CHAPTER- 1

INTRODUCTION

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 INTRODUCTION
Human Resource Management is part of the organization that is concerned with the ‘people’
dimension. HRM can be viewed in one of two ways. First, HRM is a staff, or support in the
organization. Its role is to provide assistance in HRM matters to line employees, or those
directly involved in producing Organization’s goods and services.HRM is a function of every
manager’s job. Whether or not one in a ‘Formal’ HRM department, the facts remain that to
effectively managers to handle the activities.

Human Resource planning helps determine the number and types of the people an
organization needs. Recruitment follows Human Resource planning and goes hand in hand
with the selection process by which organizations evaluate the suitability of the prospective
candidates for the job. Job analysis and job design specify the tasks and duties of jobs and the
qualifications expected from prospective job holders.

The next logical step is to select the right number of people the right type to fill the jobs.
Selection involves two broad gropes of activities: (a) Recruitment and (b) Selection.

Exhibit 1.1: Recruitment and Selection needs Recruitment is the process of finding and
attractive capable applicants for employment. Whereas Selection is the process of picking
individuals with requisite qualifications and competence to fill jobs in the organization. An
organization large or small, profit or service oriented, the ultimate aim is to achieve
organizational goal.

This achievement can only be possible through skillful and management of power. Selection
is a key component in the acquisition of human resources. Without a reliable and erective
selection mechanism, a business can never flourish, especially in the present world market
Economy, which is fiercely competitive. Usually after successful completion of recruitment,
selection and induction process the new employee must be developed to better fit the job and
organization.

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 1.1 ABOUT THE INDUSTRY

SERVICE AND SERVICE INDUSTRY

Service

A service is an economic activity where an immaterial exchange of value occurs. When a

service such as labour is performed the buyer does not take exclusive ownership of that which
is purchased, unless agreed upon by buyer and seller. The benefits of such a service, if priced,
are held to be self-evident in the buyer's willingness to pay for it.

A service is intangible. This means they cannot be touched, gripped, handled, looked at,
smelled and tasted. Thus, there is neither potential nor need for transport, storage or stocking
of services. Furthermore, a service can be (re)sold or owned by somebody, but it cannot be
turned over from the service provider to the service consumer. Solely, the service delivery can
be commissioned to a service provider who must generate and render the service at the
distinct request of an authorized service consumer.

A service is perishable in nature. This means that Services have little or no tangible
components and therefore cannot be stored for a future use. Services are produced and
consumed during the same period of time.

Services are perishable in two regards:

 The service relevant resources, processes and systems are assigned for service delivery
during a definite period in time. If the designated or scheduled service consumer does
not request and consume the service during this period, the service cannot be
performed for him. From the perspective of the service provider, this is a lost business
opportunity as he cannot charge any service delivery; potentially, he can assign the
resources, processes and systems to another service consumer who requests a service.
Examples: The hairdresser serves another client when the scheduled starting time or
time slot is over. An empty seat on a plane never can be utilized and charged after
departure.

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  When the service has been completely rendered to the requesting service consumer,
this particular service irreversibly vanishes as it has been consumed by the service
consumer. Example: the passenger has been transported to the destination and cannot
be transported again to this location at this point in time.

A service is inseparable. The service provider is indispensable for service delivery as he must
promptly generate and render the service to the requesting service consumer. In many cases
the service delivery is executed automatically but the service provider must preparatory assign
resources and systems and actively keeps up appropriate service delivery readiness and
capabilities. Additionally, the service consumer is inseparable from service delivery because
he is involved in it from requesting it up to consuming the rendered benefits. Examples: The
service consumer must sit in the hairdresser's shop & chair or in the plane & seat;
correspondingly, the hairdresser or the pilot must be in the same shop or plane, respectively,
for delivering the service.

A service is heterogeneous in nature. This means that each service is unique. It is one-time
generated, rendered and consumed and can never be exactly repeated as the point in time,
location, circumstances, conditions, current configurations and/or assigned resources are
different for the next delivery, even if the same service consumer requests the same service.
Many services are regarded as heterogeneous or lacking homogeneity and are typically
modified for each service consumer or each new situation (customised). Example: The taxi
service which transports the service consumer from his home to the opera is different from the
taxi service which transports the same service consumer from the opera to his home – another
point in time, the other direction, maybe another route, probably another taxi driver and cab.

One of the most important characteristics of services is the participation of the customer in the
service delivery process. A customer has the opportunity to get the services modified
according to specific requirement.

Each of these characteristics is retractable per se and their inevitable coincidence complicates
the consistent service conception and makes service delivery a challenge in each and every
case. Proper service marketing requires creative visualization to effectively evoke a concrete

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image in the service consumer's mind. From the service consumer's point of view, these
characteristics make it difficult, or even impossible, to evaluate or compare services prior to
experiencing the service delivery.

Mass generation and delivery of services is very difficult. This can be seen as a problem of
inconsistent service quality. Both inputs and outputs to the processes involved providing
services are highly variable, as are the relationships between these processes, making it
difficult to maintain consistent service quality. For many services there is labor intensity as
services usually involve considerable human activity, rather than a precisely determined
process; exceptions include utilities. Human resource management is important. The human
factor is often the key success factor in service economies. It is difficult to achieve economies
of scale or gain dominant market share. There are demand fluctuations and it can be difficult
to forecast demand. Demand can vary by season, time of day, business cycle, etc. There is
consumer involvement as most service provision requires a high degree of interaction
between service consumer and service provider. There is a customer-based relationship based
on creating long-term business relationships. Accountants, attorneys, and financial advisers
maintain long-term relationships with their clients for decades. These repeat consumers refer
friends and family, helping to create a client-based relationship.

Service Industry

According to the dictionary meaning service industry can be defined as a business that does
work for a customer, and occasionally provides goods, but is not involved in manufacturing.

Service industry companies are involved in retail, transport, distribution, food services, as
well as other service-dominated businesses. It is also called service sector or the tertiary
sector of industry.

In other words we can understand service industry as an industry in that part of the
economythat creates services rather than tangible objects. Economists divide all economic
activity into two broad categories, goods and services. Goods-producing industries are
agriculture, mining, manufacturing, and construction; each of them creates some kind of
tangible object. Service industries include everything else: banking, communications,
wholesale and retail trade, all professional services such as engineering, computer software

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development, and medicine, non-profit economic activity, all consumer services, and all
government services, including defence and administration of justice. A services-dominated
economy is characteristic of developed countries. In less-developed countries most people are
employed in primary activities such as agriculture and mining.

The proportion of the world economy devoted to services grew steadily during the 20th
century. In the United States, for example, the service sector accounted for more than half the
gross domestic product (GDP) in 1929, two-thirds in 1978, and more than three-quarters in
1993. In the early 21st century, service industries accounted for more than three-fifths of the
global GDP and employed more than one-third of the labour force worldwide.

The simplest explanation for the growth of service industries is that goods production has
become increasingly mechanized. Because machines allow a smaller workforce to produce
more tangible goods, the service functions of distribution, management, finance, and sales
become relatively more important. Growth in the service sector also results from a large
increase in government employment.

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 1.2 COMPANY PROFILE

DATAFLOW SERVICES PRIVATE LIMITTED

DataFlow Group was founded in 2006 with its headquarters located in Dubai. The company
has a network of 60,000 issuing authorities throughout more than 200 countries, in addition to
620 experts and researchers.

Through its worldwide locations, DataFlow Group serves a client database spanning 200
countries.[5] Among the company's clients are government, quasi-government, regulatory and
multinational organizations across the globe.
In 2014, EQT Mid Market - a leading private equity group in Northern Europe, with portfolio
companies in Northern and Eastern Europe, Asia and US - acquired DataFlow Group in order
to expand the company's services.[4]
Dataflow is ranked 270,070 among websites globally based on its 126,389 monthly web
visitors. Dataflow has $5.4M in estimated revenue annually. Dataflow competes with
IntelliSoft Group and Verisys Corporation.

The DataFlow Group is a leading global provider of specialised Primary Source Verification
(PSV) solutions, and background screening and immigration compliance services. The
DataFlow Group partners with clients across the public and private sectors to assist them in
mitigating potential risk by exposing fraudulent:

 Education Degrees
 Employment Certificates
 Practice Licenses
 Work Permits
 Passports

To ensure that hired professionals have the qualifications they claim, the DataFlow Group
utilises cutting-edge technologies and leverages an expansive network of over 60,000 issuing
authorities throughout more than 200 countries and territories to liaise with primary sources
and verify the authenticity of documents submitted by candidates, in accordance with global
industry best practices and Joint Commission International (JCI) guidelines. In many cases,
employee fraud may potentially result in:

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  Financial Losses
 Regulatory Implications
 Reputational Damage
 Internal Risks

The DataFlow Group undertakes hundreds of thousands of immigration compliance screening

and verification service transactions for professionals each year on behalf of various
government, quasigovernment, regulatory and large multinational organisations worldwide.
The DataFlow Group has partnered with:

 Ministries
 Immigration Departments
 Healthcare Regulators and Facilities
 Educational Institutions
 Professional Licensing Authorities
 Financial Institutions and Commercial Business Sectors
 Science, Technology, Engineering and Mathematics (STEM) Authorities

Over the years, the DataFlow Group has emerged as the leading international provider to
solely focus on background screening and immigration compliance solutions. Leveraging
extensive intellectual property expertise in its field, the DataFlow Group has cultivated skills
and processes that guarantee the highest levels of information integrity, as well as time and
cost-efficient results for clients.

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Mission
To protect communities by ensuring that the professionals serving them are both
qualified and competent.

Vision
To emerge as a pioneering global expert in professional integrity and
immigration screening services.

CoreValues

Alliances and Partnerships

DataFlow Group has proudly partnered together with the education evaluation services
of Aequo International to consolidate and complement our longstanding industry expertise
and global networks; thereby ensuring that communities worldwide are safeguarded against
the countless risks of fraud and malpractice.

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The DataFlow Group is a Global Sponsor to the Joint Commission International (JCI)

The DataFlow Group is an Event Partner of NHS Providers 2016 and author of the
whitepaper collaboration entitled ‘Document Forgery in Healthcare: The Integral Role of
Primary Source Verification as a Solution’

It’s Clients:

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 Working Procedure of the Organisation:

APPLICANT
SUPPORT
TEAM
TURN
AROUND
TIME
(15-25 DAYS)

FINAL
CASE CASE
VERIFICATION QUALITY REPORT
INITIATION VALIDATION
CHECK

CASE MANAGEMENT TEAM

VENDOR MANAGEMENT TEAM

ISSUING AUTHORITY

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 OBJECTIVES OF THE STUDY

To know overall about the company DATAFLOW SERVICES Pvt. Ltd.''. The objectives
of my study are to understand and critically analyse the recruitment and selection
procedures at DATAFLOW SERVICES Pvt. Ltd.''.

i) To understand the process of recruitment.

ii) To know the sources of the recruitment at various levels and various jobs.

iii) To critically analyse the functioning of recruitment procedures

iv) To identify the probable area of improvement to make recruitment procedure more
effective.

v) To review the HR policies pertaining in recruitment and selection process.

SCOPE OF STUDY

The benefits of the study for the researcher is that it helps to gain knowledge and
experience and also provide the opportunity to study and understand the prevalent
recruitment and selection procedures.

The key points of my research study are:-

i) To study the fact about the DATA FLOW as a group.

ii) To analyse the recruitment policy of the organization.

iii) To suggest and analyse various HR factors including recruitment procedure at

DATAFLOW GROUP.

iv) To suggest any measures, recommendations for the improvement of the recruitment
procedure.

v) It extends to the whole Organization. It covers corporate office, sites and works
appointment all over India.

vi) It covers workers, clerical staff officers, Jr. Management, Middle Management and
Senior Management .

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 BACKGROUND OF THE STUDY

There is no doubt that the world of work is rapidly changing. As a part of an organisation
then, HRM must be equipped to deal with the effects of changing world of work. For them
this means understanding the implication of globalization, technology changes, workforce
diversity. Changing skill requirements, continuous improvement initiatives contingent
workforce, decentralised work sites and employee involvement are the issue for the
confront. Now it is a big challenge for the HRM to support the organization by providing
the best personnel for the suitable position in the shortest possible time. Start with
recognizing the vacancies and planning for them is a great task. Moreover attracting the
suitable candidates and selecting the best person in time is a challenge.

The cost of recruitment is the significant. So, proper planning and formulation of those
plans is the task that requires more focus and improvement. Equal opportunity and
sourcing is also a vital part. Realizing this need we tried to find the difference and
similarities between theoretical aspect with the practical steps taken by the company. We
took an attempt to demonstrate the feature for the further improvement.

RECRUITMENT AND SELECTION

Recruitment and Selection is an important operation in HRM, designed to maximise
employee strength in order to meet the employer's strategic goals and objectives. In short,
Recruitment and Selection is the process of sourcing, screening, shortlisting and selecting
the right candidates for filling the required vacant positions.

Recruitment is the process of inviting and attracting the most suitable people for the
position, Selection is the process of choosing the best person for the position, and Induction
is introducing the person to the position. This module describes a series of well-tested steps
to help you identify the right person, to ensure he or she will fit with your farm business,
and to meet the various legal obligations of an employer.

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RECRUITMENT PROCESS

1. Client and assessment

 Define objectives and specifications

 Understand client's business and culture

 Understand the job position specifications

 Understand roles and responsibilities of the prospective candidate

 Develop a search plan and review with the client

2. Candidate Identification

 Identify target sources

 Extensive organization mapping, research & database of the profile

 Provide status report to client about the available talent pool

3. Candidate assessment and presentation

 Screen and evaluate candidates

 Personal Interviews with the candidates wherever possible - assess skills, interest
level and cultural fit

 Discuss the shortlist with the clients and resumes

4. Candidate interview, selection & presentation of offer

 Facilitate interviews with the clients

 Obtain feedback

 Participate in decision making process

 Provide inputs on the candidates desired compensation.

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5. Closure & Follow up

 Negotiate offer acceptance

 Execute Reference check, Compensation & Job level discussion

 Coordinate Joining Formalities and boarding as per prescribed date

 Closing review to understand clients level of satisfaction

TELEPHONIC INTERVIEW QUESTIONS:

 Tell me about yourself?

 Tell me about your job profile?

 What’s was your current CTC, you're getting in current organization?

 What are your expectations from the new organization?

 What's the notice period you require, if you are selected?

 Why do you want to resign from previous job?

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 CHAPTER-2

LITERATURE REVIEW

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 2.1 LITERATURE REVIEW AND REVIEW GAP

Definition:

Edwin Flippo 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."

In simpler terms, recruitment and selection are concurrent processes and are void without
each other. They significantly differ from each other and are essential constituents of the
organization. It helps in discovering the potential and capabilities of applicants for expected
or actual organizational vacancies. It is a link between the jobs and those seeking jobs.

Nowadays, every organization necessitates personnel planning as one of the most vital
activities. Human Resource Planning is, by far, an essential ingredient for the success of any
organization in the long run. There are a number of techniques that need to be followed by
every organization that guarantees that it possesses the right number and type of people, at the
right time and right place, so as to enable the organization to achieve its planned objectives.
Commonly, the objectives of Human Resource Planning department include resource,
planning, recruitment and selection, career planning, training and development, promotions,
risk management, performance appraisal, to name a few. Each of these objectives requires
special attention and accurate planning and execution.

It is of utmost importance for every organization to employ a right person on a right position.
And recruitment and selection plays a pivotal role during such situations. With shortage of
skills and the rapid spread of new technology exerting considerable pressure on how
employers perform recruitment and selection activities, it is recommended to conduct a step-
by-step strategic analysis of recruitment and selection processes. With reference to the current
context, this paper presents an incisive review of previous literature on the recruitment and
selection process. This paper is primarily based on an analysis of six pieces of literature
conducted by practitioners and researchers in the field of Human Resource management.

Various researchers have contributed to the field of HRM, and have offered intensive and
profound knowledge on the branches of HRM such as scientific recruitment and selection,
Manpower management, Job analysis, Need and purpose of Recruitment, and so on.
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Hiltrop (1996) was successful in demonstrating the relationship between the HRM practices,
HRM-organizational strategies as well as organizational performance. He conducted his
research on HR manager and company officials of 319 companies in Europe regarding HR
practices and policies of their respective companies and discovered that employment security,
training and development programs, recruitment and selection, teamwork, employee
participation, and lastly, personnel planning are the most essential practices (Hiltrop 1999).
As a matter of fact, the primary role of HR is to develop, control, manage, incite, and achieve
the commitment of the employees. The findings of Hiltrop's (1996) work also showed that
selectively hiring has a positive impact on organizational performance, and in turn provides a
substantial practical insight for executives and officials involved. Furthermore, staffing and
selection remains to be an area of substantial interest. With recruitment and selection
techniques for efficient hiring decisions, high performing companies are most likely to spend
more time in giving training particularly on communication and team-work skills (Hiltrop
1999). Moreover the finding that there is a positive connection existing between firm
performances and training is coherent with the human capital standpoint. Hence, Hiltrop
(1996) suggests the managers need to develop HR practices that are more focused on training
in order to achieve competitive benefits.

Johnston, (1999) analyzed that for every job in the organization, a thorough job analysis,
which includes the job description and job specification, is necessary and based on this, an
appropriate selection criteria is vital. The job description provides indications of the duties to
be undertaken, and the job specification usually prescribes relevant personal qualities and
attitudes as well as skills and knowledge required for the job.

Dessler, (2000) found in his study that the Recruitment and selection forms a core part of the
central activities underlying human resource management: namely, the acquisition,
development and reward of the workers. It frequently forms an important part of the work of
human resource managers – or designated specialists within work organizations. However,
and importantly, recruitment and selection decisions are often for good reason taken by non-
specialists, by the line managers. Recruitment and selection also have an important role to
play in ensuring worker performance and positive organizational outcomes. Recruitment and
selection had the capacity to form a key part of the process of managing and leading people as
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a routine part of organizational life, it is suggested here that recruitment and selection has
become ever more important as organizations increasingly regard their workforce as a source
of competitive advantage. Of course, not all employers engage with this proposition even at
the rhetorical level. However, there is evidence of increased interest in the utilization of
employee selection methods which are valid, reliable and fair. Dessler listing the essence of
these in the following; build a pool of candidates for the job, have the applicants fill out
application forms, utilize various selection techniques to identify viable job candidates, send
one or more viable job candidates to their supervisor, have 47 the candidate(s) go through
selection interviews, and determine to which candidate(s) an offer should be made.

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.

According to Korsten (2003) and Jones et al. (2006), 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. They
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 (Korsten 2003).

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 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.

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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.

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. There exists competition among business enterprises
for recruiting the most potential workers in on the pathway towards creating innovations, with
management decision making and employers attempting to hire only the best applicants who
would be the best fit for the corporate culture and ethics specific to the company (Price 2007).
This would reflect the fact that the management would particularly shortlist able candidates
who are well equipped with the requirements of the position they are applying for, including
team work. Since possessing qualities of being a team player would be essential in any
management position (Price 2007).

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.

Successful recruitment techniques involve an incisive analysis of the job, the labour market
scenario/ conditions and interviews, and psychometric tests in order to find out the
potentialities of job seekers. Furthermore, small and medium sized enterprises lay their hands
on interviews and assessment with main concern related to job analysis, emotional
intelligence in inexperienced job seekers, and corporate social responsibility. Other
approaches to selection outlined by Jones et al. (2006) include several types of interviews,
role play, group discussions and group tasks, and so on.

Any management process revolves around recruitment and failure in recruitment may lead to
difficulties and unwanted barriers for any company, including untoward effects on its
profitability and inappropriate degrees of staffing or employee skills (Jones et al. 2006). In
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additional, insufficient recruitment may result into lack of labour or hindrances in
management decision making, and the overall recruitment process can itself be advanced and
amended by complying with management theories. According to these theories, the
recruitment process can be largely enhanced by means of Rodgers seven point plan, Munro-
Frasers five-fold grading system, personal interviews, as well as psychological tests (Jones et
al. 2006).

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 labour market and their strength
within it. Furthermore, it is necessary for such companies to monitor how the state of labour
market connects with potential recruits via the projection of an image which will have an
effect on and reinforce applicant expectations. Work of Bratton & Gold (1999) suggest 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. Nonetheless, the researchers have also seen that such models, largely
derived from competency frameworks, foster strength in companies by generating the
appropriate knowledge against which the job seekers can be assessed. However, recruitment
and selection are also the initial stages of a dialogue among applications and the company that
shapes the employment relationship (Bratton & Gold 1999). This relationship being the
essence of a company's manpower development, failure to acknowledge the importance of
determining expectation during recruitment and selection can lead to the loss of high quality
job seekers and take the initial stage of the employment relationship so down as to make the
accomplishment of desirable HRM outcomes extremely difficult. In the opinion of Bratton
and Gold (1999), recruitment and selection practices are essential characteristics of a
dialogue driven by the idea of "front-end" loading processes to develop the social relationship
among applicants and an organization. In this relationship, both parties make decisions
throughout the recruitment and selection and it would be crucial for a company to realize that
high-quality job seekers, pulled by their view of the organization, might be lost at any level
unless applications are provided for realistic organization as well as work description. In view
of Jackson et al. (2009) and Bratton & Gold (1999) applicants have a specific view of

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expectations about how the company is going to treat them; recruitment and selection acts as
an opportunity to clarify this view. Furthermore, one technique of developing the view,
suggested by Bratton and Gold (1999), are realistic job previews or RJPs that may take the
form of case studies of employees and their overall work and experiences, the opportunity to
"cover" someone at work, job samples and videos. The main objective of RJPs is to allow for
the expectations of job seekers to become more realistic and practical. RJPs tend to lower
initial expectations regarding work and a company, thereby causing some applications to
select themselves; however RJPs also increase the degree of organization commitment, job
satisfaction, employee performance, appraisal and job survival among job seekers who can
continue into employment (Bratton & Gold 1999) Jackson et al. (2009).

Silzer et al. (2010) was largely concerned with Talent management, and through their work
they were successful in resolving issues like whether or not talent is something one can be
born with or is it something that can be acquired through development. According to Silzer et
al (2010), that was a core challenge in designing talent systems, facing the organization and
among the senior management. The only solution to resolve the concern of attaining efficient
talent management was by adopting fully-executable recruitment techniques. Regardless of a
well-drawn practical plan on recruitment and selection as well as involvement of highly
qualified management team, companies following recruitment processes may face significant
obstacles in implementation. As such, theories of HRM can give insights in the most effective
approaches to recruitment even though companies will have to employ there in house
management skills for applying generic theories across particular organizational contexts.
Word conducted by Silzer et al (2010) described that the primary objective of successful
talent strategies is to create both a case as well as a blueprint for developing the talent
strategies within a dynamic and highly intensive economy wherein acquisition, deployment
and preservation of human capital-talent that matter,, shapes the competitive advantages and
success of many companies (Silzer et al. 2010).

Taher et al. (2000) carried out a study to critique the value-added and non-value activities in
a recruitment and selection process. The strategic manpower planning of a company, training
and development programme, performance appraisal, reward system and industrial relations,
was also appropriately outlined in the study. This study was based on the fact that efficient

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HR planning is an essence of organization success, which flows naturally into employee
recruitment and selection (Taher et al. 2000). Therefore, demand rather than supply must be
the prime focus of the recruitment and selection process and a greater emphasis must be put
on planning, supervising and control rather than mediation. Extending this principle, a
realistic approach to recruitment and selection process was demonstrated, and the study found
that an organization is efficient only when the value it commands exceeds the price involved
in determining the process of decision making or product. In other words, value-added and
non-value added activities associated with a company's recruitment and selection process
impacts its role in creating motivated and skilled workforce in the country (Taher et al. 2000).
Thus, the study identified the waiting time, inspection time and filing time as non value added
tasks and the cost of advertisement as the only value added activity in the overall process.
Taher et al. (2000) investigated the recruitment and selection section of Bangladesh Open
University. It was found that whenever the recruitment and selection department of BOU
received a recruitment request of new applicants from other sections, the officials failed to
instantly advertise the vacancy in various media. The university had to follow some long
sequential steps prior to doing so. After the vacancy is publicly advertised, what followed
were the bureaucratic formalities and complications together with inspection and supervision
by two departments thereby causing unnecessary waiting in the recruitment and selection
process that eventually increases the cost of recruitment by keeping the organization's image
at stake. The study also witnessed some amount of repetition taking place at every step of
recruitment where the applications of applicants circulating around too many departments for
verifications. This repetitive work tends to engage unnecessary persons for a single task that
results in unnecessary delay in the decision and unjust wastage of manpower. After careful
consideration of similar problems in the BOU, Taher et al. (2006) recommended for amending
the recruitment process by stating that firstly processes like job analysis and searching internal
and external sources must be followed by direct advertisement of the post as the HR's own
responsibility, and not by any intermediate officials. This will eliminate the non-value
activities. Secondly, Taher et al (2000) suggested a 'system' to be introduced to ease the
respective department to study the shortlisted candidates, which can be done only by the
request of the HR department. A medical assistance must be sought by BOU in regards to the
physical or mental abilities of applicants for the job function as well as their workers
compensation and risk. A procedure needs to be devised pertaining to the privacy and
confidentiality of medical reports. Thus, this privacy and decrease in noon-value added
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activity of the medical exam can be sustained effectively by testing the applicants via
contracted medical advisors, or in-house doctors. Use of a computer based HR system should
be installed in BOU to manage the pool of information about employees and to make the
organization to take just-in-time HR recruitment and selection decisions.

Therefore, any organization is encouraged to development real-time recruitment strategies

that must attempt to generate a pool of appropriately qualified and well-experienced
individuals so as to effectively initiate the selection strategies and decisions. In essence, the
potential applications are encouraged to apply for the open vacancies and also the relevant
departments can engage in recruiting the best candidates to upgrade the department's
performance (Taher et al. 2000).

According to Kaplan and Norton, (2008) a common problem in recruitment and selection is
poor HR planning. Rigorous HR planning translates business strategies into specific HRM
policies and practices. This is particularly so with recruitment and selection policies and
practices. The key goal of HR planning is to get the right number of people with the right
skills, experience and competencies in the right jobs at the right time at the right cost. Past
research shows that the competency level of HR managers has a major influence on
recruitment and selection and experienced HR experts within the HR department will not only
shorten vacancy duration, but also improve the quality of the applicants. Moreover, effective
recruitment and selection is possible only if there is a dedicated and competent HR team.
Whit mell Associates, (2004) observed that the extent of recruitment and selection.

Mullins (2009) 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. Businesses have developed human resource information
systems that support: (i) recruitment, selection, and hiring, (ii) job placement, (iii)
performance appraisals, (iv) employee benefits analysis, (v) training and development, and
(vi) health, safety, and security

24 | P a g e
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.

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 that job fits into the overall organization
structure, and can then begin the process of recruitment to attract suitable candidates for the
particular vacancy.

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 requiring further recruitment.
In a cross national study of recruitment practices, suggests that, in 48 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.

Miyake, (2002) indicated that while advertising is usual for job vacancies, applicants were
sometimes recruited by word of mouth, through existing employees. Besides being cheaper,
the “grapevine” finds employees who stay longer (low voluntary turnover) and who are less
likely to be dismissed (low involuntary turnover). People recruited by word of mouth stay
longer because they have a clearer idea of what the job really involves. The study reviewed
five studies in which average labor turnover of those recruited by advertising was 51 percent.
The labor turnover for spontaneous applicants was 37 per cent and turnover for applicants
recommended by existing employees was 30 percent. One hypothesis proposed to account for
this was the “best information” hypothesis. It was argued that people who were suggested by
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other employees were better and more realistically informed about the job than those who
applied through newspapers and agencies. Thus, they were in a better position to assess their
own suitability. Better informed candidates are likely to have a more realistic view of the job,
culture of the organization and job prospects.

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.

Kersley et al (1997) reiterated the anticipatory socialization stage for students planning to
enter professions, and in particular the effects of recruitment and selection experiences on
career expectations and orientation. They agreed that the nature of students’ job search
activity, the possession of relevant work experience, and exposure to employers through
recruitment and selection activities may form part of the “evolving sequence of a person’s
work experiences” which contributes to anticipatory socialization. It has been argued that
exposure to employers through recruitment and selection is a social process where employers
and potential employees gradually perceive a match. Through job search activities and
awareness of employers’ recruitment literature and events, students gather information about
the organization’s goals, values, climate and work practices to guide their ultimate decision.
Exposure to selection procedures provides information about the culture and attributes of an
organization, and candidates form judgments from their perceptions of the fairness of the
selection methods used.

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.

Gould, (1984) argues that most mistakes are caused by the fact that managers generally give
little thought to the critical nature of the decisions. Employers are surprised and disappointed
when an appointment fails, and often the person appointed is blamed rather than recognizing
26 | P a g e
the weaknesses in the process and methodology, even the soundest of techniques and best
practice (in selection) contain scope for error. Some of this is due to the methods themselves,
but the main source is the frailty of the human decision makers. Selection tools available to
organizations can be characterized along a continuum that ranges from the more traditional
methods of interviews, application forms and references, through to the more sophisticated
techniques that encapsulate biographical data, aptitude tests, assessment centres, work
samples, psychological 50 testing, and so forth. Each method of selection has its advantages
and disadvantages and comparing their rival claims involves comparing each method's merit
and psychometric properties. The degree to which a selection technique is perceived as
effective and perhaps sophisticated is determined by its reliability and validity.

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.

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.

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 behavioural 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 sector circumstances and on the wider employment-
management policies being pursued.

Armstrong (1991) studied the issues to consider include the type of sample (random or
convenience), cost, ease, participant time demands (e.g., total time, days of the week, and
time of day), and efficiency (e.g., staff hours per recruited participant). Researchers 51 have a
number of methods from which to choose, including advertising, direct mail, and telephone.
27 | P a g e
French (1982) found that there are two options of recruitment. First, Institutions or events
(such as medical offices, schools, community sports organizations, health fairs, community
events, and churches) often are used as a setting for recruitment. Schools present a promising
avenue for the recruitment and assessment of youth. Recruitment at schools may not be
appropriate in studies having a family or neighborhood context, requiring a greater dispersal
of participants from a larger area, or focusing on data collection in the home. Door-to-door
recruitment is another option. For large studies, this recruitment method can be costly in terms
of staff time and travel expenses, and it is difficult to assure that recruiters randomly sample
homes. Despite these concerns, door-to-door recruitment may be a necessary recruitment
strategy for certain potential participants (e.g., those who do not have a residential phone.

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. Johnston,
(1999) analyzed that for every job in the organization, a thorough job analysis, which includes
the job description and job specification, is necessary and based on this, an appropriate
selection criteria is vital. The job description provides indications of the duties to be
undertaken, and the job specification usually prescribes relevant personal qualities and
attitudes as well as skills and knowledge required for the job.

Johnston, (1999) analyzed that for every job in the organization, a thorough job analysis,
which includes the job description and job specification, is necessary and based on this, an
appropriate selection criteria is vital. The job description provides indications of the duties to
be undertaken, and the job specification usually prescribes relevant personal qualities and
attitudes as well as skills and knowledge required for the job.

Dess and Jason, (2001) suggest that in business strategy implementation the involvement of
line managers in the entire staffing process (i.e., drafting of job 53 descriptions, setting
selection criteria and being on the panel of recruitment) is vital for ensuring recruitment and
selection to meet business needs. In other words, the line managers are the owner of the
recruitment and selection process along with HR playing a facilitator role.

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RESEARCH GAP

Gaps in the existing studies show that there is a need to make a fresh attempt to understand
the recruitment and selection of women in the hospitality industry. Number of improvements
could be incorporated on account of gaps in the existing literature. Over the several decades,
women have become a larger percentage of the workforce. There has been an improvement in
the numbers of women in the hospitality industry.

2.2 ABOUT THE TOPIC

SOURCES OF RECRUITMENT

 INTERNAL SOURCES

 EXTERNAL SOURCES

INTERNAL: Sources of recruitment are from the within the organisation.

EXTERNAL: Sources of recruitment are from outside the organisation.

INTERNAL SOURCES OF RECRUITMENT

 PROMOTIONS: Promotion means to give a higher position, status, salary,

and responsibility to the employee. So, the vacancy can be filled by promoting a
suitable candidate from the same organization.

 TRANSFERS: Transfer means a change in the place of the employment

without any change in the position, status, salary and responsibility of the
employee. So, the vacancy can be filled by transferring a suitable candidate
from the same organization.

 INTERNAL JOB ROTATION : Here, the vacancy is advertised within the

organization. The existing employees are asked to apply for the vacancy. So,
employees are asked to apply for the vacancy. Employee can only apply for IJP
if he/she completed 1year in the company. So, recruitment is done from within
the organization.
29 | P a g e
  RETIRED MANAGERS: Sometimes, retired managers may be recalled for
short period. This is done when the organization cannot find a suitable
candidate.

 RECALL FROM LONG LEAVE: The organization may recall a manager

who has gone on a long leave. This is done when the organization faces a
problem which can only be solved by that particular manager. After he solves
the problem, his leave is extended.

MERITS OF INTERNAL SOURCES:

 It is time saving, economical, simple and reliable.

 There is no need of induction training because the candidate already knows

everything about the organization, the work, the employee, the rules and
regulations, etc.

 It motivates the employees of work hard in order to get higher jobs in the
same organization.

 It reduces executive turover.

 It develops loyalty and sense of responsibility.

 It increases the morale of the employees and it improves the relations in the
organization.

DEMERITS OF INTERNAL SOURCES:

 It prevents new blood from entering the organization. New blood brings
innovative ideas, fresh thinking and dynamism into the organization

 There may be bias or partially in promoting or transferring persons from

within the organisation.

 Those who are not promoted will be unhappy.

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  The position of the person who is promoted or transferred will be vacant.

 It has limited scope because it is not possible to fill up all types of vacancies
from within the organization.

 The right person may be promoted or transferred only if proper confidential

reports of all employees are maintained. This involvesa lot of money,time,
and energy.

EXTERNAL SOURCES OF RECRUITMENT

 ADVERTISEMENT: Most of the senior position of the industry are

filled by this method when they cannot be filled from within.

 EMPLOYMENT EXCHANGE: These are run by the government of

India for unskilled, semi-skilled, skilled, clerical post etc.

 OUTSOURCING: Organizations don’t utilize their human resources,

instead they supply the on them to various companies based on their
needs on temporary basis.

 POACHING: Newly established organizations of well known business

houses often lure experienced executives and technical experts from other
organizations.

 EMPLOYEE REFERRALS: The existing employees know both the

company and the candidates being recommended. Hence some companies
encourage their existing employees to assist them in getting applications
from the persons who are known to them.

 UNSOLICITED APPLICATIONS: Many qualified personnel

apply for employment to reputed companies on their own initiatives. Such
applications are known as unsolicited applications.

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MERITS OF EXTERNAL RECRUITMENT

 External sources provide a large number of applicants. This permits

the enterprises to have a free hand in making the right choice of
candidates.

 The enterprise can expect to get fresh, talented candidates from

outside. This means infusion of new blood and new ideas into the
enterprises.

 Internal candidates have to compete with external candidates for the

higher jobs. It serves as inducement for the existing employees to
show better performance.

 Sometimes recruitment from internal sources or promotions create an

atmosphere of resentment or jealousfeelings in the form.

 As compared to internal source, outside source is everlasting and

never “dries up”.

DEMERITS OF EXTERNAL RECRUITMENT

 Recruitment from outside may cause dissatisfaction and frustration

among the existing employees who aspire for promotion

 External recruitment, takes more time than the internal recruitment

since the enterprise has to publicise the vacancies and wait for
responses of prospective candidates

 The prospective candidates from outside may or may not be good for
the enterprise. There is no guarantee that the enterprise will be able
to attract suitable applicants even after advertisement and other
steps.

 It is very costly to recruit staff from external sources which require

funds for advertisement and processing the applications.

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SELECTION

It involves steps leading to employment of persons who possess the

ability and qualifications to perform the jobs which have fallen
vacant in the organisation.

STEPS IN SELECTION PROCEDURE

1. PRELIMINARY INTERVIEW

2. APPLICATION BLANK

3. SCRUTINY OF APPLICATIONS

4. EMPLOYMENT TESTS

5. CHECKING REFERENCES

6. MEDICAL EXAMINATION

7. APPOINMENT LETTER AND PLACEMENT.

USES OF QUALITATIVE RESEARCH

Adam and Smith have proposed a framework for the use of qualitative
research in radiography. They suggest several broad areas where the approach
may be useful.

1 Intra professional issue: Qualitative approach are idle to look at the

perception and experiences of the group as decisions are made regarding
future practice priorities, budgeting, strategic planning and many other areas.

2 Inter-professional issues: Qualitative research can explore topics of team

work and territoriality between MRS practitioners and other allied health
professionals including nursing and medical colleagues.

3 Patient Care: Qualitative research is idle to examine the patient’s

experience of their illness, diagnostic procedures and treatment as well as
looking at the complexities of the provider – patient relationship.
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DIFFERENT TYPES OF INTERVIEWS

Traditionally, qualitative interviews comprise a face-to-face interviews.

However, in the past few years, data have been gathered in increasingly
diverse ways such as focus groups, using the telephone, e-mail and internet.

1 Face-to-face

These are carried out one to one with an interviewer and an interviewee.

2 Group interviews

Often called focus groups, this method allows a number of participants to be

interviewed at once. These comprises 5-10 participants who have facilitated
discussion on a given topic.

3 Telephonic Interviews

The telephone interview are useful when collecting data from geographically
remote participants. It can be as productive as more traditional methods.

4 E-mail or Internet Interview

The online interview taps into the potential of the computer as a

methodological tool for research. Semi-structured online interviews and
virtual focus groups can be conducted with the e-mail, instant messaging,
video conferencing and more.

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 CHAPTER – 3

RESEARCH MDETHODOLOGY

35 | P a g e
 RESEARCH METHODOLOGY

A Research Methodology defines the purpose of the research, how it proceeds, how to
measure progress and what constitute success with respect to the objectives determined for
carrying out the research study. Research methodology is a method to solve the research
problem systematically. It involves gathering data, use of statistical techniques, interpretations
and drawing conclusions about research data.

3.1) PURPOSE OF THE STUDY

 To observe the procedure to select the candidates from internal as well as from
external sources in the industry .
 To find out the various recruitment sources used by the industry.
 To study the employee satisfactory level with the existing recruitment policy in the
industry.
 To study the stages of selection procedure in the industry.
 To evaluate and analyze the effectiveness of recruitment and selection policies
adopted in the industry under study.

3.2) OBJECTIVES OF THE STUDY

Every task is undertaken with an objective. Without any objective a task is rendered
meaningless. The main objectives for undertaking this project are:

 To understand the internal Recruitment process at DATAFLOW SERVICES Pvt.

Ltd.''.
 To identify areas where there can be scope for improvement.
 To give suitable recommendation to streamline the hiring process.

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 3.3) RESEARCH METHODLOGY OF THE STUDY

The research process that will be adopted in the present study consists of the following
stages:-

3.3.1) RESEARCH DESIGN:

Research design is the plan, structure and strategy of investigation conceived so as to obtain
answers to research questions and to control variance.

The function of a research design is to ensure that requisite data in accordance with the
problem at hand is collected accurately and economically. Simply stated, it is the framework,
a blueprint for the research study which guides the collection and analysis of data. The
research design, depending upon the needs of the researcher may be a very detailed statement
or only furnish the minimum information required for planning the research project.

More explicitly, the design decisions happen to be in respect of:

 What is the study about?

 Why is the study being made?
 Where will the study be carried out?
 What type of data is required?
 Where can the required data be found?
 What periods of time will the study include?
 What will be the sample design?
 What techniques of data collection will be used?
 How will the data be analyzed?
 In what style will the report be prepared?

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3.3.2) DATA COLLECTION SOURCES:

 PRIMARY DATA- The data required for the study has been collected from:-
 QUESTIONNAIRE survey among the official. The instrument used for data
collection was in the form of questionnaire. The questionnaire was used as it
facilities the tabulation and analysis of the data to be collected. The data
collected was subjected to simple frequency distribution and percentage
analysis.
 PERSONAL INTERVIEWS with the company representatives regarding
Recruitment and Selection.

 SECONDARY SOURCES-
The secondary data has been collected from:-
 Internet, websites
 Organisational reports
 Case studies
 Business magazines
 Books
 Journals on e-learning Industry

3.3.3) SAMPLE DESIGN

3.3.3.1) SAMPLING POPULATION

 Sampling population includes employees of two levels of TOTAL SOLUTION
GROUP:

 Top-Level Management
 Middle-Level Management

3.3.3.2) SAMPLING SIZE

 The total Sample size consist of 55 employees working in the organisation.

38 | P a g e
 3.3.3.3) SAMPLING METHOD
 Survey was done by random sampling method. Probability Sampling refers to
sampling when the chance of any given individual being selected is known and
these individuals are sampled independently of each other. This is also known
as random sampling.

3.3.4) DURATION OF THE STUDY

 The research was done during a period of six weeks from JUNE 2, 2019 to
JULY 31, 2019.
ear

 Research was done covering all the employees of the organisation.

3.3.5) LIMITATION OF THE STUDY

 The biggest limitation of the study was that the project was limited to the employees
of the company only because of which the responses were somewhat same.
 This study was very time consuming and continuous guidance was required every
day. Questionnaire methods involve some uncertainty of responses. Co-operation on
the part of information was difficult to presume.
 Interpretation was a bit difficult for me as there was a variety of answers and some
people were not stuck on one stand because of which it took a bit more time to
complete the data analysis and interpretation part.
 It was difficult to choose the right research methodology as to determine what kind
of design and methodology can best answer your research questions.

NATURE OF STUDY

The research paper is based on the qualitative research. The research paper is based on the
different interview methods, focus group method, one-to-one interaction method. Therefore
the research provide a qualitative and useful data that can be analysed and further more
changes can be done according to the results.
39 | P a g e
 CHAPTER-4

DATA ANALYSIS

AND

INTERPRETATION

40 | P a g e
 DATA INTERPRTATION

A questionnaire was prepared for the purpose of getting feedback from employees and
manager regarding “ Recruitment & Selection “ of their company. 55 employees are selected
from different department and were distributing questionnaire from the purpose of the study.

ANALYSIS OF THE DATA

The analysis of the data is done as per the survey findings. The percentage of the people
opinion were analysed and expressed in the form of the chart and have been placed in the
next few pages.

From the graph it is observed that highest % of respondents agree that campus recruitment,
employee referrals, consultant, walk-In, and websites are the methods that their company
choose for sourcing of the candidates by 49%, 45.5%, 23.6%, 40% and 29.1% respectively.

41 | P a g e
From the graph it is observed that about 47% of the respondents expressed that their company
conduct less than 3 rounds of the interviews, 38.2% respondents expressed that their company
conduct 3 rounds of interviews and 14.5% of the respondents expressed that more than 3
rounds are conducted before a candidate is offered the employment.

From the graph it can be observed that about 64% of the respondents expressed that their
company conduct Aptitude test, 47.3% of the respondents expressed that their company
conduct personality test, 52.7% of the respondents expressed that their company conduct
Intelligence test and 23% of the employees expressed that their company conduct

42 | P a g e
psychological test for the selection of the candidates.

From the graph it can be observed that around 61% of the respondents expressed that in their
company candidates are informed by Email about their selection and 30% expressed that the
candidates are informed by phone about their selection and rest expressed that their company
uses another medium to inform the candidates about their selection.

From the graph it can be observed that about 78% of the candidates agree that their company
have referral policy in their organisation and 22% expressed that they do not have any referral
policy in their organisation.

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From the above table it can be observed that approx. 73% of the respondents expressed that
their company takes candidates feedback on the recruitment process and 27% expressed that
their company do not take any feedback on recruitment process.

From the graph it is observed that about 47% of the respondents finds personal reason, 36%
of the respondents agreed to the unsatisfied salary offered to them, about 41% got better
opportunity and rest 13% finds another reasons behind the candidates not joining the
organisation after the selection.

44 | P a g e
From the graph it can be observed that about 61% of the respondents agree that E-recruitment
have become must to survive in competitive market and 12.7% strongly agree to this and
about 10.9% of the respondents strongly disagree that E-recruitment have become must to
survive in the competitive market and rest others are neutral to the statement.

From the graph it can be observed that about 72.7% of the respondents expressed that their
company get a contract signed by the employees while joining the organisation and 27.3%
expressed that their company do not get any contract signed by the employees while joining
the organisation.

45 | P a g e
From the graph it can be observed that 65.5% of the respondents expressed that their company
give special treatment to their employees in order to give them a comfortable working
environment and around 32% feels that their company does not do so and a very minor
section of employees says that their company does so sometimes.

From the graph it can be observed that 55% of the employees strongly agree that CSR can
lead to “ attraction of employees towards the company” and 29% are neutral to the statement
and around 16% of the employees disagree to the statement.

46 | P a g e
From the graph it can be observed that 16% of the employees thinks that rate of attrition is
high in their organisation and about 56% of the respondents are neutral to the statement of
high attrition rate in their organisation and around 27% of the respondents disagree to the
higher rate of attrition in their organisation.

From the graph it can be observed that unfavourable working condition and constant barrage
of poor treatment leads to higher level of attrition rate and low challenges and lack of
acknowledgment were also found to be the significant reasons for higher attrition rate and

47 | P a g e
autocratic management was also found to be the reason for attrition rate but is of not much
significant to the employees.

From the graph it can be observed that 65% of the respondents agree that internal hiring acts
as a motivating tool for the employees and around 24% are neutral to the statement and
around 12% of the respondents do not agree that internal hiring acts as a motivating tool for
the employees.

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From the graph it can be observed that about 75% of the respondents agree that their
organisation have a system to calculate cost per recruitment and 25% disagree that their
organisation have any to calculate cost per recruitment.

From the graph it can be observed that about 73%of the respondents think that providing a
cab or bus facility can build a strong relationship with the employees and around 14% are
neutral to the statement and around 12% of the respondents disagree that a bus or cab facility
can build a strong relationship with the employees.

49 | P a g e
From the graph it can be observed that around 79% of the respondents think that an effective
recruitment and selection process plays a vital role in the success of the organisation and 9%
of the respondents are neutral to the statement and around 11% of the respondents disagree to
the statement.

50 | P a g e
CHAPTER-5

FINDINGS

&

SUGGESTIONS

51 | P a g e
 5.1 Findings

The most significant finding of the study on Recruitment strategy prevailing in the
organisation is that the employees are quite satisfied with the current recruitment
process.

The study shows that the highest % of the employees who have put in long year of
service has been recruited via campus recruitment and employee referrals. This shows
that the company attracts young potential employees who have the zeal to achieve goal
for themselves and for the company.

The study shows that around 50% of the employees feels that internal hiring acts as a
tool of motivating employees and also beneficial for the organisation as you already
know how they work, what are their strength and weaknesses and also it makes the
recruitment process quicker.
The study shows that about 75% of the employees agree that their company has a
system to calculate cost per recruitment system which provides the organisations with
a benchmark for their recruiting activity.
The study shows that about 55% of the employees agree that corporate social
responsibility can lead to attraction of employees towards the company as the
employees feels that their organisation is socially responsible, they experience a
greater sense of identity with the business they work for.
The study shows that unfavourable working condition and constant barrage of poor
treatment leads to higher attrition rates which should be not be overlooked.
The company’s approach to its recruitment policy shows that the right person is very
essential for the right job, as nearly 60% of the employees were offered job according
to their qualifications and experience. Thus setting a relationship between qualification
and job offered.
The study shows that about 65% of the employees agree that their company gives
special treatment to their employees in order to provide them a comfortable working
environment.
The study reveals that about 73% employees feels that their company get a bond
signed by the employees before joining the organisation which is good for the

52 | P a g e
company as well as to remove the war against attrition which is seemingly unending
struggle for the employers and HR managers alike.
This shows that about 73% of the employees agree that E-recruitment have become
must to survive in the competition as it is considered as a cost effective tool and also
provides you broader search and deeper pool etc.
It was found that 72% of the employees agree that their organisation takes feedback on
their recruitment process as this helps employers branding and candidates value in the
organisation.
This study shows that Emails are highly used for informing the candidates about their
selection and the highest % of the candidates don’t join the organisation after selection
due to personal reasons and they might have got some better opportunity.
The study shows that about 78% of the respondents feels that their organisation has a
referral policy in the organisation which acts as a motivating tool for the cureent
working employees.
It was found that nearly 48% of the respondents agree that less than 3 rounds are
conducted by their organisation for selection process and Aptitude and Intelligence
round are provided the highest percentage.

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 5.2 SUGGESTIONS

The company should focus its attention more on open competition which shows
transparency of the recruiting policies of the company.

The company can take up short term projects with new technologies and fixed
deadlines to bring out competitiveness and cutting edge approach by the employees.
This enables the company to recruit the brightest and the best manpower for the jobs.

The company needs to focus more on talent auditions and job fairs.

Incentives and contest for the employee referrals and the use of web based resources
such as job boards and job distribution services would go a long way in enhancing the
recruitment process.

H.R Department should be more practical and efficient so that the recruitment and
selection can become more effective.

Stress should be given on proper management of the database of the applications for
future recruitment in the organisation.

The company should follow new traits / trends in the recruitment process.

The stress should be given on knowledge and the experience, which should be the
major criteria for selection of the employees.

The organisation cannot develop a recruitment strategy without simultaneously

formulating an employee retention plan. It is one thing to attract workers, but quiet
another to retain them.

Company should also focus on the employee happiness, so that they can easily achieve
their target in terms of recruiting more and more qualitative candidates.

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CHAPTER-6
CONCLUSION

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 6.1 CONCLUSION

Recruitment is one of the major topic which needs to be focused upon by the all the
organizations. Hence the study helped in understanding the various aspects of
recruitment and selection process. In DATA FLOW GROUP is the sources of
recruitment are effective, the internal hiring process in an organisation is an
economical tool which helps in reducing costs, only after looking the efficiency of the
existing employee towards the company and his sincerity towards the work that
employee can be selected.
Most of the employees were satisfied but changes are required according to the
changing scenario as recruitment process has a great impact on the working of the
company as with fresh blood, new idea also enters into the company. Selection
process is good but it should be modified whenever required.
The project helped me to gain intensive knowledge on the recruitment and selection
process. The exposure created a whole new avenue on this sector which will help me
in future course of action.

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 BIBLIOGRAPHY

https://www.google.co.in/
http://www.dataflowgroup.in
https://www.slideshare.net/Mdsamim143/-on-recruitment-
selection
https://books.google.co.in/books/about/Recruitment_and_Select
ion.html?id=937PxbuNcecC&redir_esc=y
Essential of human resource management and industrial
relations, subbarao Mumbai, Himalaya publishing house, 1996
Edward E. Lawler Iii; John W. Boudreau. Stanford Business
Books, 2009
Reinventing Human Resources Management: Challenges and
New Directions ,Ronald J. Burke; Cary L. Cooper. Routledge,
2005
Understanding Human Resource Management ,Ken N. Kamoche. Open
University Press, 2001
Organizational Success through Effective Human Resources Management
Ronald R. Sims. Quorum Books, 2002
How to Develop Essential HR Policies and Procedures ,John H.McConnell.
AMACOM, 2005
Krishnan, Sandeep K.; Singh, Manjari. South Asian Journal of Management,
Vol. 18, No. 1, January-March 2011
A Balanced Approach to Understanding the Shaping of HumanResource
Management in organisations** Boselie, Paul.

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SPECIMEN OF THE QUESTIONNAIRE

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