PROJECT DISSERTION

ON
Effective Recruitment and Selection as a tool for achieving
Higher Employee Productivity with special reference to………..

Submitted in partial fulfillment of the

requirements for the award of the degree of

MASTERS OF BUSINESS ADMINISTRATION

to

Guru Gobind Singh Indraprastha University, Delhi

Under the Guidance of Submitted by

Dr. Mani Manjari Neha Panwar
Assistant Professor MBA-IV Sem
01220803921

BHAGWAN PARSHURAM INSTITUTE OF TECHNOLOGY

Affiliated to Guru Gobind Singh Indraprastha University
School of Business
Administration New Delhi-
110089

Session 2021-23
 Declaration

I, Ms. Neha Panwar, Roll No. 01220803921 declare that the Project
Dissertion Report (Paper Code MS-202) entitled “Effective Recruitment
and Selection as a tool for achieving Higher Employee Productivity
with special reference to CITI BANK” is done by me and it is an authentic
work carried out by me. The matter embodied in this Report has not been
submitted earlier for the award of any degree or diploma to the best of my
knowledge and belief.

Date:- 12/4/2023
 Acknowledgement

Presentation inspiration and motivation have always played a key role in the success of
the particular project .

I express my special thanks to Dr. Mani Manjari, Bhagwan Parshuram Institute of

Technogy to encourage me to the highest peak and to provide me the opportunity to
prepare this project.
She has provided a proper guidance and I am immensely obliged to her for elevating
inspiration, encouraging guidance and kind supervision in the completion of my project.

I would also like to thank all the faculty members of our college Bhagwan Parshuram
Institute of Technology. Lastly, I would also like to thank my family who also motivated
us and inspired us during this project.

So, with my due respect, I would like to thank all of them.

NEHA PANWAR
MBA (4ndSemester)
ENROLLMENT NO. – 01220803921
 CONTENTS

Declaration.....................................................................................................................................2
Acknowledgement..........................................................................................................................3
CONTENTS...................................................................................................................................4
Chapter-1: INTRODUCTION........................................................................................................5
1. RECRUITMENT: an Introduction......................................................................................5
1.1 OVERVIEW OF RECRUITMENT PROCEDURE..........................................................5
1.2 GOAL OF RECRUITMENT............................................................................................6
1.3 SOURCE OF RECRUITMENT.......................................................................................7
1.4 INTERNAL SOURCE OF RECRUITMENT...................................................................8
1.5 EXTERNAL SOURCE OF RECRUITMENT..................................................................9
2. SELECTION :An Introduction.........................................................................................10
2.1 STEPS IN SELECTION PROCEDURE.........................................................................11
3. INTRODUCTION TO THE CITI.....................................................................................15
3.1 CITI HIRING PROCESS...............................................................................................16
Chapter-2: LITERATURE REVIEW & SWOT ANALYSIS......................................................19
1. LITERATURE REVIEW.................................................................................................19
2. SWOT ANALYSIS..........................................................................................................23
3. OBJECTIVE OF THE STUDY........................................................................................24
4. SCOPE OF THE STUDY.................................................................................................24
5. RESEARCH DESIGN......................................................................................................24

FIGURES
Figure 1: Recruitment Process............................................................................................6
Figure 2: Source of Recruitment.........................................................................................7

TABLES
Table 1: Difference between Recruitment & Selection.....................................................11
 Chapter-1: INTRODUCTION

1. RECRUITMENT: an Introduction
Recruitment is nothing but the process of searching the prospective candidates for
employment and then stimulating them to apply for jobs in the organization (Edwin B
Flippo, 1989). It is the activity that links the employees and the job seekers (David A.
DeCenzo & Stephen P. Robbins, 2005). It is also defined as the process of finding and
attracting capable applicants for employment. This process begins when recruits are
sought and ends when their applications submitted. According to Costello (2006),
recruitment is described as the set of activities and processes used to legally obtain a
sufficient number of qualified people at the right place and time so that the people and
the organization can select each other in their own best short and long term interests.
Jovanovic (2004) said recruitment is a process of attracting a pool of high quality
applicants so as to select the best among them. For this reason, top performing companies
devoted considerable resources and energy to creating high quality selection systems.
The focus of recruitment and selection according to Montgomery (1996) is on matching
the capabilities and inclinations of prospective candidates against the demands and
rewards inherent in a given job.

1.1 OVERVIEW OF RECRUITMENT PROCEDURE

When an organization makes the decision to fill an existing vacancy through recruitment,
the first stage in the process involves conducting a comprehensive job analysis. Once a
job analysis has been conducted, the organization has a clear indication of the particular
requirements of the job, where that job fits into the overall organization structure and can
then begin the process of recruitment to attract suitable candidates for the particular
vacancy. Generally companies maintain the following recruiting process: Draw up a job
analysis detailing the specific nature of the responsibilities, tasks, duties, for the post.
This will provide the foundation for the recruitment process. Prepare a job evaluation
which is an assessment of the value of the job in relation to other jobs, so that the rewards
and remuneration can reflect its value and attract appropriate candidates.
 Figure 1: Recruitment Process
Develop a job description, which is a broad description of the jobs, its title, duties,
responsibilities and requirement, purpose, authority and performance targets. Prepare a
personal profile (job / person specification), which defines the minimum acceptable
human qualities of the individual needed e.g. educational qualifications, experience,
personality, skills for the proper performance of a job. These can be classified in a
number of ways, such as essential and desirable and can be used to create a short list of
the applicants and as a checklist by the interviewers. Decide on the best way of obtaining
the right person. This may be by external recruitment or internal by redeploying an
existing employee or by outsourcing to another company. Finally, communicating the
information about the organization, the job and the terms and conditions of service
among the prospective candidates and deciding the route for attracting qualified
applicants by selecting the appropriate media for advertising the vacancy and
encouraging them to apply for jobs in the organization.

1.2 GOAL OF RECRUITMENT

 To create a talent pool of potential candidates for the benefits of the organization.
 To increases the pool of job seeking candidates at minimum cost.
 To increase the success rate of selection process by decreasing the number of visits
qualified or over qualified job applicants.
 To identify and prepare potential job applicants who will be the appropriate
candidature for the job.
 Finally to increase organizational and individual effectiveness of various recruiting
techniques and for all the types of job applicants.

1.3 SOURCE OF RECRUITMENT

Recruitment takes place within a labor market. This includes a mass of available people
who have the skills to fill open positions. Sources for recruitment depend on the
availability of the right kinds of people in the local labor market as well as on the nature
of the positions to be filled. An organization’s ability to recruit employees often hinges as
much on the organization’s reputation and the attractiveness of its location as on the
attractiveness of the specific job offer. In general, the sources of employment can be
classified into the following two types:

1. Internal sources

2. External sources

Figure 2: Source of Recruitment

1.4 INTERNAL SOURCE OF RECRUITMENT
Filling vacancies from inside the organization is known as the internal sources of
recruitment. Here the important methods are explained below:

 Organizational Database

The increased use of human resource information systems allows HR staff members to
maintain background and KSA information on existing employees. Analysis of present
employees is greatly facilitated by HR Audits summarize employee’s skills and abilities.
Some employers use personnel replacement chart to keep track of inside candidates for
their most important positions. These show the present performance and promotability
for each potential replacement for important positions.

 Promotion

The most important source of filling vacancies from within is through promotions.
Promotion is a change within the organization to a higher position that has greater
responsibilities and requires more advanced skills. It usually involves higher status and
on increases in pay.

 Transfer

Transfer is concerned with the shifting of an employee from one job to another having
similar status and responsibility. As Gary Dessler mentioned, transfer is a move from one
job to another usually with no change in salary or grade.

 Job Posting

Job posting is an integral method of recruitment in which notices of available jobs are
posted in central locations throughout the organization and employees are being given a
specified length of time to apply for the available jobs.
1.5 EXTERNAL SOURCE OF RECRUITMENT
Hiring from outside the organization is known as external sources of recruitment. Many a
time suitable candidates are not available from the internal sources, thus every
organization has to tap external sources for various job positions. Many different external
sources are available for recruitment. In the tight labor markets multiple sources and
methods may be used to attract candidates for the variety of jobs available in the
organization. Some of the more prominent methods are highlighted below:

 Employee referrals / Recommendations

The employee referral method involves informing present employees of job vacancies
and asking them to recommend or refer applications to the organization. Some
organization offer cash rewards to employee as incentives for referring qualified
applicants. Existing employees are the most appropriate means to let people know that
the company really does want people having specific skills/experience to apply.

 Job advertising

One of the more widely used methods of recruitment is job advertising. Good job
advertisements must first attract attention (for appropriate job-seeker); attract relevant
interest (by establishing relevance in the minds of the ideal candidates); create desire (to
pursue what looks like a great opportunity), and finally provide a clear instruction for the
next action or response.

 Unsolicited applicants

Unsolicited applicants, whether they reach the employer by letter, e-mail, telephone, or in
person, constitute a source of prospective applicants.

 Campus recruiting

Campus recruiting activities are usually coordinated by the University or College

placement center. Generally, organizations send one or more recruiters to the campus.
They generally review an applicant’s resume before conducting initial interviews. The
most promising recruits are then invited to visit the office or plant before a final
employment decision made.

 Employment agencies

Employment agencies are a good source of professional, technical and managerial

employees and all kinds of experienced employee.

 Employee leasing companies

Employee leasing companies provide permanent staff at customer companies, issue the
worker’s paychecks, take care of personnel matters and provide various employee
benefits.

 Special recruitment events

Special recruitment events such as job fair are another external recruiting method. Job
fairs are events in which many different employers gather at one occasion to interview
applicants for jobs.

2. SELECTION :An Introduction

Selection can be conceptualized in terms of either choosing the fit candidates, or rejecting
the unfit candidates, or a combination of both. So, selection process assumes rightly that
there is more number of candidates than the number of candidates actually selected,
where the candidates are made available through recruitment process. According to
Heinz Weihrich & Harold Koontz (2002), selection is the process of choosing the most
suitable person from within and outside of an organization for the current position or for
the future positions. In this process, relevant information about applicant is collected
through a series of steps so as to evaluate their suitability for the job to be filled. On other
hand, selection is the process of assessing the candidates by various means and making a
choice followed by an offer of employment (Graham, 1998).
 Table 1: Difference between Recruitment & Selection

Basis Recruitment Selection

Meaning It is an activity of establishing It is a process of picking up

contact between employers and more competent and suitable
applicants. employees.

Objective It encourages large number of It attempts at rejecting

Candidates for a job. unsuitable candidates.

Process It is a simple process. It is a complicated process.

Hurdles The candidates have not to cross Many hurdles have to be

over many hurdles. crossed.

Approach It is a positive approach. It is a negative approach.

Sequence It proceeds selection. It follows recruitment.

Economy It is an economical method. It is an expensive method.

Time Less time is required. More time is required.

Consuming

2.1 STEPS IN SELECTION PROCEDURE

Selection is subject to a number of legal concerns, especially the equal employment
opportunity (EEO) regulations and laws. That’s why selection activities follow a standard
pattern, beginning with an initial screening interview and concluding with the final
employment decision. Selection process consists of series of steps, at each stage, facts
may come light which may lead to the rejection of the applicant. It is a series of
successive hurdles of barriers which an applicant must cross. These hurdles or screens are
designed to eliminate an unqualified candidate at any point in the selection process. But
the number of steps in selection procedure and the sequence or steps varies from
organization to organization. Every organization, therefore designs a selection procedure
which suits its requirements. However, the principal steps involved in selection procedure
are as follows:

1. Preliminary Interview: The preliminary interview is an excellent opportunity for HRD

to describe the job in enough detail so the candidates can consider whether they are really
serious about applying. Sharing job description information with the individual
frequently encourages the unqualified or marginally qualified to voluntarily withdraw
from candidacy, with a minimum of cost to the applicant or the organization.

2. Completed Application: Most companies ask the applicant to complete a application

from that provides a place for him or her to record identifying data such as name,
address, job for which he or she applying and information covering education, work
experience, etc. Factors that might lead to a negative decision at this point include
inadequate or inappropriate experience, or appropriate or inappropriate education. There
might also be other “red flags” identified, such as gaps in the applicant’s job history,
many brief jobs or numerous courses and seminars instead of appropriate education.

3. Employment Test: The primary objective of testing is to obtain data about the
applicants that help to predict their probable success in the given responsibility. If a
review of an application form reveals no information that would disqualify the candidate,
he may then be given one or more tests. The most commonly tests can be classified as
follows:

 Intelligence tests- are designed to measure mental capacity and to test memory,
speed of thought and ability to see relationships in complex problem situations.
 Aptitude tests- are constructed to discover interest, existing skills and potential
for acquiring skills.
 Personality tests- Tests that use projective techniques and trait inventories to
measure basic aspects of an applicant’s personality, such as introversion, stability
and motivation.
  Interest tests- These tests are an inventory of a candidate’s like and dislikes in
relation to work. They are designed to discover a person’s area of interest and to
identify the kind of work that will satisfy him.
 Graphology tests- Use of a trained analyst to examine a person’s handwriting to
assess the personality, emotional problems and honesty.
 Dexterity tests- The person who is “clever with his head” is not necessarily
“clever with his hands”. In fact, there is little relationship between intelligence
and the ability to use one’s hands and figures skillfully. There are two types of
dexterity -manual and finger that have been found to be each other. Some jobs
require good finger dexterity

4. Comprehensive Interview: An interview is a procedure designed to predict future job

performance on the basis of applicants’ oral responses to oral inquiries. The individual
who “passes” the tests is then ready for a comprehensive interview, is ordinarily for the
purpose of verifying information provided on the application blank and for obtained
additional information that will be useful in assessing the candidate’s qualifications.

5. Background investigation and reference check Area of investigations and checks: ƒ

Reference checks ƒ Background employment checks ƒ Criminal records ƒ Driving
records The purposes of the reference check are to obtain information about past behavior
of applicants and to verify the accuracy of information given on the application blank.
Reasons for background investigation are to verify factual information provided by
applicants and to uncover damaging information.

6. Conditional job offer: If a job applicant has passed each step of the selection process
so far, it is typically customary for a conditional job offer to be made. Conditional job
offer usually are made by an HRM representative. In essence, what the conditional job
offer implies is that if everything checks out okay passing a certain medical/physical test-
the conditional nature of the job offer will be removed and the offer will be permanent.

7. Physical examination: The physical examination is normally required only for the
individual who is offered the job, and the job offer is often contingent on the individual
passing the physical examination.
8. Final selection decision: The responsibility for making the final selection decision is
assigned to different levels of management in different organizations. In many
organizations, the HR Department handles the completion of application forms, conducts
preliminary interviews, testing and reference checking and arranges for physical
examinations. The comprehensive interview and final selection decision are usually left
to the manager of the department with the job opening. Such a system relief the manager
of the time consuming responsibilities of screening out unqualified and uninterested
applicant.

9. Placement & induction: The applicant who passes all the foregoing screening is
assigned to a vacant position in a department where the Manager or Supervisor has
interviewed and accepted him. At this point induction program will begin.
3. INTRODUCTION TO THE CITI

Citigroup is an American-based multinational investment bank headquartered in New

York. It came into existence with the merger of banking giant Citicorp and Financial
conglomerate Travelers group in 1998. Citi also owns Citicorp, which is the holding
company for Citibank, as well as international subsidiaries. Citigroup or Citi mainly are
in operations for primarily management reporting which includes two business segments,
Global Consumer Banking & Institutional Clients Group.
It’s one of the nine largest investment banks in the bulge bracket. It carries its business
for Fortune 500 Companies. It has offices all over the globe, in the regions including Asia
Pacific, Europe, Middle East & Africa, Latin America. Citibank is a major international
bank, founded in 1812 as the City Bank of New York, later First National City Bank of
New York. Citibank is now the consumer and corporate banking arm of financial services
giant Citigroup, one of the largest companies in the world. It is the largest bank in the
United States by holdings. Citibank has operations in more than 100 countries and
territories around the world. More than half of its 1,400 offices are in the United States,
mostly in the New York City, Chicago, Miami, and Washington DC metropolitan areas,
as well as in California.
In addition to the standard banking transactions, Citibank offers insurance, credit card
and investment products. Their online services division is among the most successful in
the field, claiming about 15 million users Following are the four region in which
citigroup operates.
 North America
 Latin America
 Asia
 Europe, Middle East &Africa (EMEA)

MISSION
Citi's mission is to serve as a trusted partner to our clients by responsibly providing
financial services that enable growth and economic progress. We have set expectations
for how we must act to bring our mission to life. These expectations are at the heart of
our Leadership Principles – we take ownership, we deliver with pride and we succeed
together.

VISSION
Be the preeminent banking partner for institutions with cross-border needs, a global
leader in wealth management and a valued personal bank in our home market

GOAL
Citi’s goal is to be the most respected global financial services company. It aims is to
play an important role in the global economy and stands by its principle of always putting
its clients’ interests first, acting with the highest level of integrity, respecting local
cultures and taking an active role in the communities it operates in.

3.1 CITI HIRING PROCESS

The Citigroup job application process is fairly straightforward. Here's an overview of the
steps:

 Get to Know Us (About Citigroup)

  Search and apply for the job

 Interview Process

 Onboarding

Get to Know Us (About Citigroup)

Citigroup is a large company with many different departments and areas of expertise.
Before apply for a job, people can learn about the company, who they are, what they do,
and what they offer. People can check out their website, social media sites or read up on
them in the news. This will show that candidate are interested in Citigroup and have
taken the time to learn about them.

Search and Apply for a Job

The easiest way to search for jobs at Citigroup is to go to their website and use the job
search bar. You can also browse by location, department, or job type. Once you find a job
that interests you, click on the "apply now" button and follow the instructions.
You can also create an account to upload your cover letter and resume. This will make
your Citigroup job application easier to find and process more quickly. You can then
submit your application and wait to hear back from the hiring manager and take part in
the Citigroup hiring process.

Interview Process
The interview process at Citigroup consists of three steps: Pre-screen Interview, Hiring
Manager and Team Interviews, and Final Interview.

 Pre-screen Interview
The Citigroup job interview process usually starts with a pre-screen interview. This is
typically done over the phone and with either a recruiter or an HR representative. The job
interview begins with the recruiter contacting those selected as prospects. They'll be able
to advise you on the next steps and, if you're moving forward in the process, whether or
not you should speak with the hiring manager.
 Hiring Manager and Team Interviews
Suppose you're successful in the pre-screen interview. In that case, you'll be asked to
participate in a series of interviews with the hiring manager and their team, which can be
conducted virtually via video call or in-person at a Citi office. The company is interested
in your credentials, consistent with the job they're searching for. They'd want to learn
more about you.

 Final interview (phone or in-person)

Once they've gone over your resume and work samples with their team, then it's time for
a final interview. It is the last step of the Citigroup hiring process before the onboarding.
They might be impressed by your background and credentials and consider you for the
role. If successful, you will get an offer and take part in Citigroup onboarding.

Offer and Onboarding:

If you are selected for the role, a member of the internal recruitment team will contact
you to review the offer letter details, benefits, and more information on your new career
at Citigroup. If you are not selected, you will receive communication from a member of
the Citigroup team. Once you have accepted an offer, you will be asked to complete
forms and start the pre-onboarding process. You will also be required to submit for a
drug test and background check. The internal recruitment team member will provide you
with more detailed information on how to complete these steps.
 Chapter-2: LITERATURE REVIEW & SWOT ANALYSIS

1. LITERATURE REVIEW

1. A Kamran, J Dawood, SB Hilal (2015):

This research is based on the pure and practical facts which the HR personnel’s deal with
in their daily work routine, either it is regarding to salary issues, personal issues or
regarding any form of change in the staff’s own contracts or anything regarding to job
and organizations requirements. The purpose of the research was to identify the problems
relating to the recruitment and selection methods and sources used in different ways by
organizations. The finding of the research was merely or purely based on the opinions
and results from the Human Resource Department of English Heritage. To provide the
best available information and research materials on the different procedures adopted by
organizations on the recruitment and selection methods and analyze their expectations
and outcome of the procedures.

2. Alan Price (2007):

Price (2007), in his work Human Resource Management in a Business Context, formally
defines recruitment and selection as the process of retrieving and attracting able
applications for the purpose of employment. He states that the process of recruitment is
not a simple selection process, while it needs management decision making and broad
planning in order to appoint the most appropriate manpower. There existing competition
among business enterprises for recruiting the most potential workers in on the pathway
towards creating innovations, with management decision making and employers
attempting to hire only the best applicants who would be the best fit for the corporate
culture and ethics specific to the company (Price 2007). This would reflect the fact that
the management would particularly shortlist able candidates who are well equipped with
the requirements of the position they are applying for, including team work. Since
possessing qualities of being a team player would be essential in any management
position (Price 2007).
3. B Alexis-Martin, JS Leigh (2023):

Disabled academics are under-represented across university departments. Becky Alexis-

Martin and Jennifer Leigh share 10 strategies to enhance disability inclusion throughout
the academic recruitment process: Disabled academics are under-represented, with just 6
per cent of UK academics declaring a disability, according to the Higher Education
Statistics Agency. Disabled staff report many barriers that contribute to this reluctance to
disclose. It can be extremely challenging to navigate the recruitment process as a disabled
academic because of a lack of institutional understanding around disability support.
Anyone can become disabled – and addressing inclusion is an intersectional issue.
Ensuring that the recruitment process for academics with disabilities is fit for purpose is
therefore very important. We have identified 10 ways to improve the disabled academic
recruitment experience.

4. H Zhao, RC Liden (2011):

In this study, we examined internship as a recruitment and selection process. On the basis
of impression management theory, we hypothesized that both organizations and interns
make efforts to impress the other party during the internship if they intend to hire or be
hired. Using longitudinal data collected at 3 points from 122 intern–supervisor dyads in
the United States, we found that 60% of internships turned into job offers from the host
organizations. Interns wishing to be hired were more likely to use self-promotion and
ingratiation, which increased the likelihood of job offers. Organizations wishing to hire
appeared to be more open to interns' creativity, which increased interns' application
intentions. For interns who indicated prior to their internship that they were not interested
in working in their host organizations after graduation, supervisory mentoring did not
influence their subsequent intentions to apply for full-time employment.

5. K Sangeetha (2010):

The changing business scenario and vigorous talent hunt underline the need for new
recruitment strategies. In this context, the importance of HR in any organization has
grown several fold. Its strong impact on Return on Investment (ROI) and company's
success in the marketplace have placed significant emphasis on effective recruitment
strategies from an individual, organizational and societal perspectives that lead to
increased ROI and economic viability of the organization. In a nutshell, effective
recruitment strategies result in developing and engaging a committed workforce whose
talent and supremacy lead to the creation of competitive advantages and unmatchable
business success in the marketplace.

6. MM Karim, MYA Bhuiyan, SKD Nath (2021):

Recruitment and selection is the indispensable functions of human resource management.

It is the process of searching and obtaining of potential candidates. Organizations are
progressing the modern recruitment and selection methods for entry the multinational
companies. The success of the organization depends on effective recruitment and
selection system. In this paper, the main objective is to construct a conceptual framework
for recruitment and selection procedures regarding the case study on university grants
commission. The study also focuses its attention to determine how the recruitment and
selection practices affect the organizational outcomes.

7. PR Sparrow (2007):

A series of the changes are being wrought on a range of IHRM functions – recruitment,
global staffing, management development and careers, and rewards – by the process of
globalization highlighting the difference between globally standardized, optimized or
localized HR processes. However, our theoretical understanding of the issues involved is
still driven by concepts rooted in global staffing strategies based on the management of
small cadres of international managers, such as expatriates. The fragmentation of
international employee populations and the changing structure and role of international
HR functions has raised three important questions. The first concerns the study of
globalization processes at functional level (staffing) and whether this can provide useful
insights for the IHRM literature. The second concerns the indicators that best evidence
globalization of staffing at the functional level, and whether these might form the basis of
useful future research. The third concerns the patterns or strategies within the global HR
recruitment activity of organizations across domestic and overseas labour markets and
whether these patterns can be explained by existing theory. It examines the disparities
between policy and practice through interview of HR actors at corporate level and in
country operations.
8. SD Rozario, S Venkatraman, A Abbas(2019):
The distinction of this paper is that it studies the existing recruitment and selection
process adopted by tertiary and dual education sectors in both urban and regional areas
within Australia. The purpose of this research is to conduct an empirical study to identify
the critical aspects of the employee selection process that can influence the decision
based on different perspectives of the participants such as, hiring members, successful
applicants as well as unsuccessful applicants. Various factors such as feedback provision,
interview panel participation and preparations, relevance of interview questions, duration
and bias were analysed, and their correlations were studied to gain insights in providing
suitable recommendations for enhancing the process.

Silzer et al (2010):
However, the process of recruitment does not cease with application of candidature and
selection of the appropriate candidates, but involves sustaining and retaining the
employees that are selected, as stated by Silzer et al. (2010). Work of Silzer et al. (2010)
was largely concerned with Talent management, and through their work they were
successful in resolving issues like whether or not talent is something one can be born
with or is it something that can be acquired through development. According to Silzer et
al (2010), that was a core challenge in designing talent systems, facing the organization
and among the senior management. The only solution to resolve the concern of attaining
efficient talent management was by adopting fully-executable recruitment techniques.

9. W Chungyalpa, T Karishma(2016):
In today’s hyper competitive business environment employees are a source of
competitive advantage. It is absolutely critical for businesses to hire the right people, with
the right skills, right knowledge, right attributes, at the right time, for the right job. This
paper examines the recruitment and selection process and the latest trends concerning
recruitment and selection. The paper consists of three sections. The first section defines
the recruitment and selection process in its entirety. It examines and defines the various
phases and sub phases comprising recruitment and selection. The second section explores
best practices associated with recruitment and selection process. The final section lists the
latest trends concerning recruitment and selection.
2. SWOT ANALYSIS

Strengths

1. Low cost advantage and High quality standards recruitment policy.

2. Broad range of research and development Services
3. Concept of diversity
4. One of the top financial service Companies in world employing over 240,000
employees

Weaknesses

1. Lower employee retention rates.

2. Low operating margin of other group of companies
3. High cost of advertising and drawing candidates.
4. Centralized decision making

Opportunities

1. Company has good opportunity since the sector is growing

2. Can diversify in brand product category and consulting services
3. Huge potential in domestic market as well as in international market.
4. Technological advancement
5. Talent inventory review each year.
6. Maintaining database of external applicants.

Threats

1. Slowdown in US economy as major client base is from US

2. Attrition and Employee loyalty.
3. Increasing cost of Human capital.
4. Industry competitiveness and scarcity of technical skill.
3. OBJECTIVE OF THE STUDY
 To explore the overall recruitment and selection process

 To identify the recruitment & selection practices.

 To examine how recruitment and selection practices affect the performance or

development of organisation.

 To Study the recruitment sources and methods of the company screening of the
responses.

4. SCOPE OF THE STUDY

The scope of Recruitment and Selection is very wide and it consists of a variety of
operations. Resources are considered as most important asset to any organization. Hence,
hiring right resources is the most important aspect of Recruitment. Every company has its
own pattern of recruitment as per their recruitment policies and procedures.

The scope of Recruitment and Selection includes the following operations −

 Dealing with the excess or shortage of resources

 Analyzing the recruitment policies, processes, and procedures of the organization
 The study will allow learning about the recruitment and selection issues,
importance, modern techniques and models used to make it more efficient.
 The study will help to learn the practical procedures followed by the companies &
Identifying the areas, where there could be a scope of improvement

5. RESEARCH DESIGN
Research Methodology- Descriptive Research

Data Source-

(a) Primary Data Collection Sources:

It has been collected by forming a proper questionnaire. Questionnaire is a systematic and
structured manner of collecting data for conducting experiment. The nature of the
questionnaire is very inductive and fundamental. It has been kept in a proper framework
to make it clear.

b) Secondary Data Collection Sources:

Information was collected from secondary sources such as employee survey, newspapers
advertisements, newsletters, etc.

Beside these the use of Internet was also made in collecting relevant information. The
data collected from the above mentioned sources has been adequately structured and used
at appropriate places in the report.

Tools Used for Data Analysis

 Bar chart (Bar charts will be used for comparing two or more values that will be
taken over time or on different conditions, usually on small data set )

 Pie-chart (Circular chart divided in to sectors, illustrating relative magnitudes

or frequencies)

 Ms Word

 Ms Excel