A STUDY ON HR EXECUTIVES OPINION ON RECRUITMENT

THROUGH NETWORKING IN IT INDUSTRY

CHAPTER I
INTRODUCTION

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CHAPTER I
INTRODUCTION
Organisation
Organization is a social unit of people, systematically arranged and managed to fulfil a need
or needs and or to pursue collective goals that are mutually beneficial to the organization as a
whole and its units.
''Human resources'' is a term in which many organizations describe the combination of
traditionally administrative personnel functions with performance management, employee
relations and resource planning. The field draws upon concepts developed in
Industrial/Organizational Psychology. Human resources have at least two related
interpretations depending on context.

Importance of Hr in an Organization
Human resource is an integral part of any organization. Great stress is laid on implementing
an effective human resource system in an organization. There are lots of department in an
organization that makes use of human resource to setup strategic planning and means to
process officials assignments. The companies that do not have a proper human resource
department suffer from official disorders and lack of management in office activities.
A Human Resources Department is responsible for coordinating the activities of employees
within an organization. Obviously, the first thing that comes to mind, in the presence of a HR
department, is that, there is a greater probability of the organization yielding profits in the
future. The human resources department provides guidance and leadership qualities to
various departmental heads. In addition, it helps other departments within the same company
in carrying out effective decision making, and monitors and evaluates the recruitment of
employees into the organization.
There are many advantages of human resource in an organization. Some of them include:
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Human resource helps in employee management:

There are many advantages that human resource provides in an organization but the foremost
advantage of human resource in an organization is the assistance it provides in Recruiting
staff and in training employee. The human resource department is mostly responsible to
develop the systematic plan according to which they hire the staff and help to build a
professional work team.

Human resource provides consultancy:

There are many issues that the employee or work-team of an organization faces. The
advantage of human resource is that it's a medium which provide all the consulting that an
employee needs and also answer general queries. Human resource is very effective in an
organization to settle down any managerial dispute or employee problem in a professional
and proficient manner.

Building business plan:

On more advantage of human resource is that these departments actively participate in
business and marketing decision. The human resource system comprises of highly dedicated
professionals who have the ability to devise new plan and implement marketing strategies
that would bring more business and capital to the organization.In todays world Human
resource management is considered vital and they are even considered upto the level of
strategic business partners.

Forethought of business:
Human resource also deals with the long-term management of the business. This department
evaluates the future scope of the business and devises strategies which would be profitable to
the organization in the longer run and bring in stability to the business and provide it an
established medium to stand on in the future.

Building public relations:

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Human resource also helps the business and commerce to make public relations and built a
proper referral system. The human resource department arranges seminars, business meetings
and official gathering for the company so that it gets acquainted with the market and other
businesses.These advantages therefore clearly illustrate how important the human resource is
for an organization. Whether the business is small or it's a big budget industry, building and
maintaining a high profile human resource system is very necessary if the business wants to
avoid disputes and problems in the longer run.

Recruitment
Recruitment is the process of searching the candidates for employment and stimulating them
to apply for jobs in the organization - Edwin B. Flippo

Recruitment A tool to attract quality workforce

Activities designed to attract a qualified pool of job applicants to an organization.
Steps in the recruitment process:

Advertisement of a job vacancy.

Preliminary contact with potential job candidates.

Initial screening to create a pool of qualified applicants.

Recruitment methods:
External recruitment candidates are sought from outside the hiring organization.
Internal recruitment candidates are sought from within the organization.
Traditional recruitment candidates receive information only on most positive
organizational features.
Realistic job previews candidates receive all pertinent information.

Selection
Choosing from a pool of applicants the person or persons who offer the greatest performance
potential.
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Selection Steps
Completion of a formal application form.
Interviewing.
Testing.
Reference checks.
Physical examination.
Final analysis and decision to hire or reject.
Challenges in Recruitment
Recruitment function of the organization- is constantly facing new challenges in Recruitment.
The biggest HR challenge in Recruitment for such professionals is to source or recruit the
best people or potential candidate for the organization.In the last few years, the job market
has undergone some fundamental changes in terms of technologies, sources of recruitment,
competition in the market etc. In an already saturated job market, where the practices like
poaching and raiding are gaining momentum.HR professionals are constantly facing new
challenges in one of their most important function- recruitment. They have to face and
conquer various challenges to find the best candidates for their organization. The major
challenges faced by the HR in recruitment are:
Adaptability to globalization The HR professionals are expected and required to
keep in tune with the changing times, i.e. the changes taking place across the
globe. HR should maintain the timeliness of the process
Lack of motivation Recruitment is considered to be a thankless job. Even if the
organization is achieving results, HR department or professionals are not thanked
for recruiting the right employees and performers.
Process analysis The immediacy and speed of the recruitment process are the
main concerns of the HR in recruitment. The process should be flexible, adaptive
and responsive to the immediate requirements. The recruitment process should
also be cost effective.

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 Strategic prioritization The emerging new systems are both an opportunity as

well as a challenge for the HR professionals. Therefore, reviewing staffing needs
and prioritizing the tasks to meet the changes in the market has become a
challenge for the recruitment professionals.

Introduction to Recruitment through Networking

The world is changing rapidly and especially in the way we engage in business with the
emergence of social media sites such as Twitter and Facebook.The rising trend of
Recruitment through Networking is being seen in both businesses, recruitment and
advertising agencies combined, led largely by the rise of sites such as Linked In careerfocused networking tools. Networking Sites popularity is also clearly demonstrated by the
volume of online job boards, enhanced user-functionality for job seekers and employers alike.
There have been many reports seeking to uncover this trend and its been widely reported that
recruiters are taking a far more proactive approach to sourcing candidates through their use of
social media. Its been proven that recruiters are bypassing job boards, advertisements and
agencies to connect with people qualified for their open positions. In our research we wanted
to explore this further and delve behind this trend to look at the drivers which have caused
this shift in focus. Whilst much of our findings will come as no surprise, there are some
trends which were rather unexpected.
For the past few years, the economy has significantly impacted hiring and recruiting trends
across the nation. As higher numbers of anxious job seekers competed for fewer jobs, HR and
talent acquisition staffs within companies were also reduced. They just might not come out
to campus to recruit for them. They might post them online and [use] less expensive
recruiting methods, said Andrea Koncz, employment information manager at NACE.
The main aim of any business organisation is to make profits. It is the man power of every
organisation that is of high importance in achieving the organizational objectives and If the
recruiters Identifies the Right skills an fit into the structure of the organisation, they are likely
to contribute more towards the success of the organisation.

Networking
Networking is a socioeconomic activity by which groups of like-minded peopla recognize,
create, or act upon opportunities. A Network is a type of social network whose reason for
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existing is business activity. Many HR Professionals contend networking is a more costeffective method of networking than advertising or public relations efforts. This is because
business networking is a low-cost activity that involves more personal commitment than
company money.As an example, a networking may agree to meet weekly or monthly with the
purpose of exchanging business leads and referrals with fellow members. To complement this
activity, members often meet outside this circle, on their own time, and build their own oneto-one relationship with the fellow member. Networking can be conducted in a local
community, or on a larger scale via the Internet. Networking websites have grown over recent
years due to the Internet's ability to connect people from all over the world.

The emerging of Networking Sites for Recruitment in India

Often recruitment is taken confined to traditional local job sites, which is no more the case
with the present generation professionals. Scenario has got changed. Now anybody can easily
figure it out that these Networking sites are taking over those traditional job boards, if not in
terms of volume then at least in terms of quality of recruitment. Recruiters have realized that
social media has become a potential tool for recruitment. By virtue of these Networking sites
one can easily go deep in his personal branding that too with a high level of authenticity.
For the past one decade some gargoyles were ruling in the Indian job recruitment
Industry such as Naukri.com, Timesjob.com, Shine.com and Monster.com. Then this league
was efficiently joined by some social networking sites like Facebook, Twitter and LinkedIn.
Both these leagues have different segment to approach. Basically most of the white-collar IT,
finance and marketing industry recruiters were turning towards Networking sites but others
were still hell-bent with the old ritual methods of traditional job boards. Therefore it became
a desperate requirement of the job industry to carve a blend of both; a traditional job board as
well as social networking site. Keeping it into consideration twitter launched its child
concern. Hence Tweetmylobs.com took avatar in global as well as Indian market. Prior to
pitching in Indian market, they were actively participating in recruitment of Indian
professionals, but now their debut is on a full-fledged scale. It has made cross border
recruitment very easy unlike those traditional ones which had confined their monopoly to a
particular region of their dominance. Lets rummage around few of them in a comparative
manner.

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Though facebook, twitter, LinkedIn, NAUKRI, shine and monster.com are doing
pretty well but tweetmyjobs.com is dedicatedly serving the purpose of quality recruitment
along with multipurpose social networking. In some aspects it is more or less similar to its
competitors. For example 2nd level referral is common in every other social networking site
but addressed by different terminologies, like it is referred as LIKE & SHARE in facebook,
second degree intro in Linked and similarly Retweets in twitter. But on the other hand
Tweetmyjobs.com has some unique features like Tweetmaps which is a particular platform
in order to ease the work of job finding; filtered on the basis of certain parameters like sectors
and specifically the location. Its instant notification of new openings segregates it from
others. Mobile phones are very common in our society and with the help of twitter enabled
phones one can receives the instant message over the mobile phones. These instant messages
on mobile help job seekers to remain one step ahead. One feather in the cap of
tweetmyjobs.com is its collaboration with my StaffingPro (largest and most comprehensive
staffing solution), which in any case gives job seekers an indirect access to it. Another USP is
their approximately more than 9000 job channels which are sheer interface between recruiters
and job seekers allowing targeted reach of jobseekers. Their integrity is crystal clear with the
flashing data of traffic logged in.
Though as of now India is quite successful in staying away from that level of
unemployment, which western countries are facing but still staying alert in the field of job
recruitment definitely helps in taking an edge over competitors. So, why to be dependent on
those obsolete trends of recruitment when such an advanced phenomenon of recruitment is
standing by us? Prior to the introduction of Networking sites and specifically
tweetmyjobs.com, job seekers and recruiters took a resort of only two modes of recruitment,
i.e. phone calls and job applications. Social media specifically with mobile integration can be
considered as the third mode: REAL TIME ONLINE RECRUITMENT. It is by n large a
necessity along with a trend.

IT Industry in India
The Information technology industry in India has gained a brand identity as a knowledge
economy due to its IT and ITES (IT-Enabled Services) sector. The ITITES industry has two
major components: IT Services and business process outsourcing (BPO). The growth in the
service sector in India has been led by the ITITES sector, contributing substantially to
increase in GDP, employment, and exports. The sector has increased its contribution to
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India's GDP from 6.1% in 2009-10 to 6.4% in 2010-11. [1] According to NASSCOM, the IT
BPO sector in India aggregated revenues of US$88.1 billion in FY2011 The top seven cities
that account for about 90% of this sectors exports are Bangalore, Chennai, Hyderabad,
Mumbai, Pune, Delhi, Kolkata, Coimbatore and Kochi[2] Export dominate the ITITES
industry, and constitute about 77% of the total industry revenue. Though the ITITES sector
is export driven, the domestic market is also significant with a robust revenue growth.
This sector has also led to employment generation. Direct employment in the IT services and
BPO/ITES segment was 2.3 million in 2009-10 and is estimated to reach nearly 2.5 million
by the end of financial year 2010-11. Indirect employment of over 8.3 million job
opportunities is also expected to be generated due to the growth of this sector in 2010-11.
Generally dominant player in the global outsourcing sector. However, the sector continues to
face challenges of competitiveness in the globalized world, particularly from countries like
China and Philippines.
India's growing stature in the Information Age enabled it to form close ties with both the
United States of America and the European Union. However, the recent global financial
crises has deeply impacted the Indian IT companies as well as global companies. As a result
hiring has dropped sharply, and employees are looking at different sectors like the financial
service, telecommunications, and manufacturing industries, which have been growing
phenomenally over the last few years. [3] India's IT Services industry was born in Mumbai in
1967 with the establishment of Tata Group in partnership with Burroughs. [4] The first
software export zone SEEPZ was set up here way back in 1973, the old avatar of the modern
day IT park. More than 80 percent of the country's software exports happened out of SEEPZ,
Mumbai in 80s

Concept & Meaning of networking in Recruitment Context:

Networking in Recruitment can be defined as the use of social media with a blend of
technology and social interaction for the co-creation of value used as a tool for recruiting.
when companies and recruiters use Face book, LinkedIn, Twitter and other social media sites
to source and recruit candidates for employment. There are several terms used
interchangeably including social hiring,

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The most popular Social Media sites used for recruiting are: LinkedIn,Facebook
8,Twitter,Brijj, Google+,Orkut

Importance of Recruitment through Networking

From the recruiters perspective one of the reasons why Networking has emerged as an
important tool for recruitment is its power to offer them a broad perspective about the
candidate. It tends to bring forth certain traits and personalities of a candidate which may not
be reflected in their resume.
Secondly, Recruitment through Networking widens the choice pool for the employers and
also fastens the recruitment process. While on one hand the recruiters get access to a wide
range of candidates from various geographic locations, it also makes the process quick and
more effective by increasing the accuracy of profile searches. This function is of great
advantage, especially given the fact that a vast majority of social media users are the youth
who would be the prime working force in companies.
Thirdly, it is a low cost tool with a good return on investment, thus saving both time and
money costs. Additionally, Networking increases the brand visibility of the recruiter.
From the applicants perspective, Networking helps applicants gain deeper insight into the
company about certain facts and information which may not be readily available on the
company website. They also get to know the openings available in various companies and
apply accordingly, provided the companies are active on these social mediums.
Small and large companies, career centers, recruiters and staffing firms alike will develop
strategic Networking plans to create and maintain relationships with prospective candidates
through social media and branding tactics. Recruiters and staffing firms have begun to focus
on the strategy of Networking career centers potentially will forgo a transition from
traditional career fairs to virtual Web-based solutions; and job boards will no longer be the
primary source for candidates as employers increase demand for higher quality candidates
and candidates demand higher quality communications from employers and recruiters.
Thus Recruitment through Networking is redefining and reshaping the traditional hiring
processes of companies.
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Factors influencing HR Executives for Recruitment through Networking

There are several factors that influence/affect the climate of an organisation. Various such
factors are listed below for the purpose of this study:
1. Search firms' social pipeline increases pressure on employers
The predicted increase in hiring activity for the second half of 2011 should result in a
significant uptick in business for agencies and search firms. Third-party recruiters' have been
quick to adopt and integrate Networking into their strategies and many have capitalized on
the slowdown in hiring activity for pipeline building.
Employers just now adopting Networking strategies are likely to be beaten to the punch by
their agency partners, particularly for top candidates, many of whom may already be
represented. In response to this trend, Networking strategies should become the most in
demand HR specialty within companies by year end.
2. Online brand management shifts to hiring function
As Networking evolves, we may see priorities of internal human resource and recruitment
functions shift towards brand management and public relations. Just as employers embrace
social media as a tool to discover damaging information about candidates during the pre-offer
due diligence process, it's important to remember candidates are often returning the favor.
Now that companies are investing significant resources in online employment branding and
outreach, employers should find themselves tasked with protecting that investment through
proactive engagement, outreach and careful messaging.
3. Information visibility leads to compliance nightmares
As powerful as social networks are for sourcing candidates, they also create a litany of
potential compliance nightmares, particularly for OFCCP-regulated organizations. Such sites
allow employers visibility to much more than standard profile pictures, including information
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about date of birth, religious affiliation and sexual preference. This information remains
protected, by law, during the hiring process.
The rise in Networking opens the door to potential discriminatory hiring practices and/or
lawsuits. With the OFCCP previously announcing more frequent and detailed audits in 2010,
compliance issues could potentially impact many companies, particularly as many company
websites currently have limited tracking capabilities as mandated by Federal hiring
regulations.
4. Social priority migrates from pre-hire to post-hire
The ease of communications and scalability provided by Web 2.0 platforms offers
unprecedented opportunities for employers to proactively engage employee populations and
increase visibility within their organizations.
By properly leveraging social networks to create a dialogue, HR will have increased exposure
to employees' ongoing work-related concerns and feedback.This additional exposure into
professional backgrounds, experience and career objectives of employee populations outside
the formal planning process should trigger a rise in internal promotions and lateral moves
between function and department.
5. Boomerangs finally come back
While hesitant to embrace emerging social networks, many corporations have been building
online alumni networks over the past decade. Features like searchable directories, messaging
capabilities and event planning allow online alumni groups to essentially serve as proprietary
social networks that are ideally suited to employer outreach. With limited resources and
cutbacks still a factor, 2010 should continue the increasing prevalence of alumni boomerang
hires.
These candidates offer many potential advantages, including familiarity with company
policies, culture, systems and hierarchy, enabling them to hit the ground running and add
immediate value. Their performance histories and internal references are also easily
accessible, allowing more informed decisions and increasing the quality of hire.
6. Shift in employer usage from prospective to current employees

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Networking should disappear from being primarily a sourcing tool and transform into an
employee engagement/development tool, with HR utilizing it to keep track of employees'
complaints, issues and work-related content via social media. This will give visibility into
people in the organization whose talents and skills align with open roles or potential internal
possibilities as a way to target internal promotion.

7. Market fragmentation leads a return to the boards

A plethora of "next generation" (read: alternative revenue model) job posting sites popped up
in 2009. Few of these sites, however, have screening processes for either employers or
candidates, and lack demonstrative ROI, original content, enhanced services and capabilities
that go beyond job posting and resume submission.
When hiring does pick up, many industry watchers predict candidates and recruiters will
abandon these upstart boards in favor of more proven, heavily resourced sites, which
themselves have evolved to meet the changing recruitment landscape, such as the recent
launch of Monster Communities.These social networks are designed around professional
specialties, such as Information Technology and HealthCare.These user-driven, careerfocused sites may spell trouble for more traditional, fee-based niche boards, which have
already suffered a steep drop in revenues and posting activity.
8. The slow demise of the employee referral
Networking will lead to an increase in volume for internal referrals, particularly for
employers with referral fees. This easy access to candidates will diffuse recruitment from an
HR activity to active employee solicitation. But the lack of training for line management and
employees will lead to a diminished percentage of quality referrals with emphasis on volume.
Consequently, referrals should drop out from their reign as the top source of hiring for many
companies who will respond by severely limiting or deemphasizing referral programs.
9. Recruitment's social network of choice: applicant tracking systems
Applicant tracking systems (ATS) are increasingly going to become integrated with social
networks, allowing candidate profiles to include not only resumes, but also consolidated
social networking information. This will essentially remake ATS capabilities as integrated
background check, sourcing and resume disposition solutions.
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10. Niche job boards begin slide to obsolescence

Niche job boards will significantly diminish in scope and effectiveness as Social Media
Recruiting allows for much easier engagement with targeted candidate pools through
professional communities, lowering costs while decreasing time to fill.This will also help
with employment branding and awareness as specialty recruiters will become increasingly
active.

CHAPTER II
REVIEW OF LITERATURE

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CHAPTER II
REVIEW OF LITERATURE
1. The Networking Era- Tapping online social Network to build better products
& reach new audiences by Clara shih
Sourcing Candidates
Hundreds of millions of the best-educated, most qualified job candidates are becoming
members of social networking sites like LinkedIn, Twtter,Brijj and Facebook.Increasingly,
smart recruiters are joining these sites too in order to connect with these individuals and
cultivate lasting relationships.

Why do networking sites attract desirable candidates?

One reason could be that high-achieving professionals are more drawn to networking, and
that strong network shave contributed to their professional success. Also, these individuals
tend to be savvier and more selective about where they work. They are more likely to
periodically reevaluate their careers and seek out or at least be open to new opportunities for
career advancement.In the past, one big problem with job boards and rsum submission was
rsums would become outdated, sometimes making it difficult to even get in touch with a
candidate.Because social network profiles are self-maintained, living documents, they tend to
be more accurate and up to date with a candidates most current experience,Qualifications,
availability, and contact information. Additional features of social network profiles, such as
showing who you know in common, testimonials from colleagues, and profile search
capability, makes the recruiters job easier. These features provide valuable additional

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insights that allow recruiters to qualify candidates earlier in the cycle and not have to waste
their time or the candidates time when there is not a good fit. Recruiters typically categorize
candidates into active candidate status or passive candidate status. Active candidates are those
proactively seeking a job. Passive candidates are those usually currently employed but
potentially open to hearing about new opportunities.. There are additional nuances for how to
best interface with collegecandidates, extended network referrals, and specialized groups,
which we cover in turn.

College and Management Recruitment on Facebook

University recruiters need to be where students are, and just about every college or graduate
student these days is on Facebook. More and more, recruiters are using Facebook to provide
information about prospective employers, promote campus info

sessions, connect with

student groups, stay in touch with interns, and even perform due diligence on prospective
applicants. In lieu of or in addition to traditional Web pages, college recruiting teams are
setting up Facebook Pages to provide company information and foster communities of
recruiters, employee alumni (current company employees who are alumni of the school),
interns, and prospective applicants. Events can be associated with a Page, allowing fans to
receive updates when event details change or new events are posted.
The Page describes job opportunities at the company, invites students to attend an upcoming
Meet and Greet P&G Engineers session, and introduces a current P&G employee who
recently graduated from the university, encouraging interested students to get in touch.
Another effective, low-cost strategy used by college recruiters is engaging with campus
student groups. Most student organizations have a Facebook group that lists their officers.
Recruiters or employee alumni can send a Facebook message to these individuals to say hello
and perhaps offer to sponsor or speak at an upcoming meeting. Afterward, the
company can follow up with group members by posting the slides presented, related links,
and speaker contact information to the group. Many employers offer summer internships or
co-op programs to provide students with an opportunity to work at the company prior to
graduation. Lastly, recruiters and hiring managers are using Facebook and MySpace to check
out prospective applicants. Is the candidates profile consistent with how she has presented
herself in interviews and on her rsum? Does this person seem friendly and well balanced?
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Or is her profile blatantly inappropriate and unprofessional? Obviously, there is a fine line to
balance between privacy and due diligence.

Referrals from Extended Networks

Social Sales, social networking sites allow people to reach far beyond just their immediate
networks. For recruiters, the ability to find and contact candidates among friends of friends
and greater extended networks dramatically expands the pool of trusted talent. LinkedIn, in
particular, lets recruiters to reach the extended networks of their extended networks. Instead
of only asking n people in their extended network whether they would be interested in a job,
recruiters can ask those n people if they know anyone who might be interested in the job
thereby potentially reaching people. Recruiters can further expand their network reach by
joining a LION network, a request for referral sent to me from a LinkedIn connection.
LinkedIn allows recruiters to tap extended networks not only for interested applicants but
also for referrals of interested applicants, which has a multiplying effect on how many people
within the trusted network they are able to reach. Silicon Valley start-up company Appirio has
taken this concept to Facebook with jobs4MyFriends, an application it developed that allows
businesses to easily tap employees Facebook networks to source job candidates. Given the
high costs of recruiting and the near-universal tendency for many of the best candidates to
come from employees, many employers offer some form of referral bonus to employees if the
referred candidate ends up getting hired and taking the job. Motivated by the referral bonus or
just a desire to help the company find more good people, employees install the
Jobs4MyFriends application into their Facebook account, kicking off a matching process that
compares the companys job listings to the profiles of the employees Facebook Friends As
we talked about earlier, most social network profiles contain relevant information for
recruiting such as interests, location, former employers, associations, role, and title. The
employee can then decide whether to actually submit the referral.Jobs4MyFriends is a
Facebook application that lets employees refer friends foropenings at their company.

Targeting Specialized Networks

Social network communities and affinity groups are another great source of talent,
particularly if you are looking for candidates of a certain background. There are tens of
thousands of Facebook groups and LinkedIn groups around company employees and alumni,
roles, industries, conferences, and trade associations

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Candidate References
The shortcoming of traditional candidate references is that they are provided by the
candidate, and any rational candidate will only disclose favorable references. As a result,
recruiters might be getting a biased view of the candidate.

More Objective
The online social graph can make reference checking more independent and objective.
Instead of asking the candidate to supply references, a recruiter can go to LinkedIn and find
them herself. For example, the recruiter might want to browse the candidates LinkedIn
contacts, including mutual connections, or search for profiles of people with overlapping
tenure with the candidate at a previous employer. Either way, the recruiter or hiring manager
for the first time can decide for herself who to tap for an independent reference. As a
courtesy, the recruiter might want to ask the candidate for an introduction to this person or at
least provide a heads-up that she will be reaching out.

More Accountable
Another type of candidate reference comes in the form of professional testimonials on social
networking sites. For example, LinkedIn members can publicly recommend another member.
The testimonial becomes part of the members profile .LinkedIn recommendations are public
and last forever until or unless the member removes it from his or her profile. People think
twice before agreeing to provide an endorsement, and they think twice about what they are
going to say. This introduces a new level of transparency and accountability to these
endorsements that private referencechecks in the past might not have had. There is a
Facebook application, Testimonials, that offers a similar professional testimonial capability.
Profile recommendations on LinkedIn carry more weight because they are public testimonials
that can be scrutinized by other members.

Establish Your Credibility as a Recruiter

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Especially for independent recruiters or head-hunting firms not affiliated with one particular
employer, public recommendations on LinkedIn from successfully placed candidates are a
great way to highlight your track record and establish credibility. In addition to public
testimonials, the recruiter can use online social networks to see if she and the candidate have
any mutual contacts. As in the sales example, the recruiter could ask these individuals to
serve as references. If the recruiter is really lucky, one of these mutual contacts might even be
a past candidate who she successfully matched with a job! Transitive trust happens at two
levels for job candidates:Trust in the employer. Friend X works for Employer Y. Candidate Z
trusts and respects Friend X, so Candidate Z is more likely to trust that Employer Y is good.
Otherwise, his friend would not be working there.Trust in the recruiter. Friend X went
through Recruiter M and landed a good job that she is very happy with. Candidate Z trusts
Friend X and sees she is happy, so he is more likely to believe Recruiter M is qualified.
Because finding a job is so personal and emotional, transitive trust plays an even bigger role
in recruiting than in sales. In most cases, there is no single perfect or best job.There is an
inherent level of uncertainty about any new role. Until the candidate actually starts working
there, she wont have full information about what her experience will really be like. At a
certain point, she needs to make a leap-of-faith decision based on trust that this is the right
job. Employee references, especially from friends the candidate knows and respects, provide
the best information for mitigating the uncertainty.

Keeping in Touch
Despite their greatest efforts, however, occasionally even the best recruiters arent able to
close a candidate. The timing isnt right, the candidate decided to go with another
opportunity, a personal emergency is preventing the candidate from relocatingthere could
be any number of reasons. Prior to social networking sites, it was easy to lose touch with
candidates, even those with whom recruiters invested months and even years. As we first
talked about in Chapter 3 and then explored further in the context of sales in one of the most
valuable aspects of online social networking is the ability to maintain more weak ties. For
recruiters, this means being able to keep in touch with candidates regardless of whether they
were successfully placed.. Recruiters can also further capitalize on those relationships by
tapping those candidates friend networks for additional talent. Why would candidates want
to keep in touch? As we talked about at the opening of this chapter, most people view
recruiting as more mutually beneficial than sales calls. They want to keep their options open
in case something happens with their current job or something better comes along.
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Maintaining relationships with recruiters, especially low effort weak ties, buys them
privileged access to new career opportunities down the road.So more often than not,
assuming the working relationship was positive; we are seeing candidates accept LinkedIn
invitations and Facebook Friend requests from their recruiters.
Employee Poaching
The unprecedented access provided by online social networking is tremendously empowering
for recruiters and job candidates, but can be worrisome for employers.Poaching is not a new
phenomenon. Employees of reputable firms are constantly being sought afterthese
individuals are prescreened and know the companys best practices,so their experience is
highly valued by others. What makes online social networking potentially scary is that now,
recruiters can be very systematic about their poaching. Employers might want to be careful
about creating employee communities on social networks unless they are properly moderated
and watched over carefully to prevent poachers from joining. Some companies have
instituted internal policies about what employees can and cannot disclose about the
organization and their role in public forums, including social networking sites. Other
recruiters I know follow tacit rules of engagement that focus their efforts on active candidates
and make them less aggressive about pursuing passive candidates, especially from outright
competitors. Ultimately, employers need to do three things. First, be aware that poaching is a
reality. Second, have backfill plans ready to be mobilized in case a mission-critical role is
suddenly left vacant. Most important, invest in creating a great workplace environment so
that employees wont want to leave. In todays competitive world Employee poaching is
inevitable, but it is the duty of employers to curb this devil .Employers must work out ways
to boost up their employee morale and create a conducive environment for the employees.

2. Recruitment through Networking : A practical guide on using Networking Sites to

build your business (An article by Recruitment & Employment Confederation of
America)
The Future of Recruitment Through Networking
Introduction

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Futurology is a dangerous game - bad predictions often come back to haunt you. Perhaps a
better way of looking at predictions is to take the approach of the futurologist William Gibson
who wrote "The future is here. It's just not evenly distributed" Social Media is very much
here in the present and is becoming "evenly distributed" at an unprecedented rate. So how is
this growth likely to impact on the recruitment Industry in the weeks, months and years to
come?
Key themes for the future of Social Media Recruiting?
For me there are six rapidly evolving areas that will define the Social Media Recruitment
landscape going forwards:
1. Social Advertising
Often dismissed as not being "proper" social media marketing, there is no doubt
thatadvertising in social channels is an important and effective tool. Highly targeted and
available across most social platforms (including LinkedIn), social advertising is
alreadydelivering bottom line results in the recruitment industry
2. Portable Content
Increasingly, companies aren't just putting their content on their corporate recruitment sites
they are letting the content go to their candidates and travel around unhindered in the social
space. Platforms such as YouTube and Facebook are already being utilized to take content
(including video) beyond the traditional company web site.
3. Referral Networks
Expect to hear much more about "Social Graphs", "Nodes" and "Ties" in the recruitment
space in coming years as the 'science' behind social networking grows. Word of mouth
referrals have always been important in recruitment. Going forward, technology will turbo
charge this whole area.
4. Authentic Conversations
Profiles of current employees have been a big part of recruitment websites in the last ten
years. Things are now moving towards more authentic real-time communication.
Conversations between current / past employees and future hires (whether officially

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sanctioned or not) are already becoming an important part of the recruitment process and this
trend is set to continue.
5. Reputation Management
As social media takes off in many different directions it will become increasingly difficult for
organizations to monitor and control what is being said about them and where it is being said.
6. SocialSourcing
In sectors where the best talent still remains difficult to recruit, social media is offering
increasingly sophisticated ways for skilled recruiters to identify and engage with top
talent.The explosion of social media has seen the launch of literally thousands of sites and
platforms where people can share information network and have on-line conservations. This
can mean multiple logins and key information being spread across a number of different
platforms. We're already seeing the emergence of one login facility for multiple social media
sites (Facebook, Twitter etc). Very soon the old way of thinking about media planning and
internet sourcing will change as a person's professional online identity becomes a single
portable entity. There are still many barriers to overcome (and privacy issues to be resolved)
but the logical long-term consequence of this trend is complete transparency of information.
The rise of the social web is rapidly accelerating the internet's ability to make information
transparent. It is already often possible to easily get detailed information about who works
where, their job title, their contact information, their career history and a sense of their work
personality. This will get even easier and more ubiquitous with the rise of single portable
identities and has significant ramifications for many in the recruitment industry. Recruitment
firms that currently rely solely on harvesting CVs from the internet or having sole access to
contact lists will have to consider how they can add real value to the recruitment process to
remain in business.Corporate recruiters will benefit from the ability to target talent within
competitor organizations more effectively. But they will also have to work very hard on their
own employee value proposition in order to retain their own skilled workforce. Job Boards
will also have to evolve their CV database offerings to both candidates and employers if they
wish to stay relevant.

3. Networking: The Recruiting Revolution

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(An article by NAS Recruitment Communications, An agency of the McConn

Worldgroup)Online networks are virtual communities based upon shared Interests and
activities that place emphasis on relationship building. Although online networks began as a
way for college student to connect they are now regularly used by all. There are various
online methods for interacting with peers and colleagues, including messaging, blogging,
video and forums. There are also many types of online networks, from classmate finders to
industry- and occupation-specific areas. At the heart of social media are social
networks.These networks allow people to interact and maintain conversation with one
another. They have forever changed the way people communicate, both personally and
professionally. Social networks are a hotbed for gaining knowledge and provide a stream of
peer influencers.
Recruiting is about building relationships-the difference today is that many of these
relationships are built online. People are becoming increasingly influenced by online peer
recommendations when they are considering a company, its brand and their job opportunities.
Creating and maintaining effective communication with potential recruits via social
networking keeps the employer messaging in the mix, allowing for enforcement of the
employment brand, response to any unfavorable peer-to-peer conversation and making sure
that candidates remain interested in your company. This solution will build a talent pipeline
and excited candidates to spread your employment brand. Other ways to utilize social media
for recruiting and branding include company profile pages, company fan pages, banner
advertising, status updates featuring events and career announcements, and methods that
allow candidates to get an inside look through video, photos, employee testimonials and oneon-one communication. When used correctly, social networking can be an extremely
powerful and effective tool in recruiter-candidate relationship building. Two-thirds of the
world's Internet population visits social networking or blogging sites, accounting for almost
10% of all Internet time, according to the Nielsen report "Global Faces and Networked
Places."

Quick Stats
Time spent on social networking sites has increased 277% in the U.S.
Twitter grew 500% in one year, now with over 75 million users
LinkedIn has surpassed 60 million registered users
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 There are 400 million+ Face book users worldwide and they average about six hours
per month on the social networking site
There are more than 100 million active users currently accessing Facebook through
their mobile devices
People who use Facebook on their mobile devices are almost 50% more active on
Facebook than non-mobile users Overall, social network users are about 38 years old,
with an average income of $68,311 per year, and the majority are female.
Currently, 50% of Facebook users are between the ages of 18 and 34. The largest
segment being 18-25 (28%), followed by those aged 26-34 (23%). 18% of users are
35-44 and 20% are 45-65. The youngest users, between the ages 13-17, make up 11%
of the audience.
While Facebook started as a site for students in just a few colleges, use today is very
widespread and intergenerational. According to a recent survey, the top reason for joining a
social network is to keep connected with friends (75%). This attribute is followed by pure
fun/entertainment (55%), keeping in touch with family (41%), and joining because of an
invite and keeping in touch with classmates are both at 30%. Professional factors also made
the list, with staying connected to business network (5%), job searching (4%) and business
development (3%).Of the 195 million active Internet users in the U.S., 25.9% of them are
visiting a social networking site two to six times per day.

Recruiting
Social networking is also a simple way for job seekers to grow their contacts. By reaching out
to colleagues, former classmates, fellow alumni and industry professionals, job seekers can
seek out available positions and build relationships with hiring managers and important
contacts. Social networks are also an effective way for job seekers to find out more about a
company, it's culture, available benefits and more. Eighteen percent of candidates feel that the
most important insights about working at a company are revealed by what ex-employees
express about their experience via social networks and blogs. As a result, many companies
are successfully using social media and marketing strategies to understand and engage their
audiences more deeply.
81% agree social networking can build brand reputation
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 69% feel such networking can be valuable in recruitment

75% of hiring managers use LinkedIn on a regular basis to research candidates before
making an offer, compared to 48% using Facebook and 26% using Twitter
66% of hiring managers visit LinkedIn, 23% visit Facebook and 16% use Twitter
tofind job candidates to fill openings and 31% of CEOs have Twitter profiles
45% of organizations plan to increase the use of technologies that link to social
networks during the recruitment process
A recent survey by Jobvite found that 80% of companies use or are planning to use
social networking sites to fill vacant positions.
While LinkedIn is still the most popular site used by employers, with 95% of
companies using it, Facebook and Twitter are gaining ground.
The use of Facebook has grown from 36% used by recruiters in 2008 to 59% in 2009,
while 42% of recruiters are currently using Twitter.
Close to four out of 10 (37%) employers plan to put a greater emphasis on social
media in 2010 in order to create a more positive brand for their organization.
One in five employers plan to add Networking responsibilities to a current employee,
while close to one in 12 (8%) plan to hire someone new to focus or partially focus on
social media.

Conclusion
Many companies are successfully using networking strategies to understand and engage their
audiences. In order to reach candidates, you must interact with them. Utilizing social media
technology can position your recruitment strategy ahead of the competition. Leveraging
social networking as part of a recruitment strategy will enable a targeted audience to respond
to your messaging and branding, as well as share their thoughts with others. This approach
transforms candidates into valuable employment brand advocates who extend your online
footprint virally to audiences previously outside your reach. Social networks also enable
recruiters to go beyond the traditional online resume bank and take the candidate search to
the next level. As the candidate pool on a social network is not limited to only those who
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have uploaded a resume, it provides a large network of candidates to connect with by giving
employers access to everyone who has an account. Providing personalized, direct and
exciting messages via social networks will target specific candidate pools and result in greater
recruiting success.

CHAPTER III
RESEARCH
METHODOLOGY

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CHAPTER III
RESEARCH METHODOLOGY
Title of the Study:
A study on Hr Executives opinion on recruitment through networking in IT Industry
Objectives of the study:
1. To Study HR Executives Acceptance and Perception Level of Recruitment through
Networking
2. To Assess the effectiveness, Merits & Challenges of recruitment through networking
Research Design:
The research adopts the descriptive research design as the researcher aims at collating
information about Hr Executives opinion on recruitment through networking in IT Industry to
arrive at inferences and hence does not adopt any technique of exploration or cause finding
attempt. The impacts are already created and the researcher only aims at bringing the same to
light for further study and action in possible areas.
Sample Size:
The number of units included in the sample is known as sample size. The sample size for this
study is 60.
Sampling Design:

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The sampling technique adopted for this study is simple random sampling technique. This
sampling technique was adopted as it gives an equal prospect to all the sample units of the
universe to be included in the study.
Simple random sampling is correctly meant the arrangement of conditions in such a manner
that every item in the universe from which we are to select the sample shall have the same
chance of being selected as any other item.

Criteria for Sample Selection

All the HR Professionals in IT Industry,Chennai. The researcher considers the respondents
who are in recruitment function are taken for this study.
Tools for Data Collection
Tool used for data collection was a questionnaire.
Sources of Data:
In this study primary source was preferred as data collection. Primary data refers to direct
first hand observation of the phenomenon or collection of information directly from the
people or respondents.
Pre test:
Pre test was carried out on a smallest of samples which includes 10 employees. Pre test was
conducted in order to find out the difficulties in understanding and short comings in the
questionnaire if any.
Analysis:
The data was processed using Statistical Package of Social Science (SPSS). The tables would
be created according to the questionnaire.
Operational Definitions:
Recruitment:
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Recruitment refers to the process of attracting, screening, and selecting a qualified person for
a job. All companies in any industry can benefit from contingency or retain professional
recruiters or outsourcing the process to recruitment agencies.
Networking
Networking in Recruitment can be defined as the use of social media with a blend of
technology and social interaction for the co-creation of value used as a tool for recruiting.
when companies and recruiters use Face book, LinkedIn, Twitter and other social media sites
to source and recruit candidates for employment.
Analysis and Interpretation
The data collected was checked if all the questions have been answered and no question is
left out. Then the data was coded, tabulated, analyzed and interpreted.
Organization of the Chapters:
Chapter I: The first chapter was the introduction to, importance of the study,Factors
influencing Recruitment through Networking
Chapter II: The second chapter deals with the review of literature. Various articles about
Recruitment through Networking
Chapter III:

The third chapter deals with the research methodology. It explains the

Objectives of the study, Sample size, Research design, Sampling design, Tools for data
collection, Analysis of data, Checking, Coding, Tabulation, and limitations of the study.
Chapter IV: The fourth chapter provides basic information about the respondents like the
age, Gender, Experiences and Designation, Executives Perception and Acceptance
level,Merits and Challenges of Recruitment through Networking
Chapter V: The fifth chapter deals with the findings, recommendations, conclusions and
suggestions.
Limitations of the Study:

29 | P a g e

1.

Even though the survey was conducted among the HR Professionals in various
organization it may not reflect the real opinion of the all of them.

2.

Because of time constrain the sample size is restricted to 60, which may not reflect the
opinion of the entire HR Professionals.

CHAPTER IV
DATA ANALYSIS
AND INTERPRETATION

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DATA ANALYSIS AND INTERPRATATION

PART 1
Profile of the respondents describes the characteristics of the population. The demographic
characteristics considered for the study the distribution of Gender,Age,Work experience in
Recruitment. Which Contains 8 questions ,
Table No. 4.1.1
Distribution of respondents by Gender
Gender

Frequency

Percentage

Male

37

62

Female

23

38

Total

60

100

Inference
From the above chart it is inferred that majority of the respondents (62%) are male and rest of
respondents (38%) are female. we can infer that the compositions of male employees are
slightly higher than the female employees

Chart No. 4.1.1

Pie Chart displaying Distribution of respondents by Gender

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Table No. 4.1.2

Distribution of respondents by age
Age
20-25
26-30
31-35
35 and above
Total

Frequency
12
30
8
10
60

Percentage
20
50
13.3
16.7
100

Inference
Table 4.1.2 presents insight about distribution of respondents by their age. More than two
third (70%) of the respondents are between the age group of 20-30 years of age and less than
one third (30%) of the respondents are above the age of thirty.
From the above table we can infer that a majority of the respondents are youngsters and are
Executives.
Chart No. 4.1.2 Pie Chart Presenting Distribution of respondents by age

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Table 4.1.3
Designation of the Respondents

Designation

Frequency

Percentage

HR Executive and below

30

50

Senior HR Executive

17

28

Manager HR & Above

13

22

Total

60

100

From the above table the distribution of respondents are (50%) of the respondents are HR
Executives & Below,(28%) of the respondents are Senior HR and (22%) of the respondents
are HR Managers & Above
From the above inference more that 3/4th of the respondents are with of HR Officer and
Executives.
Table 4.1.4
Respondents Years of Experience
Years of Experience

Frequency

Percentage

Below 2 years

32

53

2 Years to 5 Years

19

32

Above 5 Years

15

The above table 4.1.4 indicates that (53%) of the respondents are with below 2 years of
experience, (32%) of the respondents are with 2 to 5 years of experience and 15% of the
respondents are with above 5 years of experience.
In the above inferred more than half of the respondents have experience of 2 years and below,
one third of the respondents have experience of 2 - 5 years. Concluding major respondents
were Executives.
Table No. 4.1.5
Networking strategies used for recruitment
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Response

Frequency

Percentage

Social Networking

31

52

Referrals

15

25

Personal Network

14

23

Total

60

100

Inference
Table 4.1.5 presents insight about distribution of Networking Strategy. More than half the
population of the respondents opted Social Networking,(25) percent of the respondents opted
for Referrals and (23) percent of the respondents opted for Personal Network
From the above table we can infer that a majority of the respondents opted Social Networking
as their Networking Strategy for Recruitment
Chart No. 3.1.5 Pie Chart Presenting Rank the Networking strategies used for
recruitment

Part 2 : Acceptance level on Networking

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Respondents were given 10 Questions to understand the Acceptance level on

Networking through recruitment by studying the distribution of Usages, Reliability,
Preference over Cost, Time and Accuracy, Employee referral and Pouching.
Table 4.2.1
Using networking sites frequently
Response

Frequency

Percentage

Strongly Agree

29

40

Agree

24

48

Disagree

Strongly Disagree

Total

60

100

Inference
Table 4.2.1 presents insight about distribution of networking site usage. (40 percent) of the
respondents Strongly Agrees that they are using Networking sites frequently,(48 percent) of
the respondents strongly agrees on their networks sites usages, (5 percent) of them disagrees
that their frequency in Networking sites usage and only (7 percent) of the users uses
networking sites frequently
From the above chart it is inferred that more than 4/5th of the respondents agrees that the use
of networking sites.

Table 4.2.2
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Distribution of Posting jobs in networking sites

Response

Frequency

Percentage

Strongly Agree

18

30

Agree

34

57

Disagree

Strongly Disagree

Total

60

100

Inference
Table 4.2.2 presents the distribution of posting jobs in networking sites,(30 percent) of the
population strongly agrees that posting of jobs in Networking Sites,(57 percent) of the
population agrees that posting of jobs in networking sites,(8 percent) of the respondents
disagrees that Posting jobs in networking sites and (5 percent) of the respondents strongly
disagrees that Posting jobs in networking sites.
From the above it is inferred that more than 4/5th of the population is agrees that Posting jobs
in networking sites
Chart 4.2.2
Pie Chart Presents distribution of Posting jobs in networking sites

Table 4.2.3
Networking Sites is a reliable source of recruitment
36 | P a g e

Response

Frequency

Percentage

Strongly Agree

14

23

Agree

32

53

Disagree

11

18

Strongly Disagree

Total

60

100

Inference
From the Table 4.2.3 presents the distribution of Networking Sites is a reliable source of
recruitment, (23%) of the respondent strongly agrees that Networking Sites is a reliable
source of recruitment,(53%) of the respondents agrees that Networking Sites is a reliable
source of recruitment, Only (23%) dis agrees
From the above it is inferred that more than 3/4th of the respondent agrees Networking Sites is
a reliable source of recruitment.
Chart No 4.2.3
Networking Sites is a reliable source of recruitment

Table 4.2.4
Networking is preferred in terms of accuracy of Skill
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Response

Frequency

Percentage

Strongly Agree

13

22

Agree

30

50

Disagree

15

25

Strongly Disagree
Total

2
60

3
100

Inference
Table 4.2.2 presents the distribution in terms of accuracy of skill ,(22%) of the respondents
Strongly agrees that Recruitment through Networking is preferred in terms of accuracy of
Skill,(50%) of the respondents a agree to Recruitment through Networking is preferred in
terms of accuracy of Skill,(28%) of the respondents disagreed to the above mentioned.
This is inferred that 3/4th of the respondents agree to Recruitment through Networking is
preferred in terms of accuracy of Skill.
Chart 4.2.4
Recruitment through Networking is preferred in terms of accuracy of Skill

Table 4.2.5
Preference over other modes of recruitment in terms of time constraints
Response
38 | P a g e

Frequency

Percentage

Strongly Agree

13

22

Agree

30

50

Disagree

11

18

Strongly Disagree

10

Total

60

100

Inference
Table 4.2.5 presents the distribution of Recruitment through Networking is preferable over
other modes of recruitment in terms of time constraints,(22%) of the respondents strongly
agrees that Recruitment through Networking is preferable over other modes of recruitment in
terms of time constraints,(50 % )of the respondents agrees Recruitment through Networking
is preferable over other modes of recruitment in terms of time constraints(28%) of the
respondents disagrees that Recruitment through Networking is preferable over other modes
of recruitment in terms of time constraints,in the above inferred more than half the
respondents agree to preference due to time constraints.
Chart 4.2.5
Recruitment through Networking is preferable over other modes of recruitment in
terms of time constraints

Table 4.2.6
Preferred in terms of cost effectiveness
Response
Strongly Agree
39 | P a g e

Frequency

Percentage

10

17

Agree

40

67

Disagree

15

Strongly Disagree

Total

60

100

Inference
Table 4.2.6 presents the distribution of Recruitment through Networking is preferred in terms
of cost effectiveness ,where (17%) of the respondents strongly agree that Recruitment
through Networking is preferred in terms of cost effectiveness,(67%) of the respondent
agrees that Recruitment through Networking is preferred in terms of cost effectiveness,(17 %)
of the respondent disagrees with Recruitment through Networking is preferred in terms of
cost effectiveness
In the above inference over 4/5th of the respondents agree for Recruitment through
Networking is preferred in terms of cost effectiveness
Chart 4.2.6
Recruitment through Networking is preferred in terms of cost effectiveness

Table 4.2.7
Respondents superiors importance Level
Response
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Frequency

Percentage

Strongly Agree

18

30

Agree

27

45

Disagree

10

17

Strongly Disagree

Total

60

100

Inference
Table 4.2.7 presents the distribution of My superiors know the importance of recruitment
through Networking, where (30%) of the respondents strongly agree that their superiors know
the importance of recruitment through Networking,(45%) of the supervisors agree that their
superiors know the importance of recruitment through Networking and (25%) of the
respondents disagrees that their superiors know the importance of recruitment through
Networking,
With the above inference this more than 4/5th of the respondents agree that their supervisor
knows the importance of Recruitment through networking.
Chart 4.2.7
Their superiors know the importance of recruitment through Networking

Table 3.2.8 Superiors acceptance on usage

Response
Strongly Agree
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Frequency

Percentage

21

35

Agree

24

40

Disagree

15

Strongly Disagree

10

Total

60

100

Inference
Table 4.2.8 presents the distribution of their superiors accept the usage of Recruitment
through Networking,35 % of the respondents strongly agree,40% of the respondents agree,25
% of the respondents doesnt agree that That their superiors accept the usage of Recruitment
through Networking
From the above inference 3/4th respondants agree that Employee referral impacts the
organization
Chart 4.2.8 My superiors accept the usage of Recruitment through Networking

Table 4.2.9
Employee referral impacts the organization

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Response

Frequency

Percentage

Strongly Agree

14

23

Agree

31

52

Disagree

15

Strongly Disagree

10

Total

60

100

Inference
Table 4.2.9 presents the distribution of Employee referral impacts the organization,where
(23%) of the Respondents agree,(52%) agree , (25%) of the respondents doesnt agrees that
Employee referral impacts the organization
From the above inference 3/4th of the respondent agree that employee referral impact the
organisation.
Chart 4.2.9
Employee referral impacts the organization

Table 4.2.10
Recruitment through Networking fuels Employee Poaching

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Response

Frequency

Percentage

Strongly Agree

13

22

Agree

33

55

Disagree

11

Strongly Disagree
Total

7
60

11
100

Inference
Table 4.2.10 presents the distribution of Recruitment through Networking fuels Employee
Poaching ,where (22% ) respondents strongly agrees,(55%) respondent agrees,(22%)
respondents disagrees to Recruitment through Networking fuels Employee Poaching.
From the above it is inferred that over 3/4 th of the respondents agrees that Recruitment
through Networking fuels Employee Poaching
Chart 3.2.10
Recruitment through Networking fuels Employee Poaching

PART III
To study the perception on Recruitment through Networking
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Respondents were given 7 Questions to understand the Perception level on

Networking through recruitment by studying the distribution through understanding
the Opportunities, Choice Visibility Cost Effectiveness and Pay Structure in the
organisation
Table 4.3.1
Recruitment through Networking is preferred by my organization in terms of cost
effectiveness
Response

Frequency

Percentage

Strongly Agree
Agree
Disagree
Strongly Disagree

22
28
10
Nil

37
47
17
Nil

Total

60

100

Inference
Table 4.3.1 presents the distribution of Recruitment through Networking is preferred by my
organization in terms of cost effectiveness, where (37%) of the respondent strongly agrees,
(47%) agrees and (17%) disagrees that Recruitment through Networking is preferred by my
organization in terms of cost effectiveness
From the above inference it is inferred that more that 4/5th of the respondents have agreed to
Recruitment through Networking is preferred by my organization in terms of cost
effectiveness

Table 4.3.2
Recruitment through Networking provides a wide choice of candidates

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Response

Frequency

Percentage

Strongly Agree

18

30

Agree

32

53

Disagree

10

17

Strongly Disagree

Nil

Nil

Total

60

100

Inference
Table 4.3.2 presents the distribution on Recruitment through Networking provides a wide
choice of candidates,(30%) strongly agrees,(53%) respondents agrees, and (17) respondents
agrees to Recruitment through Networking provides a wide choice of candidates.
As inferred the above 4/5th of the respondents agrees to Recruitment through Networking
provides a wide choice of candidates
Chart 4.3.2
Recruitment through Networking provides a wide choice of candidates

Table 4.3.3
It is a platform for the respondents to snowball candidates
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Response

Frequency

Percentage

Strongly Agree

15

25

Agree

30

50

Disagree

14

23

Strongly Disagree

Total

60

100

Inference
Table 4.3.3 presents the distribution on Recruitment through Networking is a platform for me
to snowball candidates(25%) Strongly agrees,(50%) agrees and (25 %) of the respondents
disagrees to Recruitment through Networking is a platform for me to snowball candidates
As inferred above 3/4th of the population agrees to Recruitment through Networking is a
platform for me to snowball candidates
Table 4.3.3
Recruitment through Networking is a platform for me to snowball candidates

Table 4.3.4
Recruitment through Networking widens the opportunities for internal employees
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Response

Frequency

Percentage

Strongly Agree

15

25

Agree

28

47

Disagree

11

18

Strongly Disagree

10

Total

60

100

Inference
Table 4.3.4 presents the distribution of Recruitment through Networking widens the
opportunities for internal employees,(25%) of them Strongly agrees,(47%) of the respondents
agrees,(28%) of the respondents disagrees to Recruitment through Networking widens the
opportunities for internal employees
In the above it is inferred that more than 3/4th of the respondents have agreed to Recruitment
through Networking widens the opportunities for internal employees
Chart 4.3.4
Recruitment through Networking widens the opportunities for internal employees

Table 4.3.5
Recruitment through Networking improves my organizations visibility
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Response

Frequency

Percentage

Strongly Agree

20

33

Agree

28

47

Disagree

13

Strongly Disagree

Total

60

100

Inference
Table 3.3.5 - Recruitment through Networking improves my organizations visibility, more
that(80%) of the respondents have agreed and in that (33%) strongly agreed,(20%) disagrees
that Recruitment through Networking improves my organizations visibility
In the above inferred we found that 4/5th of the respondents agrees that Recruitment through
Networking improves my organizations visibility
Chart 4.3.5
Recruitment through Networking improves my organizations visibility

Table 4.3.6

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Recruitment through Networking is a threat to my organizations existing manpower

Response

Frequency

Percentage

Strongly Agree

Agree

20

33

Disagree

22

37

Strongly Disagree

13

22

Total

60

100

Inference
Table 4.3.6 presents the distribution of Recruitment through Networking is a threat to my
organizations existing manpower,where only (8%) Strongly agrees,(33%) agrees, and (59%)
disagrees which includes (22%) which strongly disagrees that Recruitment through
Networking is a threat to my organizations existing manpower
In the above inferred more that half of the respondent disagrees to Recruitment through
Networking is a threat to my organizations existing manpower
Chart 4.3.7
Recruitment through Networking is a threat to my organizations existing manpower

Table 4.3.7
Recruitment through Networking affects the pay structure in my organization
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Response

Frequency

Percentage

Strongly Agree

12

Agree

14

23

Disagree

32

53

Strongly Disagree

12

Total

60

100

Inference
Table 4.3.7 presents the distribution of Recruitment through Networking affects the pay
structure in my organization, where only (12%) Strongly agrees,(23%) agrees, and (65%)
disagrees which includes (12%) which strongly disagrees that Recruitment through
Networking affects the pay structure in my organization
In the above inferred more than of the respondent disagrees to Recruitment through
Networking affects the pay structure in my organization
Chart 4.3.7
Recruitment through Networking affects the pay structure in my organization

PART IV
Effectiveness in Networking through Networking
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Respondents were given 5 Questions to understand the Effectiveness on Networking

through recruitment by studying the distribution through understanding the Accuracy
in Sourcing, Minimizing Cost, Commitment and Longevity
Table 4.4.1 - Recruitment through Networking helps in fast and accurate sourcing
Response

Frequency

Percentage

Strongly Agree

15

25

Agree

30

50

Disagree

13

22

Strongly Disagree

Total

60

100

Inference
Table 4.4.1 presents the distribution Recruitment through Networking helps in fast and
accurate sourcing,(25%) of them Strongly agrees,(50%) of the respondents agrees,(25%) of
the respondents disagrees to Recruitment through Networking helps in fast and accurate
sourcing
In the above it is inferred that 3/4th of the respondents have agreed to Recruitment through
Networking helps in fast and accurate sourcing

Table 4.4.2
Recruitment through Networking helps in minimizing time cost on recruitment
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Response

Frequency

Percentage

Strongly Agree

16

27

Agree
Disagree

34
10

57
17

Strongly Disagree

Nil

Nil

Total

60

100

Inference
Table 4.4.2 presents the distribution Recruitment through Networking helps in minimizing
time cost on recruitment (27%) of them Strongly agrees,(57%) of the respondents agrees,
(17%) of the respondents disagrees to Recruitment through Networking helps in minimizing
time cost on recruitment
In the above it is inferred that 3/4th of the respondents have agreed to Recruitment through
Networking helps in minimizing time cost on recruitment
Chart 4.4.2
Recruitment through Networking helps in minimizing time cost on recruitment

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Table 4.4.3
Candidates sourced through Networking are more committed
Response

Frequency

Percentage

Strongly Agree

12

Agree

24

40

Disagree

26

43

Strongly Disagree

Total

60

100

Inference
Table 4.4.3 presents the distribution of Candidates sourced through Networking are more
committed ,(12%) of them Strongly agrees,(40%) of the respondents agrees,(48%) of the
respondents disagrees to Candidates sourced through Networking are more committed
In the above it is inferred that more than half of the respondents have agreed to Candidates
sourced through Networking are more committed
Table 4.4.2
Candidates sourced through Networking are more committed

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Table 4.4.4
Candidates sourced through Networking stay longer in organization
Response

Frequency

Percentage

Strongly Agree

Agree

20

33

Disagree

31

55

Strongly Disagree

Total

60

100

Inference
Table 4.4.4 presents the distribution of Candidates sourced through Networking stay longer
in organization,(7%) of them Strongly agrees,(33%) of the respondents agrees,(63%) of the
respondents disagrees to of Candidates sourced through Networking stay longer in
organization
In the above it is inferred that more than half of the respondents have disagreed to of
Candidates sourced through Networking stay longer in organization
Chart 4.4.4
Candidates sourced through Networking stay longer in organization

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Table 4.4.5
They Believe that Recruitment through Networking is more effective for lateral
candidates than freshers
Response

Frequency

Percentage

Strongly Agree

18

30

Agree

25

42

Disagree

12

20

Strongly Disagree

Total

60

100

Inference
Table 4.4.5 presents the distribution of Believe that Recruitment through Networking is more
effective for lateral candidates than freshers ,(30%) of them Strongly agrees,(42%) of the
respondents agrees, (28%) of the respondents disagrees to Believe that Recruitment through
Networking is more effective for lateral candidates than freshers
In the above it is inferred that more than half of the respondents have agreed to Believe that
Recruitment through Networking is more effective for lateral candidates than freshers
Chart 4.4.5
Networking is more effective for lateral candidates than freshers

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PART V
Merits & Challenges of Networking

Respondents were given 2 Questions to understand the Merits and Challanges through
recruitment

by

studying

the

distribution

through

understanding

the

Cost,Reach,Transperacy,Reliability,Acceptance of Peers, Cross Cultural in the

organisation
Table 4.5.1
Merits of Recruitment through Networking
Response

Frequency

Percentage

Cost Effectiveness

28

47

Wider Reach
Transparency

17
14

28
23

Reliability
Total

18
60

30
100

Inference
Table 3.5.1 presents the distribution of the merits of Recruitment through Networking and
47% of the respondents opted for Cost Effectiveness,28% of the respondents opted for Wider
Reach,23% of the respondents opted for transperancy and 36 % of the respondents opted for
reliability.
In the above inferred Cost effectiveness is the major respondents option as for as Merits of
Recruitment through Networking.

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Table 4.5.2
What according to you are the challenges of Recruitment through Networking
Response
Convincing peers about Recruiting through

Frequency
14

Percentage
23.33

Networking
Is Time bound recruitment feasible through

13.37

Networking
Recruitment across Geographical areas
Accommodating candidates in cross-cultural

10
10

17.33
17.33

organizations
Ensuring reliability of candidates
Total

16
60

27.66
100.0

Inference
Table 3.5.2 presents the distribution of challenges of recruitment through networking,(8.4%)
of them responded that Convincing their peers,(4.8%) of the respondents responded its
Feasibility to time bounds,(6 %) opted for recruitment across geographical areas,(6 %) agrees
that Accommodating candidates in cross-cultural organizations and (9.6 %) Agrees that
Ensuring reliability of candidates.In the above inferred Ensuring reliability of candidates is
the major respondents option as for as Challenges the Merits of Recruitment through
Networking.

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CHAPTER V
FINDINGS, SUGGESTIONS
AND CONCLUSION

CHAPTER V
Findings, Suggestions & Conclusion

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FINDINGS:
This study is aimed at finding the Study HR Executives Acceptance and Perception Level of
Recruitment through Networking. Hence this study is aimed at finding the extent of using
Study HR Executives Acceptance and Perception Level of Recruitment through Networking
by HR professionals. This study also aimed at understanding the effectiveness,challenges and
merits .

Personnel Profile
The compositions of male employees are slightly higher than the female employees
Majority of the respondents are youngsters and more that 3/4th of the respondents are
with of HR Officer and Executives.
More than half of the respondents have experience of 2 years and below, one third of
the respondents have experience of 2 - 5 years
majority of the respondents opted Social Networking as their Strategy for Recruitment

Acceptance level on Networking

More than 4/5th of the respondents agrees that the use of networking sites and agrees
that Posting jobs in networking sites
Over 3/4th of the respondent agrees Networking Sites is a reliable source of
recruitment also it is preferred in terms of accuracy of Skill.
More than half the respondents agree to preference due to time constraints.
Over 4/5th of the respondents agree for Recruitment through Networking is preferred
in terms of cost effectiveness
More than 4/5th of the respondents agree that their supervisor knows the importance of
Recruitment through networking.
3/4th respondants agree that Employee referral impacts the organization and also
through fuels Employee Poaching
The perception on Recruitment through Networking

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 More than 4/5th of the respondents have agreed to Recruitment through Networking is
preferred and provides a wide choice of candidates
above 3/4th of the population agrees to Recruitment through Networking is a platform
for me to snowball candidates and widens the opportunities for internal employees
Over 4/5th of the respondents agrees that Recruitment through Networking improves
my organizations visibility
More that half of the respondent disagrees to Recruitment through Networking is a
threat to my organizations existing manpower and affects the pay structure in my
organization
Effectiveness in Networking through Networking
Over 3/4th of the respondents have agreed to Recruitment through Networking helps
in fast and accurate sourcing and also helps in minimizing time cost on recruitment
More than half of the respondents have agreed to Candidates sourced through
Networking are more committed
More than half of the respondents have disagreed to of Candidates sourced through
Networking stay longer in organization
More than half of the respondents have agreed to Believe that Recruitment through
Networking is more effective for lateral candidates than freshers
Merits of Recruitment through Networking
Cost effectiveness is the major respondents option as for as Merits of Recruitment
through Networking.
Reliability of candidates is the major respondents option as for as Challenges the

Merits of Recruitment through Networking.

SUGGESTIONS

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 Networking is not wholly adopted as part of businesses Recruitment Strategy

Organizations must allow the usage of Social Recruitment as a tool for recruitment
owing to the fact of cheaper recruitment
Using Social Media to recruit reduces businesses cost per hire
There is limited use of Social Media Policies at work
Social Resourcing plays a purely transactional role in many businesses recruitment
strategy.

Conclusion
It is clear from this brief survey that Networking is a rising and evolving force within
recruitment and resourcing. Already firms are using the tools, despite the lack of knowledge,
awareness and strategy and for differing reasons. The growth of social media will continue
across all businesses, and it is only a matter of time before the legal and ethical issues around
the use of these technologies becomes a matter for consideration.

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References

References
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Books and Journals

Jane Newell Brown (2009) The Professional Recruiter's Handbook
Tony Bingham and Marcia Conner (2010) Recruitment: A Guide to
Transforming Organizations through Networking
Sirona (2010) The top Networking articles from Sirona

Webliography:
http://mashable.com/2010/05/25/recruiting-social-media/
http://www.networking.co.uk/
http://social-recruiting.com/
http://socialrecruiting360.com/our-methodology/
http://recruiting.jobvite.com/resources/social-recruiting-survey.php

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Appendix

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STUDY ON HR EXECUTIVES OPINION ON RECRUITMENT THROUGH

NETWORKIN IN IT INDUSTRY

Dear Sir/ Madam

Following is questionnaire to study the perception, acceptance level, Effectiveness and the
challenges faced on recruiting on Network.
Please fill in the entire questionnaire and provide your most spontaneous responses. The data
obtained is purely for academic purposes only. Confidentiality of responses will be best
assured. Thank you for your time.
Researcher
Arivalagan, I MSW (Aided), Madras School of Social Work

Part I

1. Department

2. Designation

3. Age

4. Gender

5. Education

6. Years of Experience in recruitment :

7. Which of the following Networking strategies used for recruitment ?
A. Social Networking
B. Referrals
C. Personnel Network

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Guidelines
The following statements are to be rated as strongly agree (SA), Agree (A), Disagree (D) or
strongly disagree (SD).
PART II

Acceptance level on Networking

S. No
1
2
3

Statements
We use networking sites frequently
We have posted jobs in networking sites
We believe Networking Sites is a reliable source of

recruitment
We feel Networking is preferred in terms of accuracy of

Skill in recruitment
I feel recruitment through Networking is preferable over

other modes of recruitment in terms of time constraints

Recruitment through Networking is preferred in terms

of cost effectiveness
My superiors know the importance of recruitment

through Networking
My superiors accept the usage of recruitment through

9
10

Networking
How employee referral impacts the organization
Networking fuels Employee Poaching

SA

SD

PART III
To study the perception on Recruitment through Networking
S. No
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Statements

SA

SD

Recruitment through Networking is preferred by my

2
3

organization in terms of cost effectiveness

Networking provides a wide choice of candidates
Networking is a platform for me to snowball candidates

(choose one candidate from others list)

Networking widens the opportunities for internal

5
6

employees
Networking improves my organizations visibility
Networking is a threat to my organizations existing

manpower
Networking affects the pay structure in my organization

PART IV
Effectiveness in Recruitment through Networking Sites
S. No
1

Statements
Recruitment through Networking helps in fast and

accurate sourcing
Recruitment through Networking helps in minimizing

time cost on recruitment

Candidates sourced through Networking are more

committed
Candidates sourced through Networking stay longer in

organization
I Believe that Networking is more effective for lateral

SA A

candidates than freshers

PART V
Merits & Challenges of Recruitment through Networking
1.

What according to you are the merits of recruitment through Networking?

a) Cost Effectiveness
b) Wider Reach
c) Transparency

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SD

d) Reliability

2. What according to you are the challenges of Networking?

a) Convincing peers about Recruitment through Networking
b) Is Time bound recruitment feasible through Networking?
c) Recruitment across Geographical areas.
d) Accommodating candidates in cross-cultural organizations
e) Ensuring reliability of candidates

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