A

PROJECT REPORT

ON

“CRITICAL RECRUITMENT PRACTICES IN IT COMPANY”

SUBMITTED

To

CENTRE FOR ONLINE LEARNING

Dr. D.Y .PATIL VIDYAPEETH, PUNE

IN PARTIAL FULFILMENT OF DEGREE OF

MASTER OF BUSINESS ADMISTRATION

BY

Miss: SHWETA VIJAY JADHAV

PRN: 2105022188

BATCH 2021-2023

1
 Dr. D.Y. Patil Vidyapeeth’s
CENTRE FOR ONLINE LEARNING,
Sant Tukaram Nagar, Pune.

CERTIFICATE

This is to certify that Mr. /Ms. Shweta Vijay Jadhav

PRN - 2105022188

Has completed his/her internship at SPARK Project and Automation

Starting from 1 February to 5 June

His / Her project work was a part of the MBA (ONLINE LEARNING)

The project is on Critical Recruitment Practices in IT Company.

Which includes research as well as industry practices. He/ She was very sincere and committed
in all tasks.

Course Coordinator Director

Prof. Kanika Godani Dr. Safia Farooqui

Date -

2
 COMPANY LETTER

(TO BE PROVIDED BY THE COMPANY WHERE THE PROJECT WILL BE

CARRIED OUT)

To whomsoever it may concern

This is to certify that Mr. /Ms. Shweta Vijay Jadhav

PRN - 2105022188

Has completed his/her internship at SPARK Project and Automation

Starting from 1 February to 5 June.

His / Her project work was a part of the MBA (ONLINE LEARNING)

The project is on Critical Recruitment Practices in IT Company.

Which includes research as well as industry practices. He/ She was very sincere and committed
in all tasks.

Signature & Seal of Industry Guide

3
 DECLARATION BY STUDENT

This is to declare that I have carried out this project work myself in part fulfillment of the
M.B.A Program of Centre for Online Learning of Dr. D.Y. Patil Vidyapeeth’s, Pune –
411018

The work is original, has not been copied from anywhere else, and has not been submitted to
any other University / Institute for an award of any degree / diploma.

Date: - 08/06/2023 Signature: -

Place: Pune Name: Shweta Vijay Jadhav

4
 ACKNOWLEDGEMENT

A Management project is an excellent opportunity learning & self-development. I Consider

my-self very lucky & honored so have so many wonderful people help me in this completion
of this project. It is my privilege to express my gratitude and respect to those who guided and
inspired me in the completion of this project.

I also want to give thanks to Miss. Chaitali Thorat (Human Resource Manager) SPARK
Project and Automation they constantly encouraged me and showed me the right path from day
one till the completion of my project. I also want to give thanks to our Prof. Kanika Godani
Go and Mentor Mrs. Mamata Chavan for providing me all the support required for successful
completion of my project.

I am grateful tout other faculties, and friends administrative staff and the librarian of D.Y. Patil
Institute of Online Learning and Computer Application, Pune.

Shweta Vijay Jadhav

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 INDEX

Sr.no. Title Page no.

Abstract 8

Executive Summery 9

1 Introduction 10

1.1 Objective 12

1.2 Scope 13

1.3 Purpose of study 14

2 Literature Review 15

3 Research Methodology 18

3.1 Recruitment 18

3.2 Need of recruitment 20

3.3 Feature of recruitment 20

3.4 Recruitment objective for finding the best candidate 21

3.5 Recruitment strategy 24

3.6 Recruitment techniques and type 27

3.7 Modern methods of recruitment 34

3.8 Factor affecting recruitment 35

3.9 Recruitment expatriates 36

3.10 Recruitment process 38

3.11 Recruitment metric’s 40

3.12 Recruitment challenges and problems 52

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3.13 How to overcome recruitment challenges 54

3.14 Job portals for candidate searching 56

3.15 Selection process 61

3.16 Selection Procedure 61

3.17 In detail explanation 62

3.18 Onboarding 70

4 Data analysis 71

5 Findings, Suggestions, Recommendation 72

6 Conclusion 74

7 Bibliography 75

8 References 76

9 Annexure 77

9.1 Questionnaire 77

9.2 Scope for future study 78

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 ABSTRACT

The project report explores the critical recruitment practices employed in IT companies. In
today's highly competitive market, attracting and selecting top talent is vital for the success of
any organization, especially in the rapidly evolving IT industry. This report aims to analyze the
recruitment strategies, processes, and techniques utilized by IT companies to identify and
acquire skilled professionals.

The study begins by providing an overview of the IT industry and its significance in the current
digital era. It delves into the challenges faced by IT companies in attracting and retaining
talented individuals, such as the shortage of skilled workers, high employee turnover rates, and
evolving job market demands. The report emphasizes the importance of effective recruitment
practices in overcoming these challenges and building a competitive advantage.

The project report also highlights the significance of a comprehensive candidate evaluation
process, including technical assessments, behavioral interviews, and cultural fit assessments.
It explores the role of recruitment metrics and analytics in measuring the effectiveness of
recruitment practices and identifying areas for improvement.

Overall, this project report serves as a comprehensive guide for IT companies seeking to
develop and implement successful recruitment practices in today's competitive landscape,
ensuring the acquisition of skilled professionals and the sustained growth of their organizations.

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 EXECUTIVE SUMMARY

The critical recruitment practices employed by IT companies play a vital role in attracting and
selecting top talent in the competitive IT industry. This project report provides an in-depth
analysis of these practices and offers valuable insights for organizations seeking to optimize
their recruitment strategies.

The report begins by highlighting the significance of the IT industry in the current digital era
and the challenges faced by IT companies in recruiting skilled professionals. These challenges
include a shortage of talent, high turnover rates, and evolving job market demands.

Through extensive research, including interviews, surveys, and industry analysis, the report
identifies critical recruitment practices. It explores the use of technology, such as applicant
tracking systems and online assessments, in streamlining the recruitment process. Additionally,
it emphasizes the importance of employer branding and innovative recruitment methods like
social media recruitment and hackathons.

The report also emphasizes the importance of a comprehensive candidate evaluation process,
incorporating technical assessments, behavioral interviews, and cultural fit assessments. It
underscores the significance of recruitment metrics and analytics in measuring the
effectiveness of recruitment practices.

Furthermore, the report discusses the importance of a positive candidate experience throughout
the recruitment process. It explores strategies to enhance candidate engagement,
communication, and transparency.

The findings of this report contribute to the understanding of critical recruitment practices in
IT companies and provide actionable recommendations. The report suggests adopting
technology-driven solutions, strengthening employer branding initiatives, and prioritizing
candidate experience.

Overall, this project report serves as a comprehensive guide for IT companies aiming to
develop and implement successful recruitment practices. By leveraging the insights presented
in this report, organizations can attract and select top talent effectively, ensuring their sustained
growth and competitive advantage in the IT industry.

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 `1. INTODUCTION

In today's fast-paced and technology-driven world, the Information Technology (IT)

industryplays a pivotal role in shaping the global economy. As businesses increasingly rely on
technology to drive innovation, efficiency, and competitive advantage, the demand for skilled
IT professionals continues to grow. However, the rapid evolution of technology, coupled with
the scarcity of talent, poses significant challenges for IT companies in recruiting and retaining
top-performing individuals.

The success of an IT company depends heavily on its ability to attract, select, and onboard
talented individuals who possess the right technical expertise, problem-solving skills, and
adaptability to navigate the ever-changing landscape of the industry. Effective recruitment
practices are crucial in identifying and acquiring such individuals who can contribute to the
growth and success of the organization.

This project report aims to explore critical recruitment practices in IT companies. It delves into
the strategies, processes, and techniques employed by these organizations to attract and select
the best-fit candidates. By examining industry trends, research studies, and real-world
examples, this report provides insights into the various aspects of recruitment that are vital for
IT companies to excel in talent acquisition.

The report begins by providing an overview of the IT industry and its significance in the digital
age. It highlights the rapid advancements in technology and their impact on businesses across
various sectors. Furthermore, it discusses the unique challenges faced by IT companies in
recruiting skilled professionals, such as the shortage of talent, competition from other
organizations, and the need to keep up with emerging technologies.

The following sections of the report delve into critical recruitment practices in the IT industry.
It explores the role of technology in streamlining the recruitment process, including the use of
applicant tracking systems, online assessments, and automation tools. Additionally, it
emphasizes the importance of employer branding in attracting top talent and creating a positive
organizational image.

Furthermore, the report discusses the significance of talent sourcing channels and innovative
recruitment methods in expanding the pool of potential candidates. It explores the utilization

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of social media platforms, professional networks, and referrals to reach and engage with
qualified individuals. The report also examines the emerging trend of hackathons and coding
challenges as effective means of identifying talented individuals and evaluating their skills.

Moreover, the project report highlights the importance of a comprehensive candidate

evaluation process, encompassing technical assessments, behavioral interviews, and cultural
fit assessments. It emphasizes the need for organizations to strike a balance between assessing
technical competencies and evaluating the soft skills and cultural fit of candidates.

Additionally, the report delves into the role of recruitment metrics and analytics in measuring
the effectiveness of recruitment practices. It emphasizes the significance of data-driven
decision-making in identifying areas for improvement, optimizing recruitment strategies, and
enhancing the overall efficiency of the talent acquisition process.

Lastly, the report underscores the importance of providing a positive candidate experience
throughout the recruitment journey. It explores strategies to improve communication,
transparency, and engagement with candidates, recognizing the impact of a positive experience
on employer reputation and the organization's ability to attract top talent.

Overall, this project report aims to provide valuable insights into critical recruitment practices
in IT companies. By examining industry best practices and current trends, this report equips
organizations with the knowledge and understanding to enhance their recruitment strategies,
attract skilled professionals, and gain a competitive edge in the dynamic IT industry.

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 1.1 OBJECTIVE

To examine the current challenges faced by IT companies in attracting and retaining skilled
professionals.

To explore the strategies and techniques utilized by IT companies in their recruitment

processes.

To analyze the role of technology in streamlining and enhancing the efficiency of recruitment
practices.

To investigate the significance of employer branding in attracting top talent to IT companies.

To emphasize the importance of recruitment metrics and analytics in measuring the

effectiveness of recruitment practices and identifying areas for improvement.

To contribute to the existing body of knowledge on critical recruitment practices in the IT

industry and offer a valuable resource for organizations aiming to excel in talent acquisition.

To assess the effectiveness of candidate evaluation processes used by IT companies,

Including technical assessments and cultural fit evaluations.

By addressing these objectives, the project report aims to provide a comprehensive

understanding of critical recruitment practices in IT companies and offer practical
recommendations for organizations to improve their recruitment processes and attract the best-
fit candidates.

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 1.2 SCOPE

The scope of the project report on critical recruitment practices in IT companies encompasses
various aspects related to talent acquisition and recruitment strategies within the IT industry.
The report aims to provide a comprehensive understanding of the subject matter by examining
key practices, challenges, and trends specific to IT company recruitment.

The scope of the project report may include, but is not limited to, the following areas:

Overview of the IT industry: Providing an introduction to the IT industry, its significance, and
its impact on the global economy.

Challenges in IT company recruitment: Exploring the unique challenges faced by IT companies

in attracting, selecting, and retaining skilled professionals. This may include discussing the
shortage of talent, competition for top candidates, and the need to keep up with emerging
technologies.

Recruitment strategies and processes: Analyzing the various strategies, processes, and
techniques employed by IT companies to identify, attract, and evaluate candidates. This may
involve examining the utilization of technology, employer branding initiatives, talent sourcing
channels, and innovative recruitment methods.

Candidate evaluation and selection: Exploring the methods and approaches used by IT
companies to evaluate candidates' technical skills, behavioral competencies, and cultural fit
within the organization.

Recruitment metrics and analytics: Discussing the importance of data-driven decision- making
in recruitment and exploring the use of metrics and analytics to measure the effectiveness of
recruitment practices.

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 1.4 PURPOSE OF STUDY

Attract and encourage more and more candidates to apply in the organization.

Create a talent pool of candidates to enable the selection of best candidates for the organization.

Determine present and future requirements of the organization in conjunction with its personnel
planning and job analysis activities.

Recruitment is the process, which links the employers with the employees. 19

Increase the pool of job candidates at minimum cost.

Help increase the success rate of selection process by decreasing number of visibly under
qualified or overqualified job applicants.

Help reduce the probability that job applicants once recruited and selected will leave the
organization only after a short period of time.

Meet the organizations legal and social obligations regarding the composition of its workforce.

Begin identifying and preparing potential job applicants who will be appropriate candidates.

Increase organization and individual effectiveness of various recruiting techniques and sources
for all types of job applicants.

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 2. LITERATURE REVIEW

Abbasi, S. G., Tahir, M. S., Abbas, M., & Shabbir, M. S. (2020). Examining the relationship
between recruitment & selection practices and business growth: An exploratory study. Journal
of Public Affairs, e2438.

AL‐Abrrow, H., Al‐Maatoq, M., Alharbi, R. K., Alnoor, A., Abdullah, H. O., Abbas, S., &
Khattak, Z. Z. (2021).

Understanding employees’ responses to the COVID‐19 pandemic: The attractiveness of

healthcare jobs. Global Business and Organizational Excellence, 40(2), 19-33.

S. H., Foreman, J., Capasso, A., Jones, A. M., Tozan, Y., & DiClemente, R. J. (2020). Social
media as a recruitment platform for a nationwide online survey of COVID-19 knowledge,
beliefs, and practices in the United States: methodology and feasibility analysis. BMC medical
research methodology, 20, 1-11.

Archer-Kuhn, B., Beltrano, N. R., Hughes, J., Saini, M., & Tam, D. (2021). Recruitment in
response to a pandemic: pivoting a community-based recruitment strategy to facebook for hard-
to-reach populations during COVID-19. International Journal of Social Research
Methodology, 1-12. Doi: 10.1080/13645579.2021.1941647

Armstrong, M. (2009). Armstrong’s Handbook of human resource Management practice 11th

edition. Longon: Kogan Page. Broyles, L. M., Rodriguez, K. L., Price, P. A., Bayliss, N. K., &
Sevick, M. A. (2011).

Overcoming barriers to the recruitment of nurses as participants in health care research.

Qualitative Health Research, 21(12), 1705-1718.

D'Silva, C. (2020). A Study on Increase in E-Recruitment and Selection Process. International

Journal of Research in Engineering, Science and Management, 3(8), 205-213.

Enis, F. (2018). Human resource management and its importance in everyday business
administration. In 4th International Conference Economic Sciences" Functioning of economic
systems in the global world" (pp. 20-25). Fall, P.L., & Chulkov, N. (2013). Reference Checks

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in United Nations System Organizations; Joint Inspection Unit, United Nations, Geneva Florea,
N. V. (2014).

Using recruitment agencies to obtain the best candidates. Land Forces Academy Review, 19(1),
80-89.

Gamage, A. S. (2014). Recruitment and selection practices in manufacturing SMEs in Japan:

An analysis of the link with usiness performance. Ruhuna Journal of Management and Finance,
1(1)

Geetha, R., & Bhanu, S. R. D. (2018). Recruitment through artificial intelligence: a conceptual
study. International Journal of Mechanical Engineering and Technology, 9(7), 63-70.

Hedricks, C. A., Rupayana, D. D., Fisher, P. A., & Robie, C. (2019). Factors affecting
compliance with reference check requests. International Journal of Selection and Assessment,
27(2), 139-151.

Henry, O., & Temtime, Z. (2009). Recruitment and selection practices in SMEs: Empirical
evidence from a developing country perspective. Advances in Management, 3(2), 52-58

Hosain, S., & Liu, P. (2020). LinkedIn for Searching Better Job Opportunity: Passive
Jobseekers' Perceived Experience. The Qualitative Report, 25(10), 3719-3732. Junejo, I.,
Khawaja, A., & Gul, K. (2019).

Does E-recruitment Matter for Service Sector? An Empirical Study of Hyderabad, Pakistan.
Annals of Contemporary Developments in Management & HR (ACDMHR), 1(3), 22 32.

Kaliannan, M. (2018). Decision Making Approach to Employee Selection: Achieving Strategic

Person-Job-Organization Fit among Organizations in Malaysia. In Management Strategies and
Technology Fluidity in the Asian Business Sector (pp. 27-64). IGI Global. Maloney, T. R.
(2001).

Employee recruitment and selection: how to hire the right people. USA: Cornell University.
Mishra, S., & Kumar, S. P. (2019). Prospecting the enablers for adoption of e-recruitment
practices in organisations: a proposed framework. International Journal of Environment,
Workplace and Employment, 5(3), 235-246.

Muduli, A. and Trivedi, J.J. (2020), "Social media recruitment: the role of credibility and
satisfaction", Evidence-based HRM, 8(2), 237-25.

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Nguti, V. N., & Mose, T. (2021). The role of E-recruitment and selection functions on the
organizational outcomes in

HELB, Kenya. International Academic Journal of Human Resource and Business

Administration, 3(9), 554-565. Ogedegbe, R. J. (2014).

Achieving organisational objectives through human resource management practices. European

Journal of Business and Management, 6(16), 18-22.

Pulakos. E.D. (2005) Selection Assessment Methods; A guide to implementing formal

assessments to build a high-quality workforce. SHRM Foundation Printed in the United States
of America

Qualman, E. (2012). Socialnomics: How social media transforms the way we live and do
business. John Wiley & Sons.

Russo, G., Rietveld, P., Nijkamp, P., & Gorter, C. (2000). Recruitment channel use and
applicant arrival: An empirical analysis. Empirical economics, 25(4), 673-697.

Schislyaeva, E. R., & Plis, K. S. (2021). Personnel management innovations in the digital era:
Case of Russia in covid-19 pandemic. Academy of Strategic Management Journal, 20, 1-16.
Selase, A. E. (2018).

The impact of recruitment and selection criteria on organizational performance. GN Bank,

Greater Accra Region of Ghana as the Mirror. Journal of Public Administration and
Governance, 8(3), 283-295.

Smythe, S., Grotlüschen, A., & Buddeberg, K. (2021). The automated literacies of e-
recruitment and online services. Studies in the Education of Adults, 53(1), 4-22.

Temsah, M. H., Alkhattabi, F., Alhasan, K., Alherbish, A., Philby, M., Alsohime, F., & Bashiri,
F. A. (2021).

Remote Interviews for Medical Residency Selection During the Initial COVID-19 Crisis: a
National Survey.

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 3. RESEARCH METHODOLOGY

3.1 RECRUITMENT
RECRUITMENT – Placing the right person in right job at the right time

According to Edwin B. Flippo, “Recruitment is the process of searching the candidates for
employment and stimulating them to apply for jobs in the organization”. Recruitment is
the activity that links the employers and the job seekers.

Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified
applicants for the future human resources needs even though specific vacancies do not exist.
Usually, the recruitment process starts when a manger initiates an employee requisition for a
specific vacancy or an anticipated vacancy.

It is the process to discover sources of manpower to meet the requirement of staffing schedule
and to employ effective measures for attracting that manpower in adequate numbers to facilitate
effective selection of an efficient working force.

Recruitment of candidates is the function preceding the selection, which helps create a pool of
prospective employees for the organization so that the management can select the right
candidate for the right job from this pool. The main objective of the recruitment process is to
expedite the selection process.

RECRUITMENT- Placing the right person in right job at the right time. 15 Recruitment is an
important part of an organization’s human resource planning and their competitive strength.
HRP helps determine the number and type of people an organization needs. Job Analysis and
Job Design specify the tasks and duties of jobs and the qualifications expected from prospective
jobholders.

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 Fig. 3.1 Recruitment

Why recruitment is important?

Recruitment is important because it brings several benefits to a business. Here are some
examples of how businesses benefit from recruiting

Helps companies hire talented individuals: The recruitment process requires HR

professionals to seek out candidates with the right education, skills and professional
experiences for a job opening. They do this by using applicant tracking software (ATS),
conducting technical interviews and other evaluation tactics.

Allows companies to hire individuals who value the same principles: When companies have
a strong recruitment process, it helps HR professionals determine whether candidates value the
same principles and workplace culture that the company provides. For example, by look for
and engaging with candidates who value a competitive atmosphere, HR professionals can hire
and onboard professionals who thrive in their workplace. This also helps positively impact
employee retention and job satisfaction.

Connects companies with professionals for future job openings: Even if a company selects
a different candidate, the HR team can stay connected to other qualified candidates who didn't
receive positions. This includes keeping candidate files and performing outreach activities to
previous candidates.

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Ensures that companies hire individuals who can help grow their business: When
recruiters search for candidates, they use recruitment resources to connect with candidates who
hold the skills and qualities that could contribute to new business initiatives or goals. For
example, recruiters assemble a pool of candidates for an IT branch within the company.

3.2. NEED OF RECRUITMENT

The need for recruitment may be due to the following reasons / situations

Vacancies: due to promotions, transfers, retirement, termination, permanent disability, death

and labor turnover.

Creation of new vacancies: due to growth, expansion and diversification of business activities
of an enterprise.

In addition, new vacancies are possible due to job specification.

The recruitment and selection is the major function of the human resource department and
Recruitment process is the first step towards creating the competitive strength and the strategic
advantage for the organizations. Recruitment process involves a systematic procedure from
sourcing the candidates to arranging and conducting the interviews and requires many
resources and time.

3.3 Feature of Recruitment

1. Recruitment is a process or series of action.

2. It is a linking activity as it brings employer and prospective employees together.

3. It is a positive function.

4. The Basic function of recruitment is to locate the sources of people required to meet the job
requirements.

5. Recruitment is a tow-way function as it takes both recruiter and recruits together.

6. Recruitment is a complex job as many factors affect it, e.g. Image of the organization, Nature
of job offered, organization policies etc.

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3.4 RECRUITMNET OBJECTIVE FOR FINDING THE BEST CANDIDATE

When companies select the best candidates for the positions they want to fill, they make
business processes more efficient and encourage professional advancement. Recruitment
objectives help companies hire qualified candidates and build productive teams. By
establishing effective recruitment objectives, you can foster growth for your team, your
company and your career. In this article, we define recruitment objectives, describe why they're
important and list 10 recruitment objectives for choosing an ideal candidate.

3.4.1 What are the recruitment Objective?

Recruitment objectives are goals set by businesses or recruiters to ensure they select the right
candidates for available positions. The primary recruitment objective of any company is to hire
the most qualified candidates, but most have other goals to meet in their hiring processes, as
well. In recent years, recruitment has shifted to consider candidates' needs and preferences
more heavily, and objectives have changed to reflect this.

3.4.2 Why it is important to develop recruitment objective?

Setting recruitment objectives is important because it provides employers with a strategy for
finding quality candidates. If a hiring manager believes a chosen candidate is the right fit for
an available position and the candidate believes they can succeed in the role, the candidate may
be a productive team member for an extended period of time. This helps companies save money
on recruitment, offer job security to their employees and foster growth and development among
their teams.

3.4.3 10 recruitment objectives for hiring the best candidates

1. Refine the quality of your candidates

When searching for the ideal candidate for a position, recruiters first look for applicants whose
resumes match the job description they listed. The professional skills, education and
employment experience listed on a resume are important in determining whether a candidate
is a good fit for an available position, but refining candidates even further can help you ensure
you hire the best possible applicant.

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Asking certain interview questions allows you to better understand how each candidate
operates as an employee and what they expect from the job. Screening questions or prompts
you might include in an interview are:

Tell me about yourself.

What are your three biggest strengths?

What are your three biggest weaknesses?

Why did you choose to apply for this position?

What makes you a good fit for this company?

2. Create a pool of qualified candidates

Even if you plan on hiring the first candidate you interview, having a pool of select candidates
adds quality assurance to your hiring process. You may still select the first person you
interviewed, but using their qualifications as a baseline when interviewing other candidates
allows you to make a hiring decision with confidence. If you have multiple candidates to
compare, you can also ask for feedback from colleagues or supervisors when attempting to
select a qualified candidate.

3. Find candidates who fit your company's culture

Company culture refers to a shared set of values, practices and goals that members of an
organization share. Effective team managers often consider the independence and preferences
of their team members, how team members treat one another and the workplace environment
when delegating tasks and assigning group work. Recruiters can maintain a productive
company culture by ensuring that a chosen candidate understands their company's culture and
wants to actively participate in it.

4. Streamline the recruitment and hiring processes

Creating a detailed strategy for interviewing and hiring candidates makes the entire process
more efficient. When you know exactly what to expect and develop a consistent approach to
hiring candidates, applicants often feel valued and respected. This can help you develop
positive relationships with candidates who may have an interest in future vacancies within your
company.

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5. Reduce employee turnover

Effective recruitment ensures that both you and your candidates have the information you both
require to make a proper hiring decision. Ensuring that you mention as many details as possible
regarding the job, benefits and any other expectations of the company can help reduce
employee turnover. Consider also encouraging questions from the candidate, as well. If this
occurs, the candidates often know what to expect if they accept a job offer and can avoid
surprises that may lead to them seeking other employment.

6. Encourage leadership development

Candidates are more likely to accept a position if they know there are advancement
opportunities within the company. You can make leadership development a recruitment
objective by discussing career goals with each candidate, explaining the company's structure
and letting them know whether you may have more senior positions available in the future. If
you don't believe there are advancement opportunities available, ensure that the candidate feels
comfortable remaining in the position or solely working in similar job roles.

7. Improve your brand's perception

In most cases, you can only hire one candidate for each position. However, you might receive
several applications and interview dozens of applicants. This allows you to emphasize your
brand's perception with everyone who interacts with your company, even if you don't hire them.

Regardless of whether they secure an available position, candidates often remember interviews
they've had. If they have a positive experience, they may apply for other jobs with your
company in the future, recommend your company to others or positively discuss your company
with friends and business associates.

8. Learn which methods work best

Adjusting your recruitment methods is equally important to establish a set of recruitment

objectives. The best recruitment approach varies by company, as each business has unique
hiring goals. Hiring goals and companies as a whole also change over time. Consider
implementing new objectives to determine which works best for your company and analyze
each method often to determine its success or failure.

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9. Use a merit-based selection approach

You can avoid unintentional bias in your hiring process by including merit-based selection in
your recruitment objectives. When reviewing each candidate's resume, try to solely consider
their qualifications, education and experience. Personal information, such as their name or
address, should only be important if you choose to contact them for an interview. When you
select candidates based on merit, you create a larger pool of qualified applicants and encourage
diversity in your workplace.

10. Minimize recruitment costs

Recruiters often establish goals to minimize their costs. Companies can keep recruitment costs
low and avoid decreases in productivity associated with a high turnover rate by establishing
recruitment goals that encourage job satisfaction and retention. Using digital features, such as
virtual interviewing and social media recruitment, can also help recruiters adhere to their
budget, broaden their reach and encourage company growth.

3.5 Recruitment Strategy

Evaluate your current hiring and recruitment procedures

Evaluate the methods your department currently uses to find, contact, and recruit job
candidates. This helps you determine which recruitment procedures you need to add, develop
or retire. For example, if your department already uses applicant tracking software (ATS), you
can decide whether it adds value to your recruitment process or whether you could improve it
by updating the software.

Look at recruitment strategies of competing businesses

To get more inspiration for your recruitment strategy, look at those of your competitors. This
is important as it allows you to level yourself with competitors and increase the likelihood of
candidates pursing opportunities with your company. For example, your content marketing
company's primary competitor pays candidates for completing writing samples during the
recruitment process. Because of this, they're more likely to continue through the hiring process.
To level your company's recruitment strategies with its primary competitor's, you can consider
doing the same for copywriter candidates.

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Review your company's mission statement, values and long-term goals

A good recruitment strategy aligns a company's hiring needs with its core values and long-term
goals. Therefore, using your company's mission statement and values or referring to its most
recent business plan can help you gain a better understanding of how recruitment strategies
should support the company. For instance, upon reviewing your company's business plan you
verify that one of its goals includes expanding into a niche market. From this, you can set
recruitment strategy guidelines with that goal in mind, (who to hire, when to hire).

Determine current employment numbers for each department

Review each of your company's internal departments and current employment numbers or
types of positions in each. By doing this, you can identify vacant positions and determine which
department(s) to focus a recruitment strategy on. It might also help to speak with each
department manager to learn more about their hiring needs.

Outline an appropriate recruitment budget

The amount of money you can devote to recruitment and hiring activities should also contribute
to your recruitment strategies. By speaking with upper management and allocated funds, you
can determine how much money you have to spend candidate searches, new employee salaries
and benefits. These figures are important to include in your recruitment strategies, as they can
help HR professionals connect with candidates whose salary needs align with what your
company can offer.

Identify the who, what, when, where, why and how of your recruitment strategy

After completing your research you should fill out the who, what, when, where, why and how
details that make up your recruitment strategy. You can turn this into a reference document for
HR professionals as the search for and connect with job candidates. Here is an example of what
this would look like:

Who: Developer specialists

What: Individuals with at least two years of professional developer experience and a bachelor's
degree in an area like BE, PR or communications.

When: Recruiting efforts set to start on February 5th and end by April 5th.

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Where: Post the developer specialist job description on four job listing sites and one
professional networking site

Why: We're expanding our product line and we need to devote a team of developer specialists
to campaigning and email marketing promotions.

How: Email qualified candidates for phone interviews, conduct phone interviews, contact best
suited candidates for an in-person interview, have the top 10 best candidates come back for a
panel interview.

Fig 3.2 Recruitment Strategies

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3.6 Recruitment Techniques and Types

Advertisement

It has been observed that the organizations do advertise their vacant positions both on the
electronic print media as well as the different types of other media channels to attract different
types of talented applicants for their said organization. An advertisement is generally developed
in such a manner that it could trigger the responsiveness of different types of individuals in the
concerned process.

Fig. 3.3 Advertisement

Contracting Agencies

A recruitment agency, also known as a labor broker, is an organization that takes

contract responsibilities of recruiting employees for an organization for an agreed
consideration. This arrangement seems to be very efficient in recruiting the most able type of
people in the different types of employability. It has been observed that in exchange of pre-
determined fees, mostly from the employers and in some cases from the employees, these types
of agencies do some pre-selection activities that are very beneficial in choosing the suitable
candidates according to the need in the said organization. The role of activities of the different
types of private employment agencies may differ in their policy of execution and work methods
in this said domain. It has also been observed that these types of employment agencies are

27
highly beneficial to the employers in the selection of a proper type of candidate if a proper type
of briefing of the required profile of candidates in given to them.

Fig. Contracting Agencies

Employee Referrals

Employee referral is typically denoted as a recruitment technique where employees are

asked to recommend potential individuals outside of the organization for vacant positions
(Stephen et al., 2013). In this method, it is generally observed that the employees are selected
on the basis of the referrals of the present employees in an organization. In most cases, several
organizations are seen to be dependent on this system of employee referral for better
performance results. The most beneficial aspects of such a method are that it saves time, cost
of recruitment procedures for an organization, and enhances the process of recruitment to a
greater extent. The HRM managers are also observed to offer different incentives, including

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cash rewards, to the present employees for referring to the best types of candidates in the said
domain. It has also been observed that there are some significant behavioural differences
between referred and non-referred workers, even though referred and non-referred workers
look similar on most observable characteristics.

Fig. Employee Referrals

Labor and Union Offices

Labor Offices world over have a system of Unions that are very useful in the recruitment
of the different types of labor and also in meeting the different types of labor requirements of
the various types of organizations in the business domain of mostly the building and
construction industry as well as the printing industries (Keshav, 2013). It has been observed
that a labor pool is generally available with such type of union and they, in some cases, also
predict the nature and the type of the employees that will be hired and also in respect to the
positions where they will be placed.

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 Fig. Labor and Union Offices

E-Recruitment

In the wake of COVID-19 Pandemic, e-recruitment has become a widespread workforce

sourcing technique. As nations across the globe are experiencing social distancing measures,
majority of companies are using technology for all the possible business activities, including
recruitment (Ptel, 2020). Let us see how technology and electronic platforms are used for
recruitment.

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 Fig. E-recruitment

Electronic Application system

Although companies widely use electronic applications, in the wake of COVID-19 Pandemic,
it has become a much common practice. Local or international, majority of companies are
noticed adopting electronic application systems. These systems let candidates to fill the
application form and submit all necessary documents. Small and medium enterprises are also
pushing themselves into this practice which is interesting to learn. Also, government units in
developing nations have also been attracted to using electronic recruitment systems since the
Pandemic has started (Schislyaeva & Plis, 2021), showing substantial improvement, much
needed across the public sector institutions in the world. This is important to understand since
organizations across the globe are working hard to improve overall business processes to
improve organizational efficiency. The transformation of businesses in the shape of digitization
is much needed to boost economic functioning.

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 Fig. Electronic Application system

E-Advertisement

Electronic advertisement outlines two major platforms, which are e-recruitment portals and
social media. The COVID-19 has given a new boost to such recruitment websites such as
Monster, Career Builder, Indeed, Glassdoor, etc. Many business and occupational sectors
use these platforms to reach out to potential candidates. With a small fee, these platforms
let companies advertise and help attract thousands of applicants from all over the world.
According to D`Silva (2020), the use of e-recruitment has made the staff procedures more
effective and timely, leading to improving business and organizational effectiveness.
Generally, this was a common practice for international and multi-national organizations and
has become a widely accepted practice for local small and medium enterprises over the recent
years. As many enablers are required to transform to e-recruitment and many small and
medium businesses, especially those with limited resources, were unable to quickly

32
transform their sourcing activities during COVID-19 Pandemic e-recruitment platforms
appears to be a great help. Social media has already been used for various business
activities and therefore has become an unavoidable part of daily life for many across the
globe. Ranging from a wide variety of business activities such as procurement, finance, trade
and other possible activities, social media is also used now for recruitment purposes.
Particularly, since the COVID-19 has started, social media has become a widely used
recruitment platform. Social media platforms such as LinkedIn and Facebook are noticed to be
heavily used for job advertisement and initial screening, helping both individuals and
organizations effectively and timely connect during the ongoing Pandemic. A recent article has
reported LinkedIn to be one of the best social media platforms for job searching and
advertisement and has predicted its further growth and launch of more similar platforms in the
future if the Pandemic situation continues. In a nutshell, e-advertisement through social media
has become a common practice, and organizations actively reach out to such platforms to attract
desired candidates.

Fig. E-Advertisement

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3.7 MORDERN METHODS OF RECRUITMENT
A number of modem recruitment sources are being used by the corporate sector in addition to
traditional sources. The sources are divided into internal and external sources. Internal sources:

Internal sources:

(a) Employee referrals:

Present employees are well aware of the qualifications, attitudes, experience and
emotions of their friends and relatives. They are also aware of the job requirements and
organizational culture of their company. As such, they can make preliminary judgments
regarding the match between the job and their friends or relatives. Hence, the HR
Managers of the company depend on the present employees for reference of the
candidates for various jobs. This source reduces the cost and the time required for
recruitment. Further this source enhances the effectiveness of recruitment.

External sources:

(a) Walk in interviews and tests:

The busy and rapidly changing organizations do not find time to perform various
functions of recruitment. Therefore, they advise the potential candidates to attend for
an interview directly and without a prior application on specified date, time and at a
specified place.
(b) Outsourcing:
Some organizations recently started developing human resources pool by employing
the candidates for them. These organizations do not utilize the human resources instead
they supply HRs to various companies based on their needs on temporary or ad-hoc
basis. Various companies, rather than employing HRs draw HRs from these
organizations on commission basis.

34
 Fig. MORDERN METHODS OF RECRUITMENT

3.8 FACTORS AFFECTING RECRUITMENT

Recruitment is naturally subject to influence of several factors. These include external as well
internal forces.

Internal Factors External Factors

1. Recruitment policy 1. Supply and Demand

2. HRP 2. Unemployment rate

3. Size of the firm RECRUITMENT 3. Labor Market

4. Cost of Recruitment 4. Political- Social

5. Role of trade Union 5. Information System

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3.9 Recruiting Expatriates

Expatriate is a person who leaves his country to work and live in a foreign country. Generally,
expatriates are the nationals from the other countries than the host and the MNC’s parent
country, i.e. expatriates are the third country nationals. The unavailability of the required skills
and talents takes the organization to source talent from other countries. The procedures and
processes of recruiting and selecting the human resources are never uniform even within a
single organization. The procedures vary according to the post, the skill set required, the nature
of work etc. More of it is seen in the case of recruitment of expatriates. The recruitment and
selection procedures and considerations are drastically different for expatriates than that o f the
domestic employees. Recruitment of expatriates involves greater time, monetary resources and
other indirect costs. Improper recruitment and selection can cause the expatriates to return
hastily or a decline in their performance. A mismatch between job (its requirements) and people
can reduce the effectiveness of other human resource activities and can affect the performance
of the employees as well as the organization. Recruiting expatriates require special
considerations and skills to select the best person for the job. Except for a few expatriate
selection policies, the expatriate selection criterion is generally organization and nation
specific. The recruiters for recruiting the expatriates should be carefully selected and trained.
The recruitment strategies for expatriates should be aligned with requirements of the job. The
interviews of expatriates are designed in a manner to judge there:

 Adaptability to the new culture

 Intercultural interaction 32
 Flexibility
 Professional expertise
 Past international work experience
 Tolerance and open-mindedness
 Family situation
 Language ability
 Attitude and motivation
 Empathy towards local culture

36
A few researches in this field also suggest that women are more likely to be successful in certain
positions as expatriates as they are more sensitive towards new culture and people. Recruitment
of expatriates should be followed by cultural and sensitivity training, and language training.

Fig. Recruiting Expatriates

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3.10 RECRUITMENT PROCESS
The recruitment process refers to the series of steps and activities an organization follows to
identify, attract, evaluate, and select suitable candidates for job vacancies. The specific details
of the recruitment process can vary depending on the organization's size, industry, and specific
requirements. However, I'll outline a general framework that many companies typically follow:

Identifying Job Vacancy:

The first step is to determine the need for a new position within the organization. This could
arise due to business growth, employee turnover, or the creation of a new role.

Job Description and Requirements:

Once the need for a position is established, the hiring manager or HR team creates a detailed
job description outlining the responsibilities, qualifications, skills, and experience required for
the role.

Sourcing Candidates:

The organization employs various methods to attract potential candidates. This can include
posting job advertisements on job boards, company websites, social media platforms, and
professional networking sites. Additionally, recruiters may actively search for candidates
through resume databases, referrals, or recruitment agencies.

Resume Screening:

The received resumes and applications are reviewed to shortlist candidates who meet the
minimum requirements. The screening process involves evaluating the applicants'
qualifications, experience, skills, and alignment with the job description.

Interviewing:

The selected candidates are invited for interviews, which can be conducted in multiple stages.
Initial interviews may be conducted over the phone or through video calls to assess the
candidates' suitability and gauge their interest. Subsequent interviews can involve face-to-face
meetings with the hiring manager, team members, or other stakeholders.

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Assessments and Tests:

Depending on the nature of the role, candidates may be required to undergo additional
assessments or tests to evaluate their technical skills, cognitive abilities, or personality traits.
This can include coding tests, writing samples, case studies, or psychometric assessments.

Background Checks:

Before extending an offer, organizations often conduct background checks to verify the
candidate's educational qualifications, employment history, references, and criminal records,
ensuring the information provided is accurate and reliable.

Decision and Offer:

After assessing all the candidates, the hiring team or manager selects the most suitable
individual for the position. An offer is then extended, including details such as compensation,
benefits, start date, and any other relevant terms and conditions.

Onboarding:

Once the candidate accepts the offer, the onboarding process begins. This involves completing
necessary paperwork, providing orientation, and familiarizing the new employee with the
company culture, policies, and procedures.

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 Fig. Recruitment Process

3. 11 RECRUITMENT MATRICS

1. Time to fill
This refers to the number of calendar days it takes to find and hire a new candidate, often
measured by the number of days between approving a job requisition and the candidate
accepting your offer. Several factors can influence time to fill, such as supply and demand
ratios for specific jobs as well as the speed at which the recruitment department operates. It’s
a great metric for business planning and offers a realistic view for the manager to assess the
time it will take to attract and hire a replacement for a departing employee.

In the learning bite below, we explain the Time to fill metric in even more detail.

2. Time to hire
Time to hire represents the number of days between the moment a candidate applies or is
approached and the moment the candidate accepts the job. In other words, it measures the time
it takes for someone to move through the hiring process once they’ve applied. Time to hire thus
provides a solid indication of how the recruitment team is performing. This metric is also called
‘Time to Accept’.
A shorter time to hire often enables you to hire better candidates, preventing the best candidates
from being snatched up by a company that does have a short time to hire. It also impacts your

40
candidate experience as nobody likes a recruiting process that takes a long time. You’ll be able
to see where the bottlenecks are in your hiring process and you can work to remove them.

For example, the data might show you that there is a long time between resume screening and
the phone interview. This can be an issue of scheduling, which recruiting teams can solve by
implementing automated scheduling programs.

This metric is heavily influenced by your recruitment funnel. If you are hiring for jobs that
have a relatively straight-forward recruitment process of one interview, the time to hire will be
shorter than when you have a phone intake, assessment day, and three rounds of interviews.
For that reason, you should be a little bit careful when interpreting the time to hire benchmark
we included below.

3. Source of hire
Tracking the sources which attract new hires to your organization is one of the most popular
recruiting metrics. This metric also helps to keep track of the effectiveness of different
recruiting channels. A few examples are job boards, the company’s career page, social media,
and sourcing agencies.

Having a clear understanding of which channel works and which doesn’t, you’ll be able to
double down on the channels that are bringing you the most ROI and decrease spending on
those that aren’t. For example, if you see that most of your successful hires are not coming
from LinkedIn but your internal job board, then that’s the channel that you want to be focusing
on.

4. First-year attrition
First-year attrition or first-year/new hire turnover is a key recruiting metric and also indicates
hiring success. Candidates who leave in their first year of work fail to become fully productive
and usually cost a lot of money. First-year attrition can be managed and unmanaged.

Managed attrition means that the contract is terminated by the employer. Unmanaged attrition
means that they leave on their own accord (this is also referred to as voluntary turnover). The
former is often an indicator of bad first-year performance or bad fit with the team.

41
The second is often an indicator of unrealistic expectations which cause the candidate to quit.
This could be due to a mismatch between the job description and the actual job, or the job
and/or company has been oversold by the recruiter.

5. Quality of hire
Quality of hire, often measured by someone’s performance rating, gives an indicator of first-
year performance of a candidate. Candidates who receive high-performance ratings are
indicative of hiring success while the opposite holds true for candidates with low-performance
ratings.

Low first-year performance ratings are indicative of bad hires. A single bad hire can cost a
company tens of thousands of dollars in both direct and indirect costs. To read more about how
to assess these costs, check out our article on HR costing.

When combined with the channel through which the candidate was sourced, you can measure
sourcing channel quality (see recruiting metric no. 17).

Quality of hire is one of the most common, but also most complex recruiting metrics, as you
can measure it in multiple ways. You can get an overview in our detailed guide.

Quality of hire is the input for the Success Ratio. The success ratio divides the number of hires
who perform well by the total number of candidates hired. A high success ratio means that
most of the hired candidates perform well, however a low ratio means that you need to fine-
tune your selection process!

The success ratio is used as input for recruitment utility analysis. This analysis enables you to
calculate an ROI for different selection instruments.

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6. Hiring Manager Satisfaction
In line with quality of hire, hiring manager satisfaction is another recruiting metric that is
indicative of a successful recruiting process. When the hiring manager is satisfied with the new
employees in their team, the candidate is likely to perform well and fit well in the team. In
other words, the candidate is more likely to be a successful hire.

7. Candidate job satisfaction

Candidate job satisfaction is an excellent way to track whether the expectations set during the
recruiting procedure match reality. A low candidate job satisfaction highlights mismanagement
of expectations or incomplete job descriptions.

A low score can be better managed by providing a realistic job preview. This helps to present
both the positive and negative aspects of the job to potential candidates, thus creating a more
realistic view.

8. Applicants per opening

Applicants per job opening or applicants per hire gauges the job’s popularity. A large number
of applicants could indicate a high demand for jobs in that particular area or a job description
that’s too broad.

The number of applicants per opening is not necessarily an indicator of the number of qualified
candidates. By narrowing the job description and including a number of ‘hard’ criteria, the
number of applicants can be reduced without reducing the number of suitable candidates. You
can also focus more on sourcing from channels that have brought qualified candidates in the
past.

9. Selection ratio
The selection ratio refers to the number of hired candidates compared to the total number of
candidates. This ratio is also called the Submittals to Hire Ratio.

43
The selection ratio is very similar to the number of applicants per opening. When there’s a high
number of candidates, the ratio approaches 0. The selection ratio provides information such as
the value of different assessment and recruitment tools and can be used to estimate the utility
of a given selection and recruitment system.

To calculate the utility of these tools, take a look at this article by Sturman (2003) on the ROI
of selection tools.

10. Cost per hire

The cost per hire recruitment metric is the total cost invested in hiring divided by the number
of hires.

Cost per hire consists of multiple cost structures which can be divided by internal and external
cost. Internal costs include compliance cost, administrative costs, training & development, and
hiring manager costs. External costs would be background checks, sourcing expenses, travel
expenses, or marketing costs.

By quantifying all of them you can calculate the total recruitment cost.

11. Candidate experience

When we talk about recruiting metrics, candidate experience shouldn’t be
overlooked. Candidate experience is the way that job seekers perceive an employer’s
recruitment and onboarding process, and is often measured using a candidate experience
survey. This survey uses Net Promoter Score and helps to identify key components of the
experience that can be improved.

Keep in mind that you can measure candidate experience in different stages of the recruitment
process. And don’t rule out unsuccessful candidates. You should measure them along with the
ones you’ve ended up hiring to get a more accurate picture of the state of your candidate
experience.

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12. Offer acceptance rate
The offer acceptance rate compares the number of candidates who successfully accepted a job
offer with the number of candidates who received an offer. A low rate is indicative of
potential compensation problems. When these problems occur often for certain functions, the
pay can be discussed earlier in the recruiting process in an effort to minimize the impact of a
refused job offer. An example is by listing pay in the job opening or by asking for the
candidate’s salary expectations.

13. % of open positions

The % of open positions compared to the total number of positions can be applied to specific
departments or to the entire organization even.

A high percentage of open positions in a specific department can mean those positions are in
high demand (for example, due to fast growth). It can also mean that there’s currently a low
supply of workers in the market for those positions. This metric can offer you insights into the
current trends and changes happening in the labor market, which can be valuable when you’re
building your talent acquisition strategy.

14. Application completion rate

This is a talent acquisition metric that shows how many candidates who started a job application
finished it. You can also measure the other way around as “Applicant drop-off rate”, ie. the
share of candidates who did not finish the application.

Application completion rate is especially interesting for organizations with elaborate online
recruiting systems. Many large corporate firms require candidates to manually input their entire
CV in their systems before they can apply for a job. Drop-off in this process is indicative of

45
problems, e.g. web browser incompatibility with the application system, or a non-user-friendly
interface.

A simple way to check for any issues that might happen during your application process is to
test it out yourself. This will help you understand where your applicants might struggle with
and how you can improve it.

This recruiting metric fits well with our number 15.

15. Recruitment funnel effectiveness

Recruitment process can be seen as a funnel which begins with sourcing and ends with a signed
contract. By measuring the effectiveness of all the different steps in the funnel, you can specify
a yield ratio per step.

For example,

 15:1 (750 applicants apply, 50 CVs are screened)

 5:1 (50 screened CVs lead to 10 candidates submitted to the hiring manager)

 2:1 (10 candidate submissions lead to 5 hiring manager acceptances)

 5:2 (5 first interviews lead to 2 final interviews)

 2:1 (2 final interviews lead to 1 offer)

 1:1 (1 offer to 1 hire)

The recruiting funnel has changed a lot over the last few years due to advances in HR tech. The
first few steps are often atomized: software helps to automatically screen CVs and select the
best fits. Some companies opt to go for video interviews to change submittals and even first
interviews.

In other words: expect this funnel to change over time.

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16. Sourcing channel effectiveness
Sourcing channel effectiveness helps measure the number of potential candidates each of your
recruitment channels are bringing in, and the conversion rate. By comparing the percentage of
applications with the percentage of impressions of the job postings, you can quickly judge the
effectiveness of different channels.

A simple way to do this is by using Google Analytics to track where the people who viewed
the job opening on your website actually came from.

By setting ‘goals’, like the successful completion of an application form, this conversion rate
can be made much more accurate. Maybe the people coming from LinkedIn and Twitter don’t
apply, but the people coming in from Facebook do!

17. Sourcing channel cost

You can also calculate the cost efficiency of your different sourcing channels by including ad
spend, the amount of money spent on advertisement, on those platforms. By dividing the ad
spend by the number of visitors who successfully applied through the job opening you measure
the sourcing channel cost per hire.

18. Cost of getting to Optimum Productivity Level (OPL)

The cost of getting to Optimum Productivity Level (OPL) is the total cost involved in getting
someone up to speed. This includes things like onboarding cost, training cost, the cost of
supervisors and co-workers involved in on-the-job training, and more. Usually, a percentage
of the employee’s salary is also included in this calculation, until they hit 100% OPL.

On top of this metric, there is also the “logistical” cost of replacing an employee. These are
also called the cost per hire. Research by Oxford Economics (2014) lists OPL cost in retail at
£ 16,240 (approx. $ 20,200), in media £ 21,633 ($ 27,000), and in legal £ 35,307 ($ 44,000).

47
19. Time to productivity
Time to productivity, or time to Optimum Productivity Level, measures how long it takes to
get people up to speed and productive. It is the time between the first day of hiring and the
point where the employee fully contributes to the organization

According to the same research by Oxford Economics, the average time a new employee takes
to reach their OPL is 28 weeks. Employees from within the same industry usually take less,
while employees from outside the industry take significant longer (32 weeks). University
graduates (40 weeks), school leavers (53 weeks) and unemployed (52 weeks) take the longest
time.

20. Adverse impact

Adverse impact is the negative effect biased and unfair employment practices have on members
of protected groups. These practices can include hiring, learning and development, promotion,
transfer, and performance appraisals.

Tracking this metric is the key to ensure that your HR practices and activities can contribute to
building a more diverse and inclusive workforce, that you have a fair hiring process, and that
you comply with (local) legislation.

The four-fifths rule is a useful tool to determine whether or not there is adverse impact in your
selection process and other employment practices. According to this metric, the selection rate
of protected groups — which include race, sex, age (40 and over), religion, disability status,
and veteran status — should be 80% or more of the selection rate of non-protected groups to
avoid adverse impact against the former.

For example, if 7% of female job candidates and 19% of male candidates are moved to the
interview stage, you can divide 7 by 19 to get the impact ratio of 37%. This is less than 80%,
which means that female candidates are adversely impacted in this case.

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21. Recruiter performance metrics
Just like how it’s important to track the performance of your recruitment channels or process,
you also need to measure how well your recruiters are doing. You can do this through various
metrics, most of them focusing on the channel that your recruiters use to communicate with
candidates, which is email.

For example, you can look at email open rate, which is the percentage of sent emails that
candidates opened.

The response rate is also a good metric to look at, which measures the percentage of emails
that candidates reply to.

Another metric is the conversion rate, which is the percentage of emails that lead to interviews.

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 Fig. RECRUITMENT MATRICS

3.12 RECRUITMENT CHALLENGES AND PROBLEMS

Talent shortage:

The demand for IT professionals often exceeds the available supply, leading to a talent
shortage. This is especially true for highly specialized roles such as data scientists, cyber
security experts, and AI specialists.

Rapidly evolving technology:

The IT industry is constantly evolving, with new technologies and programming languages
emerging regularly. Finding candidates with up-to-date skills and expertise in the latest
technologies can be challenging.

Competition from tech companies:

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IT professionals are highly sought after, not only by traditional IT organizations but also by
tech giants and startups. The competition to attract top talent can be fierce, with tech companies
offering attractive compensation packages and perks.

High candidate expectations:

IT professionals often have high expectations for their job roles, work environment, and career
growth opportunities. Organizations need to offer competitive salaries, challenging projects,
and a supportive work culture to attract and retain IT talent.

Technical assessment and evaluation:

Assessing the technical skills of IT candidates can be complex. Traditional interviews may not
be sufficient to gauge a candidate's technical proficiency, leading to potential mismatches
between the job requirements and the candidate's actual capabilities.

Demand for niche skills:

Many IT roles require specialized skills and expertise in specific areas. Finding candidates with
niche skills, such as block chain development, cloud architecture, or machine learning, can be
particularly challenging.

Cultural fit and collaboration:

IT professionals often work in collaborative teams and need to fit into the organization's
culture. Finding candidates who not only have the technical skills but also align with the
company's values and can work effectively in a team can be a challenge.

Retention and competition for talent:

Retaining IT talent can be difficult, as professionals are constantly approached by recruiters

offering new opportunities. Organizations need to provide ongoing learning and development,
career progression, and a positive work environment to retain their IT employees.

51
 Fig. RECRUITMENT CHALLENGES AND PROBLEMS

3. 13 HOW TO OVER COME IT RECRUITMENT CHALLAGENGES?

Build a strong employer brand:

Establishing a positive reputation as an employer of choice can attract top IT talent. Showcase
your company culture, technological advancements, career growth opportunities, and
employee benefits through various channels, including your website, social media platforms,
and industry events.

Develop a talent pipeline:

Build and nurture relationships with potential candidates even before a specific job opening
arises. This can be done through networking events, industry conferences, online communities,
and engaging with IT professionals on platforms like LinkedIn. By maintaining a talent
pipeline, you'll have a pool of qualified candidates to tap into when positions become available.

52
Partner with IT communities and organizations:

Collaborate with local tech communities, universities, and professional organizations to access
a broader pool of IT talent. Attend or host tech meetups, sponsor coding competitions or
hackathons, and participate in career fairs or campus recruitment events to connect with
potential candidates.

Utilize specialized IT job boards:

Target your recruitment efforts by using specialized IT job boards that cater specifically to the
tech industry. These platforms attract IT professionals actively seeking job opportunities and
increase the chances of finding candidates with the required skills and experience.

Offer competitive compensation and benefits:

IT professionals are in high demand, and offering competitive salaries and benefits packages
can help attract and retain top talent. Research industry standards and adjust your compensation
packages accordingly. Additionally, consider offering flexible work arrangements,
professional development opportunities, and attractive perks that appeal to IT professionals.

Streamline the recruitment process:

Make the application and screening process efficient and user-friendly. Utilize applicant
tracking systems (ATS) and other recruitment software to automate tasks such as resume
screening and candidate communication. This can help streamline the process, save time, and
ensure a smoother experience for both recruiters and candidates.

Enhance candidate experience:

Provide timely and personalized communication throughout the recruitment process. Keep
candidates informed about the progress of their application, provide feedback after interviews,
and address any concerns or questions they may have. A positive candidate experience can
significantly impact your employer brand and encourage candidates to choose your
organization.

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Emphasize technical assessments:

To accurately assess the technical skills of IT candidates, incorporate relevant coding tests,
technical assessments, or practical assignments as part of the evaluation process. These
assessments can help identify candidates with the necessary expertise and ensure a good fit for
the role.

Foster diversity and inclusion:

Actively promote diversity and inclusion in your IT recruitment efforts. Expand your candidate
pool by targeting underrepresented groups and creating inclusive job postings and interview
processes. Implement policies and practices that encourage a diverse workforce and foster an
inclusive culture within the organization.

Continuously evaluate and adapt:

Regularly review your recruitment strategies, analyze recruitment metrics, and seek feedback
from candidates and hiring managers. Identify areas for improvement and implement changes
accordingly. By continuously evaluating and adapting your approach, you can stay ahead of IT
recruitment challenges and ensure long-term success.

3. 14 JOB PORTALS FOR CANDIDATGE SREARCHING

1. Naukri.com

One of the time-honored and top job portal in India, founded in 1997 and is being exercised by
a huge number of Indians. It aids people in not only finding domestic but international jobs as
well. A well-refined and eminent job search portal that offers multiple features like resume
database, job listings, response management tools, etc.

It also aids its users with expert advice in the premium version for building a quality resume.
Naukri.com is one of the best job portals that gets updated daily with job postings from
recruiters and is free for all job seekers.

54
2. Indeed.com

Indeed.com is one of the largest and best job portal in India and all over the world. The forte
of this site is to uncover and list the job openings for everyone.

A met search engine that has become a catalyst by aggregating job postings from thousands of
websites and firms. It is famous for putting the world to work and no other site has this many
opportunities. Another added feature is the company review which lets the applicants get an
idea about the company they’re applying to.

3. LinkedIn

Making use of online sites may not always be the right way. Instead, build connections, and
use networking – that’s what LinkedIn does for you. Not only does it offer you quality job
opportunities from all over the globe but it also helps you in building your connections.

It’s an indispensable and a top job portal for searches and recruitment, a renowned way to stay
updated with news from varied industries, augment your professional rep and surge your brand
value.

4. Glassdoor

This job portal built its reputation from the ground up by empowering the employees and
former workers to write company reviews. With time it progressed from listing specific job
salaries to authorizing the candidates to post some job interview questions they were asked.
Additionally, came the feature of listing job opportunities.

Glassdoor online job portal is one of the best and a very famous one amongst the youth –
college students seeking internships or fresh graduates seeking entry-level positions, as the site
has those opportunities in abundance.

55
5. Foundit

Foundit was one of the initial job boards in the early days of the internet. A principal and a top
job portal in the market at some point in time, as well.

Their paramount plan currently includes catering for the upcoming Gen-Z and millennial
cohorts entering the job markets. They believe that this generation will be poles apart from
the Baby Boomers.

Foundit has a skills assessment feature, but it’s not as comprehensive as what you’ll find with
other online job portals.

Foundit assists in job postings, creating customized applications, tracking the candidates via
the hiring process and managing your postings, everything without any hassle. Additionally,
they provide plans in accordance with the traffic you expect from potential candidates in
response to your job posting.

6. Jobs for Her

One of the best job portals for all the women out there. The prescient behind this initiative was
to undo the female brain drain amongst the Indian workforce by providing job opportunities to
the females who were on a work hiatus and to support them in reconnecting with their careers.

The Jobs for Her site gives the job-seekers a number of opportunities throughout the Indian
urban markets. It additionally presents insights and access to various company packages
designed to bring female talent back onto the track.

Jobs for Her is dedicated to taking every vital step needed to enable females to restart their
careers and has created a name for itself in top job portals list.

7. Shine.com

Shine is one of the top job portals that comes under HT Media and is considered an innovative
spot for people to discover jobs in India and furthermore seek recommendations from
professionals. The basic features of this job portal include phone, email, live chat support, ease
of navigation, and an app too.

Get hold of industry professionals with the right amount of competencies and experience.
Encounter some of the best candidates at a swift rate. You can upload the free job in a couple

56
of minutes with pre-written job templates made available to you. One of the largest talent
platforms where you can advertise and promote yourself and your brand with access to more
than 600M users.

8. Google Jobs

Being a market leader Google has a majority of the population under its wing. Google’s online
job portal is a dominant platform that fetches job postings from across the web. Job postings
can be found effortlessly by thousands of job seekers that are browsing through Google every
day.

Applying with Google Jobs makes it a cakewalk for applicants to find the listings and job
openings and accordingly apply to them. Additionally, the job seekers are given access to a
number of information about the company – salaries, descriptions, features, and a lot more.
This helps the applicants learn a lot about the organization they’re applying to and whether it’s
a good fit for them or not. These features save time and funnel your interests as well.

9. Hirect

Hirect, yet another best job portal for start-up hiring, links the potential candidates with the
recruiters. The best feature – you can chat directly and hire a person from anywhere, anytime.

Hirect is the prime chat-based job portal for start-up recruiters and job seekers alike and is
trusted by more than 1 lakh start-ups and SMEs.

Now people can find a quality job by directly engaging with CEOs or founders, which provides
transparency to both seekers and the recruiters.

10. Cutshort

Cut short is considered the #1 Tech hiring platform in India with top-level talents.

This portal is not a job board but more of a networking platform to discover the right
professionals using Artificial Intelligence (AI), gamification, and the principal feature – a
trusted network. It can be defined along the lines of LinkedIn but one cannot build a social
network on it which makes it highly efficient and hassle-free.

57
A career growth job portal for modern professionals. It brings a network of over 2M premium
professionals and advanced AI to help one engage with and hire the people well suited for the
position.

11. Times Job

TimesJobs.com is an Indian initiative online job portal functioning in India and the Middle
East. As the name suggests, it is owned and managed by The Times Group. The platform is
considered one of the three major job portals in India along with Naukri.com and Monster.com.

A successful and top job portal helping professionals build successful careers. A varied number
of services like career enrichment, recruitment, and talent management products.

Some of the key offerings by Times Jobs would be – access to more than 20M resume
databases, job advertising services, visibility and branding services, and a lot more to build
your brand.

12. Jobsora

Jobsora is yet another digital recruitment platform and a fast-developing community of genuine
professionals, freelancers, recruiters and service providers. The vision behind this top job portal
was to help job seekers find quality careers and for employers to discover suitable candidates.

Jobsora is an advanced job board and is available in 35+ countries globally. It’s fast and
convenient for job hunting and applicants have free access to all the latest job openings that are
posted online. Posting for vacant roles and hiring new talents is made twice as easier.

Brands like Zimyo helps you connect with them directly. Organizations can directly post jobs
on the platform through the recruitment portals and find quality talents in no time.

On this platform, one can obtain everything from full-time and part-time to work from home
or freelancing, both globally and domestically, and hire them instantly.

Unlike the others of its kind, Jobsora considers itself the best job portal because its focal point
is on decreasing the response time of applications.

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13. QuikrJobs

QuikrJobs provides users with one of the biggest and top job portals. Jobs can be discovered in
your city or locality with ease. The USP with this platform is that you can uncover jobs by
filters like – Full Time, Part Time, Trainees, Internship, and Work from Home or Freelancing.

QuikrJobs are said to have a focus on blue-collar, grey collar and entry-level jobs for everyone.
Now seekers can get a hold of thousands of job offers by uploading their resume and creating
alerts for free too.

14. Hirist

The Hirist job portal strengthens your job search by providing you with quality tools to discover
and apply to your dream tech job. Hirist is a tech dedicated job board for IT and tech jobs for
the geeks in India whose lives depend on Python, JavaScript, Block chain, AR/VR, Data
Science, and the list goes on. With Hirist being one of the best job portals, it gives the users a
seamless job-hunting experience. Apply from wherever you are and whenever you want, the
simple interface will steer you towards success.

3.15 SELECTION PROCESS

UNDERSTANDING SELECTION PROCESS:

Recruitment function helps the organization to develop a pool of prospective human resources.
It is difficult for the HR manager to employ the suitable people out of the pool. Infact, many
organizations face critical problems in choosing the people. Selection techniques and methods
reduce the complexities in choosing the right candidates for the job. After identifying the
sources of human resources, searching for prospective employees and stimulating them to
apply for jobs in an Organization, the management has to perform the function of selecting the
right employees at the right time. The obvious guiding policy in selection is the intention to
choose the best qualifies and suitable job candidate for each unfilled job. The objective of the
selection decision is to choose the individual who can most successfully perform the job from
the pool of qualified candidates. The selection procedure is the system of functions and devices
adopted in a given company to ascertain whether the candidate's specifications are matched
with the job specifications and requirements or not.

59
The selection process can be successful if the following requirements are satisfied:

1. Someone should have the authority to select. This authority comes from the
employment requisition, as developed by an analysis to the workload and work force.
2. There must be some standard of personnel with which a prospective employee may be
compared, i.e. a comprehensive job description and job specification should be
available beforehand.
3. There must be a sufficient number of applicants from whom the '' required number of
employees may be selected.

Selection of personnel to man the organization is a crucial, complex and continuing function.
The ability of an organization to attain its goal effectively and to develop in a dynamic
environment largely depends upon the effectiveness of its selection programmer. If the right
person is selected, he is valuable asset to the organization.

3.16 SELECTION PROCEDURE:

Selection procedure employs several methods of collecting information about the candidate's
qualifications, experience, physical and mental ability, nature and behavior, knowledge and
aptitude for judging whether a given applicant is suitable or not for the job. Therefore the
selection procedure is not a single act but is essentially a series of methods or stages by which
different types of information can be secured through various selection techniques. At each
step facts may come to light, which are useful for comparison with the job requirement and
employee specifications.

Steps in Scientific Selection Procedure:

 Job analysis
 Recruitment
 Application form
 Written examination
 Preliminary interview
 Business games
 Tests
 Final interview
 Medical examination
 Reference checks

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3.17 INDETAIL EXPLANATION:

(a) JOB ANALYSIS:

Job analysis is the basis for selecting the right candidates. Every organization should finalize
the job analysis, job. Description, job specification and employee specifications before
proceeding to the next step of selection.

(b) APPLICATION FORM;

Application form is also known as application blank. The techniques of application blank are
traditional and widely accepted for securing information from the prospective candidates. It
can also be used as a device to screen the candidates at the preliminary level. Many companies
formulate their own style of application forms depending upon the requirement of information
based on the size of the company, nature of business activities, type and level of the job etc.
Information is generally required on the following items in the application forms:

 Personal background information

 Educational qualifications
 Work experience
 Salary (drawing and expecting)
 Personal attainments including likes and dislikes

(c) PRELIMINARY INTERVIEW:

The preliminary interview is to solicit necessary information from the prospective applications
and to assess the applicant's suitability to the job. An assistant in the personnel department may
conduct this preliminary interview. The information thus provided by the candidate may be
related to the job or personal specifications regarding education, experience, salary
expectations, attitude towards job, age, physical appearance and other requirements etc. Thus,
preliminary interview is useful as a process of eliminating the undesirable and unsuitable
candidates. If a candidate satisfies the job requirements regarding most of the areas, he may be
selected for further process. Preliminary interviews are short and known as stand up interviews
or sizing up of the applicants or screening interviews. However, certain required amount of
care is to be taken to ensure that the desirable

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(d) BUSINESS GAMES:

Business games are widely used as a selection technique for selecting management trainees,
executive trainees and managerial personnel at junior, middle and top management positions.
Business games help to evaluate the applicants in the areas of decision‐making, identifying the
potentialities, handling the situations, problem‐solving skills, human relations skills etc.
participants are placed in a hypothetical work situation and are required to play the role
situations in the game. The hypothesis is that the most successful candidate in the game will be
most successful one on the job.

(e) TESTS:

Psychological tests play a vital role in employee selection. A psychological test is essentially
an objective and standardized measure of sample of behavior from which inferences about
future behavior and performance of the candidate can be drawn. Objectivity of tests refers to
the validity and reliability of the instruments in measuring the ability of the individuals.
Objectivity provides equal opportunity to all the job seekers without any discriminating against
sex; caste etc. standardization of test refers to uniformity of procedure in conducting the tests
for all the candidates. Sample behavior refers to the sample of the total behavior of the
prospective employee on the job.

Types of Psychological Tests

(I) Aptitude Tests:

(a) Intelligence Test (IQ)

(b) Emotional Quotient

(c) Skill Tests

(d) Mechanical Aptitude

(e) Psychometric Tests

(f) Clerical Aptitude Tests

(ii) Achievement Tests:

(a) Job Knowledge Test

62
 (b) Work Sample Test

(iii) Situational Tests:

(a) Group discussions

(b) In Basket

(iv) Interest Test:

(v) Personality Tests:

(a) Objective Tests

(b) Protective Tests

(vi) Multi-Dimensional esting

Fig. Type of Interview test

Types of test:

Tests are classified into six classes, each class is again divided into different types of tests.
They are:

APTITUDE TESTS:

These tests measure whether an individual has the capacity or latent ability to learn a given job
if given adequate training. Aptitudes can be divided into general and mental ability or
intelligence and specific aptitudes such as mechanical, clerical, manipulative capacity etc.
General aptitude test is of two types namely intelligence quotient (IQ) and emotional quotient
(EQ).

Clerical aptitude tests;

These types of tests measure specific capacities involved in office work. Items of this tests
include spelling, computation, comprehension, copying, word measuring etc.

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ACHIEVEMENT TESTS:

These tests are conducted when applicants claim to know something- as these tests are
concerned with what one has accomplished. These tests are more useful to measure the value
of a specific achievement when an organization wishes to employ experienced candidates.
These tests are classified into (a) job knowledge test and (b) work sample test.

SITUATIONAL TESTS: This test evaluates a candidate's in a similar life situation. In this
test the candidate is asked either to cope with the situation or solve clerical situations of the job

(1) Group discussion (GD):

This test is administered through the group discussion approach to solve a problem under which
candidates are observed in the areas of initiating, leading, proposing valuable ideas,
conciliating skills, oral communicating skills, coordinating and concluding skills.

INTEREST TESTS:

These tests are inventories of the likes and dislikes of candidates in relation to work, job,
occupations, hobbies and recreational activities. The purpose of this test is to find out whether
a candidate, is interested or disinterested in the. Job for which he is a candidate and to find out
in which area of the job range/occupation the candidate is interested. The assumption of this
test is that there is a high correlation between the interest of a candidate in a job and job success.
Interest inventories are less faked and they may not fluctuate after the age of 30.

MULTI-DIMENSIONAL TESTING:

However, the need for multi-skills is being felt be most of the companies consequent upon
globalization, competitiveness and the consequent customer-centered strategies. Organization
have to develop multidimensional testing in order to find out whether the candidates possess a
variety of skills or not, candidate's ability to integrate the multi-skills and potentiality to apply
them based on situational and functional requirement.

PRELIMINARY INTERVIEW:

(1) Informal interview:

This is the interview, which can be conducted at any place by the person to secure the basic
and non-job related information. The interaction between the candidate and the personnel

64
manager when the former meets the latter to enquire about the vacancies or additional
particulars in connection with the employment advertisement is an example of the informal
interview.

(2) Unstructured interview:

In this interview, the candidate is given the freedom to tell about himself by revealing his
knowledge on various items/areas, his background, expectations, interest etc. Similarly, the
interviewer also provides information on various items required by the candidate.

CORE INTERVIEW:

It is normally the interaction between the candidates and the line executive or experts on
various areas of job knowledge, skill, talent etc. This interview May take various forms like:

(1) Back ground information interview:

This interview is intended to collect the information, which is not available in the application
blank and to check that information provided in the Application blank regarding education,
place of domicile, family, health, interest, hobbies, likes, dislikes and extra-curricular activities
of the applicant.

(2) Job and probing interview:

This interview aims at testing the candidate's job knowledge about duties, activities, methods
of doing the job, critical/problematic areas, methods of handling those areas etc.

(3) Stress interview:

This interview aims at testing the candidate's job behavior and level of understanding during
the period of stress and strain. The interviewer tests candidate by putting him under stress and
strain by interrupting the applicant from: areas, keeping silent for unduly long periods after he
has finished speaking etc.

(4) Group discussion interview;

There are 2 methods of conducting group discussion interviews, viz. group interview method
and discussion interview method. All the candidates are brought into one room and are
interviewed one by one under group interview. This method helps a busy executive to save
valuable time and gives a fair account of the objectivity of the interview to the candidates.

65
(5) Formal and structured interview:

In this type of interview, all the formalities, procedures like fixing the value, time, panel of
interviewers, opening and closing, intimating the candidates officially etc. are strictly followed
in arranging and conducting interview. The course of the interview is preplanned and
structured, in advance, depending on job requirements

(6) Panel interview:

A panel of experts interview each candidate, judges his performance individually and prepares
consolidated judgment. This type of interview is known as panel interview. Interviewers for
middle level and senior level managers are normally conducted are the panel of experts

DECISION-MAKING INTERVIEW:

After the experts including the line managers of the organization in the core areas of the job
examine the candidates, the head of the department/section concerned interviews the
candidates once again, mostly through informal discussion. The interviewer examines the
interest of the candidate in the job, organization, reaction/adaptability to the working
conditions, career planning, promotional opportunities, work adjustment and allotment etc. The
personnel manager also interviews the candidates with a view to find out his
reaction/acceptance regarding salary, allowances, benefits, promotions, opportunities etc..

REFERENCE CHECKS:

After completion of the final interview and medical examination, the personnel department will
engage in checking references. Candidates are required to give the names of references in their
application forms. These references may be from the individuals who are familiar with the
candidate's academic achievement or form the applicant's previous employer, who is well
versed with the applicant's job performance, and sometimes from co-workers.

FINAL DECISION BY THE LINE MANAGER:

The line manager concerned has to make the final decision whether to select or reject a
candidate after soliciting the required information through techniques discussed earlier. The
line manager has to take much care in taking the final decision not only because of economic
implications but also because of behavioral and social implications. A careless decision of
rejecting would impair the morale of the people and they would suspect the selection procedure

66
and the basis of selection of this organization. A true understanding between line managers and
personnel managers should be established to take proper decisions.

JOB OFFER:

Thus, after taking the final decision, the organization has to intimate this decision to the
successful as well as unsuccessful candidates. The organization offers the job to the successful
candidates either immediately or after some time depending upon its time schedule. The
candidate after receiving job offer communicates his acceptance to the offer or requests the
company to modify the terms and conditions of employment or rejects the offer.

EMPLOYMENT:

The company may modify the terms and conditions of employment as requested by the
candidate. However the alteration is purely depends on the sole discretion of the Management
/ company. The company employs those candidates who accept the job offer with or without
modification of terms and conditions of employment and place them on the job.

With the employment of the candidate the recruitment and selection process is completed.

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Fig. Recruitment and selection process flowchart

68
3.18 ONBOARDING

Why is Onboarding Important?

Providing a welcoming, collegial, and professional environment, as well as, the tools and
resources is necessary to ensure a new hire’s success at BU.

• Provides information about the university’s culture

• Covers compliance items such as policies and required new hire paperwork

• Gives clarity to the position and performance expectations

• Ensures a connection between colleagues, the department and the university

Stages of Onboarding

• Prior to employee’s arrival

• Inform staff of the employee’s arrival

• Set up and clean the new employee’s office space

• Work with IT to obtain and set up computer equipment

• Day One

• New Hire Orientation

• Tour of the building/office/facilities

• Check in with new hire to review work schedule, dress code, office protocol

• Week One

• Introduce the new employee to staff

• Establish access to appropriate computing resources, electronic files, copier, fax

machines

• Review the position description

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 4. DATA ANALYSIS

Analysis:

20% of the employees feel that the recruitment process is excellent.

70% of employees feel that the recruitment process is good, and 10% feel that the recruitment
process is average.

Interpretation: The above data shows that the recruitment process is good.

Analysis:

90% of the employees agree that screening process of candidates is very impressive and 10%
of employees disagree that screening process of candidates is impressive.

Interpretation: The above data shows that screening process is impressive

Analysis:

80% of the employees agree that the general intelligence is tested during selection and 20% of
the employees disagree that the general intelligence is tested during selection.

Interpretation: The above data shows that the general intelligence of the individual is tested
during selection process.

Analysis:

20% of employees say that they are given preference for referring the candidates and 80% of
employees say that they are not given preference for referring the candidates.

Interpretation: The above data shows that the employees are given less preference for
referring the candidates

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 5. FINDINGS

Technical Assessments:

IT companies should incorporate thorough technical assessments to evaluate candidates'

proficiency in relevant programming languages, frameworks, or other technical skills. These
assessments may involve coding tests, white boarding sessions, or practical assignments to
gauge the candidates' problem-solving abilities and technical expertise.

Continuous Learning and Development:

Emphasize the company's commitment to continuous learning and development opportunities

for IT professionals. Highlight mentorship programs, training initiatives, certifications, and
career advancement paths. This helps attract candidates who value professional growth and
align with the company's learning culture.

Data-Driven Recruitment:

Utilize data and analytics to measure the effectiveness of recruitment strategies, track key
recruitment metrics (e.g., time-to-fill, cost-per-hire, candidate quality), and identify areas for
improvement. This data-driven approach enables continuous optimization of recruitment
processes and ensures informed decision-making.

SUGGESTIONS

Define clear job requirements:

Clearly define the technical skills, qualifications, and experience required for each IT role.
Collaborate with hiring managers and IT professionals within the organization to create
comprehensive job descriptions that accurately reflect the job responsibilities and expectations.

Engage technical experts in the hiring process:

Involve technical experts from your IT team in the recruitment process. These experts can help
evaluate candidates' technical skills, conduct technical interviews, and assess their fit within
the team and organization. Their expertise ensures a more thorough and accurate evaluation of
candidates' abilities.

Foster a diverse and inclusive culture:

71
Promote diversity and inclusion within your IT Company. Encourage a diverse pool of
candidates to apply, implement inclusive hiring practices, and create a supportive and inclusive
work environment where employees feel valued and empowered.

RECOMMENDATION

Conduct technical assessments:

Implement thorough technical assessments to evaluate candidates' skills and knowledge

relevant to the IT role. This can include coding tests, algorithm challenges, or practical
assignments to assess their abilities accurately.

Engage with IT communities:

Actively engage with online IT communities, such as coding forums, developer groups, and
tech-related social media platforms. Participate in discussions, share knowledge, and establish
your company's presence as an active and knowledgeable contributor in the IT field.

Invest in employee development and retention:

Once you hire talented IT professionals, invest in their development and provide opportunities
for growth. Offer training programs, mentorship, and ongoing learning opportunities to help
them enhance their skills and stay engaged within the organization.

Leverage technology and tools:

Utilize applicant tracking systems (ATS) and other recruitment software to streamline the
recruitment process. These tools can automate tasks such as resume screening, candidate
communication, and interview scheduling, saving time and improving efficiency.

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 6. CONCLUSION

In conclusion, implementing critical recruitment practices is essential for IT companies to

attract and secure top talent in today's competitive job market. Showcase the company's culture,
technological advancements, and career growth opportunities to position it as an employer of
choice in the IT industry. Build relationships with potential candidates through networking
events, industry collaborations, and online communities to have a pool of qualified talent ready
when needed. Target IT professionals by utilizing specialized job boards that cater specifically
to the tech industry, increasing the chances of finding candidates with the required skills and
experience. Provide attractive salaries, benefits packages, flexible work arrangements, and
professional development opportunities to attract and retain top IT talent. Utilize technology
such as applicant tracking systems (ATS) and automation tools to streamline the application,
screening, and communication processes, ensuring efficiency and a positive experience for
candidates. Communicate regularly with candidates, provide feedback, and ensure a smooth
and transparent recruitment process, leaving a positive impression and reinforcing the
company's reputation. Regularly review recruitment strategies, analyze metrics, seek feedback,
and make necessary adjustments to stay ahead of evolving IT recruitment challenges.

73
 7. BIBILOGRAPHY

Personal Management S.V. Jadhav

Personnel/Human Resource Management P.Subba Rao & V.S.P.Rao

Human Resources Management Pearson 9th edition 2007

Web Site Browsed

www.google.com

https://en.wikipedia.org/wiki/Recruitment

https://www.researchgate.net/publication/353648009_Critical_Review_of_Recruitment_and_
Selection_Methods_Understanding_the_Current_Practices

74
 8. REFERENCES

Gamage, A. S. (2014). Recruitment and selection practices in manufacturing SMEs in Japan:

An analysis of the link with usiness performance. Ruhuna Journal of Management and Finance,
1(1)

http://dspace.srmist.edu.in/jspui/bitstream/123456789/8988/1/P7581.pdf

https://www.zimyo.com/resources/insights/top-job-portals-in-india/

https://www.aihr.com/blog/recruiting-metrics/#TtF

https://ftp.zew.de/pub/zew-docs/dp/dp15002.pdf

Overcoming barriers to the recruitment of nurses as participants in health care research.

Qualitative Health Research, 21(12), 1705-1718.

Does E-recruitment Matter for Service Sector? An Empirical Study of Hyderabad, Pakistan.
Annals of Contemporary Developments in Management & HR (ACDMHR), 1(3), 22 32.

Kaliannan, M. (2018). Decision Making Approach to Employee Selection: Achieving Strategic

Person-Job-Organization Fit among Organizations in Malaysia. In Management Strategies and
Technology Fluidity in the Asian Business Sector (pp. 27-64). IGI Global. Maloney, T. R.
(2001).

https://www.mdpi.com/2078-1547/10/2/35

https://core.ac.uk/download/pdf/234627826.pdf

Pulakos. E.D. (2005) Selection Assessment Methods; A guide to implementing formal

assessments to build a high-quality workforce. SHRM Foundation Printed in the United States
of America Qualman, E. (2012). Socialnomics: How social media transforms the way we live
and do business. John Wiley & Sons. Russo, G., Rietveld, P., Nijkamp, P., & Gorter, C. (2000).
Recruitment channel use and applicant arrival: An empirical

analysis. Empirical economics, 25(4), 673-697.

https://blog.infodiagram.com/2021/11/recruitment-process-onboarding-powerpoint.html

https://www.pramanaresearch.org/gallery/prj-p457.pdf

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https://en.wikipedia.org/wiki/Recruitment

Human Resources Management Pearson 9th edition 2007

https://www.researchgate.net/publication/353658466_A_Study_of_Recruitment_Practices_an
d_Their_Impact_on_Employee_Performance_with_reference_to_IT_Companies_in_Bangalo
re

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 9. ANNEXURE

9.1 QUESTIONNAIRE

1) How do you find the recruitment process in Lakshmi Hyundai?

(a) Excellent (b) very good (c) Good (d) Average

2) The screening process of candidates is very impressive?

(a) Strongly agree (b) Agree (c) Disagree (d) strongly disagree

(3) The general intelligence level of each individual during selection is tested?

(a)Yes (b) No

(4)Internal employees are given more preference for referring candidates?

(a)Yes (b) No

(5)The recruitment process helps to maintain adequate manpower to fill up the vacancies?

(a) Strongly agree (b) Agree (c) Disagree (d) strongly disagree

(6) Interviews are conducted by a group of people from different departments?

(a)Yes (b) No

(7) Do you agree that a good recruitment policy plays a key factor in the working of an
organization? (a) Strongly agree (b) Agree (c) Disagree (d) strongly disagree

77
(8) Rate the process of recruitment and selection in this organization?

(a) Excellent (b) Good (c) Satisfactory (d) Not Satisfactory

(9) In your view, which source is more reliable for the recruitment?

(a) Internal (b) External (c) mix of both

(10) Which of these was a part of your recruitment and selection process?

(a) Written test and interview (b) Group discussion and interview (c) Interview (d) All of the
above

(11) During the interview process, what do you think is valued the most in your profile?

(a) Qualification (b) Experience (c) Personal traits (d) All the above

(12) What was the time taken for the entre recruitment and selection process?

(a) Within one week (b) within two weeks (c) Within three weeks (d) more than three weeks

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 9.2 SCOPE FOR FUTURE STUDY

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

The scope of Recruitment

Dealing with the excess or shortage of resources

Preparing the recruitment policy for different categories of employees

Analyzing the recruitment policies, processes, and Procedure of the organization

Identifying the areas, where there could be a scope of improvement

Streamlining the hiring process with suitable recommendations

Choosing the best suitable process of recruitment for effective hiring of resources

Any organization wants it future to be in good and safe hands. Hence, hiring the right resources
is a very important task for any organization.

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