A STUDY ON RECRUITMENT AND SELECTION PROCESS AT

COGNIZANT TECHNOLOGY SOLUTION

(A Report Submitted in Partial Fulfillment of the Requirements for the award of

Degree of Master of Business Administration of Pondicherry University)

Submitted By

Mr. POORNACHANDRAN.V.K

Enroll No: 0217390274

MBA: HUMAN RESOURCE MANAGEMENT

Under the guidance of

Prof. A. Manohar, PULC

DIRECTORATE OF DISTANCE EDUCATION PONDICHERRY UNIVERSITY

PONDICHERRY – 605014 APRIL 2019

1
 CERTIFICATE OF THE GUIDE

This is to certify that Project Work titled “A STUDY ON RECURITMENT AND SELECTION PROCESS
AT COGNIZANT TECHNOLOGY SOLUTION” is a bonafide work of V.K.POORNACHANDRAN
(Enroll No: 0217390274) carried out in partial fulfillment for the award of degree of MBA in HUMAN
RESOURCE MANAGEMENT of Pondicherry University under my guidance. This project work is original
and not submitted earlier for award of any degree / diploma or associate ship of any other University /Institute.

Place: Signature of the Guide

Date:

2
 STUDENT’S DECLARATION

I, Mr. V.K.POORNACHANDRAN hereby declare that, the project titled “A STUDY ON

RECRUITMENT AND SELECTION PROCESS AT COGNIZANT TECHNOLOGY
SOLUTION ” is original work done by me and submitted to Pondicherry University in partial
fulfillment for the requirement of the award of Master of Business Administration in Human
Resource Management is a record of original work done by me under the supervision of
Mr. A. Manohar a faculty of PULC1.

Enroll. NO: 0217390274

Signature of the student

Date :

3
 ACKNOWLEDGEMENT

I take this opportunity to thank Almighty who gave me the strength to finish this

Project & my heartfelt thanks to my beloved parents & friends for constantly

Encouraging & inspiring me to finish the project successfully.

My special thanks to Mr.A.Manohar, (project guide) at Pondicherry University for giving me

the necessary guidance and valuable suggestions in completing the project and preparing this
project report effectively.

I express my gratitude to the management & all the employees of COGNIZANT who have been
co-operative during the project, which enabled the successful completion of the project.

Finally, I thank Principal, Director and Coordinator, PULC, Loyola College, for providing us this
great opportunity to work and understand the importance of doing real-time project as part of our
MBA Program.

Mr. V.K.POORNACHANDRAN

Enroll No: 0217390274

Contents

List of tables

4
 List of figures

Chapter no. Particulars Page no.

1 Acknowledgement 4

2 Execute Summary 7

3 9
3.1 Introduction to Study
13
3.2 Introduction to the company

3.3 Objective of the study 22

3.4 Need for the study 23

3.5 Limitations 24

4 Review of Literature 16

5 25
Research Methodology
27
Analysis and Interpretation

Findings and Suggestions 41

Conclusion 43

Bibliography 49

5
 List of Tables

S.NO
Particulars Page no.

1 ANALYSIS OF AGE OF RESPONDENTS 29

2 ANALYSIS OF WORK EXPERIENCE OF EMPLOYEE 30

3 ANALYSIS OF RECRUITMENT AND SELECTION PROCESS OF 31

ORGANIZATION

4 ANALYSIS OF MODIFICATION OF RECRUITMENT POLICY 32

5 ANALYSIS OF OPINIONS ON FAVOURISM AT THETIME OF SELECTION 33

6 ANALYSIS OF STATISFICATION OF RECRUITMENT PROCEDURE IN THE 34

ORGANIZATION
35
7 ANALYSIS OF STATISFICATION OF SELECTION PROCESS

8 ANALYSIS TO KNOW ABOUT THE JOB VACANCIES IN THE ORGANIZATION 36

ANALYSIS OF ORGANIZATION CLIMATE

9 37
ANALYSIS OF THE TESTS DURING THE PROCESS OF RECRUITMENT
10 38
ANALYSIS OF OPINION OF BECT SOURCE TO RECRUIT THE EMPLOYEE IN
11 YOUR ORGANIZATION 39

ANALYSIS OF BEST SOURCE OF RECRUITING 40

12
ANALYSIS OF RECRUITMENT PROCESS IN THE ORGANIZATION IS 41
13 ETHICAL

ANALYSIS OF REFERRAL BONUS FOR THE RECOMMENDING EMPLOYEES

14 42
ANALYSIS OF CONDITIONS THAT STIMULATED TO APPLY FOR THE JOB
15 43

6
 EXECUTE SUMMARY

The study is conducted at the CTS technologies Among HR managers and the project analyzes
the Recruitment and Selection process followed in the organization. The first chapter simply
Discusses the objectives, methodology, scope and limitation of the report. The second chapter is
based on the information of the organization mentioning the history of the organization at first
Followed by its product offerings, the operational network and then specifying the vision for the
future. After describing the organization, the third chapter is completely about the data analyses
and interpretation with the data obtained from the respondents the day has been analyzed
manually. And presented in a tabular and graphic forms.
The report then reaches the main body which consists the analysis of the project named “The
recruitment and selection process at CTS technologies”. The main body of the report is described
in some divisions and the first part provides the summary of the whole chapter. The second part
of the chapter provides description of the project mentioning the objectives, methodology and the
limitations of the project analysis. The final part of the report is further divided into number of
sections to provide both conceptual knowledge on the project topic and then relate to the
organization.

7
The recruitment as described in the Business Dictionary.com is the process of finding and hiring
the best-qualified candidate and according to Myrna L. Gusdorf selection is the process of
choosing the individual best suited for a particular position and for the organization. The concept
is expanded by providing general methods with a diagram. The final part then moves with the
section where the recruitment and selection process is discussed staffs. The discussion is divided
into recruitment, selection and also with a separate section of training which is a part of the
recruitment process.
From obtaining the results of the analysis, the report provides some recommendations based on
the findings in the process of Aarong’s recruitment and selection. At last, the conclusion closes
7
the report by over viewing the organization’s technique of recruiting sales people.

8
 SYNOPSIS

The project was undertaken to study the impact of RECRUITMENT AND SELETION
PROCESS at Cognizant. The study was aimed to find the satisfactory level of the employees
about recruitment and selection process in cognizant and also the methods of recruitment
followed in cognizant. .

A structured questionnaire was prepared keeping in mind the objective. The questionnaire was
administered to the 40 employees. The data was analyzed and interrupted; the findings,
suggestions and limitations of the study are highlighted in the forth-coming chapters.

9
 INTRODUCTION TO THE STUDY

Recruitment and Selection is the process in which employees are hired against the
vacant post. This process of selection and recruitment has the same age as organizations
themselves. The first ones who are considered to be the pioneers in documented selection when
they started with the idea of selection tests for civil servants. Knowledge, skills, ability, and other
characteristics which are the requirements identified by the psychologists are also known as
KSAOs. It is a very sensitive matter for an organization to attain hundred percent results in
selecting the most perfect candidate against their vacant post. Candidates are also in an effort to
search the best job which fulfills their expectations and suits their skills, ambitions and
expertise .So keeping above interview recruitment can be explained as: “The process in which an
organization explore, develop ,hunts, and pulls to itself most right individuals for the right job
(Nadler, 1984). The process of recruitment and selection and Human Resource Management are
directly related to the planning of human resources. Due to the importance and knowledge
gained about the recruitment process, organizations reveal the importance of selection and
recruitment in their success.

1.1 RECRUITMENT:

Recruitment is the process of finding a nd hiring the best qualified candidate (from
within or outside of an orga nization) for a job opening in timelyandcost-effective manner.
The recruitmen t process includes analyzing the requirements of a job, a ttracting employees
to do that job, screening and selecting applicants, hiring and integra ting the new employee
into the organization.

1.2 CONCEPT:

The objective here is to observe and a nalyze how various HR practices are dealt
10
 within the consultancy a nd a lso suggest ways to im prove its effectiveness thereby the
orga nization's performance. These HR practices range from company policies, recruitment,
joining form alities, offer letter, general adm inistra tion, resource allocation, sala ries,
Interview processes etc. The main objective is to prepare a road map based on the observation
of the recruitment processes a nd prepare a process document for this f unction all areas of
HR. This in turn would help the orga nization in better accountability, process flow &
orientation; reduce the lack of cla rity and easy reference to the processes.

1.3 DEFINITON:

Recruitment is a process of identifying, screening, short listing and hiring

potential resource for filling up the vacant positions in an organization. It is a core function of
Human Resource Management.
Recruitment is the process of choosing the right person for the right position and at
the right time. Recruitment also refers to the process of attracting, selecting, and appointing
potential candidates to meet the organization’s resource requirements.

1.4 SCOPE OF RECRUITMENT:

The scope of Recruitment and Selection includes the following operations:

• Dealing with the excess or shortage of resources

• Preparing the Recruitment policy for different categories of employees
• Analyzing the recruitment policies, processes, and procedures of the organization
• Identifying the areas, where there could be a scope of improvement

1.5 SELECTION:

11
 Selection is the process of picking or choosing the right candidate, who is most suitable
for a vacant job position in an organization. In others words, selection can also be explained as
the process of interviewing the candidates and evaluating their qualities, which are required for a
specific job and then choosing the suitable candidate for the position.

1.6 MEANING:

The selection of a right applicant for a vacant position will be an asset to the organization,
which will be helping the organization in reaching its objectives.

1.7 SCOPE OF SELECTION:

• It is cost-effective and reduces a lot of time and effort.

• It helps avoid any biasing while recruiting the right candidate.
• It helps eliminate the candidates who are lacking in knowledge, ability, and proficiency.
• It provides a guideline to evaluate the candidates further through strict verification and
reference-checking.

1.8 IMPORTANCE OF SELECTION:

Selection is an important process because hiring good resources can help increase the overall
performance of the organization. In contrast, if there is bad hire with a bad selection process,
then the work will be affected and the cost incurred for replacing that bad resource will be high.

The purpose of selection is to choose the most suitable candidate, -who can meet the
requirements of the jobs in an organization, who will be a successful applicant. For meeting the
goals of the organization, it is important to evaluate various attributes of each candidate such as
their qualifications, skills, experiences, overall attitude, etc. In this process, the most suitable

12
candidate is picked after the elimination of the candidates, who are not suitable for the vacant
job

13
14
 INTRODUCTION TO THE COMPANY

Cognizant is an American multinational corporation that provides IT services, including digital,

technology, consulting, and operations services. It is headquartered in Teaneck, New Jersey,
United States. Cognizant is included in the NASDAQ-100 and the S&P 500 indices. It is also
one of the fastest growing Fortune 500 companies. It was founded as an in-house technology unit
of Dun & Bradstreet in 1994,[3] and started serving external clients in 1996.[3]

After a series of corporate splits and restructures of its parent companies there was an initial
public offering in 1998.[4] Following the Y2K and dot-com boom of the late 1990s, when
companies sharpened their focus on hard business parameters such as revenues and profits, the
company grew by delivering critical application development and maintenance services.

Cognizant had a period of fast growth during the 2000s, becoming a Fortune 500 company in
2011.[5] In 2015, the Fortune magazine named it as the world's fourth most admired IT
services company.[6] In 2017, Cognizant was named in Fortune's Future 50 list.[7]

History[edit]

Cognizant began as Dun & Bradstreet Satyam Software (DBSS), [8][dead link][9] established as Dun
& Bradstreet's in-house technology unit focused on implementing large-scale IT projects for Dun
& Bradstreet businesses. In 1996, the company started pursuing customers beyond Dun &
Bradstreet.[10]

In 1996, Dun & Bradstreet spun off several of its subsidiaries including Erisco, IMS
International, Nielsen Media Research, Pilot Software, Strategic Technologies and DBSS, to
form a new company called Cognizant Corporation. Three months later, in 1997, DBSS renamed
itself to Cognizant Technology Solutions. In July 1997, Dun & Bradstreet bought Satyam's 24%
stake in DBSS for $3.4 million.[11][12] Headquarters were moved to the United States, and in
March 1998, Kumar Mahadeva was named CEO.[13] Operating as a division of the Cognizant
Corporation, the company mainly focused on Y2K-related projects and web development.[14]

15
In 1998, the parent company, Cognizant Corporation, split into two companies: IMS
Health and Nielsen Media Research.[15] After this restructuring, Cognizant Technology Solutions
became a public subsidiary of IMS Health. In June 1998, IMS Health partially spun off the
company, conducting an initial public offering of the Cognizant stock. The company raised $34
million, less than what the IMS Health underwriters had hoped for. They earmarked the money
for debt payments and upgrading company offices.[14]

Kumar Mahadeva decided to reduce the company's dependence on Y2K projects: by Q1 1999,
26% of company's revenues came from Y2K projects, compared with 49% in early 1998.
Believing that the $16.6 billion enterprise resource planning software market was saturated,
Kumar Mahadeva decided to refrain from large-scale ERP implementation projects. Instead, he
focused on applications management, which accounted for 37% of Cognizant's revenue in Q1
1999.[10] Cognizant's revenues in 2002 were $229 million, and the company had zero debt with
$100 million in the bank.[14] During the dotcom bust, the company grew by taking on the
maintenance projects that larger IT services companies did not want.[16]

In 2003, IMS Health sold its entire 56% stake in Cognizant, which instituted a poison
pill provision to prevent hostile takeover attempts.[14][17] Kumar Mahadeva resigned as the CEO
in 2003, and was replaced by Lakshmi Narayanan.[18]Gradually, the company's services portfolio
expanded across the IT services landscape and into business process outsourcing (BPO)
and business consulting. Lakshmi Narayanan was succeeded by the Kenya-born Francisco
D'Souza in 2006. Cognizant experienced a period of fast growth during the 2000s, as reflected by
16
its appearance in Fortune magazine's "100 Fastest-Growing Companies" list for ten consecutive
years from 2003 to 2012.[19][20]

In September 2014, Cognizant struck its biggest deal, acquiring healthcare IT services provider
TriZetto Corp for $2.7 billion.[21] Cognizant Shares, rose nearly 3 percent in pre-market trading.
[22]

Cognizant focuses on three key service lines across various industries — Digital Business,
Digital Operations, and Digital Systems & Technology.[23]

17
 REVIEW OF LITERATURE

i. Review of literature allows the researcher to gain some of ideas from published studies
that will help to improve the research study. Similar researches determine the trends of
the present study.
ii. Edwin Filippo defines Recruitment and selection process as "A process of searching for
prospective employees and stimulating and encouraging them to apply for jobs in an
organization."
iii. According to Korsten(2003), Human Resource Management theories emphasize on
techniques of recruitment and selection and outline the benefits of interviews, assessment
and psychometric examinations as employee selection process. He further stated that
recruitment process may be internal or external or may also be conducted online.
Typically, this process is based on the levels of recruitment policies, job postings and
details, advertising, job application and interviewing process, assessment, decision
making, formal selection and training.
iv. Jones et al. (2006) suggested that examples of recruitment policies in the healthcare,
business or industrial sector may offer insights into the processes involved in establishing
recruitment policies and defining managerial objectives.
v. Alan Price (2007), in his work Human Resource Management in a Business Context,
formally defines recruitment and selection as the process of retrieving and attracting able
applications for the purpose of employment. He states that the process of recruitment is
not a simple selection process, while it needs management decision making and broad
planning in order to appoint the most appropriate manpower.
vi. Hiltrop (1996) was successful in demonstrating the relationship between the HRM
practices, HRM-organizational strategies as well as organizational performance.
vii. According to Montgomery (1996) is on matching the capabilities and inclinations of
prospective candidates against the demands and rewards inherent in a given job.
viii. Jovanovic (2004) said recruitment is a process of attracting a pool of high quality
applicants so as to select the best among them. For this reason, top performing
18
 companies devoted considerable resources and energy to creating high quality selection
systems. Due to the fact that organizations are always fortified by information
technology to be more competitive, it is natural to also consider utilizing this
technology to re-organize the traditional recruitment and selection process through
proper decision techniques, with that both the effectiveness and the efficiency of the
processes can be increased and the quality of the recruitment and selection decision
improved.
ix. Barber (1998) defines Employee recruitment as “practices and activities carried on by an
organization for the purpose of identifying and attracting potential employees”. Many
large corporations have employee recruitment plans that are designed to attract
potential employees that are not only capable of filling vacant positions but also add to
the organization’s culture.
x. According to Costello (2006) recruitment is described as the set of activities and
processes used to legally obtain a sufficient number of qualified people at the right
place and time so that the people and the organization can select each other in their
ownbest short and long term interests.
xi. Mullins (1999) indicated that to be a high performing organization, human resource
management must be able to assist the organization to place the right person in the right
job. The human resource management practices include recruitment, selection,
placement, evaluation, training and development, compensation and benefits, and
retention of the employees of an organization.
xii. Odiorne (1984) indicated that the quality of new recruits depends upon an
organization's recruitment practice, and that the relative effectiveness of the selection
phase is inherently dependent upon the caliber of candidates attracted.
xiii. Smith et al. (1989) argue that the more effectively the recruitment stage is carried out,
the less important the actual selection process becomes. When an organization makes
the decision to fill an existing vacancy through recruitment, the first stage in the
process involves conducting a comprehensive job analysis. This may already have been
conducted through the human resource planning process, particularly where
recruitment is a relatively frequent occurrence. Once a job analysis has been conducted,
the organization has a clear indication of the particular requirements of the job, where
19
 that job fits into the overall organization structure, and can then begin the process of
recruitment to attract suitable candidates for the particular vacancy.
xiv. According to Odiorne, (1984) one result of effective recruitment and selection is
reduced labour turnover and good employee morale. Recruiting ineffectively is costly,
since poor recruits may perform badly and/or leave their employment, thus
requiringfurther recruitment. In a cross national study of recruitment practices, suggests
that, in reality, recruitment practices involve little or no attempt to validate practices.
Personnel
managers tend to rely on feedback from line managers and probationary periods and
disciplinary procedures to weed out mistakes. Firms with high quit rates live with them
and tend to build them into their recruitment practices and they do not analyze the
constitution of their labor turnover. A number of recent studies have suggested that some
recruitment methods are more effective than others in terms of the value of the employees
recruited.
xv. Burack, (1985) argues that recruitment sources are significantly linked to differences in
employee performance, turnover, satisfaction and organizational commitment. In a survey
of 201 large US companies, Burack asked respondents to rate the effectiveness of nine
recruitment sources in yielding high-quality, high-performing employees. The three top
ranked sources were employee referrals, college recruiting and executive search firms.
However, cautions that, while these general results are useful, there is a need for greater
internal analysis of the relative quality of recruits yielded by different sources.
xvi. Delery and Doty (1996) argued that providing students with a greater awareness of
employment opportunities, and equipping them with the ability to be proactive in
approaching potential employers, will lead to more effective career self-management and
selection processes.
xvii. Miyake, (2002)In a comparison of personnel selection practices in seven European
countries explored the utilization of a range of established selection methods. They
reported a general trend towards structured interviews in all countries and, while the
general validity and acceptability of methods such as work samples, group exercises and
assessment centres were widely recognized, reported usage of these methods was
infrequent.
20
xviii. Burton (2001) in his study of recruitment and selection practices in the USA, found that
approximately 25 percent of respondent organizations conducted validation studies on
their selection methods. Furthermore, in a rating of various selection methods, those
perceived to be above average in their ability to predict employees' job performance
included work samples, references/recommendations, unstructured interviews,
structured interviews and assessment centres.

xix. Cran (1995) suggests that developments in the realm of selection lend some support to
those who propound the HRM thesis, where a key feature has been the increase in testing
designed explicitly to assess behavioral and attitudinal characteristics. He further
indicates that the extent to which these more sophisticated and systematic approaches can
be, and are, deployed, depends to a large degree, on sectoral
circumstances and on the wider employment-management policies being pursued.
xx. Drucker (1999) has studied that Recruitment procedures need not be limited to one
method. It is possible and often desirable to combine methods to enhance the
recruitment success of a particular project. For example, use of focus groups and pilot
studies that involve the community and pre-recruitment, publicity can lead to higher rates
of consent.
xxi. Breaugh (2013) laments that the various research on recruitment is disjointed and
without a clear connection between variables that interlink the recruitment process.
xxii. Storey& Wright, 2001 says recruitment and selection function has been categorized and
perceived as a traditional HR function without much significantrole or function.
xxiii. Millmore, 2003says that the recruitment and selection dimension is now strategically
driven with significant development in its “focus and
sophistication”.
xxiv. Rynes - “encompass all organisational practices and decisions that affect either the
number, or types, of individuals that are willing to apply for, or to accept, a given
vacancy”
xxv. Breaugh, - “employee recruitment involves those organisational activities that (1)
influence the number and/or types of applicants who apply for a position and/or (2) affect
whether a job is accepted”
21
 xxvi. Barber, - “recruitment includes those practices and activities carried on by the
organisation for the primary purpose of identifying and attracting potential employees”
xxvii. Taylor & Collins defined recruitment as, “ the set of activities undertaken by the
organization for the primary purpose of identifying a desirable group of applicants,
attracting them into its employee ranks and retaining them at least for the short term
xxviii. Roe defines selection as an organization activity “aimed at choosing people for the
fulfillment of jobs”
xxix. Keep & James, 2010definesthis process involves selecting an applicant whom the
recruiter predicts will contribute the maximum to the organization. Ideally selection is
finding a seamless fit between the applicant and the employer criteria. However in
conditions of tight labor market what employers desire especially when they try hard to
search and what they get may possibly be in contrast.
xxx. Mayson & Barrett, 2006definesthe recruitment of competent and right talent is
rather difficult in a tight labor market particularly in professional, information/knowledge
based, technical and service
occupation.
xxxi. Collins describe this process as “Getting the right peopleon the bus, the wrong people off
the bus, and the right people off the bus, and the right people in the right seats…”
xxxii. According to Jackson et al. (2009), Human resource management approaches in any
business organization are developed to meet corporate objectives and materialization of
strategic plans via training and development of personnel to attain the ultimate goal of
improving organizational performance as well as profits. The nature of recruitment and
selection for a company that is pursuing HRM approach is influenced by the state of the
labor market and their strength within it.
xxxiii. Bratton & Gold (1999) suggests that organizations are now developing models of the
kind of employees they desire to recruit, and to recognize how far applicants correspond
to their models by means of reliable and valid techniques of selection.
xxxiv. Seltzer et al. (2010) states that the process of recruitment does not cease with application
of candidature and selection of the appropriate candidates but involves sustaining and
retaining the employees that are selected.
xxxv. Barber (1998) defines Employee recruitment as “practices and activities carried on by an
22
 organization for the purpose of identifying and attracting potential employees”. Many
large corporations have employee recruitment plans that are designed to attractpotential
employees that are not only capable of filling vacant positions but also add tothe
organization’s culture.
xxxvi. According to Costello (2006) recruitment is described as the set of activities and
processes used to legally obtain a sufficient number of qualified people at the right place
and time so that the people and the organization can select each other in their own best
short and long-term interests.
xxxvii. According to Montgomery (1996) is on matching the capabilities and inclinations of
prospective candidates against the demands and rewards inherent in a given job.
xxxviii. Jovanovich (2004) said recruitment is a process of attracting a pool of high quality
applicants so as to select the best among them. For this reason, top performing
companies devoted considerable resources and energy to creating high quality selection
systems. Due to the fact that organizations are always fortified by information
technology to be more competitive, it is natural to also consider utilizing this
technology to re-organize the traditional recruitment and selection process through proper
decision techniques, with that both the effectiveness and the efficiency of the
processes can be increased and the quality of the recruitment and selection decision
improved.

23
 OBJECTIVES
OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE

 To study and analyze the Recruitment and Selection process followed at CTS technologies

SECONDARY OBJECTIVES

 To know the demographical details of the respondents.

 To analyze the satisfactory level of the employees about Recruitment and Selection
procedure of an organization.

 To study recruitment and selection methods at CTS technology

24
 NEED FOR THE STUDY

 Manpower is considered as the most important asset in I.T organizations. In recent

years there has been exponential growth in the use of personnel placement agencies
for hiring the best possible talent among all the IT professionals across the
globe. From the beginning of the last decade, various specialized job placement
agencies have become more and more prominent to solve the personnel
placement problems faced by I.T companies.

 The work addressed the recruitment problems which are typical of the type of problem
of practical importance in Information Technology Industry, where Decision
Support System (DSS) has yet to make a full contribution. This study can have a
valuable input to the recruitment process, while also acting as a building block
for further DSS development in this area. It will also fuel the growth of Artificial
Intelligence (AI) techniques like Fuzzy Logic in Information Technology Industry. Fuzzy
logic is the most suited technique among all the AI techniques for this work, since it
uses the language of our day to day life, and therefore, better communication
can be achieved between managers and researchers.

LIMITATIONS
 Collecting data properly from employees become difficulty due to the time constraint.

25
 Busy schedule of the employees also effected to some extent.

 There is a chance for bias in the information given by the respondents.

 The study was based on sample hence results were not fully absolute.

26
 RESEARCHMETHODOLOGY

Research methodology is a way to systematically solve the research problem.

It may be understood as a science of study of how the research has to be done scientifically.

The various steps that are generally adopted by the researcher is detailed below:

Research Design:
The research design used in this study is "Descriptive research". The main
purpose is to formulate a problem for more precise investigation or of developing the working
hypothesis from an operation point of view. The major emphasis of this study is to find the ideas
and insights.

Nature & Source Of Data:

The data collected through questionnaire was used as primary data for analysis and
interpretation.

Method Of Data Collection:

The data collection from the employees was through questionnaire. The questionnaire was
structured and undisguised. The researcher met the respondents personally and collected the
questionnaire through interview technique. General options or views of the respondents were
recorded and taken into consideration for analysis.

27
Sampling Technique

The sampling technique administered by the researcher for the study is convenience
sampling. This method was found to be most convenient and suitable for the study. 8 employees
were met and the necessary data were collected through questionnaire.

Sample Size:
Sample of 40 employees were chosen for this study.

Statistical Tools:
Filled in questionnaire were analyzed manually. The statistical tools used for the study
is

❖ Simple percentage method with mean score value

28
 ANALYSIS ANDINTERPRETATION

The term analysis and interpretation are complimentary. Sometimes they are used distinctively,
while "Analysis" is used to mean simplification of data by methodology classification of data".
The term "Interpretation" means explaining the meaning and significance of data.

Work sheet was prepared from the data collected through questionnaire which analysis and
interpretation was done to arrive at the findings .The data collected is classified, tabulated and
then interpreted and analyzed as follows

29
 Analysis of Age of Respondents

Age Frequency Per cent

( years) ( n) ( %)
20-30 20 50
31-40 8 20
41-50 12 30
51-60 0 0
Total 40 100

The above table indicates the age of the respondents. The respondents are in the age group of
20-30 years, 31-40 years, 41-50 years, and 51-60 years.

About half of the respondents (50 per cent) fall in the category of 41-50 years, while a little less
than one-third of the respondents come under 31-40 years and little more than one-tenth of the
respondents fall under 20-30 years and the remaining respondents (3.3 per cent) come under
the 51-60 years.

Thus we see that half of the respondents (50 per cent) fall in the category of 41-50 years. And
the mean age of the respondents is 39 years of age.

30
 Analysis of work experience of the employee

Particulars No. of Percentage

Respondents
Yes 10 25
No 30 75
Total 40 100

Interpretation: The survey depicts that 75% of employee’s does not have the work experience
but the remaining 25% of employees will have the work experience.

31
Analysis of Opinion on Recruitment and Selection Process of the Organization

Particulars No. of Respondents Percentage

Very good
10 25
Good
20 50
Average
10 25
Poor
0 0
Total
40 100

Interpretation: The survey depicts that 50% of employee’s opinion is good about the
recruitment and selection process of the company and the remaining 50% of employee’s
opinion is Very good and average.

32
 Analysis of opinion on modification of Recruitment policy

Particulars No. of Respondents Percentage

Yes 8 20

No 32 80

Total 40 100

Interpretation: From the above graph it is clear that 80% of candidates opinion is don’t
want to modify any recruitment policies but 20% of candidates want to modify the
recruitment policy.

33
Analysis of opinions on favourism at the time of Selection

Particulars No. of Respondents Percentage

Yes 0 0

No 40 100

Total 40 100

Interpretation: From the survey it depicts that 100% of respondents said that there is no
choice of favourism at the time of selection

27
Analysis of satisfaction of Recruitment Procedure in the Organization

Particulars No. of Respondents Percentage

Yes 36 90

No 4 10

Total 40 100

Interpretation: From the above graph it is clear that 90% of respondents are satisfied
with the recruitment procedure but 10% are not satisfied.

28
Analysis of satisfaction of Selection Process

Particulars No. of Respondents Percentage

Fully satisfied 18 45
Satisfied 22 55
Less satisfied 0 0
Dis satisfied 0 0
Total 40 100

Interpretation: The survey depicts that 55% of respondents were satisfied in the
selection process of the company but 45% were fully satisfied on the selection process.

29
Analysis to know about the job vacancies in the organization

Particulars No. of Percentag

Respondents e
News Papers 0 0
Friends 24 60
Employee Referral 6 15
Direct approach 10 25
Total 40 100

Interpretation: The survey depicts that 60% of the candidates were know the
vacanccies of the job through their friends. 25% of candidates were approached to the
company directly and the remaining15% of the candidates were joined through the
employee referrals.

30
Analysis of organization Climate

Particulars No. of Respondents Percentage

Excellent 14 35
Good 20 50
Average 6 15
Poor 0 0
Very Poor 0 0
Total 40 100

Interpretation: The above survey depicts that 50% of the respondents said that the
organization climate is good, 35% of the respondents said that the organizational climate
is excellent and the remaining 15% of the respondents said asaverage.

31
 Analysis of tests during the process of recruitment

Particulars Frequency Total

Aptitude
5 13
Group Discussion 10 25
Personal Interview 9 22
Psychometric test 6 15
Other, pls specify 0 0
All the above 10 25
Total 40 100

Interpretation: The above survey depicts that 13% of the respondents said that they use
Aptitude, 25% of the respondents said that they use Group discussion, 9% of the
Personal interview, 6% of the respondents said that Psychometric test,10% of the
respondents they use all the above.

32
Analysis of opinion of best source to recruit the employee in your organization

Particulars No. of Respondents Percentage

External source 15 37.5

Internal source 25 62.5

Total 40 100

Interpretation: The above survey depicts that 62.5% of respondents said that Internal
source is the best to recruit the employees. But the remaining 37.5% of employees said
that External source is the best to recruit the employees in the company

33
 Analysis on best source of recruiting

Frequenc
Particulars y Total
Employee referral 5 13
Campus recruitment 10 25
Advertising 9 22
Recruitment agencies 6 15
Job portals 10 25
Other, pls specify 0 0
Total 40 100

Interpretation: The above survey depicts that 25% of the respondents said that employee
referral, 10% of the respondents said that campus recruitment, 9% of the respondents
Advertising, 6% of the respondents said that recruitment agencies, 9% of the respondents
say Job portals

34
 Analysis of recruitment Process in the organization is ethical

Particulars No. of Respondents Percentage

Yes 40 100

No 0 0

Total 40 100

Interpretation: The above survey depicts that 100% of respondents said that the recruitment
process in the organization is ethical and transparent.

35
 Analysis of referral bonus for the recommending employees

Particulars No. of Respondents Percentage

Yes 0 0

No 40 100

Total 40 100

Interpretation: The above survey depicts that 100% of respondents said that there is no
referral bonus for recommending the candidate at the time of recruitment.

36
 Analysis of conditions that stimulated to apply for the job

Particulars No. of Respondents Percentage

Working Conditions 13 32.5
Salary and Benefits 5 12.5
Goodwill of the 10 25
Company
All the above 12 30
Total 40 100

Interpretation: The above survey depicts that 32.5% of respondents said that the working
conditions of the company is stimulated to apply for the job, 30% of respondents said that the
working conditions, salary and benefits and goodwill of the company are stimulated to apply
for the job, 25% of the respondents said that they will stimulate for the goodwill of the
company and the remaining 12.5% of candidates responded that the salary and benefits are
stimulated to apply for the job.
37
 Analysis on defining the position objectives, requirements and candidate specifications in
the recruitment process

Particulars No. of Respondents Percentage

Yes 36 90

No 4 10

Total 40 100

Interpretation: From the above table it is clear that 90% of respondents say yes but 4% say
No.

38
Analysis on organization’s affirmative action needs clarified and supported in the
selection process

Particulars Frequency Total

Poor 3 12
Adequate 10 40
Excellent 12 48
Total 25 100

From the above table it shows that 12% says its poor, 40% says its Adequate, 48% say its
Excellent.

39
Analysis on timeliness recruitment and Selection process

Particulars Frequency Total

Yes 16 64

No 9 36

25 100

The above table portrays that 64% of the respondents say that they do timely recruitment process
& 36% of the respondents say they don’t.

40
 FINDINGS

 50% of employee’s opinion is good about the recruitment and selection process of the
Company.
 80% of candidate’s opinion is don’t want to modify any recruitment policies.
 100% of respondents said that there is no choice of favorisum at the time of selection.
 90% of respondents are satisfied with the recruitment procedure but 10% are not
Satisfied.
 55% of respondents were satisfied in the selection process of the company.
 60% of the candidates were know the vacancies of the job through their friends.
 50% of the respondents said that the organization climate is good.
 25% of the respondents said that they use Group discussion during recruitment
process.
 62.5% of respondents said that Internal source is the best to recruit the employees.
 25% of the respondents said that employee referral is the best way of sourcing
 100% of respondents said that the recruitment process in the organization is ethical
and transparent.
 100% of respondents said that there is no referral bonus for recommending the
candidate at the time of recruitment.
 32.5% of respondents said that the working condition of the company stimulates to
apply for the job.
 64% of the respondents say that CTS does timely recruitment process

41
 SUGGESTIONS

1. The management of Sai Global Yarntex can increase its scope of requirements through
advertisements and company can go for job fairs where people get to know about the
openings.
2. Theyshouldalsofollownewselectiontechniquesandmethodsforbetterrecruitment.

3. The member of the selection committee should be well qualified and experienced people.
So that the selection of the employee will be more effective.
4. Forfillingupvacanciesrecruitmentprocesscanbeadoptedmoreintheconcerned.
It suggested that the Hr department should involve various departmental heads while recruiting
an individual, because the departmental heads can analyze the technical knowledge relating to
the job to the particular department

42
 CONCLUSION

The study was conducted among the workers of cognizant technologies covering 40 respondents.
The data was collected by means of questionnaire and the data was classified and analyzed
carefully by all means. From the analysis, it has been found that the most of the employees in the
company were satisfied but changes are required according to the changing scenario of
recruitment process that has a great impact on working of the company as afresh blood ,new
idea enters in the company. Selection processisal so good and the company’s recruitment
department is doing well in placing the candidates and filling the job vacancies for all levels of
positions. Some of the suggestions were mentioned to enhance the organizational policies,
strategies, procedures and process

43
 QUESTIONNAIRE

1. Name
2. Age
a) 20-30 years
b) 30-40 years
c) 40-50 years
d) 50 years above
1. Gender
a) Male
b) Female
c) Others

1. Years of experience in the field of HR

a) 0-5 years
b) 5-10 years
c) 15-20 years
d) 20and above years

1. Years of Experience in CTS

a) 0-5 years
b) 5-10 years
c) 15-20 years

44
 d) 20and above years
1. what is your opinion on recruitment and selection process undertaken in CTS
a) Poor

b) Average

c) Good

d) Very Good

1. Do you feel there is need of modifications in existing recruitment policies

a) Yes
b) No

1. Favourisms take part during the selection process

a) Yes
b) No

1.1 If yes at what extent

a) Severe
b) High
c) Moderate
d) Low
1. Do you feel satisfied with the existing recruitment procedures in the organization
a) Yes
b) No

1. Do you feel satisfied with the existing selection procedures in the organization
a) Fully satisfied

45
 b) Satisfied
c) Less satisfied
d) Dis satisfied

1. Through what medium you come to know about the job vacancies in your organization
a) Newspaper
b) Friends
c) Employee Referral
d) Direct approach

1. what is your opinion on your existing organizational climate

a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
1. which is the best source of recruiting
a) Employee referral
b) Campus recruitment
c) Advertising
d) Recruitment agencies
e) Job portals
f) Other, pls specify
1. Do you use any of the following tests during the process of recruitment?
a) Written
b) Aptitude
c) Group Discussion

46
 d) Personal Interview
e) Psychometric test
f) Other, pls specify
g) all the above
1. Do you feel recruitment process in this organization is ethical
a) Yes
b) No

1. Does the employees get referral bonus for referring the candidates
a) Yes
b) No

1. which of the below given conditions stimulates the candidates to apply for the job
a) Working conditions
b) Salary and Benefits
c) Goodwill of the company
d) All the above

1. Does the organization clearly define the position objectives, requirements and candidate
specifications in the recruitment process?
a) Yes
b) No
1. How well are the organization’s affirmative action needs clarified and supported inthe
selection process?

a) Poor

47
 b) Adequate

c) Excellent

1. Is the organization doing timeliness recruitment and Selection process.

a) Yes

b) No

1. Do you take any technological support for the process of recruiting?

a) Telephone
b) Video conferencing
c) Online support
d) Other, pls specify
22. Do you do the “Employment Eligibility Verification”? Yes/No
e) If yes, then, what method you take up to perform it?
f) a. Internally
g) b. Through agencies

23. What kind of verifications you do?

h) a. Educational qualifications
i) b. Legal background check
j) c. Professional background check d. Reference check
k) e. Family background check
l)
24. How much do you spend in reference check of 1 candidate?
a) Below one hour
b) 1 day
c) Above 1 day

48
25. How much do you spend on T & D and Induction per employee?
a) 1 day to 1 week
b) 1 week to 1 month
c) 1 Month and above

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