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A formal definition states. “It is the process of finding and attracting capable
applicants for the employment, the process begins when new recruits are sought
and ends when their applicants are selected”.
1
Chapter 1
THEORETICAL BACKGROUND
OF THE STUDY
2
INTRODUCTION TO RECRUITMENT
The core premise of recruiting and selection is to find the “right individual for
the right job”. Every organisation, particularly its managers, should pay close
attention to the people they hire. Operational labour is equally crucial and
necessary for a company's smooth operation.
Meaning of Recruitment
Estimating available openings and making recruitment entails following proper
procedures for their selection and appointment. The process of seeking and
receiving applications is referred to as recruitment for employment from which
the best candidates can be chosen.
Definition:
4
According to DALE S BEACH, “Recruitment is the development and
maintenance of adequate manpower resources. It involves the creation of a pool
of available labour force upon whom the organisation can draw when it needs
additional employees”.
OBJECTIVE :
The main objectives for undertaking this project are:
5
Recruitment's Purpose and Importance
To increase the pool of job candidates for the least amount of money possible.
Assist in lowering the likelihood that job seekers will leave the
organisation after being hired and selected for a short time.
RECRUITMENT PROCESS
The process of finding and recruiting job seekers in order to create a pool of
competent job applicants is referred to as recruitment. The procedure is divided
into five steps, each of which is interconnected.
1. Recruitment Planning.
2. Strategy development.
3. Searching.
4. Screening.
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STEP 1: RECRUITMENT PLANNING:
The planning stage of the recruitment process is the initial step. Planning entails
converting potential job openings and information about the nature of these
positions into a set of objectives or targets that specify (1) the number of
applicants to be contacted and (2) the kind of applicants to be contacted.
When determining what forms of recruitment are required and how many are
required, one must focus on
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STEP 3: SEARCHING:
The search process can begin once a recruitment plan and strategy have been
developed. There are two steps involved in searching.
B) Selling.
STEP 4: SCREENING:
Although many people consider candidate screening to be the first step in the
selecting process, it is an important aspect of the recruiting process. Even the
concept of recruiting that we provided at the start of this chapter excludes
screening. We have, however, included screening in the recruitment process for
good reason. After the applications have been examined and short-listed, the
selection process will commence. Professors being hired in a university are an
unusual scenario. Only suitable applicants are invited for an interview after
applications received in response to advertisements are screened. Interviews are
conducted by a selection committee consisting of the Vice-Chancellor,
Registrar, and subject specialists. The application screening is part of the
recruitment process here. Only afterward does the selecting process begin.
Clear job specifications are crucial in the screening process. The applicant's
qualification should be appraised on the basis of their knowledge, skills, talents,
and interest required to accomplish the job. This is both good practise and a
legal requirement.
8
STEP 5: EVALUATION AND CONTROL:
1. Recruiters' salaries.
6. Costs incurred for recruiting those candidates who are not suitable for
the selection process.
SOURCES OF RECRUITMENT:
INTERNAL SOURCES
Promotion
Transfer
Employee referral
Retirement
Former employees
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Employees who are performing tasks that are insufficient for their educational
qualifications or skill levels can be identified using personnel records.
Promotion has many advantages, including good public relations, morale
building, encouraging competent and ambitious individuals, increasing the
likelihood of good selection because information on the individual's
performance is readily available, being less expensive than going outside to
recruit, and being familiar with the organisation, which reduces orientation time
and energy.
Employee referrals
Employees can help their families and friends by informing them about the
benefits of working for the company, making introductions for them, and
encouraging them to apply. This is a very effective method because it allows the
company to reach a large number of qualified candidates / people at a low cost.
Another benefit is that employees would only bring referrals they believe would
fit in the organisation based on their own experience. In this manner, the
organisation can fulfil its social responsibilities while also generating goodwill.
Former Employees
This category includes employees who have retired and are willing to work
part- time, as well as individuals who have left their jobs and are willing to
return for a higher salary, are ideal candidates. Employees who were laid off
have been rehired. The advantage in this case is that the individuals are already
known to the organisation, so there is no need to conduct background checks on
their previous performance and character.
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Retirements:
EXTERNAL SOURCES
Campus recruitment
Press advertisement
Consultancy services
Headhunting
Professional and Trade associations
Walk-ins
Campus Recruitments
Press Advertisements
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most common medium but for highly specialized recruits, advertisements may
be placed in professional or business journals. Advertisements must contain
proper information like the job content, working conditions, location of job,
compensation including fringe benefits, job specifications, growth aspects, etc.
Consultants services
These individuals work in the field of recruiting and evaluating managerial and
executive candidates.
They are beneficial because they have national contacts and bring
professionalism to the hiring process. They also protect the anonymity of both
the prospective employer and the employee. On the other hand, the cost can be a
deterrent.
Head Hunters
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Walk-ins
The most common and least expensive approach for candidates is direct
applications, in which job seekers submit unsolicited application letters or
resumes. Direct applications can also provide a pool of potential candidates for
future positions. Employees prefer walk-ins over other methods of recruitment
because they avoid the hassles associated with them.
MEANING OF SELECTION
The Recruitment Process in any organisation also includes the Selection
Process. Throughout the selection process, a decision is made in the
organisation. This stage entails a number of tasks. If a candidate does not
qualify for one stage, he or she will be unable to proceed to the next.
Employee selection is the process of deciding who will work for you and
putting the right people in the right jobs.
SELECTION PROCESS
The procedure for selection begins with a preliminary interview with the
candidate and continues through the application process and job contract.
1. Preliminary examination
2. Aptitude Test
3. Interview
5. Selection Choice
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6. Physical examination
7. An offer of employment
8. Employment Contract
Step 1:
PRELIMNARY EXAMINATION:
Step 2:
APTITUDE TEST:
All job applicants who have passed the screening and preliminary examination
must proceed to the Aptitude test. Depending on the profession and the
circumstances, various types of tests may be administered. Tests are commonly
used to evaluate an applicant's abilities, aptitude, and motivation.
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Step 3:
INTERVIEW:
Step 4:
Step 5:
SELECTION CHOICE:
16
interviews, and other requirements must be chosen for the final decision from a
pool of candidates. The line manager's input will be taken into account in the
final decision. Because he or she is ultimately responsible for the performance
of the new employee.
Step 6:
PHYSICAL EXAMINATION:
A physical fitness exam is required for the candidate following selection and
also before an employment offer is made. A job offer is frequently contingent
on the candidate passing a physical examination. Medical reports from
applicants' medical fitness tests are documented in a statement and kept on file.
One reason for a physical examination is to determine whether the person is
infected with any infectious diseases. Second, the exam can help determine
whether or not an applicant is physically fit for the job. Finally, physical
examination data can be used to determine whether or not a person possesses
specific physical abilities, which distinguishes between successful and
unsuccessful employees. Finally, such an investigation will protect the
company from unjustified workers' compensation claims resulting from injuries
or illnesses sustained on the job.
Step 7:
EMPLOYMENT OPPORTUNITY:
For applicants who have passed all of the previous tests, the job offer is the next
step in the selection process. To make a job offer, a letter of appointment is
used. A deadline for the appointee to report is typically included in such a letter.
The appointee must be given a reasonable amount of time to report. When he or
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she is already employed, this is critical; the appointee must Obtain a certificate
of release from the previous manager.
Step 8:
EMPLOYMENT CONTRACT:
A work contract must also be prepared. The following items should be included
in a written employment contract. Depending on the complexity of the job, the
following checklist will help you get started.
Job description.
The date when the continuous employment begin, and on what based are the
calculations made.
Pay scale, allowances, bonus work and shift rates, and payment methods
Holiday preparations
Public Holidays
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Step 9:
Unlike popular belief, the selection process will not end with a single interview.
Putting the employment contract into action there is one more step - a more
delicate one - to reassure those candidates who were not chosen that it was not
for any significant reason, that it was not due to flaws in their personality, but
that their profile did not meet the requirements. They must be informed that
those hired were chosen solely based on their qualifications.
Step 10:
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CHAPTER-2
COMPANY & INDUSTRY
PROFILE
20
COMPANY PROFILE
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MISSION
To become the most preferred Human Resources Management consultant by
providing comprehensive solutions that are on-par with international standards
through holistic thinking, continuous learning and innovation.
VISION
To become multi-dimensional consultant, empower organisation to achieve
their overall objectives and expand our horizons to become one of the leading
providers of reliable and sustainable HRM solutions across the world.
4000+
Employees
5
Locations
Directors of BIGLEAP:
1. Sainath Goud Malkapuram.
2. Vinay Kotra.
3. James Johnson.
4. Thummala Manoj Yadav.
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Branches of BIGLEAP:
1. Hyderabad (Head office).
2. Bangalore.
3. Chennai.
4. Mumbai.
5. Delhi.
HRO
Separations
We make it little easy for you by preparing highly accurate and comprehensive
profiles of the candidates keeping in view of your key requirements. Thrive,
excel and dwell beyond the horizon, discover your dream squad at BigLeap
Technologies. Our robust platforms are designed to encompass 360 degree
functionality of a payroll system from attendance management, statutory
compliance, tax deductions and many more. Our unique methodologies have
been proven to be best-in-class in the industry.
Payroll Transfers
Employee Taxation
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RPO
Mapping organization’s goals and objectives with that of the required skill-set is
the fundamental basis of the overall process. At BigLeap, our recruitment
specialists hold a unique expertise in comprehending the deeds and
understanding the nuances to provide you with the most appropriate and
talented workforce. We impart a proven and systematic approach for the
process of Recruitment thereby contributing towards the overall vision of the
organization.
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TRAINING & SKILL DEVELOPMENT
Staff Training
Performance Management
Induction
26
IT CONSULTING
Get on-board with BigLeap and scale-up your business to a whole new
dimension with the aid of superlative and contemporary technology. Our IT
Consulting wing will assist you at every stage of re-inventing your models and
improvise your processes. We keep a constant eye on the latest advancements in
the IT world and provide you with the right choice to automate your business
and explore new ways to derive reliable solutions.
Technology Assessments
Application Development
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Information technology
E-COMMERCE
FMCG
BFSI
28
significance of HRM has grown
manifold in BFSI Industry during
recent years. At BigLeap, we are
equipped to cater impulsive surge
of demand with ease.
TELECOMMUNICATIONS
INFORMATION
TECHNOLOGY
29
COMPETITOR’S:
Growth Stories India Private Limited
Vishwa Immigration Solutions Private Limited
Keyzion Tech Services Private Limited
Pranidi Business Solutions India Private Limited
Allsoft Corporation Limited
Powertheme Equitment Private Limited
Vinay Kotra, Co- Founder and Director, BigLeap, said “With an increasing
demand for our staffing services, expansion has become eminent. Our
commitment to expanding staffing services comes at a critical moment as the
covid-19 pandemic has created tremendous stress in employability, and
employee optimization for our clients.”
The company has an impressive client roster encompassing Flipkart, Myntra,
Ola, ITC Infotech, New Holland Tractors, KreditBee, Rapido, Bounce, PVR
Cinemas, Cafe Coffee Day and several other leading organisations
30
McKinsey 7S Model
The McKinsey 7s model is a strategic tool and framework that helps managers
and businesses assess their performance. The McKinsey 7s model identifies 7
key elements for an organization that need to be focused and aligned for
successful change management processes as well as for regular performance
enhancements.
Structure Skills
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System Style
Staff
Strategy
Structure
Structure represents the way business divisions and units are organized and
includes the information of who is accountable to whom. Bigleap technology
has different set of staff for the division of work and will be allotted with the
proper structure for process of work.
System
Systems are the processes and procedures of the company, which reveal
business’ daily activities and how decisions are made. Bigleap technology
follows a particular process and procedure for the business services provided to
the clients.
Skills
Skills are the abilities that firm’s employees perform very well in the company.
They also include capabilities and competences. In Bigleap technology,
employees are well trained and professionalised for the handling of
circumstances with defines the skills of the employees.
Staff
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Staff element is concerned with what type and how many employees and
organization will need and how they will be recruited, trained, motivated and
rewarded. Bigleap technology the staff is well organised and around 4000+
employees are currently working, with all the basic training and orientations
sessions.
Style
Style represents the way the company is managed by top-level managers, how
they interact, what actions do they take and their symbolic value. In Bigleap
technology the decisions are made with all the presences of managers from all
the branches of the company.
Shared Values
Shared values are at the core of McKinsey 7s model. They are the norms and
standards that guide employee behaviour and company actions and thus, are the
foundation of every organization. In Bigleap technology the standard rules and
regulations are well followed and employees are best for following the
guidelines of the company.
The Porter Five Forces model brings together a large number of different
factors in a simple model to analyse the basic competitive landscape of an
industry. The Potter Five Forces model identified five main sources of
competition, namely:
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Bargaining power of suppliers
Bargaining power of Buyers
Threats of New Entrants
Threats of Substitutes
Competition of existing competitors in the industry.
New entrants in Industrial Services brings innovation, new ways of doing things
and put pressure on the company through lower pricing strategy,
reducing costs, and providing new value propositions to the customers. Bigleap
technology has to manage all these challenges and build effective barriers to
safeguard its competitive edge.
34
Suppliers in dominant position can decrease the margins of the company can
earn in the market. Powerful suppliers in Industrials sector use their negotiating
power to extract higher prices from the firms in Industrial Services field. The
overall impact of higher supplier bargaining power is that it lowers the overall
profitability of Industrial Services.
Buyers are often a demanding lot. This put pressure on the company
profitability in the long run. The smaller and more powerful the customer base
is of Bigleap technology, the higher the bargaining power of the customers and
higher their ability to seek increasing discounts and offers.
When a new service meets a similar customer needs in different ways, industry
profitability suffers. The threat of a substitute service is high if it offers a value
proposition that is uniquely different from present offerings of the industry.
If the rivalry among the existing players in an industry is intense then it will
drive down prices and decrease the overall profitability of the industry. Bigleap
technology operates in a very competitive Industrial Services industry. This
competition does take toll on the overall long term profitability of the
organization.
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By analysing all the five competitive forces of Bigleap Technology and
Solutions Private Limited, strategists can gain a complete picture of what
impacts the profitability of the organization in Industrial Services industry.
They can identify game changing trends early on and can swiftly respond to
exploit the emerging opportunity. By understanding the Porter Five Forces in
great detail Bigleap Technology and Solutions Private Limited's managers can
shape those forces in their favour.
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CHAPTER-4
ANALYSIS AND INTERPRETATION
OF FINANCIAL STATEMENT AND
REPORTS
LIABLITIES Amount
Capital 10.00
Paid up capital 8.10
Reserves and surplus 3.00
Debts 19.00
Loans from Bank 7.00
Current liability 6.00
Creditors 1.50
Total 54.60
ASSETS AMOUNT
Fixed Assets 35.00
Goodwill 3.00
37
Investment 1.80
Current assets 0.5
Debtors 5.30
Prepaid rent 2.00
Cash 7.00
Total 54.60
Male 58 58%
Female 42 42%
Analysis:
38
The above table give us the information about the gender of the
candidates. Among the 100 respondents, 58% are male employees and
remaining 42% are female Candidates. Hence, this table gives us the
information of the gender of
the candidates responded.
FEMALE
42%
MALE
58%
Interpretation:
39
Above chart give us the information about the gender of the
candidates. Among the 100 respondents, 58% are male employees and
remaining 42% are female Candidates. Hence, this table gives us the
information of the gender of
the candidates responded.
2. Educational Qualification
a. SSLC
b. PUC
c. Graduate
d. Post Graduate
e. Others
40
Analysis:
SSLCPUCGraduatePost G raduateothers
41
Interpretation:
a. Internal
b. External
c. Both
Internals 10 10%
Externals 20 20%
Both 70 70%
Analysis:
42
Above table given us the information of the candidates during the sources used
by the organisation for the recruitment process. Among 100 respondents, 10%
of the candidates are from internal sources, 20% of the candidates are from
externals sources and remaining 70% are from both internal and external
sources of recruitment. Hence the table provides the information about the
sources of recruitment process.
Number of Candidates
INTERNAL
EXTERNAL
BOTH
0 10 20 30 40 50 60 70 80
Number of Candidates
Interpretation:
43
Above chart given us the information of the candidates during the sources used
by the organisation for the recruitment process. Among 100 respondents, 10%
of the candidates are from internal sources, 20% of the candidates are from
externals sources and remaining 70% are from both internal and external
sources of recruitment. Hence the table provides the information about the
sources of recruitment process.
a. Job Portals
b. Labour Contractors
d. Campus hiring
e. Newspaper advertisements
g. Job fairs
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Newspaper 03 03%
advertisements
Job fairs 03 03%
Total 100 100%
Analysis:
Above table provides the information about the most used external sources of
recruitment. Among 100%, 60% from job portals as external sources of
recruitment. 09% from labour contractors, 20% from social networking sites,
05% from campus hiring, 03% from newspaper advertisements, and 03% from
job fairs as most external sources of recruitment.
Job portal
Labour contractors Social networking sites Campus hiring
Newspaper advertisement Job fairs
45
Interpretation:
Above chart provides the information about the most used external sources of
recruitment. Among 100%, 60% from job portals as external sources of
recruitment. 09% from labour contractors, 20% from social networking sites,
05% from campus hiring, 03% from newspaper advertisements, and 03% from
job fairs as most external sources of recruitment.
a. Transfer
b. Employee Referrals
c. Job rotation
Transfer 40 40%
46
Analysis:
Above table provides the information about the most used internal sources of
recruitment. Among 100%, 40% from transfer as internal sources of
recruitment. 25% from employee referrals and 35% from job rotation as most
internal sources of recruitment.
Job Rotation
35%
Transfer
40%
Employee
Referrals 25%
47
Interpretation:
Above chart provides the information about the most used internal sources of
recruitment. Among 100%, 40% from transfer as internal sources of
recruitment. 25% from employee referrals and 35% from job rotation as most
internal sources of recruitment.
a. Naukri
b. Timejobs.com
c. Shine.com
d. Quikr.com
e. Recruiter.com
Naukri 25 25%
Timesjobs.com 20 20%
Shine.com 11 11%
Quikr.com 36 36%
48
Recruiter.com 08 08%
Analysis:
Above table represents the information about the use of best job portals.
49
Recruiter.com
Naukri
Quikr.com
Timesjob.com
Shine.com
Interpretation:
Above chart represents the information about the use of best job portals. Among
100%, 25% is Naukri, 20% is Timesjob.com, 11% is Shine.com, 36% is
Quikr.com and 08% is Recrutiment.com as the job portals. Hence the above
table gives us the information about the use of best job portal.
a. Communication skills
c. Technical Knowledge
50
d. All the above
Analysis:
Above table gives us the information about the prime competencies skills
during the time of recruitment. Among 100%, 25% look for communication
skills, 15% look for logical and analytical skills, and 10% look for technical
knowledge and remaining 50% look for all the above prime competencies to
perform a job.
51
60
50
50
40
30
25
20
15
10
10
0
Communciation skillsLogical and Analytical skillsTechnical knowledge All the abvove
Series 1
Interpretation:
Above chart gives us the information about the prime competencies skills
during the time of recruitment. Among 100%, 25% look for communication
skills, 15% look for logical and analytical skills, and 10% look for technical
knowledge and remaining 50% look for all the above prime competencies to
perform a job.
c. Job posting
52
TABLE NO: 4.8
Analysis:
Above table gives the information about the sources from which will get
maximum job responses. Among 100%, 60% from calling through contacts on
job portals, 10% through Mass mailing, 18% have felt through job posting and
remaining 12% get maximum job responses through the direct candidates
approaching the firm. Hence the table provides information about the sources of
maximum job responses.
53
Calling through contacts on job portals
Mass mailing or SMS
Job posting
Interpretation:
Above chart gives the information about the sources from which will get
maximum job responses. Among 100%, 60% from calling through contacts on
job portals, 10% through Mass mailing, 18% have felt through job posting and
remaining 12% get maximum job responses through the direct candidates
approaching the firm. Hence the table provides information about the sources of
maximum job responses.
a. Manual records
b. MS Excel
54
c. Other online means
MS Excel 35 35%
Analysis:
Above table gives the information about the sources to track the employees.
Among the 100%, 43% track the candidates through manual records, 35% use
MS Excel to track the candidates and remaining 22% track the candidates
through other online means. Hence the above table provides the information
about the tracking of candidates.
55
Manual recordsMS ExcelOther online means
Interpretation :
Above chart gives the information about the sources to track the employees.
Among the 100%, 43% track the candidates through manual records, 35% use
MS Excel to track the candidates and remaining 22% track the candidates
through other online means. Hence the above table provides the information
about the tracking of candidates.
a. Highly satisfied
b. Satisfied
56
c. Neutral
d. Dissatisfied
e. Highly dissatisfied
Analysis:
Above table provides the information about the candidates satisfaction level
towards the recruitment process. Among 100 respondents 45% are highly
satisfied, 20% are satisfied, 22% of them have an average and neutral opinion
on the recruitment process, 09% of them are dissatisfied with the procedure of
recruitment process followed and remaining 04% of them are highly dissatisfied
with the recruitment procedure followed by the company. Hence the above
table gives the information about the satisfaction level of candidates towards the
recruitment process followed by the company.
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CHART SHOWING THE CANDIDATES SATISFACTION LEVEL
TOWARDS RECRUITMENT PROCEDURE.
Dissatisfied
Neutral
Highly satisfied
Satisfied
Interpretation:
Above chart provides the information about the candidates satisfaction level
towards the recruitment process. Among 100 respondents 45% are highly
satisfied, 20% are satisfied, 22% of them have an average and neutral opinion
on the recruitment process, 09% of them are dissatisfied with the procedure of
recruitment process followed and remaining 04% of them are highly dissatisfied
with the recruitment procedure followed by the company. Hence the above
table gives the information about the satisfaction level of candidates towards the
recruitment process followed by the company.
58
CHAPTER-5
The collected data are analysed and general observations has proven that
BIGLEAP TECHNOLOGY has done remarkable job in its Human Resource
department.
Majority of the candidates felt that both the internal and external sources
of recruitment and selection have been used in the company.
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The distinction between recruitment and selection is as follows:
SUGGESTIONS
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Following the completion of the study of the company's recruitment process,
interaction with the Human Resource Manager, company associates, , the
following suggestions were made to the company for further improvement:
The company should adopt latest techniques like stress test, personality
test and situational test to find the right candidate suitable for the job.
Company should try to use mainly the internal recruitment process because
it involves less cost and acts as a motivational factor to the employees.
The organisation shall increase the response level to the job seekers via e-mail
or call.
Organisation should use the new trend LinkedIn, which is currently used
by many organisations to attract the probable candidates
• Follow up with newly hired employees to ensure that they have settled in
and to see how they are doing. If they have any problems it is better to identify
that at an early stage rather than allowing them to become worse.
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The HR department can also focus on Campus hiring, Job fairs, Newspaper
ads, Consultancy, Labour contractors and Social networking sites as a source
of external recruitment.
CONCLUSION
The recruitment process refers to the search for suitable or qualified candidates
to fill job openings in an organisation. Candidates should be encouraged to
apply for jobs in the HR department. The recruitment process is critical in any
organisation because it determines the organization's overall success. A good
recruitment and selection process reduces turnover. We also get much better
results in our recruitment process if we advertise specific job-related criteria.
Include all required skills as well as a list of desired skills that are not required
but would improve the candidate's chances.
During the recruitment and selection process, we look for someone who not
only has the experience and aptitude to do the job that we are looking to fill,
but also someone who shares and endorses our company's core values. The
candidate must be a good fit for our company's culture. The selection and
62
recruitment process should result in an employee who is adaptable and works
well with others in our company.
63
BIBILOGRAPHY
64
• D. S. Mankikar (2012), "A Critical Study on Recruitment and Selection
With Reference to HR Consulting Firms." Paripex - Indian Journal Of
Research, Volume 3, Issue 3, pp. 108–111.
• T. Parvin (2018), “Recruitment and Selection Strategies and Practices in
Bangladeshi Private Sector Commercial Banks”: Evidence from Human
Resource Practitioners. pp28 in European Business & Management, Vol 4,
Issue 1.
• M. S. S. Rani (2019). “An Investigation into the Recruitment and
Selection Process at Bloom Hospitals.” Vol 7, Issue 9, pp 1007–1012.
International Journal of Research in Applied Science and Engineering
Technology, Vol 7, Issue 9, pp 1007–1012.
• N. N. Siddiqui (2016), “Recruitment & Selection Process of a
Leading Telecom Company,” Vol 1, Issue 2, pp 54.
• “The Process Of Recruitment And Selection In A Developing Country,”
A. Tabassum (2011). ABAC Journal, Vol. 31, No. 1, pp. 55–67.
• S. Tomer (2016). “An Investigation into the Recruitment and Selection
Process.” 694–699 in International Journal of Engineering and Management,
Volume 9, Issue 3.
Websites:
https://www.wikipedia.org/
https://www.geeksforgeeks.org/
https://www.bamboohr.com/
https://bigleaptech.com/
https://www.hrhelpboard.com/
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