In The Partial Fulfillment For For The Award of Degree of

Synopsis
ON
“STUDY ON THE HIRING PROCESS OF PROSPECTIVE CANDIDATE
SOURCED BY THE THIRD PARTY ‘HIREXCEL’ TO THE SEVERAL”
Submitted By
Miss Aarti Dwarkanath Ghodeswar
MHRD-II
UNDER THE GUIDANCE OF

Dr. P.N. Mandaogade
SUBMITTED TO
Sant Gadge Baba Amravati University, Amravati
In the partial fulfillment for for the award of Degree of
Master of Human Resource Development
Through
Head of Department
Department of Research & P.G. studies in Science &
Management Vidya Bharati Mahavidyalaya,
Amravati.
2022-2023
CERTIFICATE
This is to certify that the dissertation titled
“STUDY ON THE HIRING PROCESS OF PROSPECTIVE CANDIDATE

SOURCED BY THE THIRD PARTY ‘HIREXCEL’ TO THE SEVERAL”
Submitted By
Miss Aarti Dwarkanath Ghodeswar

MHRD-II
To,
SANT GADGE BABA AMRAVATI UNIVERSITY,
AMRAVATI.
In fulfillment of the condition for the award of the degree of
Master of Human Resource Development
It also certifies that,

1. The candidate has satisfactorily conducted this research for not less than
one academic year.
2. The dissertation is of sufficiently high standards to warrant its presentation
for the given examination.
Date: - / /2022 Dr. P. N. Mandaogade
Place: - Amravati Guide
Dr. P. N. Mandaogade
Head
Department of Research & P.G. Studies in Science & Management

Vidya Bharati Mahavidyalaya,
Amravati
2022-2023
DECLARATION
I the undersigned, hereby declare that the project titled “Study on the hiring process of
prospective candidate source by third party ‘hirexcel’ to the several ” is an original piece of
research work carried out by me under the guidance and supervision of Dr. P. N. Mandaogade.
The information has been collected from genuine & authentic sources. The work has been
submitted in partial fulfillment of the requirement of the degree of MBA to Sant Gadge Baba
Amravati University, Amravati.
Date: - / /2022 Miss Aarti Dwarkanath Ghodeswar

Place: - Amravati MHRD-II
ACKNOWLEDGEMENT
I welcome this opportunity to express my deep sense of gratitude and

hearted thanks to my respected guide Dr. P. N. Mandaogade despite of his busy
schedule he provided me necessary encouragement and constructive criticism from
time to time during the entire course of my research work.
I also appreciate the support from the head of the department Dr. P. N.
Mandaogade, Department of Research & P.G. Studies in Science & Management,
Vidya Bharati Mahavidyalaya, Amravati.
I am grateful to all those who have directly or indirectly provided me a help for the
completion of this research work.
Date: - / /2022 Miss Aarti Dwarkanath Ghodeswar
Place: - Amravati MHRD-II

INDEX
SR. CONTENT PAGE NO.

NO.
1 Chapter-1 1-7
INTRODUCTION
1.1 Introduction
1.2 Hiring Process
1.3 Hiring Process Steps
2 Chapter-2 8-11
ABOUT COMPANY
2.1 About HirExcel Corporation
2.2 Services Provided by Company
2.3 Vision Statement of Company
3 Chapter-3 12-13
NEED OF STUDY
4 Chapter-4 14-32
REVIEW OF LITERATURE
5 Chapter-5 33-35
RESEARCH METHODOLOY
5.1 Aim of the Study
5.2 Source of Study
5.3 Objective to Study
5.4 Research Design
5.5 Sampling Plan
5.6 Questionnaire
6 Chapter-6 36-43
DATA ANALYSIS & INTERPRETATION
7 Chapter-7 44-47
FINDINGS AND CONCLUSION
7.1 Findings
7.2 Limitations
7.3 Conclusion
8 Chapter-8 48-50
FUTURE SCOPE AND
RECOMMENDATION
8.1 Future scope
8.2 Recommendation
9 Chapter-9 51-58
REFERENCE
9.1 Annexure
9.2 Bibliography
Study on the hiring process of prospective candidate sourced by the third party ‘HirExcel’ to the several organizations."
CHAPTER 1
INTRODUCTION
Vidya Bharti College Page 1

1.1 INTRODUCTION
In the HirExcel Corporation, there are third-party recruiters who do not directly represent the
employer. These recruiters look for and deliver employment candidates to their client
companies on a "contingency" basis. If a candidate's profile is appropriate for the organisation,
we go on to the next applicant after finding them on sites like Naukari.com, LinkedIn, or other
social media. Alternatively, we may conduct research or check references on prospects chosen
by employers or job seekers.
The two key roles of an organisation are recruitment and selection: Recruitment takes place
before selection and aids in choosing the best applicant. Hiring is the organization's primary
duty. Organizations don't want to be poor recruiters by selecting individuals who damage their
reputation for honesty and professionalism. The term "Hiring" describes the procedure of
finding, vetting, and choosing candidates for open positions inside a company. The hiring
process's major objective is to make the selecting process run more quickly. On the other hand,
selection refers to the procedure of choosing individuals with the appropriate qualities to fill a
position inside a company.
The maxim "the right person for the right job" serves as a foundation for hiring and choosing
employees. The goal of the process is to identify the candidate who will succeed if employed
and who best satisfies the job requirements for the organisation. The organisation gathers and
examines candidate data regarding age, education, skills, experience, and other factors in order
to meet this objective. Job requirements are in line with the applicant's profile. The goal of the
hiring process is to determine the quantity and kind of talent you can select to aid your firm in
achieving its objectives. Hiring contributes to building a pool of workers with similar objectives
within your company, from which management can choose the best individuals for the relevant
positions.

1.2 HIRING PROCESS
A corporation goes through a thorough procedure—the hiring process—before recruiting an

employee. This procedure involves various steps. Employers determine the need, plan the
recruitment process, and select the best applicant for a position that is open. It is the procedure
of looking at applications, choosing the best applicants for interviews, testing candidates,
deciding amongst candidates to hire, and carrying out numerous tests.
It can be difficult to choose which job candidates to interview, come up with insightful
interview questions, and eventually choose who to hire. For recruiting to be successful, a hiring
process must be effective and efficient. Employers must select personnel who will uphold the
company's good name while working accurately and effectively. The hiring procedure must
also include a comprehensive investigation of the applicant's background

1.3 HIRING PROCESS STEPS
1. Identifying hiring needs
Human resources and other decision-makers should distinctly define the hiring need as the first
phase of the hiring process. It is important to identify both long-term and short-term staffing
needs while considering the upcoming projects. This naturally brings us to the second item on
the list, which is planning.
2. Planning
Making a thorough plan for your recruiting will increase your efficiency and provide you a
better grasp of both the company's current and future needs. It is advantageous to specify
starting dates and other details for that reason with your hiring staff.
3. Creating a job description
Make sure to include the following information when producing a job description: a
description of the organisation, the requirements for the position, the tasks and responsibilities,
and finally a cover letter. Make sure to make your job description as eye-catching as you can
while still including all the necessary information.
4. Recruiter and hiring manager intake meeting
A hiring manager-recruiter intake meeting's goal is to gain a thorough grasp of the new hire's
requirements and expectations, as well as the specifics of the position. This meeting is held
before a job opening is posted online, and its major goal is to establish all of the crucial
specifics of the upcoming role.
5. Posting and promoting job openings
One of the crucial methods for ensuring that people see and apply for a position is through
posting jobs online. Because of this, businesses frequently aim to reach as many people as
possible by posting their job vacancy on multiple job boards, various social media, or certain
internet portals.

6. Applicant screening
Once the applicants have submitted their applications, it is time to review their forms and
assess any supporting documentation they may have included, such as resumes, cover letters,
or other types of documents. The next step is screening, which eliminates applicants who are
obviously inappropriate for the position and advances the candidates who are more qualified to
the next round.
7. Job Interviews
There are a few things you should always keep in mind while organising a job interview before
you actually perform it. Getting ready for a job interview requires forethought. Make a list of
potential interview questions first. After that, you should decide how the interviewing
procedure will go. The length of the interview, the type of expertise you will be looking at, and
whether it will be a live interview or a telephonic interview should all be specified.
8. Applicant talent assessment
Tests called applicant talent assessments are created to assist businesses in assessing the
skills of their employees and job seekers. Employers may make sure that job hopefuls
and current staff members have the skills necessary to do their jobs well by using a skills
assessment test. When creating an assessment, be careful to consider all of the abilities
and knowledge required for the position.

9. Background check & Reference checks
Reference and background checks are a technique in the hiring process that hiring managers
and recruiters use to learn more about an applicant by getting in touch with his or her prior
employers, schools, and so on. Employers can verify the accuracy of information and make
conclusions based on conversations with people who have worked with your future potential
co-workers by asking for references.
10. Pre-employment testing
Pre-employment tests are easy, quick, and enjoyable for candidates as well as recruiters,
interviewers, and hiring managers. Interviewing each applicant and choosing the best candidate
for the open position typically takes a lot of time and effort on the part of the recruiter or hiring
manager.
11. Decision
It's time to decide after all the evaluations and checks! It is never simple to determine which
candidate will match the culture the best while meeting all standards. But there is no room for
ambiguity when all of the preceding stages are followed.
12. Job offer
An official job offer letter or email is a letter or email that an organization sends to the
preferred candidate in a bid to extend an employment offer for a specific position at their
business. It is crucial for both applicants and employers to make sure the new recruit
understands every facet of the position. To the selected individual, you must therefore
issue a formal employment offer letter or email.
13. Hiring
you can only discuss hiring once your prospect has made up their mind about accepting your
offer and has executed the contract.
14. Onboarding
More and more businesses are beginning to recognise the value of effective onboarding.
Furthermore, some people think that the task just begins after a company acquires new talent.
Onboarding applicants entails acquainting them with the company's culture and personnel as

well as providing them with the necessary training and knowledge to enable them to start
performing at the top of their game right away.

CHAPTER 2
ABOUT COMPANY

2.1 ABOUT HIREXCEL CORPORATION
HirExcel Corporation is an Executive Search Firm supplying businesses across varied

industries with forte in industries like BPO/KPO, VC funded Start-ups –Ecommerce & Fintech,
Travel & Hospitality, Retail, Healthcare, Telecom, Media & Entertainment, Banking &
Finance, Insurance& IT. They have been into operations for over 10 years and over time have
developed a good database of both candidates and premium clientele. They maximize
opportunities for jobseekers, helping them make the right career move and work as recruitment
partners with employers.
Set up in early 2012, HirExcel Corporation, they have evolved and grown considerably over the
years, providing top quality talent to meet the needs of their clients across India.
Over the years their clients have vouched for their expertise, creativity and integrity. With an
industry-acclaimed management and a team of skilled experts they deliver effective solutions in
no time. they constantly push themselves and build authentic and transparent relationships with
all their clients and associates. With these values, they have grown year on year to become a
trusted staffing solution provider across sectors, roles and complexities.
HirExcel Corporation has been a prominent participant in the sector of staffing and training
since its foundation in 2015. The complete recruitment process is compiled using professional
resources and techniques. They created best-fit, easy, consistent, standardized, and legally
compliant methods that boost overall recruiting efficiency and minimise overhead.

2.2 SERVICES PROVIDED BY COMPANY
HirExcel Corporation provides a wide range of integrated services to meet the diverse needs
of its clients and job prospects. Their sector specialization combines deep industry acumen
complemented by specialized Talent hunters to source high calibre professionals. The firm
takes pride on years of experience and as a result have become recognized as recruitment
experts within their specific domain, consistently making the right connections between skills,
culture and roles. Their services stand out and are designed to provide maximum client care in
all steps of recruiting the best employees.
HirExcel Corporation has helped India’s top Start-ups in EdTech, Fintech, E commerce space
in the country to hire top talent.
HirExcel Corporation, Mumbai, provides a variety of integrated services to meet the diverse
needs of clients and applicants. They also have skilled professionals that understand the
employment requirements and desires of the applicants and assist them in their job search.
Currently, the following positions are available in prestigious industries: BPO/KPO, IT/ITES,
Logistics, Operates through the following segments, Education, Technology, Retail &
Consumer Products, and Telecom.

2.3 VISION STATEMENT OF THE COMPANY
"Our objective is to be the top staffing and recruitment aggregator for businesses, allowing
them to concentrate on their core competencies while leaving the crucial but resource-intensive
recruitment services to us, thereby enhancing their performance."

CHAPTER 3
NEED OF STUDY

3. NEED OF STUDY
The top candidates for the role can be chosen with the help of this research. The organisation
can better understand the problem and make improvements to the hiring and selection process
with the help of this research.
Connecting employers with employees and assisting in the selection of the best candidates for
the company is the process of recruiting. The hiring process should help lower turnover by
selecting the right candidates for the right post.
Researching HirExcel’s hiring and selection procedures for their clientele in various industries
will help me gain a better knowledge of the characteristics that make a successful employee at
any company.

CHAPTER 4
REVIEW OF LITERATURE

4. REVIEW OF LITERATURE
THE FUNCTION OF HUMAN RESOURCE PLANNING IN

RECRUITMENT AND SELECTION PROCESS IN PUBLIC SECTOR,
Volume 2, Issue 1, December 2017, K. Vijaya Sekhar Reddy Institute of Aeronautical
Engineering, Dr. Roopalatha Wings Business School[1]
This study's major objective was to evaluate how well public sector colleges' fair hiring and
selection practises worked. Data was obtained with great care using a personally administered
questionnaire from heads of the teaching department, who run academic departments and are
an essential component of hiring and selecting new employees. Organizations use human
resource planning to ensure that the correct people are present at the appropriate time and
location in the right amount and kind. If this process is carried out effectively, it will benefit
the association and every employee in the long run the most.
However, growing ecological unpredictability, changing demographics, advances in

knowledge, and intensified international or global conflict have generated an urgent need for
human resource planners given that the current recruitment and selection process is more
complicated than it was in the past.
The most important component of any firm today is its human resources. Without human
resources, no organisation could function. The choosing of the appropriate individual for the
right job has significant effects on how well an organisation functions in the extremely
complex and competitive environment of today. The candidates who are chosen and hired by
the company work to further the objectives of the company in addition to providing their
services. The hiring process is a crucial process. More significantly, as a business expands,
diversifies, takes over another division, and does other things, it must hire new men and
women. In actuality, the hiring process ends only when the organisation goes out of business.
Two board activities are involved in hiring: the recruitment process and the selection process.
The following goals are taken into consideration when conducting the current study of
Aurobindo Pharma Limited's hiring and selecting procedures: to research Aurobindo Pharma

Limited's hiring and firing processes based on feedback from the staff. depending on the
findings, to provide the company with appropriate recommendations. The primary goals of this
chapter are to show the growth of the Indian pharmaceutical sector. Pharma in India is being
evaluated Telangana's pharmaceutical industry is growing. to draw candidates with a variety of
experiences and talents that fit the current and future organisational strategies. To create an
organisational culture that draws capable individuals to the business.
Factors both internal and external have an impact on hiring. The external factors consider the
availability and demand for human resources, service opportunities, the state of the labour
market, and sequential systems. The organisational packages, such as pay, extensive benefits
and incentives, exemplary work environments, and organisational culture, are among the
internal elements.

RECRUITMENT AND SELECTION: THE RELATIONSHIP BETWEEN

RECRUITMENT AND SELECTION WITH ORGANIZATIONAL
PERFORMANCE, Vol 5 No 3 (2021): May-June 2021, Pshdar Abdalla Hamza1, Baban
Jabbar Othman, Bayar Gardi, Sarhang Sorguli, Hassan, Mahmood Aziz, Shahla Ali Ahmed,
Bawan Yassin Sabir, Nechirwan Burhan Ismael, Bayad Jamal Ali, Govand Anwar [2]
The study says that recruitment is the process of identifying, choosing, and hiring the best
applicant internally or the method used by businesses to find and recruit people to fill open
positions. A series of actions taken by an organisation to attract job applicants with the skills
necessary to support the achievement of its objectives and goals is known as recruitment . The
hiring process entails assessing the job requirements, luring candidates to the position,
screening and choosing candidates, contracting, and integrating the new hire into the
organisation. Additionally, the HR division is in charge of identifying the most suitable or
qualified applicant for the position that the firm requires. The primary responsibility of the HR
department is recruitment, and the hiring process is the first step in creating a competitive edge
and recruiting advantage for the association. The hiring process is organised from finding
candidates to organising and directing the interviews, and it takes a lot of time and resources.
According to Abdulla et al., the job description and job specification are the first steps in the
conventional hiring process. The duties of the successful job are detailed in the job description.
The experience a person has to have in order to perform the job is specified in the job
specification. According to Abdullah & Abdul Rahman, a current employee goes through
4 stages in a standard recruitment process. The primary responsibility of the HR department is
recruitment, and the hiring process is the first step in creating a competitive edge and recruiting
advantage for the association. The researchers created a questionnaire and distributed it to
telecom companies in Erbil, Kurdistan, as a quantitative way of analysis.
This research paper goal is to identify the recruiting and selection processes used by
organisations and to learn more about the approaches used. Finding out how qualifications and
credentials affect hiring decisions as well as how various factors like gender, colour, and
culture affect hiring decisions. The poll was carried out at telecom firms. Workers responded to
the survey. Data was collected and Statistical Package for Social Sciences (SPSS) was used as
the statistical analysis tool while descriptive statistics were calculated and used in the
interpretation of findings. The population of this study is made up of about 220 employees. The

researchers distributed 80 questionnaires, but only 69 of them were properly filled out by
participants, so my sample is only 60. A questionnaire form that was given to employees of
telecom companies was used to gather the data for the research report. The researchers
answered the first research question and the second research question, which said that Within
our organisation, the researchers discovered that the majority of participants considered that
selection techniques employed (application forms, assessment centres, psychometric tests,
interviews) were fair. Here, the research issues are addressed, and the study's shortcomings and
contributions are examined, along with a need for additional study on the topic. The first
research question, "Considering gender and race for internal promotion," was answered by
finding that there is no difference in candidates' race or gender for internal promotions at the
Telecommunication Company in Erbil, Kurdistan. The second research question, "Within our
organisation, selection methods used (application forms, assessment centres, psychometric
tests)," was also answered.

RECRUITMENT, RECRUITMENT, RECRUITMENT’– THE NEED FOR

MORE FOCUS ON RETENTION: A QUALITATIVE STUDY OF FIVE
TRIALS, Article number: 76 (2018), 29 January 2018, Anne Daykin, Clare Clement,
Carrol Gamble, Anna Kearney, Jane Blazeby , Mike Clarke , Athene Lane and Alison Shaw.
In this study trial researchers used both well-known and lesser-known techniques to increase
retention These elements are supported by connections to trials Participants' and researchers'
perceptions of their duties and ethical standards informed planned actions and improvised
retention techniques. Overall, nevertheless, the institutional focus on recruitment restrains the
pursuit of high retention rates. Future randomised trials should take recognised and
unrecognised retention practises into account since they may have an impact on trial outcomes
and validity.
They desire future study to (1) examine what constitutes an incentive as they are not always
expected to be financial and (2) examine how and why incentives function by considering their
impact. (3) Emphasis should be given to embedded studies assessing the effectiveness of
retention about researcher behaviour strategies within RCTs, (4) the organization's emphasis on
retention and recruitment should be balanced, (5) it is necessary to acknowledge the moral
judgements made by trial staff and to encourage time for reflection, and (6) more support and
training should be given to researchers and clinicians as they gain trial experience.
The tactics utilised to improve retention were revealed via twenty-two semi-structured
interviews with trial team members, including chief investigators, trial managers, nurses, and
research administrators. While some were tried-and-true techniques that were planned from the
beginning, others were applied more flexibly. To increase retention, interviewees emphasised
how important it is to develop good relationships with trial participants. However, these
methods required time, which the larger trial team or financing organisations did not always
appreciate. The national emphasis on networks' recruitment targets presented difficulties for the
employees and was thought to be bad for retention. Individual researchers' "moral compass"
depended on their own convictions, values, and research expertise, as well as the elements that
affected their confidence to seek participant data throughout follow-up. Researchers and
clinicians should be given this information while the gain study is ongoing.

WILL ARTIFICIAL INTELLIGENCE TAKE OVER HUMAN

RESOURCE SRECRUITMENT AND SELECTION? Volume VII, Issue 13
(1/2019), Bilal HMOUD, Varallyail Aszlo.
The study defines that over the past 20 years, there has been a growing trend of using artificial
intelligence (AI) technologies in the corporate world. In this essay, the recruitment and
selection of human resources, a component of HR management, is discussed in relation to
implementing AI solutions. The following issues are covered in the paper: How much will
people utilise AI to hire people? How and to what extent will AI impact recruiters' jobs? What
functions do HR managers and companies play in this transformation? In order to examine and
comprehend the prior contribution, a collection of literature, proposed models, and examples of
the most widely applied temporary artificial intelligence solutions for the acquisition of Human
resources have been reviewed. It has been determined that AI offers hopeful alternatives for
recruiters to maximise talent acquisition by taking over time-consuming repetitive chores like
finding and screening candidates, to enhance the standard of the recruiting process, and to
counteract human biases. Routine administrative work will be gradually replaced by intelligent
AI technology as augmented intelligence is increasingly used to deliver better and more
effective results.

WHAT IS THE ROLE OF TECHNOLOGY IN RECRUITMENT AND

SELECTION? Volume 24, 2021, e2, Ioannis Nikolaou. [4]
With an emphasis on recent technology advancements, we examine some new advances in the
area of hiring and selecting employees. In each of the four stages of the recruitment and
selection process, instances of technical advancements are discussed. In the attraction stage, we
go through how social networking websites in particular have drastically altered the focus of
successfully attracting prospects. In the following round of screening, we go through how
application tracking systems and cybervoting present both benefits and risks for candidates and
recruiters. The asynchronous/digital interview and gamification/games-based assessment are
two novel selection methods that we pay particular attention to in the third stage of employee
selection. We also discuss the crucial role that applicant reactions have in the selection process.
It is evident that technology has had a significant influence across the entire cycle of recruiting
and selection. Unfortunately, the pace of research has not kept up and it's only recently that
empirical research on these subjects has been released. For instance, research on the effects of
corporate employment sites, job boards, and social Media have a significant influence on
attracting and vetting qualified applicants. Several research projects have Recently, attention
has been drawn to cybervoting and how the data gleaned from this method affects the
reliability and equity of the selection procedure.
The last two novel selection techniques (digital interview and gamification), which have
received more practitioners' attention and will receive more attention as a result of the recent
pandemic We talk about future research directions and make a special case for digital selection
methods (DSPs). Our proposals are divided into six main categories: (a) the construct validity
of DSPs (b) developing a body of literature on validity that encourages the improvement and
development of DSPs (c) examining the criterion-related validities of DSPs (d) comprehending
adverse impact and bias (e) creation of current and up-to-date perspectives on applicant
reactions to DSPs (f) finally knowing how privacy issues affect applicants and what they can
mean for businesses. An intriguing area of research and practise is the effect of technology on
recruiting and selection. increasing chances for collaboration with other disciplines, such as
computer/data science, are also provided by work and organisational psychologists.

The effect of technology on hiring and selecting candidates is an exciting field of study and
application for Organizational and work psychologists are also more opportunity to work
together with others subjects like informatics, computer/data science, etc., and it is a chance for
our company that must not be ignored field.

THE MEANING OF HIGHER EDUCATION CREDENTIALS IN

GRADUATE OCCUPATIONS: THE VIEW OF RECRUITMENT
CONSULTANTS, Gerbrand Tholen [5]
Over the past few decades, numerous countries have developed higher education (HE) systems
with high participation rates, which has caused a substantial influx of young people with
university degrees into the labour market (Cantwell, Marginson, and Smolentseva 2018). It is
still up for dispute whether higher education.
The value of qualifications has not diminished in the labour market. Some see the steady
graduate premia as evidence of rising demand for graduates' skills in the job market (Goldin
and Katz 2009; Autor 2014). The premise that society has generally moved away from
attributing success when awarding occupational positions (so-called "Increased Merit
Selection," Jonsson 1992) is in line with this perspective. Human capital is important in the
modern economy. In recent decades, a large number of nations have developed higher
education (HE) systems with high participation rates, which has caused a huge increase in the
number of young people entering the labour market with university degrees (Cantwell,
Marginson, and Smolentseva 2018). Whether HE exists or not is still debatable.
In the labour market, qualifications still hold a high importance. Some believe that the stable
graduate premia is proof of the market's increasing need for graduates with certain talents
(Goldin and Katz 2009; Autor 2014). This viewpoint is consistent with the idea that society has
typically shifted away from rewarding achievement when appointing individuals to
occupational posts (also known as "Increased Merit Selection," Jonsson 1992). The modern
economy places great importance on human capital.
Why employers respect educational credentials like HE degrees is a crucial subject in the
sociology of education, economics, and economic sociology. Why do businesses favour
qualified employees over less qualified ones and are prepared to pay more for those with
greater degrees of education?
of instruction? This article investigates how hiring managers view HE academic credentials in
the professional labour market. Employers may value education for a variety of reasons. The

three main theoretical explanations for why employers want degrees are evaluated in this
article. These are a) beliefs about human capital, b) theories about signalling and screening, and
c) theories about social closure. According to human capital theories, greater education boosts
productivity and degrees serve as evidence of useful talents. Credentials indicate the chance of
possessing specific personal traits enhancing productivity that are challenging to notice during
recruiting, according to the signalling and queuing theories. Credentials have also been
considered to be a validated method of exclusion based on social traits like social class. With
this post, we hope to Examine these theoretical justifications to have a better grasp of why
companies appreciate higher education degrees in the labour market. Despite the fact that they
are all considered helpful for understanding.
There is now a lack of a systematic and comparative approach to their limits given the
employer need for educational qualifications. The reasons why some businesses do not regard
educational credentials when hiring for professional roles are likewise not well supported by
the available data. Additionally, although these hypotheses are typically not considered to be
mutually exclusive, it is still unclear how these theories relate to one another. might be
cooperating. The essay is based on information from interviews with outside recruitment
consultants in England. This information looked at their experiences working for a variety of
employers and explain how these employers evaluate applicants' educational backgrounds. The
results show that in situations where employers do not place a high value on higher education
degrees, higher education is unable to provide the necessary skills, the degree's signal is weak,
or degrees present little opportunities for exclusion. We also discover that the three theoretical
perspectives can be combined in different ways by employers, leading to hybrid versions of the
three theoretical perspectives.
The study demonstrates that the three theoretical stances shouldn't be seen as rivals. The
findings add to the literature by outlining the restrictions placed on HE degrees in the labour
market, which helps us better understand the positionality of graduate workers. The sort of
roles established, the availability of alternative signals, and the educational backgrounds of
people making hiring decisions will all affect the relative position of workers with degrees.

ORGANIZATIONAL RECRUITMENT ACTIVITIES ANDAPPLICANTS’

REACTIONS AT DIFFERENT STAGES OF THE RECRUITMENT
PROCESS, M. Susan Taylor, Thomasj. Bergmann [6]
This study's original design was a longitudinal, correlational one. The recruitment process,
which is defined by the existence of sizable candidate populations at early stages and steadily
diminishing numbers at later ones, was the focus of the sample plan's development. The
participating organization's personnel officials estimated that the corporation conducted about
5,000 initial campus interviews each recruitment season and eliminated about 90 candidates by
the final stage. Therefore, the sampling plan instructed recruiters to select 50 candidates at
random from the applicants who were interviewed on campus in order to maintain a suitable
sample size in the early phases of recruitment. After being sampled, candidates kept getting
questions until they were either rejected, voluntarily withdrew, or agreed to work for the
company.
Businesses improve the results of their campus recruitment initiatives. Participants were given
the assurance that only the university study team would view their responses. They were also
informed that the employer would only receive aggregate data gathered after hiring decisions
had been made for that recruitment season, which would not in any way have an impact on
their career possibilities. In exchange, respondents were requested to self-identify on the
surveys so that data from several measurement points could be linked. Data for the study was
also provided by organisational recruiters. They discussed their personal traits, the standard
interview style, and typical interview behaviour before their hiring season started. Recruiters
submitted the names of candidates they spoke with during the hiring season so that information
from the two groups could be. At the study's conclusion, recruiters were promised (and
received) feedback about applicants' replies. They were also guaranteed that their
organisational superiors would only receive aggregate information about applicants' responses
to organisational recruiters.
An additional 15 people from the remaining, unsampled population were randomly selected at
each stage to make up for a diminishing application population over the course of the process.
Despite this relatively complex sampling strategy, the corporation dramatically cut back on
hiring during the research due to a severe, albeit unanticipated, recession. The reduction had a

far greater negative impact on the sample sizes of later recruiting stages since these stages
typically had lower populations and participation rates. The majority of hypotheses had to be
tested using a cross-sectional design as a result. However, when sample size allowed,
additional longitudinal analyses were also conducted; the results are indicated in the text.

COPING WITH FAVORITISM IN RECRUITMENT AND SELECTION:

A COMMUNAL PERSPECTIVE, 22 December 2018, Jasper Hotho, Dana
Minbaeva, Maral Muratbekova‑Touron, Larissa Rabbiosi [7]
In this study, we investigate how hiring managers deal with social expectations of partiality
during the recruitment and selection procedures. By combining findings from network research
and institutional theory, we create a collective viewpoint on favouritism that frames it as a
social expectation that needs to be controlled. Therefore, we postulate that the communal
Relationships between job candidates and managers have an impact on the methods managers
use to meet this goal. Using a factorial study of clan relations' effects on Kazakhstani recruiting
and selection procedures, we put these theories to the test. The findings support the notion that
links to the community precede managers' responses to favouritism in the community.
Surprisingly, the findings also indicate that these coping mechanisms are mostly unrelated to
managers' hiring choices. The findings draw attention to the mitigating work done by managers
in societies where favouritism is prevalent, which advances the field of favouritism study.
Favouritism in hiring and hiring processes continues to be a problem in countries where the
consequences of globalisation are becoming more pronounced. Managers in these cultures are
increasingly frequently required to base hiring decisions purely on candidates' qualifications
and merit as a result of the rising professionalisation of local businesses. However, these same
managers frequently continue to be well ingrained in the local communities where duties
continue to play a significant role. Although managers' integration into local communities can
have recruitment-related advantages, these communities' expectations and norms frequently put
great pressure on hiring managers to deviate from professional standards and show favouritism
in various ways. Because of this, managers in charge of hiring applicants from their own
communities frequently face the difficult practical task of balancing various social expectations
regarding the hiring process.
We hope that this study will help us better understand how managers approach this conundrum
and deal with social norms of favouritism in the course of their everyday work. In order to
achieve this, we put forth and test an organisational institutionalism-based approach on
favouritism that draws on institutional logics and social cues

The unique viewpoint we present stresses the responsibilities ingrained in managers'

communities as a significant source of normative pressure to use partiality in hiring and
selection. In particular, we hypothesise that exposure to members of the community gives
hiring managers social cues that call upon the obligations and norms ingrained in communities,
including expectations of favouritism in hiring. We then suggest, based on findings from
network studies, that the qualities of hiring managers' social connections with job applicants
from their community—particularly the degrees of immediacy and relatedness—will influence
how managers respond to expectations of favouritism during the recruitment and selection
processes.
Although the results largely support our predictions, our paper has some flaws. The fact that
we did not assess how much research participants directly experienced social norms is a first
restriction. Our factorial survey's vignettes were created with the intention of inducing various
levels of social obligations and standards in the participants.
However, because there were no manipulation checks, we have no way of knowing how much
the study participants actually experienced these norms. However, there are numerous signs
that the modifications were successful.
First, almost all of our theories have quantitative support, and to our knowledge, there are no
other credible theoretical explanations for our observations. Other indicators include the
preliminary findings from our pilot study and the insights from the qualitative follow-up
interviews that have been reported. These reasons lead us to assume that there is no reason to
doubt that a construct other than social norms and obligations is mediating the relationship
between communal bonds and managers' coping techniques.

CONCEPTUAL FRAMEWORK OF RECRUITMENT AND SELECTION

PROCESS, Volume 11, Issue 02, 2021: 18-25, 14-08-2021 Md. Mobarak Karim , Md.
Yeasir Arafat Bhuiyan, Sujit Kumer Deb Nath, Wasib Bin Latif [8]
The crucial aspects of human resource management are recruitment and selection. Modern
recruitment and selection techniques are being improved by organisations for admittance into
multinational corporations. The achievement of the an efficient selection and recruitment
process is essential to organisation. The major goal of this essay is to develop a conceptual
framework for hiring and selecting candidates for the case study on the University Grants
Commission. The study concentrates on figuring out how organisational outcomes are
impacted by recruitment and selection processes.
An organisation must thrive and survive in the global economy in this age of globalisation
through effective and efficient methods. The recruitment and selection process must be
promoted and used in the organisation by every employer. The performance of the organisation
is directly related to organisational performance and depends on having qualified workers.
Every organisation depends on a proper recruitment and selection process, just like it depends
on money. The success of appropriate recruitment and selection processes has a significant
impact on the quality of human resources. Finding qualified individuals for the organisation is
the overarching goal of recruiting and selection. When it comes to hiring and selection, the
hiring process is the initial phase, followed by the placement and hiring processes.
Selecting qualified candidates from the competing pool of qualified candidates for a particular
position is the main objective of all employers. The recruitment and selection process is
completed by all of the following: the organization's human resources division. These
procedures change depending on the organisation. Employee recommendations, transfers,
promotions, walk-in business, and ads are some of the conventional sources. However, the
recruitment process varies from organisation to organisation.
Numerous studies have been conducted on the organization's hiring and selecting procedures
for personnel. In those research papers, a few recruitment and selection process elements are
mentioned. A good selection process delivers talented individuals to the business, enabling it to
easily reach its goals in a given time frame. One of the most crucial HRM activities that aid in
attracting qualified individuals is the recruiting and selection process. The standard of
candidates chosen for the position also reflects the organization's requirements and mindset.

The key components of any organization's human resource entry point, which also tends to
define its success and sustainability, are recruitment and selection methods. People are
essential to companies because they bring perspectives, values, and characteristics to
organisational life. When skilfully handled, these human characteristics can have a significant
positive impact on the organisation.

CHALLENGES FACED BY EMPLOYERS WHEN USING SOCIAL

MEDIA FOR RECRUITMENT AND SELECTION PURPOSE, 30 April
2020, Obrain Murire, Willie Chinyamurindi, Liezel Cilliers [9]
This study says that social networking is used by employers to find and engage with potential
employees. However, they encounter certain difficulties while trying to recruit using social
media. In order to find barriers to recruiters using social media, a systematic review was used
to help companies overcome these difficulties. The study includes sixteen papers. According to
the report, there are five crucial success elements that might help companies overcome the
difficulties they encounter when using social media for recruiting: establishing a social media
policy for hiring candidates, adhering to the legislation, and instructing HR employees on how
to use social media for recruiting; The formulation and execution of policies for social media
recruitment in the company. Identify a sample of social media in the organisation. To make
sure that the humans, management must provide constant assistance. The resource department
effectively utilises social media to find and hire graduates for open positions in the company.

A STUDY ON RECRUITMENT PROCESS AT DIFFERENT

CONSULTANCY COMPANIES, Vol. 2, Issue 5, 219-296, 21 September
2016, Dr. Devina Upadhyay and Dr. Richa Pandit
The study articulates, recruitment is the quick and economical process of locating and
employing the most qualified applicant for a job position. Consulting refers to the businesses
that place candidates in jobs. The intermediary between an applicant and a recruiter is a
consulting firm. They conducted a survey of 50 employees from various consulting firms to
find out whether or not they all carry out their work in the same way and what the employees
think about the hiring practises used by their employers. According to them, it's crucial to
consider a candidate's contentment with the hiring process, as well as employees' comfort,
candidates' restrictions, and candidates' accessibility and availability. The task that comes
before selection is recruitment of applicants. This creates a pool of potential employees for the
firm, from which management can choose the best candidate for the job. E-recruitment is the
practise of utilising electronic resources, most commonly the internet but also human resources
software, to aid or lead the hiring process in an effort to lessen the administrative and cost
burden of hiring and gain access to a larger talent pool. According to Syamala Devi
Bhoganadam (2014), hiring new employees has a significant impact on how the business
operates since they provide new ideas and fresh blood. The hiring process is essentially the
same across all consulting firms. Demographic factors have little influence on an employee's
attitude toward hiring. E The consultants are always at a disadvantage during recruitment.
According to employees of consulting firms, a few aspects are crucial for the hiring process,
such as the candidate's pleasure with the hiring process, the employees' comfort, any
restrictions, the candidate's accessibility, and the candidate's detailed information.

CHAPTER 5
RESEARCH METHODOLOGY

5. RESEARCH METHODOLOGY
5.1 Aim of the Study
To study the different aspects of hiring process of prospective candidates sourced by

third party to their clients.
5.2 Source of Data

Primary Data: Data collected through questionnaire
Secondary Data: Data provided by HirExcel.
5.3 Objective to Study

⮚ To understand the process of hiring of the organization.
⮚ To evaluate the hiring process by results obtained from collected data.
⮚ To analyse the results obtained by the process of hiring from collected data.
5.4 Research Design
5.4.1 Descriptive:
Descriptive. utilising both qualitative (interview) and quantitative methods to ask the
respondent for specific information about the problem (questionnaire). A researcher is only
concerned with explaining the circumstance or case that is the subject of their research study
in a descriptive writing. It is a theory-based design approach that was developed through the
collection, analysis, and presentation of data. A researcher is then able to explain the why and
how of their investigation. Others can better appreciate the need for the research with the aid
of descriptive design. If the problem statement is unclear, exploratory investigation might be
done.
5.4.2 Data
Primary data and secondary data.
5.4.3 Data collection

Primary data - Data collected while sourcing and screening of candidates.
Secondary data - Data provided by the HirExcel Corporation.

5.5 Sampling Plan

5.5.1 Sample
For Primary Data: During my internship tenure I was given a sample size of 100
prospects out of which 35 were placed in different companies through our company.
Hence, I have done data analysis for selected 35 only.
For Secondary Data: Data provided by employees as well as HR interns.
5.5.2 Sampling Technique

Non-Probability Sampling.
5.6 Questionnaire
The questionnaire was generally designed in the following pattern.
Part I
Personal data
Part II
Aspects of Recruitment and Selection-existing formal policy for staff recruiting and
selection, kinds of hiring process often employed by construction enterprises, and
methods utilised for Recruitment and Selection.

CHAPTER 6
DATA ANALYSIS AND INTERPRETATION

6. DATA ANALYSIS AND INTERPRETATION
The survey was done by HirExcel Corporation to obtain feedback from a candidate on the
hiring process of 35 applicants.
Data analysis was performed based on the survey results. The data obtained are classified into
response categories and expressed in percentage of frequency.
Q.1) GENDER
In this analysis out of 35 people, 50% of people are male and 44.4% are female and rest of
them preferred not to disclose their gender.

Q.2) AGE
The data from survey tells that 80.6% of the people are from the age group of 21-30
years. 13.9% are from the age group of 31-40 years. None of them is 40 or above.
Q.3) EXPERIENCE
After the interpretation, it was found that 50% of the people have an experience of 1-5 years,
33.3% of them are freshers, 13.9% of the people have experience of 5-10 years.

Objective 1: To understand the process of hiring of the organization.
Q.4) During the hiring process, HR clearly define my job description.
After the interpretation it was found that 58.3% of the responses he got the idea of their job
description which was smoothly conveyed by the HR. The rest of the candidates were also
aware of their job description clearly.

Q.5) How many rounds of interviews did you go through on average in

your current organization?
After the interpretation it was found that on an average there are about three interview rounds.
From the given survey it was found that 55.6% of the people went through three rounds of
interview and from remaining 33% of the people went through two rounds of interview.
Q.6) What form of the interview did you give?
The data from survey tells that there are various types of processes in the interview like
personal interview, telephonic interview, video conferencing and on an average 47.2% of the
candidates go through all three. Every round of interview has its own specific key areas of
performance.

Objective 2: To evaluate the hiring process by results obtained from collected

data.
Q.7) Which of the following tests did you give for your selection?
From the understanding it is found that written test, group discussion, aptitude test and
personal interview are the components of hiring and selection process of a company. Every
organisation has their own predefined process which may contain any of the above test and
the degree of areas can change. From given data it is found that most of the candidates go
through personal interview and aptitude test.

Q.8) The overall process conducted by HirExcel was Transparent.
Transparency is very important in the hiring and selection process as it reflect the ethics of
organisation. From the given data it is found that 44% of the candidates felt this process of
hiring is transparent. 47.2% of the people found that transparency level is neutral.
Q.9) What challenges did you encounter during the hiring process?
Challenges occur during the hiring process at HirExcel, it was found that 19.4% of the
candidates had communication gap with HR, 19.5% responses were stating that there was no
update provided regarding the status of the process. 44.4% of the people felt that the process of
hiring conducted by HirExcel was smooth
Q.10) The overall process of hiring process conducted by HirExcel was

time- consuming.
From the given survey it is found that the time consumed for overall process of hiring
conducted by HirExcel is neutral.

CHAPTER 7
FINDINGS AND CONCLUSION

7.1 FINDINGS
Results after data analysis and interpretation: Surveys show that process of hiring varies from
company to company in each category.
1. According to a survey, the company uses a website for the hiring process and for
candidate search.
2. I've seen companies use business descriptions to conduct surveys more efficiently.
3. Most of the candidates faced issue regarding the status update.
4. It is found that personal interview and aptitude test are the most preferred ways for
interviewing candidates.
5. Some of the candidate felt the process conducted by company is smooth and
transparent.
6. In addition, half of the respondents were happy with company's hiring and selection
process.

7.2 LIMITATION
 Each quest has its own set of difficulties. This study, however, has drawbacks. It gets
harder to contact people when I am gathering information and doing experiments.
 Some prominent leaders were hesitant to submit pertinent recruiting and selection
information to relevant organisations.
 The mix of research and job time limits researcher effort as well, however this constraint
has no effect on the study's accuracy.

7.3 CONCLUSION
In the company the source of recruitment is effective. The candidates of company are satisfied
with the hiring process. By conducting the survey and analysing the response, overview of the
basic process is that company should improve their time management in hiring process. There
was lack of coordination between the internal teams which resulted into miscommunication.
While working with the firm during the internship and comparing and analysing the data
received through the survey, it can be concluded that the hiring process in company is in pace
with the industry, providing the best recruitment services along with focusing on the growth of
their candidates.

CHAPTER 8
FUTURE SCOPE AND RECOMMENDATION

8.1 FUTURE SCOPE
The long-term success of every firm depends on choosing and hiring skilled individuals. An
effective selecting process increases the organization's competitive advantage. Understanding
the differences between recruitment and selection is essential.
There are many different steps involved in the large field of hiring. Resources are a
corporation's most valuable assets. Therefore, the most important step in the process is finding
the right source to recruit. Each organisation has its own set of guidelines and employment
practises.
The processes listed below are included in hiring and selection:

• Manage financial shortfalls and surpluses
• Establish hiring guidelines for different employee groups.
• examine business hiring practises, procedures, and policies; and
• Determine potential areas for development and streamline the selection procedure with
appropriate recommendations.
Choosing the best business strategy for efficient resource recruiting is important for any
organisation that wants a bright and secure future. Finding the right applicant is therefore
essential for every company.

8.2 RECOMMENDATION
 It is advisable to take regular meetings to follow up the process and to improve the
communication between the internal team of the organization.
 They can improve the communication with candidates by, being in touch with the
candidates and by updating them about status of selection after each round of interview.
 A small recommendation for the company is to take a proper feedback after the closure
of the requirement from the client company.

CHAPTER 9
REFERENCE

9.1 ANNEXURE
9.1.1 Appendix 1
Questionnaire (survey)
Name:
Gender
 Male
 Female
Age
 Less than 21 years
 21-30 years
 31-40 years
 Above 40 years
Experience
 Fresher
 1-5 years
 5-10 years
 Above 10 years

During the recruitment process, did HR clearly define your job description?
 Strongly Disagree
 Disagree
 Neutral
 Agree
 Strongly Agree
How many rounds of interviews did you go through on average in your current organization?
 1
 2
 3

 4

 More than 4
Which of the following tests did you give for your selection? (Select more than one if
applicable)
 Written-test
 Aptitude test
 Group Discussion
 Personal interview
The overall process of recruitment and selection process conducted by HirExcel was time-
consuming
 Disagree
 Neutral
 Agree
 Strongly Agree
The overall recruitment and selection process conducted by HirExcel was Transparent
 Disagree
 Neutral
 Agree
 Strongly Agree
What form of the interview did you give? (select more than one if applicable)
 Personal interview
 Telephonic interview
 Video Conferencing
 All of the above
What challenges did you encounter during the recruitment and selection process?
 No updates were provided regarding the status of the process
 Communication barrier with the HR
 Too many rounds

9.1.2 Appendix 2
Questionnaire (interview)
1. Where do you find your candidates?
2. Are you pleased with the applicants that have been screened?
3. How did you handle the recruitment process?
4. How did you feel when looking for candidates?
5. What are the internal issues you face?
6. What are the external difficulties you face?
7. How long have you been working in onboarding?
8. How frequently do you hire?
9. What selection criteria are used?
10. What is the most significant characteristic you look for in a candidate?

9.2 BIBLIOGRAPHY
9.2.1 Citations
[1] Reddy, K. V. S. THE FUNCTION OF HUMAN RESOURCE PLANNING IN
RECRUITMENT AND SELECTION PROCESS IN PUBLIC SECTOR.
[2] Hamza, P. A., Othman, B. J., Gardi, B., Sorguli, S., Aziz, H. M., Ahmed, S. A., Sabir, B.
Y., Ismael, N. B., Ali, B. J., & Anwr, G. (2021). Recruitment and Selection: The Relationship
between Recruitment and Selection with Organizational Performance. International Journal of
Engineering, Business and Management, 5(3). Retrieved from http://www.journal-
repository.theshillonga.com/index.php/ijebm/article/view/3606
[3] Daykin, A., Clement, C., Gamble, C. et al. ‘Recruitment, recruitment, recruitment’ – the
need for more focus on retention: a qualitative study of five trials. Trials 19, 76 (2018).
https://doi.org/10.1186/s13063-018-2467-0
[4] Nikolaou, I. (2021). What is the Role of Technology in Recruitment and Selection? The
Spanish Journal of Psychology, 24, E2. doi:10.1017/SJP.2021.6
[5] Gerbrand Tholen (2022): The meaning of higher education credentials in graduate
occupations: the view of recruitment consultants, Journal of Education and Work, DOI:
10.1080/13639080.2022.2162019
[6] TAYLOR, M. S. U. S. A. N., & BERGMANN, T. H. O. M. A. S. J. (1987).

ORGANIZATIONAL RECRUITMENT ACTIVITIES AND APPLICANTs' REACTIONS AT
DIFFERENT STAGES OF THE RECRUITMENT PROCESS. Personnel Psychology, 40(2),
261–285. https://doi.org/10.1111/J.1744-6570.1987.TB00604.X
[7] Hotho, J., Minbaeva, D., Muratbekova-Touron, M. et al. Coping with Favoritism in
Recruitment and Selection: A Communal Perspective. J Bus Ethics 165, 659–679 (2020).
https://doi.org/10.1007/s10551-018-4094-9

[8] Karim, Md & Bhuiyan, Arafat & Kumer, Sujit & Nath, Deb & Bin Latif, Wasib. (2021).
Conceptual Framework of Recruitment and Selection Process. Journal of Business and Social
Sciences Research. 11. 18-25. 10.18533/ijbsr.v11i02.1415.
[9] O. Murire, W. Chinyamurindi and L. Cilliers, "Challenges faced by employers when using
social media for recruitment and selection purposes," 2020 Conference on Information
Communications Technology and Society (ICTAS), Durban, South Africa, 2020, pp. 1-8, doi:
10.1109/ICTAS47918.2020.233997.

9.2.2 Books
 C.R.Kothari,”Research Methodology, Methods & Techniques”, 2nd edition, 2004, New

Age International Publication
 Human Resource Management,Gary Dessler,The latest edition, no. 15, was released in
2016.

9.2.3 Reference links
 https://hirexcel.co.in/
 https://en.m.wikipedia.org/wiki/Recruitment
 https://en.m.wikipedia.org/wiki/Human_resources
 https://www.researchgate.net/

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UNDER THE GUIDANCE OF

In the partial fulfillment for for the award of Degree of

Master of Human Resource Development

This is to certify that the dissertation titled

“STUDY ON THE HIRING PROCESS OF PROSPECTIVE CANDIDATE

Miss Aarti Dwarkanath Ghodeswar

Master of Human Resource Development

It also certifies that,

Date: - / /2022 Dr. P. N. Mandaogade

Place: - Amravati Guide

Department of Research & P.G. Studies in Science & Management

Date: - / /2022 Miss Aarti Dwarkanath Ghodeswar

I welcome this opportunity to express my deep sense of gratitude and

Date: - / /2022 Miss Aarti Dwarkanath Ghodeswar

Place: - Amravati MHRD-II

SR. CONTENT PAGE NO.

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1.2 HIRING PROCESS

A corporation goes through a thorough procedure—the hiring process—before recruiting an

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1.3 HIRING PROCESS STEPS

1. Identifying hiring needs

3. Creating a job description

4. Recruiter and hiring manager intake meeting

5. Posting and promoting job openings

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8. Applicant talent assessment

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9. Background check & Reference checks

10. Pre-employment testing

12. Job offer

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2.1 ABOUT HIREXCEL CORPORATION

HirExcel Corporation is an Executive Search Firm supplying businesses across varied

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2.2 SERVICES PROVIDED BY COMPANY

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2.3 VISION STATEMENT OF THE COMPANY

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THE FUNCTION OF HUMAN RESOURCE PLANNING IN

However, growing ecological unpredictability, changing demographics, advances in

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RECRUITMENT AND SELECTION: THE RELATIONSHIP BETWEEN

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RECRUITMENT, RECRUITMENT, RECRUITMENT’– THE NEED FOR

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WILL ARTIFICIAL INTELLIGENCE TAKE OVER HUMAN

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