18.7Total 75 100

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Yes No NotReplied

Total

No. ofRespondents

Percentage

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Feed Back:

9. What should be the company’s main source of BG Check?

BG Checks No. of Respondents PercentageEmployment Bureau 4 5.3

Direct Verification 17 22.7

Third Party Verification 39 52

Placement agency 13 17.3

Others 2 2.7Total 75 100

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Em

ploy

men

tB

urea

u

Thi

rd P

arty

Ver

ifica

tion

Oth

ers

No. ofRespondents

Percentage

Feed Back:

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10.What should be the best recruitment sources according to your

preference?

Recruitment No. of Respondents PercentageInternal Recruitment 63 84

External Recruitment 4 5.3

Both 8 10.7Total 75 100

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Inte

rnal

Rec

ruitm

ent

Ext

erna

lR

ecru

itmen

t

Bot

h

Tot

al

No. ofRespondents

Percentage

Feed Back:

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11.Did you fully know about the company policies before joined in this

company?

Recruitment No. of Respondents PercentageYes 10 13.3No 65 86.7Total 75 100

0

20

40

60

80

100

120

Yes No Total

No. ofRespondents

Percentage

Feed Back:

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12.Did you under gone any Written Test during Recruitment?

Recruitment No. of Respondents PercentageYes 75 100No 0 --Total 75 100

0

20

40

60

80

100

120

Yes No Total

No. ofRespondents

Percentage

Feed Back:

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13.How do you think about Recruitment and selection procedure in your

company?

Recruitment No. of Respondents PercentageSatisfactory 70 93.3Unsatisfactory 5 6.7Total 75 100

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Satisf

acto

ry

Unsatis

facto

ryTot

al

No. ofRespondents

Percentage

Feed Back:

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Questionnaires

1) Are you happy with the Recruitment process?

a) Yes

b) No

2) How do you feel about interview panel?

a) Excellent

b) Good

c) Satisfactory

d) Poor

3) Did the Saptha meet your expectations?

a) Yes

b) No

4) Are you happy with the salary what you offered from the company?

a) Yes

b) No

5) Did Saptha Managing commitment which is given to you at the time

of interview?

a) Yes

b) No

6) How do you come to know about openings in Saptha?

a) Friends

b) Internet

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c) News Paper

d) Others

7) Do you want to refer more friends to Saptha?

a) Yes

b) No

8) Did you have the right Designations?

a) Yes

b) No

9) What should be the company’s main source of recruitment?

a) Employment Bureau

b) News Paper ads

c) Direct Recruitment

d) Placement agency

e) Others

10) What should be the best recruitment sources according to your

preference?

a) Internal Recruitment

b) External Recruitment

c) Both

11) Did you fully know about the company policies before joined in this

company?

a) Yes

b) No

12) Did you under gone any Written Test during recruitment?

a) Yes

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b) No

13) How do you think about Recruitment and selection procedure in

your company?

a) Satisfactory

b) Unsatisfactory

14) What are your Guidelines to Saptha Recruitments?

15) How about HR Feed back in Saptha?

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Findings from the study

The data collected and analyzed and general observation has proven

that M/S Pragathi Consultancy Services. Has done remarkable job in its

Human resource development.

The main findings are as follows:

1. Each and every employee is well prepared to meet today’s

challenges.

2. The organization gives encouragement in career planning for every

employee.

3. There are employees in all experience level in the organization.

4. The internal department of core competencies and continuous process

improvements has made Saptha Business Solution Pvt. Ltd. One of

the most exciting SAP companies to work for.

5. The management showing their full efforts for the growth of Saptha

Business Solution Pvt. Ltd.

6. The company is having skilled employees who can give prime

solutions to the clients more effectively.

7. The management is showing there individual attention to each and

every employees for their betterment and to groom there skills.

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Suggestions

1. Create awareness about customer’s requirements among the

employees by maintaining high level of motivation and focus.

2. Increase the competence levels among the employees by giving

suitable Training and Development Program.

3. Identify the competencies and behavior pattern to be developed in

each individual by obtaining there feedback and requirements.

4. Provide training to the employees so that they get better knowledge,

skills and attitude.

5. Convert Saptha Business Solution Pvt. Ltd. into a ‘learning and

development organization’ to make it a “GLOBAL PLAYER AND

LEADER”.

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Bibliography

Primary Source

1. Principles of Management

- By R.N.Gupta.

2. Business Management

- By Reddy and Appanaiah

3. Personal Management and Industrial Relations

-By Dr.T.N.Bhagoliwali

Secondary source

4. www.Google.com

5. www.KarnatakaHRGroup.com

6. www.HR Community .com

7. www.HRIndia.com

8. Mr.BV Raghunath – (HRD Professional)

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