Effective of T&D

EFFECTIVENESS OF RECRUITMENT AND SELECTION PRACTICES
EFFECTIVENESSS OF RECRUITMENT AND SELECTION

PRACTICES
CHAPTER - 1
INTRODUCTION
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CHAPTER-1
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
As a part of the project for the Bachelors of Business management degree at RJS
Institute of Management Studies, Bangalore University, I was assigned Alfatac Technologies
Pvt.Ltd. as my internship company. My program started from February 2015, to March,
2015. In Alfatac Technologies Pvt.Ltd, I interned in the Human Resource Department where
my organizational supervisor was Mr.Billal, Head of Group Employee Relations and Talent
Management. My project was on the "Effectiveness of Recruitment and Selection Process at
Alfatac Technologies Pvt.Ltd". This was a topic given by my faculty supervisor Ms. Bina,
Asst. Professor at RJS Institute of Management Studies, Bangalore University, and the
project was also approved by my organizational supervisor.
1.2 OVERVIEW OF HRM
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Human Resource Management has become one of the most discussed approaches
to the practice and analysis of the employment relationship in western market economies over
past few decades. Whether perspective is supportive or critical, the idea that a reformulated
relationship between management employees has taken hold to a considerable degree.
Human Resource Management has become pervasive and influential approach to the
management of employment in a wide range of market economies. Economies, which once
seemed to enjoy a distinctive successful pattern of employee management against a
background of economic growth, have been attracted to the debate of those economies like
India, which, has struggled with a problematic employment relationship and low growth.
1.3 RECRUITMENT AND SELECTION
This Recruitment and Selection Policy has been framed with the view of recruiting
and selecting people who have a strong desire to achieve The Alfatac Technologies Pvt.Ltd,
vision, and who will assist us in achieving the business results. The main difference between
recruitment and selection is recruitment is positive processes where candidates are attracted
for the post apply there. On the other hand selection is a negative process where competition
arises and candidates compete with each other and meritorious candidates get job.
Recruitment is the process of searching the candidates for employment and stimulating
them to apply for jobs in the organization whereas selection involves the series of steps by
which the candidates are screened for choosing the most suitable persons for vacant posts.
1.4 MEANING AND CONCEPT OF RECRUITMENT
Recruitment forms the first stage of acquisition of manpower or Human resources.

This process identifies potential candidate for selection. Recruitment is defined in various
ways as indicated below: -
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“Recruitment is the process to discover the sources of manpower to meet Requirement of

the staffing schedule and employ effective measures for attracting that manpower in adequate
number’s to facilitate effective selection of an efficient working force.”
Yoder
“Recruitment is the process of searching for prospective employees and stimulating and
encouraging them to apply for job in an organization, it is often termed positive in that it
stimulates people to apply for job to increase the hiring ratio i.e., the number of applicants to
a job.”
Edward .Flippo
“Recruitment is the discovery of potential candidates for actual or anticipated organizational

vacancie.It is the linking activity bringing together those with the jobs to fill and those
seeking jobs”.
According to this definition, recruitment is a prospecting job where organization make search
for prospective employees. In practice, however prospective employee too seek out
organization. Therefore, the job of recruitment is based on the mating theory where success
of both the parties is critically dependent on timing. Unless the two swatches synchronize
conditions are not ripe for recruitment to succeed.
The synchronization in turn depends on three factors:-
1. There should be a common communication medium. If an organization advertises its

vacancies in newspaper, which is never read by the job seekers, its efforts would go
waste.
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2. The job seekers must perceive a match between his personal characteristics and
prescribed job recruitment.
3. The job seeker must be motivated to apply for the job.
1.5 THEORIES OF RECRUITMENT
There are three ways in which an individual make decision to join an organization viz.,
objective factor, subjective factor and critical contact.
Accordingly following three theories of recruitment have evolved.

1) Objective factor theory.
2) Subjective factor theory.
3) Critical contact theory.
OBJECTIVE FACTOR THEORY
As per this theory the choice of organization by potential employees depends on

objective assessment of certain tangible factors, such as the following:
 Pay and perks.
 Location
 Opportunities for career growth.
 Nature of work.
 Educational opportunities, etc.
SUBJECTIVE FACTOR THEORY

According to this theory compatibility of individual personality with the image of
organization by an individual candidate seeking employment.
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CRITICAL CONTACT THEORY
There are instances when a candidate is unable to choose an organization, out of

alternatives based on objective or subjective factor, which are given above. This is due to
many reasons such as limited contact and insufficient data, in regards to the organization or
his own inability to analyze and come to any firm and conclusion. In such cases, certain
critical factor observed by him during his interview and contact with the personnel of the
organization will have profound influence in the decision process. Example of critical factor
is the impression made by recruiting personnel on him, the business like manner in which the
recruitment process is carried out, nature of facilities presented etc.
1.6 OBJECTIVES OF RECRUITMENT

 To attract with multi-dimensional skills and experience that suit the present and future
organizational strategies.
 To induct outsiders with new perspectives to lead the company.
 To infuse fresh blood at all levels of the organization.
 To develop an organizational culture that attracts competent people to the company.
 To search or head hunt/head paunch people whose skills fit the company’s values.
 To device methodologies for assessing psychological traits.
 To seek out non-conventional development grounds of talent.
 To search for talent globally and not just within the company.
 To design entry pay that competes on quality but not on quantum.
1.7 FACTORS AFFECTING RECRUITMENT
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Although all organization at one time or other engages in recruiting activities some do
so too much longer extent than others. The various factors, which influence the recruitment
efforts in different organization, are: -
Size of the organization: large organizations find them selves recruiting more often than
smaller organization. Also the firms that pay lower wages tend to recruit more frequently.
Employment conditions: - the employment conditions in the community where the

organization is located will influence how much recruiting take place.
Past recruitment efforts: - the effort of past recruitment or recruiting efforts will show itself
in the organization historical ability to locate and keep people who perform well.
Working condition and compensation: - the working conditions and compensation and
benefits package offered by the origination would influence labour turnover and therefore the
need for future recruiting.
Growth organization: - the rite of growth organization would affect recruitment

organizations that are not growing are those that are actually deciding would find little need
to recruit. On the other hand rapidly growing organizations would find recruitment as major
activity.
Other factor: - other factors such as level of seasonality of operation, future expansion, and
cultural, economic and legal factors also influence recruitment.
1.8 RECRUITMENT PROCESS
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First Step:-The personnel/human resources department receives the requisition list of

employees from various department of the company. The employee form consists of jobs to
be filled, number of persons to be employed, duties to be performed, skills and knowledge
abilities, qualification and experience of the candidates etc. It also contains terms and
conditions of employed, time period for joining the duties, etc.
Second Step-This step relates to identification of source, their location/areas at right time and
development of sources.
Third Step-This step includes searching for prospective candidates in the source developed.
Fourth Step- This step involves motivating the prospective candidate to apply for the job by
providing the information about the company, job, pay scale allowances, career opportunities,
terms &conditions of employment, etc.
Fifth Step-This step involves stimulating the prospective and suitable candidates to apply for
the job by providing additional information to the candidates and procuring application from
the candidates.
Sixth Step-This step involves evaluating the effectiveness of the recruitment process.
1.9 STEPS IN RECRUITMENT PROCESS
According to Familiar personnel recruitment process involves five elements:-

i. Recruitment policy
ii. Recruitment organization.
iii. Forecast of manpower requirements.
iv. The development of sources of recruitment and different technique used for
utilizing these sources.
v. A method of assessing the recruitment programme.
RECRUITMENT POLICY
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Recruitment policy assesses the objectives of recruitment objectives and provides a

framework of implementation of the recruitment programme in the form of procedures.
A good recruitment policy must contain these elements.

a) Organization objectives- both short term and long term.
b) Identification of recruitment needs.
c) Preferred sources of recruitment, which would be tapped by the organization.
d) Criteria of selection and preferences.
e) Cost and financial implications of recruitment.
Pre-requisites of a good recruitment policy

The recruitment policy of an organization must satisfy the following conditions:
a. It should be in conformity with its general personnel policies.

b. It should be flexible enough to meet the changing needs of an organization.
c. It should be designed as to ensure employment opportunities for its employees on along
term basis that the goals of the organization should be available and it should develop the
potentialities of employees.
d. It should match the qualities of employees with the recruitment of the work for which
they are employed.
e. It should highlight the necessity of establishing job analysis.
RECRUITMENT PROCEDURE IN THE ORGANIZATION

There is no general procedure for hiring new personnel, which is applicable to all
business enterprises. Every organization uses procedure, which brings with it the desired
quantity and quality of manpower at the minimum possible cost. The most commonly
adopted practice is to centralize the recruitment and selection functions in a single office. All
employment activities should be centralized if the policies of the top management are to be
implemented consistently and efficiently.
FORECAST OF MANPOWER RECRUITMENT
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The management must estimate the structure of the organization at a given point in
time. For this estimate the number and type of employees needed have to be determined.
Many environmental factors affect this determination business forecasts, expansion and
growth management philosophy, government policy,
Product and human skills and completion. Forecasting recruitments provide an early warning
system and facilitate maximum preparation for implementing change. Planning the future
recruitments of manpower of all types requires two set of information: -
a. An analysis of the existing manpower strength and the work volume being handled.
b. Detailed forecast of future on probable changes in methods, type of work, facilities etc.
In determining the requirements of human resources the expected losses that are likely to
occur through labor turnover, retirement, death, designation, dismissal, promotion and other
separation should be taken into account. The line official has to submit a ‘requisition’ or an
indent for recruitment. Such indents usually specify: -
a. The jobs or operations or positions for which the persons should be available.
b. Duration of their employment.
c. Salary to be offered and any other conditions and terms of employment, which the
identifying officer feels necessary.
1.10 SOURCES OF RECRUITMENT

Before an organization begins recruiting applicants it should consider the most likely sources
of the type of employee it need. The sources of employment could be classified into two
types-internal and external sources.
Most organization depends on both sources and the relative emphasis and use of these
sources might differ from one organization to another.
INTERNAL SOURCES
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Internal sources refer to the present working force of a company .In the event of a
vacancy; some one already on the payroll is promoted. Promoting people has the advantages
of increasing the general level of morale of existing employees and of providing more
reliable information about the candidate’s suitability (post) to the company. The major
weakness of this source is that the in breeding which it result into deprives the organization of
a fresh outlook, originality and initiative which the outsiders usually bring in and which are
very important in today’s competitive economy.
Advantage of internal source: Is that the employees are unknown to management i.e., the
company knows about the strength and weakness of the employees. It serves as a
motivational force to the employees and it is easily available.
Disadvantages of internal sources: -inbreeding, infighting, lack of variety and high training
cost.
EXTERNAL SOURCES
External source in addition to looking internally for candidates, it is customary for
organization to open up recruiting efforts to the external community. If the organization feels
that the needed human resources are not available within the enterprise, it would have to
consider outside sources.
1.11 MEANING AND CONCEPT OF SELECTION
One of the major activities in ‘Acquision function’ personnel management (HRM) is

the specific section of employees to fill up the vacancies. Selection process consists of series
of steps. This process is followed immediately after the recruitment is completed. The
objective of selection process is two fold.
These are: -
Select a candidate whose success of probability in the job is highest.
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Motivate the right candidate to opt for the vacancy by the proper presentation of the
organization to the potential candidates.
Selection is defined in various ways as given below: -
“Selection is the process by which candidates for employment are divided into classes-those
who will be offered employment and those who will not.”
Yoder
“Selection is a process of choosing from among the candidates from within the organizations
or from outside, the most suitable person for the current position or for the future position”
Koontz
“Essentially, the selection process is one of prediction; making an informed estimate as to
which of the various applicant is most suited for the job being filled”.
Strauss Sayles
“Selection process is a managerial decision making process as to predict which job applicant
will be successful if hired.”
David and Robins
Selection as the name implies involves picking for hire a subset of worker from the total set
of workers who have applied for the job. Selection is done comparing the recruitments of a
job with the applicant’s qualifications.
It is always essential for an organization to have a selection programme. The need to install
such a programme arises only when there is a labor surplus and there are individual
differences in job performance. This means that when there is a shortage or when the work is
such that no large differences in job performance exist there is no need to have a selection
programme.
1.12 SELECTION TECHNIQUES
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These techniques are typically referred to predictors because they help in

distinguishing between ‘good’ and ‘poor’ workers by predicting their future job success.
APPLICATION SCRUTINY
The main purpose of application scrutiny is to identify those candidates who fit the
job’s specification and could be called later for the interview and testing sessions.
Organizations generally use different versions of the application for different levels of
workers. This organization may have one application for factory and clerical workers, another
for middle level supervisors and still another for top level managers. These application forms
might be classified as under:-
Structured application form

This is usual stereotyped application form, which structures information and tries to cram as
much standard information into as little space as possible.
UNSTRUCTURED APPLICATION FORM

In unstructured application form questions are so phrased that the applicant could
respond to them by writing as he pleases “critical incidents” which the applicant consider to
be illustrative of his performance under various circumstances and are generally requested
which reveal a great deal about the applicants perception of himself and of his
responsibilities.
INTERVIEW
An interview is a face-to-face observational and personal appraisal method of

evaluating the applicant where the interviewer, who is higher in status, is in a dominant role.
Types of interviews are as follows: -
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 Direct planned interview

 Indirect interview
 Patterned interview
 Stress interview
 Systematic depth interview
 Panel or board interview
 Group interview
TESTS
Another important device used in selection is psychological test. Psychological test is
designed to measure such skills and abilities in the workers as are found by job analysis to be
essential for successful job performance. Some important tests are:
 Knowledge tests
 Ability tests
 Aptitude tests
 Simulation tests
REFERENCE
References are usually obtained from the candidate’s friends /previous employer. Requesting
reference is a widespread practice with substantial doubts as to its validity.
PHYSICAL EXAMINATION
Physical examination reveals whether or not a candidate posses the required stamina strength
and tolerance of hard working condition. The basic purpose of a physical examination is to
place selected candidates on jobs, which they could handle without injury or damage to their
health.
Factors determining the functional value of selections technique are:-
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o Reliability
o Validity
o Selection ratio
o Ability to increase the percentage of satisfactory employees.
RELIABILITY
This means that the test should give consistent result ways: -
a. By giving the test to the same group at separate times and correlating the resultant
series of test scores.
b. By giving two or more different (but equitant) forms of the same test and
correlating the resultant test scores.
c. By the so-called split-half or odd-even method. In this method the test is given
only once but the item are divided and scores on one half of the items are correlated
with scores on the other half.
VALIDITY
This means that the test should be able to measure what it purports to measure. There are
basically three types of validity: -
o Content validity
o Construct validity
o Criterion-related validity
SELECTION RATIO
It should be remembered that in personal testing a manager is more interested in the capacity
of the selection device to improve the overall performance of the selected group than in its
capacity to accurately predict the performance of any single individual. As such, he does not
mind if a few potential unsuccessful candidates pass through his selection device as
successful ones so long as the selected groups overall performance remains higher than what
it would have been, if the device was not been used.
Ability to increase the percentage of ‘satisfactory’ employees on the job.
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From the above we could assume that all the workers above the certain predictor cut-off are
satisfactory. But if there exist in the organization a certain criterion cut-of also for separating
workers into satisfactory and unsatisfactory categories we would find that all the applicants
are divided into four group thus: -
o Applicants whom we selected because they were above the predictor cut-off and
whom we later on found to be above the criterion cut-off also. These are called true
positive and are designated as ‘A’.
o Applicants whom we rejected because they were below the predictor cut-off and
whom we later on found to be below the criterion cut-off also. These are called true
negatives and are designated as ‘B’.
o Applicants whom we selected because they were above a predictor cut-off and
whom we later on found to be below the criterion cut-off. These are called false
positive and are designated as ‘C’.
o Applicants whom we rejected because they were below the predictor cut-off and
whom we later on found to be above the criterion cut-off. These are called false
negatives and are designated as ‘D’.
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RESEARCH METHODOLOGY
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2.1 STATEMENT OF THE PROBLEM
The project work was focused on the study of Effectiveness of recruitment &selection
practices at Alfatac to analyze whether the present recruitment &selection process is
satisfactory or not. In today’s competitive world, recruiting potential candidates is tough
enough. Recruiting wrong people will become liability to the organization. Organization
should avoid such situation like recruiting wrong candidates. Hence the effective recruitment
and selection process will help the management for avoiding such situation. With this view in
mind a study was conducted on effectiveness and selection process.
2.2 PURPOSE OF STUDY

Data collection was transformed into, Information is processed data placed in a context that
gives value for the reader. It is used as basis for analyzing and interpretation of results, which
helps in making note of findings, conclusions and also helps to give suggestions. So data
which is accurate, correct and clear is collected. If it is inaccurate or not improper order the
whole output gets affected and it may lead to confusion.
2.3 OBJECTIVES OF THE STUDY
Main objectives of the study are: -
 To identify the framework of recruitment and selection procedure at Alphatac.

 To examine the various recruitment sources of the organization.
 To evaluate the effectiveness of the present recruitment and selection system.
 To analyze whether the associates in the organization are really satisfied with
preseniling Recruitment and Selection practices.
 To study whether the recruitment process is hiring best professional or not.
 To assess the existing interview technique of the company.
 To give appropriate suggestions based on findings.
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2.4 SCOPE OF THE STUDY

Human Resource Management is the backbone of any organization and its success
mainly depends on the manpower. The ability and potentiality of personnel must be matched
with the requirement of the positions in the organization. This necessitates the significance of
an effective and efficient recruitment process. The organization has to see that the right
person gets the right job. The candidate’s attitude about the job and organization goals need
to match.
Here this study about the recruitment and selection process at ALPHATAC is examined and
its effectiveness is analyzed.
Around 50 employees of the Alfatac Technologies Pvt. Ltd, were randomly included under
scope of study
2.5 RESEARCH PROCEDURE

Research design was used as a conceptual structure for conducting research. It has
been used as a blue print for the collection, measurement and analysis of data.
Research design is used as a basic plan, which guides the data collection and analysis of the
phases of the project. It is the framework, which specifies the type of information to collect
the source of data collection procedure. Data was collected from primary and secondary
sources.
2.6 PRIMARY DATA AND SECONDARY DATA SOURCES.

This section explains how the data is collected i.e. either from primary or secondary. It
explains what method is used to collect the data, what instruments are used for collecting the
research plan.
PRIMARY SOURCE : EMPLOYEES
For the preparation of this report, primary data analysis was used. For this a structured
survey was conducted using the “questionnaires” in the perspective of recruitment and
selection department of the company.
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SECONDARY DATA SOURCE :
In this report I have basically focused on secondary data analysis. This means the
information of this report has been collected from company database and company past
record files. Also data was collected from Human Resource Manuals and textbooks from
various libraries.
2.7 SAMPLING TECHNIQUES

Sampling technique was used only for a part of the universe and conclusions are drawn on
that basis for the entire universe.
The random sampling was used to collect the data for the study. Random sampling refers to
the sampling technique in which each and every item of the population is given an equal
chance of being included in the sample. The selection is therefore free from personal bias
because the investigator does not exercise her/his discretion or preference in the choice of
items. Since the selection of items in the sample depends entirely on chance. This method is
also known as method of chance selection. For this study 50 employees were selected at
random.
2.8 SAMPLE SIZE
Sample size refers to number of elements to be included in the study. An important

decision to be taken while adopting a sampling technique is the sample source. In this study
the sample size of the respondents was taken as fifty.
SAMPLE DESCRIPTION
No research can be under taken without the co-operation of the respondents who
were interviewed and from whom data was collected through questionnaires. Therefore
respondents play a very vital role in this type of study. The data was collected through the
questionnaire. Employees with experience of more than 10 years and from different
departments were required to fill the questionnaires.
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The following demographics of the respondents were collected..

1. Name
2. Qualification
3. Nature of employment
4. Department
The selection of respondents in the various departments was done randomly.
INSTRUMENTATION TECHNIQUES
To get a response, the questionnaire method was used .In this study the questionnaires were
distributed to employees and they were asked to answer the questions. The employees were
also contacted personally to get the necessary data and information required for the
completion of the survey.
The questionnaire used in this study was a structured one. Here the questions were arranged
in a specific order and were logically interconnected for the research study. The advantage of
the structured questionnaire lies in the reduction of interviewers and interpreters bias. The
questionnaire was framed by keeping in mind the objective of employee satisfaction.
Actual collection of data
As this is an exploratory study, the mode of collecting the data was mainly through a
questionnaire. The questionnaire was been designed extensively for employees purpose. The
responses were noted identical the questionnaire and their comments were indicated on the
back of the questionnaire. These responses and comments were helpful during the analysis.
The other methods used for data collection were, company records and brochure issued by
the management. Internet was also a source of data collection.
2.6 LIMITATIONS OF THE STUDY
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 Findings of study were based on the assumption that respondents have disclosed
correct information.
 Due to time limitation and monetary constraints, it was not possible to probe deep into
the study.
 Due to the hectic work of associates, the survey was limited to 50 associates.
RECRUITMENT PROCESS
In ALFATAC, organization should ensure that their processes are flexible enough to
address the requirements of both Contract placement and Permanent recruitment, as although
they share many similarities they are also unique in nature.
By understanding the organization needs, they can find the right candidates for them.
The very first step in finding the ideal candidate is by taking a comprehensive Job Order.
JOB ORDER ENCOMPASSES :
 General information about organization.

 Process information about how the permanent and contract placement is handled
within organization.
 Extensive information about the position.
 Details of the compensation and benefits package the candidate could expect,
including salary, targets, bonus etc…
Recruitment Consultants should be there to ensure that all involved are in agreement with the
details listed in the job order.
PROJECT PLAN AND TIMELINES
The Recruitment Consultants should put together a detailed assignment plan and time path
for each Job Order. This will cover details such as first interview dates and when you expect
the candidate to start.
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This time path will be printed and sent to the candidates for their records and will be
used as a basis to discuss actual milestones and deadlines within the search process, ensuring
that time is reserved for interviewing.
SEARCH & SELECT CANDIDATES
At DOCS the organization should train all recruitment consultants on an individual

basis and to the highest standard in all aspects of identifying the right candidates for then, the
organization client.
The organization should undertake comprehensive search and select methods. They should
use various methods to search and select their candidates such as networking, exhibitions,
conferences, seminars, direct phone research, websites, trade journals, membership
associations, job sites etc… Candidates are then assessed for relevant skills and competencies
based on the job requirements. By using numerous parameters the organization will able to
locate the appropriate candidate for any given vacancy.
This list will be presented to clients, in what they term as a ‘Long’ list of potential candidates.
They will then be able to agree or remove candidates as appropriate, so that a ‘Short’ list of
candidates can be selected for interview.
INTERVIEW AND PRESENT CANDIDATES
Once their Recruitment Consultants have identified suitable candidates, they will prepare a
profile, through interview, of each person. This profile will contain basic information about
the candidate such as education and professional qualifications including details of previous
employment, responsibilities and achievements and those skills and competencies that meet
the requirements of the job order.
This information is provided for each candidate that the organization present to their clients
and is set out in a standard layout for ease of comparison.
CLIENT & CANDIDATE INTERVIEW PREPARATION
Once they have approved the candidate(s) they wish to meet, the organization’s
Recruitment Consultants will arrange a mutually convenient date and time for interview.
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They will need to know where the interview is to take place, who will be present at the
meeting and what position they hold within the company and any other details pertaining to
the interview. All details will be confirmed in writing with both the client and candidate(s).
CLIENT & CANDIDATE DEBRIEF
At the end of each interview our Recruitment Consultants will contact the candidates
to discuss how the interview went and determine the next steps in the recruitment process.
Likewise, organizations also contact their candidate(s) after each meeting to determine if
there is further information that they require prior to their decision.
Their Recruitment Consultants will ask if the candidates wish to proceed with any further
meetings or whether they wish to make a job offer. If yes, then the organization will confirm
details of the package required to secure the candidate, gained from the candidate’s
debriefing.
Should they wish to not proceed, company would appreciate a consultation to understand the
reasons behind your decision, so that we can provide this information to the candidate and
understand your requirements more fully for any future candidates we may wish bring to your
attention.
CONTRACT APPROVAL
The Recruitment Consultants will act as mediators between the client and candidates and will
handle salary and contract negotiations. Having a true understanding of their specialist
industry, the Recruitment Consultant will be able to guide the candidate and client to reach
mutual agreement.
CANDIDATE START DATE PREPARATION
Following verbal acceptance of an offer, The Recruitment Consultants will ensure that all
necessary documentation is raised relating to salary and contract. They will also ensure that
the offer and acceptance is confirmed in writing.
A date can then be set for the candidate to start their new role.
CLIENT & CANDIDATE FOLLOW UP
The organizations Recruitment Consultants will maintain regular contact with you and the
candidate prior and following each placement.
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The company should be interested in how the candidate is performing and if they have any
concerns which need to be addressed and are always happy to discuss any issues you may
have.
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Chapter 2
COMPANY PROFILE
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3. COMPANY PROFILE
Alphatac Technologies is an organization reputed for its success in training and recruitment
solutions in IT and ITES sector, which carries the credibility for its brand, quality and
reputation. They are a Global Company which offers Innovative and Creative Careers. They
are based in Bangalore to Flourish and nourish to some of the best Global Talent and
Expertise them. They are sensitive to customer concerns and ensure absolute confidentiality
and privacy of any information that is given to them.
ALPHATAC’S PHILOSOPHY
• They believe that their responsibility should not end in an execution

of their customers’ project, but extend to contributing their knowledge
and expertise in a manner as to delight their esteemed customers.
ALPHATAC’S STRENGTH
• Their core strength lies in the team heading and managing the brand
with dedicated and committed focus on quality in all aspects of
training and recruitment.
VISION STATEMENT
To be the safest, most progressive Technology Provider, relentless in the pursuit of Client and
employee excellence.
MISSION STATEMENT
To capitalize on the efficiency of Information Technology Industry to serve
Clients. They strive constantly to make Aliphatic winning competitor both today and
in the future. They embrace bold strategies that will lead to our success in the
marketplace. They aggressively leverage our unique set of assets to provide
exceptional value for our shareholders and Clients.
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ALPHATAC’S FACT FILES

 Founded in 1999 as a small company with a big vision.
 Maintained a phenomenal growth over the years.
 Achieved total financial stability since inception and grown solely based on internally
generated funds.
 Consistent record of over 80% of business coming from repeat customers.
 Consistent record of over 80% of business coming from repeat customers.
 Spotless delivery record of many successful project deliveries over the years.
 Technology partners with more than many software product companies globally and
partner with over 30 software development houses across the globe.
 A dedicated team of brilliant software professionals.
MILESTONES
• Corporate Performance
• Software development center with an infrastructure to

support the custom software development services
which include Business and System application
development.
• Global Initiatives
• Establishment in India – Bangalore
• Strategic Initiatives
• IT Consulting, Custom Design, Development

and Deployment of software applications.
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ALFATAC TRAINS CANDIDATES IN VARIOUS DOMAINS
 SOFTWARE COURSES
 CORPORATE TRAINING
 SOFT SKILLS & COMMUNICATION SKILLS
 PERSONALITY DEVELOPMENT
 HARDWARE COURSES :A+,N+,MCSE,CCNA
SERVICES
• Development
• Training
• Outsourcing
• recruitment
TECHNOLOGIES IN WHICH ALFATAC RENDER OUR SERVICES INCLUDE
 Professional Diploma in Embedded Systems & Designing
BASIC · ADVANCED .PRACTICAL
Course
DURATION: 4 Months
 Professional Diploma in Testing Tool Technology
INTRODUCTION · LOAD RUNNER · SILK TEST · WIN RUNNER ·

TEST DIRECTOR · QTP
DURATION: 2 1/2 Months
 Professional Diploma in J2EE Technology
JAVA · J2EE (CORE Java, JFC, J2EE, JDBC, JWS, Serve lets, RMI, Beans, JSP,
EJB, Web Logic 8.1, CORE Java, Struts, JMS)
29
 Professional Diploma in .Net Technology
NET INTRODUCTION · VB.NET · ASP.NET · C#.NET ADO.NET · SQL

SERVER
DURATION: 1 Months
 Professional Diploma in Technical Writing
INTRODUCTION · ADVANCED · ADOBE FRAME MAKER ROBO HELP

 Professional Diploma in Client. Server Technology
VISUAL BASIC 6.0 · ASP · LINUX, UNIX · UNIX/LINUX

 Professional Diploma in System Software Technology
· C PROGRAMING · C++ PROGRAMING · LINUX · UNIX · UNIX/LINUX

Clients
TIMESTAR TECHNOLOGIES
• Products
• Payroll System
• Biometrics
• RFID Solutions
• Mobile technology using j2me
• Access Control Solutions
• Smart Card Technology
30
• Bluetooth Based Mobile Campus
CHAPTER 4
DATA ANALYSIS AND
INTERPRETATION
31
4. ANALYSIS AND DATA INTERPRETATION
CONCEPT: The concept of this table is to know what sources provided information
regarding job vacancy in the organization.
Table 4.1 Sources of Recruitment.

OP
Particulars No: of respondents Percentage (%)
Internet 08 16
Friends 22 44
Advertisement 13 26
Consultant 07 14
Total 50 100
ANALYSIS: -
From the above table we can analyze that 44% of respondents came to know the
vacancy at this organization through their friends, 26% knew through advertisement, 16%
knew from internet remaining 14% knew through consultants.
32
FIG 4.1 SOURCES OF RECRUITMENT .
14% 16%
26%
44%
Internet Friends Advertisement Consultant
INTERPRETATION : -
From the above table it can be inferred that majority of the associates came to know
about the vacancy through their friends or advertisement. In this analysis it can be understood
that majority of the candidates will come to know about the vacancy in the organization
mostly through the above stated sources.
33
CONCEPT: The concept of this table is to know the mode of the application for the job.
Table 4.2 Mode of Application for job.

Referrals 20 40
Internet 15 30
Placement 10 20
Others 05 10
Total 50 100
ANALYSIS: -
From the above table we can understand that the 40% of the respondents applied in
through referrals, 30% of them applied through internet, 20%associates came through
consultants & remaining 10% came through newspaper advertisement and campus interview.
34
FIG 4.2 MODE CHOSEN OF APPLICATION FOR THE JOB.
Mode chosen to apply for job
10%
Referrals
20% 40%
Internet
Placement
Others
30%
i)
INTERPRETATION : -
From the analysis we can infer that the most widely used mode to apply for job is
referrals, majority (40%) of the associates used that mode only. followed by Internet with
30%. These two modes are cheaper than other modes.
35
CONCEPT: The concept of this table is to know the preference of the associates’ source
towards of recruitment.
Table 4.3: Preferred Mode of Recruitment

Advertisement 17 34
Referrals 14 28
Internet 10 20
Consultant 07 14
Headhunting 02 4
Total 50 100
ANALYSIS: -
It was observed from the above table that 34% respondents preferred advertisement
as a source of recruitment followed by referrals with 28%, 20% of the respondents were
preferring internet as a source, 14%of the associates were preferring consultant as a source
and remaining 4% were preferring head hunting.
36
Fig 4.3: preferred mode of recruitment
35
30
25
No. of respondents (%)
20
15
10
Headhunting
Internet
Consultant
Advertisement
Referrals
Partiuclars
Advertisement Referrals Internet Consultant Headhunting
INTERPRETATION : -
From the above analysis, we can infer that the first rank for source of recruitment is
advertisement, with 34% followed by referrals as the next preference according to the
associates. Majority of the associates have given first rank for advertisement. So we can infer
that most of the associates prefer advertisement followed by Internet.
37
CONCEPT: The concept of this table is to know the effectiveness of recruitment

sources at ALPHATAC.
Table 4.4 Effectiveness of Recruitment Sources at ALPHATAC.

Highly effective 05 10
Moderately effective 15 30
Effective 20 40
Ineffective 10 20
Total 50 100
ANALYSIS: -
From the above table it is inferred that only 10% respondents have mentioned, the
recruitment sources already have are highly effective.30% of the associates are mentioned the
sources are moderately effective. Out of 50 40% of the respondents mentioned the
recruitment sources which already they have is effective& rest of the 20% of the associates
have mentioned the recruitment sources are ineffective.
38
FIG4.4 EFFECTIVENESS OF RECRUITMENT SOURCES AT ALPHATAC
Effectiveness of recruitment
Sources at Alphatac
Highly effective
20% 10%
Moderately
Effective
30% Effective
40%
Ineffective
INTERPRETATION : -
From the above analysis it is inferred that the recruitment sources at Alphatac are
effective at 50%. Majority of the respondents are saying that the sources at Alphatac are
effective. Majority of the associates have mentioned the recruitment sources in the
organization are effective. In this only half of the associates are satisfied with this recruitment
sources. Another half of the respondents have mentioned that they are not satisfied with the
sources of recruitment adopted by the organization.
39
CONCEPT: The concept of this table is to know the respondent’s awareness about
the recruitment.
Table: 4.5 The table showing The respondent’s Awareness About the Recruitment.

Yes 40 80
No 10 10
Total 50 100
ANALYSIS: -
It was observed from the above table that 80% of the respondents are aware about
the recruitment process in IT industry. But 20% of the respondents are not at all aware about
the recruitment process.
40
FIG 4.5 THE RESPONDENT’S AWARENESS ABOUT THE RECRUITMENT

PROCESS .
Respondents awareness about the

Recruitment process
1
2
2)
3) 1
INTERPRETATION : -
From the above analysis it is inferred that majority of the associates in the organization
are aware of the recruitment process in the IT industry.
41
CONCEPT: The concept of this table is to know about the factors taken into
consideration at the time of recruitment.
Table 4.6 Factors considered at the Time of Recruitment.

Work experience 07 14
Technical ability 23 46
Qualification 08 16
Good performance record 12 24
Total 50 100
ANALYSIS: -
From the above table it is observed that the 46% of the respondents’ ranked technical
ability as the major factor at the time of recruitment followed by good performance record as
a factor with 24%, followed by qualification indicated 16% & remaining 14% of the
respondents ranked work experiences is a factor.
42
FIG 4.6: FACTORS TAKEN INTO CONSIDERATION AT THE TIME OF
RECRUITMENT .
50
45
40
35
30
25
20
15
10
0
Work Technical Qualification Good
experience ability performance
record
Particulars
Work experience Technical ability Qualification Good performance record
INTERPRETATION : -
This analysis shows that majority of the associates mentioned technical ability as the
major factor taken into consideration at the time of recruitment in the organization.
But the other factors like Good performance record, Qualification, work experience have also
played a vital role at the time of recruitment according to the respondents.
43
CONCEPT: The concept of this table is to know the respondents satisfactory towards
the recruitment procedure at the time of interview.
4.7 The Satisfaction level towards the recruitment Procedure while interviewing.
Extremely satisfactory 13 26
Satisfactory 32 64
Least satisfactory 05 10
Unsatisfactory 0 0
Total 50 100
ANALYSIS: -
From the above table it is observed that out of 50 respondents 64% respondents are satisfied
with their recruitment procedure while interviewing .26% of respondents were extremely
satisfied, 10% of respondents were least satisfied with the recruitment procedure and 0%
respondents expressed dissatisfaction towards the interview procedure of the company under
study
44
4.7 THE SATISFACTION LEVEL TOWARDS THE RECRUITMENT PROCEDURE WHILE
INTERVIEWING .
70
60
50
40
30
20
10
0
Extremely Satisfied Least satisfied Unsatisfied
satisfied
Particulars
Extremely satisfied Satisfied Least satisfied Unsatisfied
INTERPRETATION : -
From the above analysis we came to know that majority of the associates were satisfied with
their procedure. None of them were unsatisfied with the prevailing interview procedure.
45
CONCEPT: The concept is to know the opinion of the respondents about the
effectiveness in hiring the best professionals.
Table 4.8 Table showing the Effectiveness in hiring the Best Professionals.
Particulars No: of respondents Percentage

Yes 35 70
No 15 30
Total 50 100
ANALYSIS: -
From the above table, we can analyze that 70%of the respondents said that recruitment
process at ALPHATAC is highly effective in hiring best professionals. Out of 50, 30% of
respondents were not agreeing to this statement.
46
Fig4.8 THE EFFECTIVENESS IN HIRING THE BEST PROFESSIONALS .
30%
70%
Yes No
INTERPRETATION : -
From the above analysis we can infer that most of the respondents are saying recruitment
process at ALPHATAC is effective in hiring the best professionals.
47
CONCEPT: The concept of this table to know the selection process attend by the
associates.
Table: 4.9 The table showing the selection process attended by the associates.

Preliminary interview 10 20
Technical test+HR
interview
Written test Group 20 40
discussion+ Technical
test+HR interview
Technical interview+HR 08 16
interview
Technical test +Direct 05 10
interview+HR interview
Others 07 14
Total 50 100
ANALYSIS : -
Selection procedure adopted

From the above table we observed that 20% respondents have gone through Preliminary
interview+Technical test+HR interview.40% of respondents have went through Written test
+Group discussion +Technical test +HR interview. Out 50 respondents, 16% of associates
Preliminary
14% test+HR interview, 10% of respondents
have gone through Technical interview+Technical
have went through
20% test+HR interview
14%
Technical interview+Direct interview+HR interview and 14% of
20%
associates
Written went through
test+group
discussion+Technical
Direct interview+HR interview, Technical interview+HR interview+Client interview etc
10% test+HR interview
10% Technical test+HR
interview
Fig 4.9 GRAPH SHOWING THE SELECTION PROCESS ATTEND BY THE ASSOCIATES.
Technical test+direct
16% interviw+HR interview
16% I.2
Section
40% Others
40%
48
Section I.3
Section I.4
Section I.5
Section I.6
Section I.7
Section I.8
Section I.9
Section I.10
Section I.11
Section I.12
Section I.13
Section I.14
Section I.15
Section I.16
Section I.17
INTERPRETATION :
From the above analysis we inferred that majority (40%) of the associates went through
Written test Group discussion+Technical test+HR interview. Followed by 20% of
respondents attended Preliminary test+technical test+HR interview.
CONCEPT: The concept of test administer is to reveal the candidates strength and
weakness.
49
Table 4.10: Table showing the test administered revealed candidate strength and weakness.

Yes 40 80
No 10 20
Total 50 100
ANALYSIS: -
Out of 50 associates 80% of them are saying that the test which have administered revealed
their strength and weakness.20% of the associates are saying that the test which they
administered not revealing their strength and weakness.
50
Fig 4.10 Graph showing the test administer is to reveal the candidates strengths and
weakness.
20%
80%
Yes No
INTERPRETATION : -
Majority of the associates are saying that the test which they have administered is revealing
the candidate strength and weakness.
51
CONCEPT: The concept of this table is to know the awareness of the minimum marks
obtained for the next round.
Table 4.11 Table showing the awareness of the minimum marks obtained for the next round.
Yes 03 06
No 47 94
Total 50 100
ANALYSIS: -
From the above table we observed that 94% of the associates were not aware of the minimum
marks to be obtained in the test to qualify for the next round. Only 6% of the associates were
aware of the minimum marks to be obtained in the test to qualify for the next round.
52
4.11 GRAPH SHOWING THE AWARENESS OF THE MINIMUM MARKS OBTAINED FOR THE
NEXT ROUND .
6%
94%
Yes No
INTERPRETATION : -
Majority of the associates were not aware of the minimum marks to be obtained in the test to
qualify for the next round.
CONCEPT: The concept of this table is to know the type of interview that candidates
went through during selection.
53
Table 4.12 Table showing the types of interview that candidate went through during
selection.

Panel interview 30 66
Informal interview 05 10
In-depth interview 12 24
Others 0 0
Total 50 100
ANALYSIS: -
From the above table we observed that 63% of associates came through panel interview, 11%
of the respondents attended informal interview, Out of 50 24% of respondents attended in-
depth interview.
54
Fig 4.12 GRAPH SHOWING THE TYPES OF INTERVIEW THAT CANDIDATE WENT
THROUGH DURING SELECTION .
Types of interview attend by associate
0%
26%
Panel interview
Informal interview
In_depth interview
11% 63% Others
INTERPRETATION : -
From the above analysis most of the associates are went through panel interview and
followed by in-depth interview.
55
CONCEPT: The concept of this table is to know the rounds of interview conducted
during selection.
Table 4.13 Table showing the rounds of interview conducted during selection.

One 20 40
Two 20 40
More than Two 10 20
Total 50 100
ANALYSIS: -
From the above table we can analyze that 40% of the associates attended one round of
interview .The another 40% of the associates attended two rounds of interview, remaining
20% of the respondents attended more than two rounds of interview.
56
Fig 4.13 Graph showing the rounds of interview conducted during selection.
40
35
30
25
20
15
10
0
One Tw o More than Tw o
Particulars
One Tw o More than Tw o
INTERPRETATION : -
Majority of the respondents attended one or two rounds of interview. In this we can inferred
that one round and two rounds of interview are popularly conducted by the organization.
Only few associates came through more than two rounds of interview.
57
CONCEPT: The concept of this table is to know the awareness of the terms and
conditions the employment before joining.
Table 4.14 Table showing the awareness of the terms and conditions about the employment
before joining.

Yes 40 80
No 10 20
Total 50 100
ANALYSIS: -
From the above table we can understood that 80% of the associates saying that they explained
the terms and conditions about the employment before joining. Out of 50 respondents 20% of
them are saying that the organization did not explain the terms and conditions about the
employment before joining.
58
Graph 4.14 GRAPH SHOWING THE AWARENESS OF THE TERMS AND CONDITIONS
ABOUT THE EMPLOYMENT BEFORE JOINING .
20%
80%
Yes No
INTERPRETATION : -
From the above analysis we can inferred that the majority of the associate in the organization
were aware of the terms and conditions about the employment before joining.
It means that the organization explained all information to the associates before joining while
interviewing.
59
CONCEPT: The concept of this table is to know that if the associates refer the
candidate in the organization.
Table 4.17 Table showing Referring candidate in the organization by associates.

Yes 25 50
No 25 50
Total 50 100
ANALYSIS: -
From the above table we observed that the 50% of the associates are referred candidate in the
organization. Another 50%of the associates are not referred any candidate.
60
Fig 4.17 GRAPH SHOWING REFERRING CANDIDATE IN THE ORGANIZATION BY
ASSOCIATES .
50% 50%
Yes No
INTERPRETATION : -
From the above analysis we inferred that out of 50 half of the associates are not referred any
candidate in the organization and half of the associates are referred candidate in the
organization.
61
CONCEPT: The concept of this table is to know if the ALPHATAC recruits the
candidates by the procedure of reference.
Table 4.18 Table showing if any candidate refered by the ALPHATAC

Yes 12 48
No 13 52
Total 25 50
ANALYSIS: -
From the above table we observed that out 50 associates 25 of them said they referred
candidate in the organization .Out of 25, 12 candidates are joined in the organization that is
48%. Out of 25, 13 candidate are not joined in the organization due to some reasons.
Percentage of not joined candidate is 52%.
62
Fig 4.18 GRAPH SHOWING IF ALPHATAC RECRUITS THE CANDIDATES BY THE
PROCESS OF REFERENCE .
53
52
51
50
49
48
47
46
Yes No
Particulars
Yes No
Interpretation: -
From the above analysis we inferred that majority of the candidate who came by employee
referrals are not joined. According to survey the associates in the organization
Referred almost 50% but joined candidate is less than the not joined candidate.
63
CONCEPT: The concept of this table is to know about the encouragement from the
organization for referring candidate.
Table 4.19 Table showing the encouragement from the organization for referring candidate.
Yes 20 40
No 30 60
Total 50 100
ANALYSIS: -
From the above table we observed that out 50 respondents 20 are saying that they are getting
encouragement from the organization for referring candidates with 40%.
But 30 respondents mentioned they are not getting any encouragement from the organization
side this percentage is around 60%.
64
Fig 4.18 Graph showing the encouragement from the organization for referring
candidate.
60
50
No. of Respondents (%)
40
30
20
10
0
Yes No
Particulars
Yes No
INTERPRETATION : -
From the above analysis we can infer that majority of the associates are saying they are not
getting any encouragement from the organization side. We do not know whether he /she are
aware of that or not. The organization benefits by encouraging its employee to refer potential
candidates as its works out to be the cheapest and most reliable source of hiring candidate.
65
CONCEPT: The concept of this table is to know from the respondence about the
aspects helped in the associates to join the organization.
Table 4.20Table showing the aspects helped in the associates to join the organization.
Job security 18 36
Corporate image 21 42
Abroad opportunity 08 16
Attractive salary 03 06
Total 50 100
ANALYSIS:
From the above table we observed that the 36% of the associates joined in the organization
for the sake of job security, 42% of the associates joined in the organization by corporate
image, 16%of the associates joined in the organization for getting abroad opportunity and
remaining 6% of the associates joined for getting attractive salary.
66
Graph 4.20 GRAPH SHOWING THE ASPECTS HELPED IN THE ASSOCIATES TO JOIN THE
ORGANIZATION .
45
40
35
N o . o f re sp o n d e n ts (% )
30
25
20
15
10
0
Job s ecurity Corporate Abroad Attractive
image opportunity s alary
Particulars
Job security Corporate im age Abroad opportunity Attractive salary
INTERPRETATION : -
Out of 50 respondents majority of the associates joined in the organization in the help of
corporate image. Followed by job security. In some cases, the corporate image and job
security are helped to join in this organization. Some of the associates mentioned the job
security, corporate image and abroad opportunity. But only few no: of associates mentioned
the attractive salary as helping aspects to join in this organization.
67
CHAPTER 5
SUMMERY AND FINDINGS
68
69
5. SUMMARY OF FINDINGS
 It was found that majority of the respondent came to know about the vacancy
in the organization through friends. It means that there is no proper source for
recruiting candidate. But it shows that employees in the organization play an
active role in bringing potential candidate.
 It has been found that the technical ability, work experience, Qualification are
good performance record, these four factors are taking consideration at the
time of recruitment.
 The effectiveness of the recruitment process at Alphatac is not satisfactory. It

was found that only half of the respondent mentioned the system is effective.
Another half of the employees mentioned it is moderately satisfactory and rest
of them indicated that is non- satisfactory.
 It was found that the respondents were not aware of the minimum score to be
obtained in the test to qualify for the next round.
 There are no encouragements from the organization side for referring

candidate.
 It has been found that majority of the respondents joined in the organization
due to corporate image.
 It was found that associates were comfortable during interview.
 It has been found that capability of the interviewer in the organization is good.
 It has been found that mostly panel interviews were conducted and in-depth
interview was also conducted.
70
 It has been found that technical tests, HR interview were conducted to assess
whether the candidate is capable of performing well in the job that is assigned
to him. The different types of tests are administered based on the nature of the
job and position.
 It has been found that the test, which was conducted, reveales the strength and
weakness of the individual candidate.
71
Chapter 6
RECOMMENDATIONS
72
RECOMMENDATIONS AND SUGGESTIONS
 The organization should try other sources of recruitment .The organization can
concentrate on the placement consultancy, Newspaper advertisement, Jobsite
etc.
 Attractive remuneration should be given to the employees. It will stimulate the

candidate before joining into the organization.
 Organization should give much consideration towards the employee who bring
the best potential candidates.
 Recruitment should be done in a short period of time otherwise the candidate

interest will lost and he may join in some other organization.
 The candidate will be more attentive while interviewing if the candidates are
aware of the minimum score to be obtained in the test to qualify for the next
round.
 Technical test should be mandatory because technical skills is very essential

for the IT industry.
 Organization can try to introduce modern recruitment process like Audio,

Video technique instead of using traditional technique. It will also be
interesting for the candidate. So that time will be used effectively.
 The organization should encourage the respondent by seeking suggestions

from them about the recruitment procedure.
73
 Organization should develop a preplanned interview it means a structured

interview. It will give more exposure to the candidate.
 Organization should ensure that all managers involved in the hiring process
are thoroughly familiar with the legislation that has a bearing on hiring and
selection. This will help the organization to avoid negative publicity and time
wastage on handling complaints.
 The organization can try to organize job fairs. Through this the organization
may get good candidates.
 The organization should improve their jobsite. Because most of the

respondents did approach through Internet only. The organization can make
use of recruitment through company website and job portals.
 The website is a source of recruitment brand. It should be smarter site than the
competitors’ sites.
74
Chapter 7
CONCLUSION
75
CONCLUSION
The data has derived from the in depth study of the above mentioned sources
are as follows:
Introduction to human resources management, it helps to know about the
importance of human resource management and role played by human resource
in the organization. It shows how people make things happen.
 It also gives the information about the introduction related to

‘Recruitment and Selection Practices ’ and different types of Recruitment
are there in the organization.
 It gives an overall theoretical view about the topic i.e. welfare facilities
by the organization to their employees and how it is useful to them. It
merits and demerits and also included.
 World Wide Web provides updated information for the researcher

relating to various areas. So it helps in getting the current information
rather old or updated information.
76
BIBLIOGRAPHY
BIBLIOGRAPHY
77
1. Aswathappa. K, Human Resource and personnel Management.

Tata – McGraw Hill publishing company Limited.
2. Gary Dessler; Florida International University,

“Human Resource Managemen”. Prentice Hall of India private Limited.
3. DAVID. A. DeCENZO and STEPHEN P.ROBBINS

“Personnel and Human Resource Management”.
WEBSITE:
Project thesis by
 =\www.google.com
 www.Alphatac.net
 www.hr-guide.com
78
ANNEXURE
79
QUESTIONNAIRE
Name: _________________________________________
Gender: Male Female
Qualification ________________________________
1. How did you come to know of the vacancy in SELLCRAT?
Internet Friends
Advertisement Consultants
2. How did you apply in ALPHATAC?
Referrals Internet
Placement consultants Others (specify) ___________
3. Rank the following recruitment sources according to your preference from1 to 5 with
one being highest and 5 lowest
Advertisement Referrals
Internet Consultants
Head hunting
4. What is your opinion about the effectiveness of recruitment sources at ALPHATAC?
Highly effective moderately effective

Effective In effective
5. How do respondents aware about the recruitments
Yes No
6. Rank the following factors that should be taken in to consideration at the time of
recruitment according to your preference (from 1 to 4)
Work experience Technical ability
Qualification Good performance record
7. How did you feel about the recruitment procedure while going through interview?
Extremely satisfied Satisfied
Least satisfied Unsatisfied
80
8. Do you think that the recruitment process is effective in hiring the best professionals?
Yes No
9. Which of the following did you attend during selection process?
Preliminary interview + Technical test + HR interview
Written test + Group discussion + Technical test +HR interview
Technical test + HR interview
Technical test + Direct interview +HR interview
If other, specify ____________
10. Do you think that the test administered revealed your strength and weakness
Yes n No
11. Were you aware of minimum score to be obtained in the test to qualify for the next
stage?
Yes No
12. What was the type of interview that you went through during your selection?
Panel interview Informal interview
In-depth interview others, (specify) ___________
13. How many rounds of interview were conducted during your selection?
One Two More than Two
14. Did they awareness of the terms and conditions about the employment before
joining?
Yes No
15. Did you refer any candidate in your organization?
Yes No
16. If yes, has he joined?
Yes No
17. Did you get any encouragement from the organization side for referring candidate
(financial or non-financial)?
Yes No
18. What are the aspects helped in associates to join the organization.
Job security corporate image
Aboard opportunity Attractive salary
81
82

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EFFECTIVENESS OF RECRUITMENT AND SELECTION PRACTICES

EFFECTIVENESSS OF RECRUITMENT AND SELECTION

1.1 BACKGROUND OF THE STUDY

1.2 OVERVIEW OF HRM

1.3 RECRUITMENT AND SELECTION

1.4 MEANING AND CONCEPT OF RECRUITMENT

Recruitment forms the first stage of acquisition of manpower or Human resources.

“Recruitment is the process to discover the sources of manpower to meet Requirement of

“Recruitment is the discovery of potential candidates for actual or anticipated organizational

The synchronization in turn depends on three factors:-

1. There should be a common communication medium. If an organization advertises its

1.5 THEORIES OF RECRUITMENT

Accordingly following three theories of recruitment have evolved.

OBJECTIVE FACTOR THEORY

As per this theory the choice of organization by potential employees depends on

SUBJECTIVE FACTOR THEORY

CRITICAL CONTACT THEORY

There are instances when a candidate is unable to choose an organization, out of

1.6 OBJECTIVES OF RECRUITMENT

1.7 FACTORS AFFECTING RECRUITMENT

Employment conditions: - the employment conditions in the community where the

Growth organization: - the rite of growth organization would affect recruitment

1.8 RECRUITMENT PROCESS

First Step:-The personnel/human resources department receives the requisition list of

1.9 STEPS IN RECRUITMENT PROCESS

According to Familiar personnel recruitment process involves five elements:-

Recruitment policy assesses the objectives of recruitment objectives and provides a

A good recruitment policy must contain these elements.

Pre-requisites of a good recruitment policy

a. It should be in conformity with its general personnel policies.

RECRUITMENT PROCEDURE IN THE ORGANIZATION

FORECAST OF MANPOWER RECRUITMENT

1.10 SOURCES OF RECRUITMENT

1.11 MEANING AND CONCEPT OF SELECTION

One of the major activities in ‘Acquision function’ personnel management (HRM) is

David and Robins

1.12 SELECTION TECHNIQUES

These techniques are typically referred to predictors because they help in

Structured application form

UNSTRUCTURED APPLICATION FORM

An interview is a face-to-face observational and personal appraisal method of

Types of interviews are as follows: -

 Direct planned interview

Factors determining the functional value of selections technique are:-

Ability to increase the percentage of ‘satisfactory’ employees on the job.

2.1 STATEMENT OF THE PROBLEM

2.2 PURPOSE OF STUDY

2.3 OBJECTIVES OF THE STUDY

Main objectives of the study are: -

 To identify the framework of recruitment and selection procedure at Alphatac.

2.4 SCOPE OF THE STUDY

2.5 RESEARCH PROCEDURE

2.6 PRIMARY DATA AND SECONDARY DATA SOURCES.

PRIMARY SOURCE : EMPLOYEES

SECONDARY DATA SOURCE :

2.7 SAMPLING TECHNIQUES

2.8 SAMPLE SIZE

Sample size refers to number of elements to be included in the study. An important

The following demographics of the respondents were collected..

Actual collection of data

2.6 LIMITATIONS OF THE STUDY

JOB ORDER ENCOMPASSES :

 General information about organization.

Effective of T&D

Effective of T&D