A STUDY ON HIRING & INTERVIEW PROCESSES AT

DELOITTE, GURGAON
(In partial fulfilment of covering the course of Business Communication
Analysis-Term 1)

Prepared for
Dr. Anita T Lal
Faculty, Business Communications
FORE School of Management

Prepared by
Nikita Shekhawat
FMG-26 (C)

September 04, 2017

1
2
A STUDY ON HIRING & INTERVIEW PROCESSES AT
DELOITTE, GURGAON
(In partial fulfilment of covering the course of Business Communication
Analysis-Term 1)

Prepared for
Dr. Anita T Lal
Faculty, Business Communications
FORE School of Management

Prepared by
Nikita Shekhawat
FMG-26 (C)

September 04, 2017

3
ACKNOWLEGEMENT

I would like to acknowledge with much appreciation the crucial role ofMr.Rohit Agarwal,
Deloitte, who helped in collecting the primary data for this report. Furthermore, I would like
to express my deepest gratitude to all those who assisted me with their valuable advice or lent
a helping hand. A special thanks to my professor, Dr. Anita T. Lal for her support and
guidance,without which this project would not have been possible.

Nikita Shekhawat
261148
FMG-26(C)
Student, FORE School of Management

4
LETTER OF TRANSMITTAL

September 04, 2017

TO: Dr. Anita TripathyLal

FROM: Nikita Shekhawat
Student, Fore School of Management

SUBJECT: Hiring and Interview Processes at Deloitte

As per the course of Business Communication Analysis, this report is submitted

entitled ‘Hiring and Interview Processes at Deloitte.

This report examines the various practices of hiring and interviewing an employee and its
effectiveness in the organization. For this purpose a survey was designed and responses were
recorded from an employee at Deloitte. Questionnaire is attached for your reference in the
appendix. All the aspects of hiring and interview processes are covered in this survey.
This report has enabled me to to gain insight into the aspects of hiring and interview
processes. I hope the report will give a fair idea on the concerned study.
It was an uniqueexperience which was full of learnings as well. I sincerely hope that this
reportmeets your expectations.

Nikita Shekhawat
FMG 26
261148

5
TABLE OF TABLES

S. No Table No. Table Name Page No.

1 Table 4.2.I Profile of the Respondents
2 Table 4.2.II Effective hiring processes of
Respondents and Co-workers
3 Table 4.2.III Suggestions by the respondents to
improve hiring and interview
processes

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EXECUTIVE SUMMARY

A survey of Deloitte’s, Gurgaon, employees was conducted to identify the importance of the
hiring and interview processes, and to evaluate its implications in the workplace.

Deloitte’s employees were asked their opinions about the importance of hiring and interview
processes, their experiences during their interviews for the company and how those processes
helped them after they joined the company.

A questionnaire was developed and accessed through Google Forms, an online survey
platform that allows to develop, collect, and analyse surveys. Responses were summarized
and reported in the form of cross tabulations and other descriptive statistics. Open-ended
questions were developed to gain more in-depth and richer understanding of the quantitative
information gathered.

Results of the qualitative and quantitative survey data indicated that employees felt effective
hiring and interview processes were important for all employees, and training on such would
be beneficial to all.

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TABLE OF CONTENTS
ACKNOWLEDGEMENT………………………………………………………………… i
LETTER OF
TRANSMITTAL………………………………………………………………………… ii
TABLE OF TABLES……………………………………………………………………. iii
EXECUTIVE
SUMMARY……………………………………………………………………………… iv

CHAPTER 1:
Introduction…………………………………………………………………………….… 1
1.1 Relevance and Significance of the
study……………………………………………………………………………… 1
1.2 Gaps of Literature Review…………………………………………………... 2
1.3 Purpose of the
study……………………………………………………………………………… 2
1.4 Objectives…………………………..……………………………………..… 2
1.5 Brief Outline of
Chapters…………………………………………………………………………… 3

CHAPTER 2:
METHODOLOGY………………………………………………………………………… 4
2.1 Universe of
Study…………………………………………………………………………….… 4
2.2 Locale of
Study……………………………………………………………………………… .. 4
2.3 Sample Size of the
study………………………………………………………………………………… 4
2.4 Data Collection of the study …………………………………….…………….. 5
2.5 Data Analysis ………………………………………………………………….. 5
2.6 Research Experience……………………………………………………………. 5

CHAPTER 3: LITERATURE
REVIEW……………………………………………………………………………………… 6
3.1 Brief of reviewed literature ……………………………………………………… 6
3.2 Company History and
Growth………………………………………………………………………………... 7

CHAPTER 4:SWOT ANALYSIS……………………………………………………………..10

Chapter 5: ANALYSIS ……………………………………………………………………….11

5.1 Understanding the concepts of hiring and interview
processes………………………………… 11
5.2 Analysing and Assessing the understanding of hiring and interview
processes…………………. 12
5.3 Suggestions to enhance the hiring and interview
processes……………………………………… 14

CHAPTER 6: CONCLUSION……………………………………………………………… 15
6.1 Findings of the
study………………………………………………………………………………… 15
6.2 Suggestions of the study …………………………….………………………… 16

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 6.3 Limitations of the
Study………………………………………………………………………………… 16
6.4 Scope of the
study............………………………………………………………………………… 16
APPENDIX A…………………………………………………………………………………I
APPENDIX B…………………………………………………………………………………II
APPENDIX C…………………………………………………………………………………V
APPENDIX D……………………………………………………………………………… VII

9
1.INTRODUCTION
Business Communication is the sharing of information between people within and outside
the organization that is performed for the commercial benefit of the organization. It can also
be defined as relaying of information within a business by its people. It encompasses topics
such as marketing, brand management, customer relations, consumer behavior, advertising,
public relations, corporate communication, community engagement, reputation management,
interpersonal communication, employee engagement, and event management. It is closely
related to the fields of professional communication and technical communication.

A job interview is a one-on-one interview consisting of a conversation between a job

applicant and a representative of an employer which is conducted to assess whether the
applicant should be hired. Interviews are one of the most popularly used devices for
employee selection. Interviews vary in the extent to which the questions are structured, from
a totally unstructured and free-wheeling conversation, to a structured interview in which an
applicant is asked a predetermined list of questions in a specified order; structured interviews
are usually more accurate predictors of which applicants will make good employees,
according to research studies.
A job interview typically precedes the hiring decision. The interview is usually preceded by
the evaluation of submitted resumes from interested candidates, possibly by examining job
applications or reading many resumes. Next, after this screening, a small number of
candidates for interviews is selected.
In today’s corporate world, it is very important to hire the candidates carefully by giving a
look on all the required factors. Determining the importance of this need at Deloitte, will give
a greater understanding of the hiring and the interview processes of its employees and
leaders.

1.1 Relevance of the Study

Personal interviews represent a bridge that candidates must cross to move from job seeker to
new hire. However, many interviewees fail to appreciate personal interviews as a pre-
acceptance tool that can help them avoid making a career mistake.
It can be a nerve-wracking experience for the applicant and a time-consumingexercise for the
hiring company. However, they play a key role in determining whether the company and
candidate will make an effective match. As such, the interviewing process provides a great
deal of value for the company and candidate alike.
Though the candidate's resume, cover letter and job application give interviewers an
overview of her background and skills, the interview may be the best chance the candidate
has to make a favorable impression.
It also serves as a two-way street for the exchange of information. The interviewer has the
opportunity to learn more about the candidate's background and can also impart more in-

1
depth information about the company and the various duties the job entails. The candidate
also has the chance to ask questions to gain additional insight regarding the expectations of
the job and to get a better feel for the organization's culture. It provides a selling opportunity
for the organization as well as the candidate. The interviewer can highlight the positive
aspects of working for the company, such as how plans for growth can lead to future
opportunities or how the company is recognized as an industry leader. Candidates can expand
upon their skills and positive personal attributes to demonstrate how they can help the
company achieve its short-term and long-term objectives.
In situations where companies receive a heavy volume of applicants for a job opening,
interviews are a valuable tool for narrowing the field. In particular, a round of preliminary
interviews helps the company to weed out unsuitable candidates so it can then pay closer
attention to the "cream of the crop" in subsequent interviews. For job seekers fortunate
enough to possess skills that are in great demand, they can use the interview process to help
determine which company would ultimately be the best fit.

1.2 Gaps of Literature Review

As per the studies, research work and publications reviewed, it has been observed that the
parameters and the variables studied in aspect of Hiring and Interview processes are effective
and efficient hiring processes and long run profits of hiring the right candidate.
Variousstudies have been conducted and also, various parameters have been studied through
both primary and secondary sources of data in chapter 3. For some of them a positive
correlation is found, and for rest no solid evidence of relation is observed.

1.3 Purpose of the Study

The study is conducted to identify the importance of hiring and interview processes of the
employees at Deloitte and to evaluate its implications in the workplace. Through this study,
we understand and determine whether managers perceive themselves as practicing “effective
methodology of interview processes and hiring” the employees and the leaders in the
workplace, at Deloitte. Also, we determine whether the employees recognize “effective
methodology of interview processes and hiring” as an important leadership skill to possess in
the workplace. The purpose is to learn what is recognized as the qualities of “effective
methodology of interview processes and hiring” of the employees and the leaders at Deloitte.

1.4 Objective of the Study

The objective of this study is:

2
  To understand the concepts of hiring and interview processes at Deloitte.
 To analyze the current status of the company on the basis of the methodology
adopted for hiring the candidates.
 To do a competitor’s analysis of the organization.
 To provide suggestions to enhance the procedures adopted for hiring and
interviewing employees at Deloitte.

1.5 Brief Outline of the Chapters

Chapter 1 gives a brief introduction of the business communications and hiring and
interview processes. It also states the relevance and objectives of the study.
Chapter 2 mentions the universe, locale, sample size of the raw data which we have gathered
through primary sources. It also briefs the methods used for gathering data, analyzed in the
later stage of the project.
Chapter 3 of the project has the literature review of the papers, any other researches or books
or articles which are relevant to our topic
In Chapter 4, data gathered from primary and secondary sources has been analyzed. This
chapter touches upon the methodology of interview and hiring processes, analyze and assess
the understanding that Deloitte managers have of hiring and interviewing, the importance of
these processes in the organization and states the suggestions to enhance those skills.
Chapter 5 includes the conclusion drawn from the analysis of the information. This chapter
mentions the major findings of the study, suggestions, the limitations and further scope of the
study.

3
2.METHODOLOGY

The study of interview and hiring processes at Deloitte has been introduced in the
Introduction part(Chapter 1).
This chapter talks about the methodology used to conduct the study. It comprises of
universe of the study, locale of the study, sample size of the study, data collection and
data analysis of the study.

2.1 Universe of the study

Deloitte Touche Tohmatsu Limited, also known as Deloitte, is a UK-

incorporated multinational professional services firm with operational headquarters
in New York City in the United StatesThey operate in more than 40 countries, some of
them being UK, Norway, Mexico, Australia, Austria, India, South Korea, Spain, Israel,
Japan, Hungary, The Netherlands, and have opportunities on a truly global scale.
Deloitte had approximately 2,44,400 employees in 2016.

2.2 Locale of the study

The study for this report is restricted to the employees of Deloitte at Gurgaon. This
being a term project, study is conducted at a smaller scale. Time constraints also
contributed to the decision making of going with a small sample space.

2.3 Sample size of the study

The sample size of the study comprises of the employees at Deloitte, Gurgaon.
Arguably the Deloitte campus in Gurgaon is the largest employee location by head
count, but due to the time constraints, the size narrowed down to three people, who
were contacted to complete the survey tool. The convenience sampling method was
used to carry out this study. The survey got floated to the employee’s team with the
help of an employee at Deloitte.

4
2.4 Data collection of the study

The data for this study was collected from two sources, the primary source and the
secondary source. Primary data was collected through a survey, where questions were
fully developed based on the literature review conducted. It had both open-ended and
close-ended questions. The general subject matter of the survey tool included interview
experiences of the people, training regarding interview and hiring processes, and if
training would affect one’s experience in the workplace. The survey tool was
developed so it could be taken comfortably in a short period of time. The survey tool
was sent electronically to Deloitte employees using the Google Form. The decision to
use a web-based survey tool was for ease of use for the survey respondent as well as
the researcher and due to its minimal expense. The questionnaire is attached in the
Appendix. The secondary data was collected through various websites which are
mentioned in the references section.

2.5 Data Analysis

The survey tool was developed and accessed through Google Forms, an online survey
platform that allows researchers to develop, collect, and analyse surveys. Responses
were summarized and reported in the form of cross tabulations and other descriptive
statistics. Open-end questions were developed to gain more in-depth and richer
understanding of the quantitative information gathered. The responses to those
questions were pulled from the text, coded for key interview processes to determine the
emergence of themes, and reported. A 3-point scale was used to classify the data of age,
no. of years worked at Deloitte and the annual salary of the employees, which helped in
understanding the responses on the basis of demographics. A copy of the questionnaire
is attached in the appendix.

2.6 Research Experience

The structure of this report contributed greatly to my ability to carry out independent
research by challenging me to think critically and do much of the groundwork for the
report. Previous literature was reviewed to identify key findings as well as
shortcomings. In addition, measures of peacekeeping effort were formulated,
consulting sources to find data that had not been used in previous research. Although
the data collection process has been a tedious one due to the lack of time, this
experience will prove to be useful for tackling issues of data collection and scarcity in
the future projects. And doing this research gave an opportunity to interact with the
Deloitte employees from whom great insights were gained about the firm.

5
3. LITERATURE REVIEW

A literature review is an account of what has been published on a topic by accredited scholars
and researchers. But more often it is part of the introduction to an essay, research report, or
thesis. In writing the literature review, the purpose is to convey to the reader what knowledge
and ideas have been established on a topic, and what their strengths and weaknesses are:

3.1 Brief of reviewed literature

A job interview is a one-on-one interview consisting of a conversation between a job

applicant and a representative of an employer which is conducted to assess whether the
applicant should be hired. Interviews are one of the most popularly used devices for
employee selection. A job interview typically precedes the hiring decision. An interview also
allows the candidate to assess the corporate culture and demands of the job. Many theories
have been proposed and studies have been conducted to explain the incorporation of hiring
and interview process in corporate world.

A study by Alex M. Moore(2016), an assistant professor of management at Lehigh University

suggests that for organizations trying to improve the diversity profile of their workers,
knowing the race of an applicant may help managers create a pool of desired applicants.

An article by Alyssa Merwin(2017) titled "A Guide to Finding and Hiring the Best
Contractors”, states that companies need to hire highly skilled people for shorter periods of
time as work flows in faster, less predictable cycles. As a result, hiring managers are now
tasked with finding, hiring, and managing employees who run the gamut from full-time
workers to those in remote, flex, or contract roles.

Another research by Allison M. Ellis, Sushil S. Nifadkar, Talya N. Bauer and

BerrinErdogan(2001)shows that spending as much as a year helping new employees get up to
speed in the workplace is necessary to capitalize on the skills, knowledge, and excitement
they bring to the organization. What’s more, companies with successful onboarding programs
are not just more likely to retain their new hires but even report measurable profit growth.

In a magazine article, Timothy Butler(2015) says that companies do not have a scientific way
of separating true entrepreneurs from other talented candidates. Instead, they fall back on
broad stereotypes. He further gave various advices on how to hire an entrepreneurial leader to
bring to life completely new models.

Robert Half in his blog(2016) describes how to conduct a job interview. He adds that
knowing how to conduct an interview also means knowing how to prepare for the meeting
and gives a checklist of things hiring managers should do before conducting an interview.

Alex M Susskind in his study(2016), “How bias affects affirmative action in hiring?” talks on
how removing bias from the hiring process presents challenges for the hospitality industry
6
and other service industries that want a qualifies, diverse workforce. A new research by him
shows that HR managers’ awareness of competence among job applicants and managers’
attitudes toward affirmative action programs help reduce prejudice in recruitment.

3.2 History and growth of Deloitte

Deloitte Touche Tohmatsu Limited , commonly referred to as Deloitte, is a UK-

incorporated multinational professional services firm with operational headquarters in New
York City in the United States
Deloitte is one of the "Big Four" accounting firms and the largest professional services
network in the world by revenue and number of professionals. Deloitte
provides audit, tax, consulting, enterprise risk and financial advisory services with more than
244,400 professionals globally. In FY 2016, the company earned a record $36.8 billion USD
in revenues. As of 2016, Deloitte is the 6th-largest privately owned organization in the United
States.
As per reports in 2012, Deloitte had the largest number of clients amongst FTSE
250 companies in the UKand in 2015, Deloitte currently has the highest market share in
auditing among the top 500 companies in India.

Vision Statement

Deloitte’s vision statement is “We aspire to be the Standard of Excellence, the first choice of
the most sought-after clients and talent.”

Core Values

 Integrity
Deloitte believes that nothing is more important than our reputation, and behaving with
the highest levels of integrity is fundamental to who they are. They demonstrate a
strong commitment to sustainable, responsible business practices.

 Outstanding value to markets & clients

Deloitte plays a critical role in helping both the capital markets and our member firm
clients operate more effectively. They consider this role a privilege, and knows it
requires constant vigilance and unrelenting commitment.

 Commitment to each other

Deloitte believes that their culture of borderless collegiality is a competitive advantage
for them, and they go to great lengths to nurture it and preserve it. They go to
extraordinary lengths to support their people.

7
  Strength from cultural diversity
Their member firm clients’ business challenges are complex and benefit from
multidimensional thinking. They believe that working with people of different
backgrounds, cultures, and thinking styles helps their people grow into better
professionals and leaders.

History and growth

In 1845, William Welch Deloitte opened an office in London. Deloitte was the first person to
be appointed an independent auditor of a public company, namely the Great Western
Railway. He went on to open an office in New York in 1880.
In the 1980s, Deloitte &Touche led the profession through a decade of unprecedented merger
and acquisition activity in American business. At the close of the decade, Emerson’s
Professional Services Review commented, “When it comes to acquisition services, no one
rivals the Deloitte &Touche infrastructure, commitment, expertise or reputation.

The organization's proficiency in mergers and acquisitions emerged in the 1970s when a new
style of management became prominent in corporate America. The new managers were
financially sophisticated and aware of the synergies and economies of scale offered by
mergers and acquisitions. They relied on their accountants for more than audit and tax skills,
and looked for insightful advice, technological expertise, global operations and support for
their merger and acquisition activity.

Without sacrificing technical audit proficiency or ethical standards, managing

partners Russell Palmer and Charles Steele led the way into this new world of business.
Accountants began to emphasize their abilities as business consultants—offering the full
range of accounting services and actively seeking additional ways to help their clients.

A new generation of leaders rose to the top of Touche Ross and Deloitte Haskins Sells during
these years. In 1982, the two-man team of David Moxley and W. Grant Gregory succeeded
Russell Palmer as leaders of Touche Ross. In 1985, Edward A. Kangas, who had made his
name in management consulting, was appointed managing partner of Touche Ross. In
1984, J. Michael Cook became managing partner of Deloitte Haskins Sells.

As the rate of mergers and acquisitions accelerated, corporate America became increasingly
globalized. Corporations increasingly sought advisers skilled in all areas of accounting and
proficient at solving problems throughout the world. Many turned to Deloitte &Touche for
just such assistance. To cap off this decade of merger and acquisition activity, Touche Ross
and Deloitte Haskins Sells merged in 1989.

The newly formed Deloitte &Touche was led by J. Michael Cook and Edward A. Kangas,

8
who shared the belief that successful accountants of the future would combine strong
professional abilities with a deep understanding of their clients’ industries, situations and
needs.

The information revolution and globalization offered the organization larger and more
diverse challenges. With the dismantling of the Berlin Wall, the emergence of trading regions
such as the European Economic Community, the growing economic power of the Pacific Rim
and the growth in cross-border trade through agreements such as NAFTA, the organization's
clients demanded increasingly integrated cross-border solutions.

Deloitte &Touche set out to provide the coordinated, global services and solutions our clients
required. To do so, the organization needed more than technological sophistication and a
knowledge of international business. It needed, as managing partner James E. Copeland, Jr.,
pointed out in 1994, the intellectual equivalent of systems integration—the ability to combine
competencies from all functional disciplines across national borders to create solutions for
clients.

To achieve their goals, they had to hire high-caliber recruits in every country, then train them
to excel. They had to maintain the highest ethical standards in the world. They had to be, in
the words of the firm’s powerful mission statement, “the professional services firm that
consistently exceeds the expectations of our clients and our people.”

In 1995, a century after its founding, the partners of Deloitte &Touche voted to create
Deloitte Consulting to better serve our multinational clients. While the specifics of the world
of business have changed in the past 100 years, the overall commitments and goals of the
organization remain the same as the day Haskins and Sells shook hands on their partnership,
and Touche sent Niven to open an office in New York. As Haskins noted more than 100
years ago, our “study and interest is the soundness of the world of affairs.” Our goal
continues to be to “simplify work so that it can be done more rapidly and more effectively.”

Back to topBetween 2003 and 2005, Deloitte LLP reorganized its businesses to better align
itself with the manner in which business is conducted. It currently has the following four
subsidiaries that provide client services: Deloitte &Touche LLP, Deloitte Consulting LLP,
Deloitte Financial Advisory Services LLP and Deloitte Tax LLP.

As The Deloitte US Firms move forward, they continue to establish themselves as the
employers of choice in their professions. The Deloitte US Firms have a unique internal
environment that allows the organization to deliver high quality services to today's leading
companies—and tomorrow's.

9
 4. SWOT ANALYSIS OF DELOITTE

1. Deloitte has business –led and IT-enabled approach to the clients

2. Deloitte are experts in audit business having over 180,000 employees
3. It has its presence in over 150 countries
4. Deloitte is amongst the "Big Four" professional services firm
5. More than 240,000+ people are employed with Deloitte
6. The company is one of the largest in USA, India, has its presence on FTSE
250 in UK
7. Deloitte has expertise in professional services like audit, consulting,
financial advisory, tax & legal
8. The brand has exclusive sponsorship deals with Olympics and other global
events
9. Deloitte focuses on advertising to reiterate its strong brand presence in the
Strengths consulting domain

1. Intense competition means limited market share growth for Deloitte

Weaknesses 2. Various work related disputes and legal issues have hurt the brand

1. Owing to the financial and audit expertise, Deloitte could help in Global
financial services
2. They could pursue more of mid-market businesses
Opportunities 3. Acquisition of smaller firms could further strengthen the Deloitte brand

1. Stiff competition from existing industry players can reduce Deloitte's

market share
2. Fluctuations in currencies affects international projects
3. Companies setting up their own knowledge centres can reduce business of
Threats consulting firms

Competitors
1. McKinsey and Company 5.KPMG
2. Accenture 6. Boston Consulting
Group BCG
3. Ernst and Young 7. A T Kearney

10
4. PwC PricewaterhouseCoopers8. Bain & Company

5.ANALYSIS

Understanding the concepts of hiring and interview processes

An interview is a conversation where questions are asked and answers are given.[1] In
common parlance, the word "interview" refers to a one-on-one conversation with one person
acting in the role of the interviewer and the other in the role of the interviewee. The
interviewer asks questions, the interviewee responds, with participants taking turns talking.
Interviews usually involve a transfer of information from interviewee to interviewer, which is
usually the primary purpose of the interview, although information transfers can happen in
both directions simultaneously. One can contrast an interview which involves bi-
directional communication with a one-way flow of information, such as a speech or oration.
Interviews usually take place face to face and in person, although modern communications
technologies such as the Internet have enabled conversations to happen in which parties are
separated geographically, such as with videoconferencing software, and of course telephone
interviews can happen without visual contact. Interviews almost always involve spoken
conversation between two or more parties, although in some instances a "conversation" can
happen between two persons who type questions and answers back and forth. Interviews can
range from unstructured or free-wheeling and open-ended conversations in which there is no
predetermined plan with prearranged questions, to highly structured conversations in which
specific questions occur in a specified order. They can follow diverse formats; for example,
in a ladder interview, a respondent's answers typically guide subsequent interviews, with the
object being to explore a respondent's subconscious motives.Typically the interviewer has
some way of recording the information that is gleaned from the interviewee, often by writing
with a pencil and paper, sometimes transcribing with a video or audio recorder, depending on
the context and extent of information and the length of the interview. Interviews have a
duration in time, in the sense that the interview has a beginning and an ending.

Interviews can happen in a wide variety of contexts:

Employment. Interviews in an employment context are typically called job interviews which
describe a formal consultation for the purpose of evaluating the qualifications of the
interviewee for a specific position. Interviews are seen as a useful tool in assessing
qualifications. A specific type of job interview is a case interview in which the applicant is
presented with a question or task or challenge, and asked to resolve the situation. Sometimes
to prepare for job interviews, candidates are treated to a mock interview as a training exercise
to prepare the respondent to handle questions in the subsequent 'real' interview. Sometimes
the interviews happen in several waves, with the first interview sometimes being called
a screening interview which is a shorter length interview, followed by more in-depth
interviews later on, usually by company personnel who can ultimately hire the applicant.
Technology has enabled new possibilities for interviewing; for example, video phoning
technology has enabled applicants to interview for jobs despite being in different cities or
countries than the interviewer.
Psychology. Psychologists use a variety of interviewing methods and techniques to try to
understand and help their patients. In a psychiatric interview, a psychiatrist or psychologist or
nurse asks a battery of questions to complete what is called a psychiatric assessment.

11
Sometimes two people are interviewed by an interviewer, with one format being
called couple interviews. Criminologists and detectives sometimes use cognitive
interviews on eyewitnesses and victims to try to ascertain what can be recalled specifically
from a crime scene, hopefully before the specific memories begin to fade in the mind.
Research. In marketing research and academic research, interviews are used in a wide
variety of ways. Interviews are often used in qualitative research in which firms try to
understand how consumers think. Consumer research firms sometimes use computer-assisted
telephone interviewing to randomly dial phone numbers to conduct highly structured
telephone interviews, with scripted questions and responses entered directly into the
computer.
Journalism and other media. Typically, reporters covering a story
in journalism conduct interviews over the phone and in person to gain information for
subsequent publication. Reporters can interview political candidates on television shows. In
a talk show, a radio or television "host" interviews one or more people, with the choice of
topic usually being chosen by the host, sometimes for the purposes of entertainment,
sometimes for informational purposes. Such interviews are often recorded and some of them
can be released on an interview disc.
Other situations. Sometimes college representatives or alumni conduct college
interviews with prospective students as a way of assessing a student's suitability while
offering the student a chance to learn more about a college. Some services specialize in
coaching people for interviews. Government officials may conduct interviews with
prospective foreign students before allowing them to study in the nation.

4.1. Analysing and Assessing the understanding Deloitte employees

have of hiring and interview processes
Electronic surveys were sent to two Deloitte employees via the Google forms. Analysis of the
data is based on these two respondents only. It is possible there is a bias in the responses of
the employees; those who responded to the survey most likely had a stronger interest in the
subject matter of effective hiring and interview processes, than those who did not choose to
participate. A profile of the employee respondents is summarized below:

Table 4.2.I : Profile of the Respondents

Employee Designation Gender Age AnnualSalary No of years

Name worked with
Amex
Rohit Consultant Male 25-39 4 Lakh to 6 2-5 years
Agarwal Lakh
KritikaGoel Junior Female 25-39 More than 6 2-5 years
Associate Lakh

12
13
 Effective Listening Skills

The first series of questions asked how survey respondents dealt with effective hiring
and interview process at the company. Not surprisingly, both of them felt the
company adopted effective means to hire the candidates. Also, when asked about
some specific qualities that Deloitte should undertake in order to lead to an effective
hiring and interview processes, one of them mentioned ‘Character and Competence’
as the key requirements while the other one mentioned ‘Competence’ as the important
quality. The responses, in a tabular format, can be seen below:

Table 4.2.2 : Effective hiring processes of Respondents and Co-workers

Rohit Kritika

Do you think your Yes Yes

hiring and interview
processes were
conducted
effectively?

What specific Character, Contribution

qualities do you Competence
attribute to effective
hiring and interview
processes?

When asked to comment on the practices to be followed, apart from the questionnaire,
to design an effective hiring process,several themes emerged:

 Design a hiring process that is efficient.

 Select for characteristics that are job relevant.
 Consistently evaluate all the candidates using the same process and criteria.

Importance in the Workplace

The last set of question asked respondents how important are the efficient and
effective hiring and interview processes for choosing the right candidate. Both of
them stated that it was the most important part.

Respondents were given the opportunity for additional comments to this question.

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 4.3. Suggestions to enhance the hiring and interview processes

The respondents were asked to specifysuggestions to enhance hiring and interview

processes in the organisation.Rohit, one of the middle management employee
suggested that more training should be provided to the interviewers across all the
departments. While, Kritika suggested that Deloitte should implement structured
hiring process. The responses, in a tabular format, can be seen below.

Table 4.3.1: Suggestions by the respondents to improve hiring and interview processes

Rohit Kritika

Suggestions to More trainings for Implementing

enhance the hiring the interviewers structured hiring
and interview across all the process
processes at departments
Deloitte

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6.CONCLUSIONS

This is the concluding chapter of the study. The objectives were met and conclusions
were drawn.

6.1Finding of the study

Based on the results of this study, it can be concluded that

 Effective hiring and interview processes are very important for the efficient
functioning of the workplace like Deloitte.
 All the respondents, who were seasoned Deloitte employees, stated they went through
effective hiring processes.
 Both the respondents had some prior knowledge on this topic.

6.2.Suggestions of the study

 Since effective hiring and interview processes are important in the workplace,
regardless of role in the organization, more training on the methods adopted would be
beneficial to all the Deloitte employees.
 For effective training, dedicated resources must be appointed.
 Dedicating the available resources on the required employees would be a wise
investment.

4.4. Limitations of the study

Sample size taken for this study is the major limitation. Due to time constraints, the
study could not be conducted at a larger scale. The analysis was done and the
conclusion was drawn on the basis of just two respondents. Thereby, the result is not
accurate.

4.5. Further scope of the study

16
Effective hiring and interview processes are very crucial for the organisation.
Following effective methods fruits into better results for the company in
a long run.
For further scope of the study, a large sample size would generate a better and
accurate result. Methodology can be improved and statistical analysis can be done.
Another scope can be to conduct this study across all the Deloitte firms which might
yield us different results. This will help us get insights of the employees in a cross
culture environment.

17
APPENDIX A

Maps

Deloitte across the world

Study conducted for Deloitte, Gurgaon

18
 APPENDIX B

The questionnaire developed for taking the responses from the employess at Deloitte is
attached below.

Survey

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20
 APPENDIX C

References

1) Chapter 1
 https://en.wikipedia.org/wiki/Business_communication
 http://www.managementstudyguide.com/hiringprocess.htm
 http://digitalcommons.usm.maine.edu/cgi/viewcontent.cgi?article=1011&context=etd

2) Chapter 2
 https://en.wikipedia.org/wiki/Methodology
 http://www.rangahau.co.nz/methodology/55/
 http://www.businessdictionary.com/definition/research-methodology.html
 ttps://careers.deloitte.com/Locations
 https://en.wikipedia.org/wiki/Deloitte

3) Chapter 3
 http://www.writing.utoronto.ca/advice/specific-types-of-writing/literature-review
 http://about.deloitte.com/oc/whoweare/
 Alex M. Moore (1988, February). Hiring: It can be taught! Journal ofEducation for
Business, 229-232.
 Alyssa Merwin(1990, Fall) "A Guide to Finding and Hiring the Best Contractors”,
27:4, 401-415.
 Allison M. Ellis, Sushil S. Nifadkar, Talya N. Bauer and BerrinErdogan (1997,
December). Retaining new hires &Measuring profitable growth, 60:4, 75-84.
 Timothy Butler (2004, November). Hiring an entrepreneurial leader, 85-87.
 Robert Half. (2008). Conducting a Job Interview, 22: 141-151.
 Haas, J. W., Arnold, C. L. (1995, April). An examination of the role of hiring
process, 32:2, 123-139.
 Hoppe, M. H. (2007, September/October). Lending an ear: Why leaders must learn to
Interview efficiently. Leadership in Action, 27:4, 11-14.
 Hunt, G. T., Cusella, L. P. (1983, October). A field study of hiring needs in
organizations. Communication Education, 32, 393-401.
 Knippen, J. T., Green, T. B. (1994, Summer). How the manager can use active hiring.
 Public Personnel Management, 23:2, 357-359.

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4) Chapter 4
 http://changingminds.org/techniques/hiring&interview/types_interview.htm
 http://digitalcommons.usm.maine.edu/cgi/viewcontent.cgi?article=1011&context=etd

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 APPENDIX D

Bibliography

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