Final Report

A study on ''Recruitment Activities at bellfast management
pvt ltd."
CHAPTER-1
INTRODUCTION
1.1 PART-A
INTRODUCTION OF THE INDUSTRY (SERVICE INDUSTRY)
Every economy consists of three sectors. They are primary sector (extraction
such as mining, agriculture and fishing), secondary sector (manufacturing), and the
tertiary sector (service sector). Economies tend to follow a developmental progression
that takes them from a heavy reliance on primary, towards the development of
manufacturing and finally toward a more service based structure. Historically,
manufacturing tended to be more open to international trade and competition than
services. As a result, there has been a tendency for the first economies to industrialize
to come under competitive attack by those seeking to industrialize later. The
shrinkage of manufacturing in the leading economies might explain their growing
reliance on the service sector. However, currently and prospectively, with dramatic
cost reduction and speed and reliability improvements in the transportation of people
and the communication of information, the service sector is one of the most intensive
international competition.
Service industry, an industry is that part of economy that creates services

rather than tangible objects. The service sector consists of the soft parts of the
economy such as insurance, government services, including defence administration of
justice, banking, retail, business services, education, professional services and social
services. A services-dominated economy is characteristic of developed countries. In
less developed countries most people are employed in primary activities such as
agriculture and mining. In soft-sector employment, people use time to deploy
knowledge assets, collaboration assets, and process engagement to create
productivity, effectiveness, performance improvement potential and sustainability.
Service industry involves the provision of services to businesses as well as final
consumers. Services may involve transport, distribution and sale of goods from
producer to a consumer as may happen in wholesaling and retailing, or may involve
the provision of a service, such as in pest control or entertainment. Goods may be
RNS FIRST GRADE COLLEGE Page 1

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transformed in the process of providing a service, as happens in the restaurant

industry or in equipment repair. However, the focus is on people interacting with
people and servicing the customer rather than transforming physical goods.
Service sector is the lifeline for the social economic growth of a country. It is
today the largest and fastest growing sector globally contributing more to the global
output and employing more people than any other sector. For most countries around
the world, services are the largest part of their economy. The real reason for the
growth of the service sector is due to increase in urbanization, privatization and more
demand for intermediate and final consumer services. Availability of quality services
is vital for the well being of the economy. In advanced economies the growth in the
primary and secondary sectors are directly dependent on the growth of services like
banking, insurance, trade, commerce, entertainment are now dominated by the
services sector, accounting for more than two-thirds of their Gross Domestic Product
(GDP).
A growing economy changes the propositions and interrelations among its

basic sectors-agriculture, industry, and services and between other sectors-rural and
urban, public and private, domestic and export oriented. One way to look at the
structure of an economy is to compare the shares of its three main sectors-agriculture,
industry, and services in the country's total output and employment. Initially,
agriculture is a developing economy's most important sector. But as income per capita
rises, agriculture loses its primacy, giving way first to a rise in the industrial sector,
then to a rise in the service sector. These two consecutive shifts are called
industrialization and post industrialization. All growing economies are likely to go
through these stages, which can be explained by structural changes in consumer
demand and in the relative labour productivity of the three main economic sectors.
Most high income countries are post industrializing-becoming less reliant on

industry-while most low income countries are industrializing - becoming more reliant
on industry. But even in countries that are still industrializing, the service sector is
growing relative to the rest of the economy. By the mid 1990s services accounted for
almost two-thirds of world GDP up from about half in the 1980s. Between 1990 and
2000, growth of world services output was 2.9 per cent double that of agriculture

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which was only 1.4 per cent. As a result, the contribution of the service sector to
world GDP was 64 per cent in the year 2000, compared to 57 percent in 1990.
Between 1990 and 2000, the growth of exports of commercial services for
developing countries (9 percent) exceeded that for developed countries (5.5 per cent).
The 49 least developed countries also experienced particularly strong export growth
of commercial services (6.3 per cent) (WHO statistics, 2001). Liberalization of
services in developing countries could provide as much as $6 trillion in additional
income in the developing world by 2015, four times the gains that would come from
trade in goods liberalization. As incomes continue to rise, people's needs become less
"material'' and they begin to demand more services in health, education,
entertainment, and many other areas. Meanwhile, labour productivity in services does
not grow as fast as it does in agriculture and industry because most service jobs
cannot be filled by machines. This makes services more expensive relative to
agricultural and industrial goods, further increasing the share of services in GDP. The
lower mechanization of services also explains why employment in the service sector
continues to grow while employment in agriculture and industry declines because of
technological progress that increases labour productivity and eliminates jobs.
Eventually the service sector replaces the industrial sector as the leading sector of the
economy.
HISTORY OF THE INDUSTRY
In the decades after World War II, the service sector emerged as the largest
segment of the American economy, making the United States the world's first "service
economy" and encompassing a wide range of economic activities that produce
services rather than tangible products.
The growing dominance of the American service sector in the 20th century
coincided with the long- term decline of employment in agriculture and subsequently,
in manufacturing. In the late 19th century, the proportion of the American labour
force engaged in agriculture began to decline and more Americans found employment
in the manufacturing and service sectors. Manufacturing became the largest sector of
employment in the early decades of the 20th century. By the 1940s, however, the
service and manufacturing sectors employed roughly equal shares of labour force.

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During the 1950s, the service sector surpassed manufacturing to become the
largest sector of employment in the United States, accounting for the vast majority of
newly created jobs. Thirteen million new jobs were created in the service sector
between 1947 and 1965. In contrast, manufacturing accounted for only 4 million new
jobs and agriculture suffered a loss of 3 million jobs during the same period. Thus, the
service sector's share of the American labour force continually expanded. Between
1947 and 1965, the share of the American labour force employed in the service sector
increased from 46 percent to 55 percent. For most of this period, wholesale and retail
trade constituted the largest area of employment in the service sector. In addition,
increased demands for professional services-such as communications, legal services,
and ADVERTISING- contributed greatly to the growth of the service sector in the
1950s and 1960s.
In post-war America, the service sector's share of the gross national product
(GNP) changed very little, even as its share of employment even as its share of
employment increased rapidly. This disparity derived, in part, from the nature of
employment in the service sector; jobs in the service sector tended to be labour-
intensive positions in which output per worker increased negligibly compared to
productivity gains in other sectors of the economy. Throughout the 20th century, the
agricultural and manufacturing sectors increased output levels while decreasing their
need for manpower. The introduction of automation and other innovations in
manufacturing, for example, dramatically increased the rate of productivity per
worker and in most cases, decreased the need for employees. In contrast, jobs in the
service sector- whether in sales, medicine, education or janitorial services-typically
allowed for comparatively modest increases in worker productivity. This economic
pattern accounts for the fact that even in the 1950s, when the United States was
leading manufacturing nation in the world, the service sector actually provided more
jobs than American manufacturing.
Employment patterns in the service sector that emerged after World War II
differed markedly from other sectors of the American economy. Women, part-time
employees, and older workers were heavily represented in the service sector. By
1960, almost half of all service sector employees were women and 71 per cent of all
female wage earners were employed in the service sector. Over one-fourth of all

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service sector held a high concentration of older workers; nearly 60 per cent of
American workers over the age of 65 were employed in the service sector (although
their share of all service sector jobs was only 5 per cent). The strong representation of
women, part time workers, and older Americans in the service sector contrasted
sharply with their weak presence in industry. When American manufacturing was
booming in the 1950s, industrial workers-mainly represented by unions-enjoyed good
wages and benefits. In contrast, less than 10 per cent of service sector employees
belonged to unions, which could give them the instrumental means to negotiate better
wages and conditions of employment. The fact that the vast majority of service sector
workers were overlooked by the union movement contributed to a high concentration
of jobs that offered lower pay scales and fewer benefits compared to traditional blue-
collar manufacturing jobs. By the late 1960s, the growing dominance of the service
sector raised concerns among many Americans about the implications of such
employment for the future standard of living for Americans.
The era in which services rose in prominence was the period 1930-1970 with
the development of national income statistics. It was in this period that the national
accounts were divided into three subgroups; primary activities, secondary activities or
industrial activities, and tertiary or service activities. This is the period when concern
was first expressed about the productivity of the service sector, and when the growing
importance of service activities in the economy was noticed.
The classical dichotomy between productive and unproductive work, and the
view that only durable commodities lead to wealth formation, and the corollary that
any activity that does not produce a commodity is unproductive, seems somewhat
strange to us today.
The other extreme view, that all activity is productive and provides service, is
equally unfashionable, but again there is some justification for such an approach. It is
clearly true for any durable goods, and is also true for any goods which is not
considered as durable. Of course defining everything to be a service hardly helps in
our task of differentiating between goods and service and identifying of distinguishing
characteristics, but this approach does highlight the importance of the earlier question
of how services should be defined and how they should be distinguished from goods.

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GROWTH OF SERVICE INDUSTRY:
The simplest explanation for the growth of service industries is that good
production has become increasingly mechanised because machines allow a smaller
workforce to produce more tangible goods, the service functions of distribution,
management, finance, and sales become relatively more important. Growth in the
service sector also results from a large increase in government employment.
The service sector produces "intangible" goods such as health, education and
some quite new services such as modern communications, information, and business
services. Producing services tends to require relatively less natural capital and more
human capital than producing agricultural or industrial goods. As a result demand has
grown for more educated workers, prompting countries to invest more in education-an
overall benefit to their people. Another benefit of the growing service sector is that by
using fewer natural resources than agriculture or industry, it puts less pressure on the
local, regional, and global environment.
Service sector plays a complimentary role and accelerates the process of

development through quality improvement and enhancement with efficiency of
productivity and developmental activities. Healthcare services enable a country to
improve the quality of human capital thereby increases the productive efficiency of
human resources.
The service industry is rapidly growing, with companies recognising the

benefits of outsourcing activities that are not part of their core business. Companies
are also recognising how professional services such as consultancy, training, or
marketing can help them improve their business performance. That's a good news for
small businesses that provide these types of services, and also for the larger
companies that use their service.
REASONS FOR GROWTH OF SERVICE SECTOR (INDUSTRY):
 Economic affluence
 Changing role of women
 Cultural changes
 I.T. Revolution

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 Development of Markets
 Market orientation
 Health-care consciousness
 Economic liberalization
 Rampant migration
 Export potential
INDIAN PERSPECTIVE:
SERVICE SECTOR IN INDIA
Service sector in India today accounts for more than half of India's GDP.
According to data for the financial year 2016-17 Gross Value Added (GVA) at
current prices for service sectors is estimated at 73.79 lakh crore INR in 2016-2017.
Services sector accounts for 53.66% of total India's GVA of 137.51 lakh crore Indian
rupees. In Service sector, India world rank is 11 and GDP is $1185.79 billion and
GDP of Industry sector is $495.62 billion. This shows the importance of service
industry to the Indian economy and as service sector now accounts for more than half
of GDP marks a watershed in the evolution of the Indian economy and takes it closer
to the fundamentals of a developed economy.
There was a marked acceleration in the growth of services sector in the

nineties. While the share of services in India's GDP increased by 21 per cent points in
the 50 years between 1950 and 2000, nearly 40 per cent of the increase was
concentrated in nineties. While almost all service sectors participated in this boom,
growth was fastest in communications, banking, hotels and restaurants, community
services, trade and business services. One of the reasons for the sudden growth in the
services sector in India in the nineties was the liberalization in the regulatory
framework that gave rise to innovation and higher exports from the service sector. In
the current economic scenario it looks that the boom in the service sector is here to
stay as India is fast emerging as a global services hub.
Indian service industry covers a wide gamut of activities like trading, banking,
and finance, infotainment, real estate, transportation, security, management and

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technical consultancy among several others. The major sectors that combine together
to constitute service industry in India are listed below:
 Information Technology
 Trade
 Education
 Financial services
 Management services (consultancy)
 Hospitality
 Entertainment, cultural and recreation
 Storage
 Communication
 Healthcare
 Tourism etc.,

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The services sector has not only the dominant sector in India's GDP, but has
also attracted significant foreign investment flows, contributed significantly to exports
as well as provided large-scale employment. India's services sector covers a wide
variety of activities such as trade, hotel and restaurants, transport, storage and
communication, financing, insurance, real estate, business services, community, social
and personal services, and services associated with construction. These have attracted
FDI equity inflows in the period April 2000-June 2017, amounting to about US$
61.36 billion which is about 17.92 per cent of the total foreign inflows, according to
the Department of Industrial Policy and Promotion (DIPP).
SERVICE SECTOR IN INDIA-ROAD AHEAD
Services sector growth is governed by both domestic and global factors. The
Indian facilities management market is expected to grow at 17 per cent CAGR
between 2015 and 2020 and surpass the US$ 19 billion mark supported by booming
real estate, retail, and hospitality sectors. The performance of trade, hotels and
restaurants, and transport, storage and communication sectors are expected to improve
in financial year 2018. The financing, insurance, real estate, and business services
sectors are also expected to continue their good run in financial year 2018.
The implementation of the Goods and Services Tax (GST) would create a
common national market and reduce the overall tax burden on goods. It is expected to
reduce costs in the long run on account of availability of GST input credit, which will
result in the reduction in prices of services.
CONSULTING INDUSTRY IN INDIA

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After independence Indian Govt focused on investment in core industrial

sector and infrastructure. The investment in core industrial sector and infrastructure
attracted various construction and engineering companies to explore the business
opportunities and contribute their expertise in these sectors. Domain experts were
required who could provide their core skill and competence in designing and building
the core industry, dams, roads etc.,
Over the years, as the Indian industry started maturing, the Indian consulting
industry also expanding, not only in terms of size, but also in terms of the service
offerings. The consulting industry has witnessed a considerable increase in the
number of new comers in this field exploring all the industries. Over the period,
specialist consulting advise was being sought by clients in India and this opened the
opportunity for a number of specialist knowledge base and recourses to meet the
demand for specialist consulting services.
The major strengths of Indian consulting organizations include professional

competence, low cost structure, diverse capabilities and quick learning capability of
Indian consultants. The major weakness of Indian consulting organizations, which has
hindered the export growth of consulting sector in the country, are low quality
assurance, low local presence overseas, low equity base, lack of market intelligence,
and low level of R&D.
India has been globally recognised for its fast paced development. The service
sector has been growing at a fast pace and now contributes more than 50% to the
GDP. Thus in the scenario, fuelled by increased demand for consultancy services by
domestic and foreign firms, the sector in India is projected to grow at an annual rate
of 30 per cent to become Rs 27,000 crore industry. The consulting industry in India
currently stands at Rs 19,000 crore. Rising opportunities due to a booming economy
and growing demand for consultancy services are key factors of growth. There would
be over 2.2 lakh people working in this field over the next three years in the 8500-
9000 consultancy firms across the country. The largest concentration of consultancy
organizations are in four metropolitan cities: 1. Delhi (25.7%), 2. Mumbai (25.5%), 3.
Chennai (12.1%), 4. Calcutta (9.1%)
INDIAN MANAGEMENT CONSULTING INDUSTRY

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In India, Management consulting is estimated to be Rs 22,000 crore industry

which is growing at a CAGR 30%. The Indian management consulting industry is
diverse, consisting of a wide variety of organizations, including global strategy firms
and the big-four accounting firms and a host of niche consulting firms. Malhotra
(2013) estimated that around 500-600 high-value consulting assignments are awarded
every year by Indian clients, catering to an US$250-350 million market, including
about 30-40 projects worth over US$2 million each.
Over the past few years, the Indian management consulting industry has
witnessed three major trends: increasing importance of high end strategy consulting,
evolution of greater market segmentation, and focus on the outcomes of the
consulting assignment. Historically, the Indian consulting industry was dominated by
a demand for basic services such as market research, supply chain optimization, IT
implementation and financial restructuring. However, as he Indian economy opened
up foreign competition and with Indian corporations venturing into international
markets, with deregulation, and the rise of the value conscious middle and lower
income customers, firms have begun to realise the opportunity cost to the firm
because of poor strategy. Therefore, the demand for high end strategy consulting
begun attracting global strategy consulting firms to India.
The second trend in the Indian management consulting industry is the

increasing segmentation of the industry. The MNC strategy-consulting firms offer
their services in the domains of strategy and corporate restructuring, based on
extensive global experience of similar projects. Most MNC consulting firms are active
in India either through dedicated offices or through designated representatives. These
MNC consulting firms claim global best practices, leveraging their diverse client-base
and equally diverse consultants and resources. On the other hand, niche management
consulting firms focus on either a specific domain (say infrastructure) or a class of
problems (say innovations). Such niche firms leverage their depth of expertise and
typically work very closely with their clients, often for extended periods of time.
1.2 PART-B

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1. INTRODUCTION TO HUMAN RESOURCE MANAGEMENT (HRM)
INTRODUCTION:
HRM is concerned with the human beings in an organisation. "The

management of man" is a very important and challenging job because of the dynamic
nature of the people. No two people are similar in mental abilities, tacticians,
sentiments, and behaviours; they differ widely also as a group and are subject to many
varied influences. People are responsive, they feel, think and act therefore they cannot
be operated like a machine or shifted and altered like template in a room layout. They
therefore need a tactful handing by management personnel.
HRM is the process of managing people of an organisation with a human

approach. Human resources approach to manpower enables the manager to view the
people as an important resource. It is the approach through which organisation can
utilize the manpower not only for the benefits of the organisation but for the growth,
development and self satisfaction of the concerned people. Thus, HRM is a system
that focuses on human resources development on one hand and effective management
of people on the other hand so that people will enjoy human dignity in their
employment.
HRM is involved in providing human dignity to the employees taking into

account their capacity, potentially, talents, achievement, motivation, skill,
commitment, great abilities, and so on. So, that their personalities are recognised as
valuable human beings. If an organisation can trust, depend and draw from their bank
account on the strength of their capital assets, they can trust, depend and draw more
on their committed, talented, dedicated and capable people. This is what the HRM is
involved in every business, managerial activity or introduction.
Human resource has a paramount importance in the success of any

organisation because most of the problems in organisational setting are human and
social rather than physical, technical or economical failure. In other words of Oliver
Shelden, "No industry can be rendered efficient so long as the basic fact remains
unrecognised that it is principally human."
Human Resources Management is concerned with the "people" dimension in

management. Since every organisation is made up people acquiring their services,
developing their skills, motivating them to high level of performance and ensuring
that they continue to maintain their commitment to the organisation are essential to
achieve organisational objectives. This is true regardless of the type of organisation,
government, business, education, health, recreation or social action. Getting and
keeping good people is critical to the success of every organisation, whether profit or
non-profit, public or private.
EVOLUTION AND DEVELOPMENTS OF HRM:

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The history of development of HR management in India is comparatively of

recent origin. But Kautilya had dealt with some of the important aspects of human
resources management in his "Arthasastra", written in 400 B.C. Government of those
days adapted the techniques of HRM as suggested by Kautilya. In its modern sense, it
has developed only since independence. Though the importance of labour officers was
recognised as early as 1929, the appointment of officers to solve labour and welfare
problems gained momentum only after the enactment of the Factories Act 1948.
Section 49 of the Act required the appointment of Welfare Officers in companies
employing more than 500 workers. At the beginning, Government was concerned
only with limited aspects of labour welfare. The earliest labour legislation in India
dealt with certain aspects of Indian labourers (Regulation of Recruitment, Forwarding
and Employment) sent to various British colonies in 1830. Important phases of
evolution of HRM are presented in table below:
Development
Period Outlook Emphasis Status
Status
1920s- Pragmatism of Statutory,welfare
Beginning Clerical
1930s capitalists paternalism
1940s- Struggling for Technical, Introduction of
Administrative
1960s recognition legalistic techniques
Regulatory,
1970s Achieving Professional conforming, Managerial
imposition
Legalistic, Standards on
1980s Sophistication Executive
impersonal other functions
Human values,
1990s Promising Philosophical productivity Executive
through people
Business partner
2000- Professional Dynamism Strategic
and change agent
DEFINITION OF HRM:

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According to J R Gordon "human resource management refers to the use,

development, assessment, reward and management of individual, organisational
members or worker groups".
According to Fisher, Schoenfeldt and Shaw "HRM is the set of

organisational activities directed at attracting, developing, and maintaining an
effective workforce."
TRADITIONAL HR vs. STRATEGIC HR
Points of distinction Traditional HR Strategic HR

Partnership with internal
Employee relations
Focus and external customers
Transformational change
Transactional change
Role of HR leader and initiator
follower and respondent
Fast, proactive and
Slow, reactive, and
Initiatives integrated
fragmented
Time horizon Short, medium, long (as
Short-term
Control required)
Bureaucratic-roles,
Organic-flexible, whatever
policies, procedures
Responsibility is necessary to succeed
Staff specialists
Line managers
NATURE OF HRM:
HRM is a management function that helps managers to recruit, select, train

and develop members for an organisation. HRM is considered with people's
dimension in organisations. The following aspects constitute the core of HRM:
1. HRM involves the application of management functions and principles. The

functions and principles are applied for acquiring, developing, maintaining and
providing remuneration to employees in organisation.
2. Decision relating to employees must be integrated. Decisions on different
aspects of employees must be consistent with other HR decisions.

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3. Decisions made, influence the effectiveness of an organisation. Effectiveness

of an organisation will result in betterment of services to customers in the form
of high quality products supplied at reasonable costs.
4. HRM functions are not confined to business establishments only but
applicable to non-business organisations such as education, health care,
recreation etc.,
5. It is a process and requires a number of activities to be carried out in a
sequential order.
6. It aims at coordinating and synthesizing the individual goals with
organisational goals.
7. It relates to developing the human potential of the organisation.
OBJECTIVES OF HRM:
1. To ensure that the organisation gets the right type of people, in right quality, at
right time and place.
2. To attain organisation goals by providing, utilizing an able and motivated
workforce.
3. To ensure commitment and loyalty from employees to achieve both individual
and organisational goals.
4. To make optimum use of human resource to achieve effective organisational
performance.
5. To develop and maintain the quality of work life in the organisation.
6. To increase to the fullest of employee's job satisfaction and self actualisation.
7. To maintain high employee morale and human relations by sustaining and
improving various working conditions and facilities.
8. To provide fair, acceptable and efficient leadership.
FUNCTIONS OF HRM:
The functions of Human Resource Management of organisations are

performed by establishing Human Resource Department under the charge of an
executive known as Human Resource Manager.
1. Managerial Functions:

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 Planning.
 Organising.
 Staffing.
 Directing.
 Controlling.
2. Operative Functions:
 Procurement
 Training and development.
 Career planning and development.
 Performance appraisal.
 Compensation.
 Human resource mobility.
 Industrial relations.
3. Advisory Functions:
 Advice to top level management.
 Advice to departmental heads.
4. Supporting Functions:
 Human resource information system.
 Human resource research.
 Human resource accounting.
 Human resource management audit.
2. INTRODUCTION TO RECRUITMENT
INTODUCTION:
Recruitment is the process of having the right person, in the right place, at the
right time and it is crucial to organisational performance. Recruitment is a critical
activity, not just for the HR team but also for line managers who are increasingly
involved in the selection process. All those involved in recruitment activities should
be equipped with the appropriate knowledge and skills. It is a core function of HRM.
It is the first step of appointment. Recruitment refers to overall process of attracting,
short listing, selecting and appointing suitable candidates for jobs (either permanent or

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temporary) within an organisation. It should be noted that there should be a balance

between candidate's expectations and organisation's expectations. Recruitment can
also refer to processes involved in choosing individuals for unpaid positions, such as
voluntary roles or unpaid trainee roles. Managers, human resource generalists and
recruitment specialists may be tasked with carrying out recruitment, but in some cases
public sector employment agencies, commercial recruitment agencies, or specialist
search consultancies are used to undertake parts of the process. Internet-based
technologies to support all aspects of recruitment have become widespread.
The importance of diversity should be taken into account at each stage of the
recruitment process. Processes and systems should be regularly reviewed to ensure
hidden bias is removed and make certain talent is not being blocked from entering an
organisation. Everyone taking part in activities such as short-listing and interviewing
should be aware of relevant legislation.
Recruitment is a key role for Human Resource professionals because new

talent is essential for an organisation to meet its goal and to succeed in a rapidly
changing marketplace. Every business needs to concern itself with recruiting-whether
to fill a vacancy, staff a new position or plan for succession of management.
Economic conditions, site expansions, mergers or competitive activity all affect hiring
decisions. In developing a business case for recruitment, an employer must consider
the primary purpose of the position and the financial and operational reasons for
creating or refilling a vacant position, or whether the duties of the job could be
absorbed within existing staff. If a position is not created or refilled, the employer
may experience financial losses as a result.
HR's role in recruiting tends to depend on the size of the organisation. A large
company may have an HR professional devoted full time to the task of recruiting. In a
small organisation, an HR generalist may need to recruit on a sporadic basis, but will
want to succeed in finding the best person for the position. Regardless of the size of
the employer, HR professionals should examine recruiting opportunities both
internally and externally. Either way, fundamental requirements, techniques and laws
are applicable to HR's role.

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Recruitment does not mean just finding and selecting the best suitable
employees. It's a continuous cycle which consists of:
WHY RECRUITMENT?
The main purpose of recruitment is "To Find a Suitable Resource to Fulfil the
Responsible Position in the Respective Organisation".
In the changing and challenging environment, the necessity to sustain in the

market increases accordingly. This opens the doors to many changes and
developments to set a bench mark and attain competitive advantage. When
organisation plans to diverse or expand its business, it creates new job positions. That
is when organisation starts the process of recruitment which begins with Manpower
Planning. Filling the gap between required human resource and available human
resource becomes extremely important because deficiency in number of human
resource may affect the productivity of existing employees (since it increases the
work load) and also of organisations (due to non-completion of work on time).
FACTORS TO BE CONSIDERED WHILE FORMULATING RECRUITMENT

POLICIES:
 Government Policies
 Recruitment Sources
 Recruitment Needs
 Recruitment Cost
 Organisational and personal policies

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STAGES OF RECRUITMENT:
1. Defining the role: Defining the role mainly includes Job analysis, Job
description and Job profile. At premiere people believe that before recruiting
for a new or existing position, it is important to invest time in gathering
information about the nature of the job. This means thinking not only about
the content (such as the tasks) making up the job, but also the job's purpose,
the output required by the job holder and how it fits into an organisation's
structure. The job analysis leads to writing a job description. This explains the
job to the candidates, and helps the recruitment process by providing a clear
guide to all involved about the requirements of the job. A job profile states the
necessary and desirable criteria for selection. Increasingly such specifications
are based on a set of competencies identified as necessary for the performance
of the job.
2. Attracting applications: The first stage is to generate interest from candidates
and there is a range of ways of doing this. They are: Internal methods;
Employee referral schemes; External methods.
3. Managing the application and selection process: There are two main formats in
which applications are likely to be received: the curriculum vitae (CV) or the
application form. It is possible that these could be submitted either on paper or
electronically. All applications should be treated confidentially and circulated
only to those individuals involved in the recruitment process.
4. Making the offer: Before making an offer of employment, employers have
complete responsibility for checking that applicants have the right to work and
are appropriate for the work. It includes checking references, medical
examinations, employment offer, joining an organisation and documentation.
SOURCES:
Successful companies need good employees. Those employees can come from
outside the organisation or they can move from within.
1. Internal Recruitment: Any method of identifying and attracting job candidates

from within an organisation can be considered internal recruiting. There are
many different mechanism, some formal and some informal, that can be used

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to identify quality internal candidates. Internal recruiting also offers some

distinct benefits over recruiting from the outside, but it also has its critics. In
the end, each organisation and hiring manager should consider their needs and
develop a recruitment plan that they believe will produce the best candidates
for their needs. Organisations with a strong commitment to their employees
often use internal strategies for identifying key talent. By offering promotional
roles to internal candidates, employers foster a sense of loyalty, engagement
and long term satisfaction by allowing growth within. Some organisations first
source talent internally through formal or informal measures, whereas others
use internal and external strategies simultaneously.
Advantages:
 Recruitment costs are lower.
 You know what you're getting.
 It can make you a more attractive employer.
Disadvantages:
 Can create conflict amongst colleagues.

 You could be limiting your choices.
 You will need to hire someone to replace the person you promote.
2. External Recruitment: External recruitment is the assessment of an available

pool of job candidates, other than existing staff, to see if there are any
sufficiently skilled or qualified to fill and perform existing job vacancies. It is
the process of searching outside of the current employee pool to fill open
positions in an organisation. Some of the external sources of external
recruitment are advertisement, employment exchanges, campus selection,
recommendation of existing employees, factory gates, casual callers, labour
unions, labour contractors, former employees etc.
Advantages:
 Increased chances
 Fresher skill and input.

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 Qualified candidates.
 Better competition.
 Lesser internal politics.
Disadvantages:
 A limited understanding about the company.

 Higher risk.
 Time consuming.
 High costs.
MEANING OF RECRUITMENT:
Recruitment is the process of finding and hiring the best qualified candidate
(from within or outside of an organisation) for a job opening, in a timely and cost
effective manner. The recruitment process includes analysing the requirements of a
job, attracting employees to the job, screening and selecting applicants, hiring, and
integrating the new employee to the organisation. When more persons apply for jobs
then there will be a scope for recruiting better persons.
The job seekers too, on the other hand, are in search of organisations offering
them employment. Recruitment is a linkage activity bringing together those with jobs
and those seeking jobs. In simple words, the term recruitment refers to discovering the
source from where potential employees may be selected. the scientific recruitment
process leads to higher productivity, better wages, high morale and enhanced
reputation. Recruitment is concerned with reaching out, attracting, and ensuring a
supply of qualified personnel and making out selection of requisite manpower both in
their quantitative and qualitative aspect. It is the development and maintenance of
adequate man power resources. This is the first stage of the process of selection and
is completed with placement.
DEFINITION OF RECRUITMENT:
According to Edwin B Flippo, "It is a process of searching for prospective

employees and stimulating and encouraging them to apply for jobs in an
organisation." He further elaborates it, terming it both negative and positive.

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He says, "It is often termed positive in that it stimulates people to apply for
jobs, to increase the hiring ratio, i.e., the number of applicants for a job. Selection, on
the other hand, tends to be negative because it rejects a good number of those who
apply, leaving only the best to be hired."
According to Dale Yoder, recruitment is the process to "discover the sources

of manpower to meet the requirements of the staffing schedule and to employ
effective measures for attracting that manpower in adequate numbers to facilitate
effective selection of an efficient working force."
SCOPE OF RECRUITMENT:
The scope of recruitment is very wide and it consists of a variety of

operations. Resources are considered as most important asset to any organisation.
Hence, hiring right resources is the most important aspect of recruitment. Every
company has its own pattern of recruitment as per their recruitment policies and
procedures.
The scope of recruitment includes the following operations:
 Dealing with the excess or shortage of resources.

 Preparing the recruitment policy for different categories of employees.
 Analysing the recruitment policies, processes, and procedures of the
organisations.
 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.
 Comparing the recruitment policy with general policy.
 Providing a systematic recruitment process.
HR CHALLENGES IN RECRUITMENT:
Recruitment is a function that requires business perspectives, expertise, ability

to find and match the best potential candidate for the organisation, diplomacy,
marketing skills (as to sell the position to the candidate) and wisdom to align the

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recruitment processes for the benefit of the organisation. The HR professionals

handling the recruitment function of the organisation are constantly facing new
challenges. The biggest challenge for such professionals is to source or recruit the best
people or potential candidate for the organisation.
The major challenges faced by HR in recruitment are:
 Adaptability to globalisation: The HR professionals are expected and required

to keep in tune with the changing times, i.e., the changes taking place across
the globe. HR should maintain the timeliness of the process.
 Lack of motivation: Recruitment is considered to be a thankless job. Even if
the organisation is achieving results, HR department or professionals are not
thanked for recruiting the right employees and performers.
 Flexibility: The immediacy and speed of the recruitment process are the main
concerns of the HR in recruitment. The process should be flexible, adaptive,
and responsive to the immediate requirements. It should be cost effective too.
NEED OF RECRUITMENT:
According to Scott, Clothier and Spriegel the need of recruitment arises out
of the following situations:
1. Vacancies created due to transfer, promotion, retirement, termination or death.

2. Vacancies created due to expansion, diversification and growth of business.
3. The normal population growth, which increased goods and services to meet
the demands of the people.
4. An increase in competitive advantage of certain concern, enabling them to get
more of the available business than formerly.
5. An increasing in business arising from an upswing during the recovery period
of a business cycle.
OBJECTIVES OF RECRUITMENT:
1. To meet the human resource needs of the organisation.

2. To provide a sufficiently large group of qualified candidates, so that suitable
employees can be selected from out of them.

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3. To attract people with multi-dimensional skills and experiences that suits the
presents and future of organisational strategies.
4. To induct outsiders with a new perspective to lead the organisation.
5. To infuse fresh blood at all levels of the organisation.

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CHAPTER 2
RESEARCH DESIGN
INTODUCTION:
Recruitment is the process of finding and hiring the best and most qualified
candidate for a job opening, in a timely and cost-effective manner. It can also be
defined as the process of searching for prospective employees and stimulating and
encouraging them to apply for jobs in an organisation. It is one whole process, with a
full life cycle, that begins with identification of the needs of the company with respect
to the job, and ends with the introduction of the employee to the organisation.
When we speak of the recruitment process, we immediately thick of activities

such as the analysis of the recruitments of a specific job, attracting candidates to apply
for that job, screening the applicants and selecting among them, hiring the chosen
candidates to become new employees of the organisation, and integrating them into
the structure.
2.1 TITLE OF THE STUDY:
"A study on Recruitment Activities at Bellfast Management Private Limited"
2.2 STATEMENT OF THE PROBLEM:
An organisation's ability to recruit right person for the right job is closely
related to high performance levels of employees as well as the organisation. The
following reasons led to the study of recruitment activities at the company. The
suitable person for the job leads to job satisfaction of the employee since it will be his
field of interest. This forms the sense of belongingness and mould their attitude
towards the clients or customers and overall improve the customer satisfaction at
service levels.
 There is significant link between the right employee and quality of service.
 It will reduce the attrition rate.

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 Recruitment is one of the core elements of Human Resource Management.

 It enables smooth functioning of the organisation.
Therefore, recruitment is linked to the increase in efficiency of the personnel

and organisation. It is necessary for a company to concentrate more on recruiting right
person rather than just having an intention to fill the gap.
Obviously, the main reason why the recruitment process is implemented is to

find the persons who are best qualified for the positions within the company, and who
will help them towards attaining organisational goals. But there are other reasons why
a recruitment process is important.
2.3 OBJECTIVES OF THE STUDY:
The primary objective of the study is to understand the influence of effective

recruitment towards the efficiency of the employees and the organisation.
1. To gain in depth knowledge about recruitment activities.

2. To analyse the process of recruitment.
3. To know about the methods of working at Bellfast.
4. To analyse the efficiency of recruitment activities at Bellfast.
5. To put my present knowledge in this field so as to help them improving their
methods through feedback.
2.4 SCOPE OF THE STUDY:
1. Gives wider knowledge about recruitment.

2. The study provides best choice to the employers while selecting the candidate.
3. The study has been constructed and designed to evaluate the current scenario
at the company regarding recruitment.
4. Gives opportunity to analyse the recruitment activities which helps to gain
practical exposure about way of working.
5. Gives employers the opportunity to collect feedback.
2.5 LIMITATIONS OF THE STUDY:

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1. In-depth information is not available since organisation won't reveal their

confidential methods.
2. Recruitment is a vast subject which needs many days to learn about it.
3. Response of the respondents will be biased.
4. An exploration was constrained just to one company, so the outcome can't be
summed up to entire business sector.
5. The study no doubt deals in relation to the objectives, it does not claim the
completeness and the total accuracy of its findings.
2.6 TYPE OF RESEARCH:
The type of research used for this study is "Descriptive research"
DESCRIPTIVE RESEARCH:
Descriptive research refers to research that provides an accurate portrayal of

characteristics of a particular individual, situation, or group. Descriptive research, also
known as statistical research.
These studies are a means of discovering new meaning, describing what exists,
describing the frequency which something occurs, and categorising information. In
short descriptive research deals with everything that can be counted and studied,
which has an impact of the lives of the people it deals with.
2.7 METHODOLOGY OF THE STUDY:
Sample size: 25
Survey period: 6 weeks
Research methodology is a systematic method to solve the research problem.

It is necessary for the researcher to know methodology of research conducted. The
research methodology describes the method of data collection, sample size and
sampling procedures.
To achieve the above objectives, the following methodology has been adopted.
The information has been collected through following sources.

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Survey Method:
Overviews are most appropriate for getting essential information. The examination
acquires data from the respondents by meeting them.
Questionnaire:
A questionnaire is a research instrument consisting of a series of questions for

the purpose of gathering information from respondents.
Primary sources:
Collected through the observation in the organisation, interview with officials,

and by surveying in the subject through distribution of questionnaire.
Secondary sources:
The secondary data have been collected through various books, brouchers and
websites.
2.8 RESEARCH INSTRUMENT:
A structured questionnaire is a technique adopted for the purpose of data

collection. Direct one to one interview is also adopted as a technique of data
collection.

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CHAPTER-3
COMPANY PROFILE
3.1 HISTORY
Bellfast Management Private Limited is a private organisation incorporated on

05 December 2012.
Bellfast Management Private Limited, an ISO 9001:2015 certified

organisation, is one of India's fastest growing Human Resource service providers. It is
a wholly-owned subsidiary of A&B Associates, a leading Human Resource
Consultant firm, and is headquartered in Bengaluru.
The Group has been the talent acquisition partner to a host of organisations,
providing a bouquet of HR Services since 1995, and have successfully placed more
than 2000 professionals in specialised domains across varied industries. Today, they
have 3000+ outsourced employees in India, employed across multiple domains and
industry sectors. With a staunch adherence to ethical business practices and an
uncompromising commitment to quality, Bellfast Management has been in a position
to not only retain all its clients, but also to quickly scale up and meet the specialised
needs of its clients.
Logo of bellfast management pvt ltd.

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CONTACT INFORMATION:
Website: bellfast.in
BENGALURU CORPORATE OFFICE:

No, 4809, 8th floor, 45/1, high point 4,
Palace road, Bengaluru 560001
Ph No: +9180222 85744
Mobile No: +91 98863 87776
Email: sales@bellfast.in
CHENNAI BRANCH OFFICE:

#63/30, Prashanth Dev Apartments, Flat #26, 3rd floor,
1st main road, Gandhi nagar,
Adyar, Chennai- 600020
Ph No: +91 80222 85844
Mobile No: +91 95384 16669
MUMBAI BRANCH OFFICE:

No.15, B/6, Amruthnagar, Oshiwara garden road,
Jogeshwari west, Mumbai- 400102
Ph No: +91 80222 85944
Mobile No: +91 98863 87779
COMPOSITION AND GROWTH:

Bellfast Management is staffed by a team of highly qualified and experienced
professionals with strong ethics and etiquette, with the express objective of serving all
types of clients across multiple industry verticals. Over two decades, we have evolved
to become the industry benchmark for quality, reliability, process and defined system.

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The company has recorded a stellar growth through improved efficiency and
implementation of strategic decisions of providing effective staffing solutions to our
clients. Company's commitment to client satisfaction and quality of service has helped
us to achieve a position of leadership in the premium HR service segment. They aim
to be the Preferred Outsourcing Partner for businesses everywhere, emphasising on
productivity and continuous improvement.
NATURE OF BUSINESS:
Bellfast Management Pvt Ltd., is a total service based company. Their main
departments in which they are specialised in providing service are staffing,
compliance management and payroll outsourcing. They cater to the needs and
requirement of their clients through constantly being in contact with them.
 Department of Human Resource:
It carries the job of recruiting and HR operations management for both the
client company and as well as for its own. They source, screen and hire
candidates for the client company. It consist of various supervisors who are
responsible in meeting the human resource requirement on time, and making
sure that the company is meeting all the legal requirements.
 Department of Accounts:
It is responsible in checking, maintaining and controlling the cash inflow and

outflow of the company. Their main responsibility will be receiving and doing
on time payment to the client company. They also take care of payment of
salary to the employees and expenditures of the company.
 Department of Business Development:
Their main work can be divided into two main categories. They are head
hunting and digital marketing. This department head hunts the most efficient
candidates and hires them for itself or to the client company. They also search
potential clients to whom the company can provide service which will be
beneficial for both. Digital Marketing executive is responsible for promoting

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the company and following up of the client. This department is also

responsible for client relationship management.
Bellfast Management Pvt Ltd., provide service to both IT and non-IT sector.
But their main focus is on Non-IT sector. Staffing companies are bigger sector which
gets their payment from their clients after the completion of recruitment process i.e.,
after the requirements of the client company is fulfilled. In short, they provide staffing
solutions to other companies.
DOMAINS OF WORK:
Non IT Domain Expertise
 Engineering & Manufacturing

 Design and R&D Centres
 Automobile & Ancillaries
 Electronics & Telecommunications etc.,
IT Domain Expertise
 BFSI
 IT Engineering
 Web Applications
 Networking etc.,
3.2 VISION:
To be the Most Reliable HR Service Provider With Strong Ethics &

Etiquette

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3.3 MISSION AND VALUES:
MISSION:
We innovate ourselves to synergise with our workforce to transform our

vision to make quality, profitable and sustainable HR services by
continually improving the process to meet the customer, employee,
social and future generation requirements.
VALUES:
 Integrity and Trust

 Customer Focus
 Accountability
 Drive for Results
3.4 BOARD OF DIRECTORS:
Founder Chairman: Mr. GJA Prasanna Kumar
Chief Operating Officer: Mr. Manamohan KN
Operations Head (Human Resource): Mrs. Jyothi

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3.5 ORGANISATIONAL STRUCTURE:
An organisational structure defines how activities such as task allocation,

coordination and supervision are directed towards the achievement of organisational
aims. Organisations need to be efficient, flexible, innovative and caring in order to
achieve a sustainable competitive advantage.
Organisational structure can also be considered as the viewing glass or

perspective through individuals see their organisation and its environment.
Organisational structure allows the expressed allocation of responsibilities for
different functions and processes to different entities such as the branch, department,
workgroup, and individual.
Organisational structure affects organisational action in two ways:
1. It provides the foundation on which standard operating procedures and

routines rest.
2. It determines which individuals get to participate in which decision-making
processes, and thus to what extent their views shape the organisation's actions.
HIERARCHICAL ORGANISATIONAL STRUCTURE:
A hierarchical organisation is an organisational structure where every entity in

the organisation, except one, is subordinate to a single other entity. This arrangement
is a form of a hierarchy. In an organisation, the hierarchy usually consists of a
singular/group of power at the top with subsequent levels of power beneath them.
Members of the hierarchical organisational structures chiefly communicate

with their immediate superior and with their immediate subordinates. Structuring
organisations in this way is useful partly because it can reduce the communication
overhead by limiting information flow; this is also its major limitation.
A
t Bellfast Management Pvt Ltd, they have this type of organisational structure which
is shown below:

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Organisation structure of Bellfast Management Pvt Ltd
DEPARTMENT OF RECRUITMENT:

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3.6 BUSINESS OPERATIONS:
1. bellfast management pvt ltd (Head office) at Bangalore

2. bellfast management pvt ltd (branch office) at Chennai
3. bellfast management pvt ltd (branch office) at Mumbai
ACTIVITIES CONDUCTED WITHIN THE ORGANISATION:
Everything that happens within a company to keep it running and earning

money is referred to collectively as business operations. Business plans often include
a section dedicated to operations so that company founders understand the systems,
equipment, people, and processes need to make the organisation function.
At Bellfast, operations taken into consideration are:
1. Human Resource Operations:

a. Payroll services.
b. Compliance services.
2. Accounts Operations:
a. Accounts receivables.
b. Accounts payables.
c. Cash flows.
3. Recruitment Operations:
a. Temporary Staffing services.
b. Permanent Staffing services.
4. Business Development Operations:
a. Head Hunting services.
b. Digital Marketing.
3.7 PRODUCT PROFILE:

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Bellfast Management Private Limited provides service to many organizations

across the country having over 35+ clients
Their main services are:
1. Temporary Staffing
2. Permanent Staffing
3. Compliance Management
4. Payroll Outsourcing
1. TEMPORARY STAFFING:
Across the country, organizations of all sizes are struggling to deal with
increased Government regulations and catering to volatile market demands. During
times of uncertainty, organizations may not want to hire permanent employees on a
full-time basis. The need of the hour is the flexibility of an agile, on-demand
workforce, equipped to run your business operations just the way you want them to.
At Bellfast they provide reliable temporary staffing solutions that offer the
organizations the ability to build their staff strength without absorbing them full time,
assist overloaded employees during critical times, and keep the ongoing projects
proceeding on time. They are one of the leading employee leasing services operating
in India, offering full service, cost-effective, and efficient Human Resource

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Management service to organizations that may not have the necessary infrastructure
or inclination to perform these labour-intensive tasks.
Bellfast employ a huge, multidisciplinary selection of temporary staff

comprising of qualified professionals, including white collar and blue collar
employees. This enables the organizations to concentrate on their core domain
completely, leaving the task of HR administration in capable hands
2. PERMANENT STAFFING:
Bellfast Management has perfected a proven time-tested recruitment process,

which allows them to recruit just the right candidates for the company. They have
professionals networks all over the country, giving access to a huge pool of qualified
candidates. Their experienced team of recruitment professionals with immense
domain specialization help them to cater specific industry staffing requirements.
Their vast experience in the staffing domain channelizes their ability to understand
their client's talent needs, and help them to provide organizations with right solution
in finding key people, based
on their needs.

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With Bellfast as a permanent staffing solutions provider, organizations can be

assured that they will always get the most suitable employees, who are ready to work
hard and stay loyal to the organization.
IT AND BPO EXPERTISE:
 BFSI
 Telecommunication
 IT engineering
 Web application
 Networking
 SAP/ERP

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 Mobile apps
3. COMPLIANCE MANAGEMENT:
Since the landscape of statutes of labour laws is constantly evolving, it takes a

special agility to keep abreast of all the latest developments and to ensure
compliance. At Bellfast Management , they offer compliance services that perfectly
meet organization's requirements.
Their services to their patrons relieves them from having any obligations to the
statues by utilizing their end to end compliance services.
It is absolutely imperative to comply with all legal and statutory norms of

businesses to operate successfully in India. This often involves significant investment
of resources, time, and continuous monitoring to be informed of all changes that are
happening, in order to be compliant and to avoid penalties.
COMPLIANCE SERVICES:
 Consultation and Audit Services

 Establishment Compliance
 Factory Compliance Services
 Contract Labour Compliance
 Payroll Compliance Services

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 Industrial Licensing Services
4. PAYROLL OUTSOURCING:
As one of the top payroll providers in India, Bellfast Management understand

how vital it is for organization to ensure error-free Payroll Management activities.
With their extensive range of services, organisation's can enjoy a payroll process
which is timely and accurate. An effective payroll administration can be a catalyst for
this transformation. Whenever organizations do not want to manage all payroll
processes in-house, you can consider payroll outsourcing to an experienced service
provider such as Bellfast Management.
Bellfast's payroll services provides organization with a complete end-to-end

payroll solution, that reduces its processing costs while ensuring precise, smooth and
reliable execution of your payroll & statutory compliance needs, including but not
limited to PF, ESI, PT, IT, Labour laws and others.
When you want to go beyond the mentality of just issuing pay checks to your
employees, Bellfast's payroll services can help bring about new business insights and
enable you to focus on what you do best.
PAYROLL SERVICES:
 Income tax assessment's

 Liability reconciliation
 Variance analysis

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 Cost centre analysis

 Time and attendance
 HRIS etc.,
3.8 CLIENT BASE:
1. Kirloskar Group
2. Knight Frank

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3. Lam Research

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4. Lanco
5. Volvo
6. Apollo Fiege
7. Brook-field Multiplex

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8. Indian Navy
9. GVK Group
10. ABB

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11. Sony
12. Shell
13. Siemens
14. GMR

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15. Goorej
3.9 COMPETITORS:
Now a day's cut throat competition is going on. Obviously, Bellfast also faces
a lot of competition from various companies. In the phase of ever growing
competition from the other companies Bellfast need professional personnel to manage
the business. The wisdom lies in mobilizing resources and its utilization in way there
are considerable surplus funds in operation.
These are tough times for firms in the management consulting industry, who
must embrace change and quickly adapt to the changing landscape in order to retain
clients in a newly digitised world.

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Some of the competitors of Bellfast are:
1. Randstad India Pvt Ltd.

2. TeamLease services
3. Roland & Associates
4. TalentPro India HR services Pvt Ltd.
5. Multi Recruit
6. The Adecco Group
7. ABC Consultants
8. Career net Consultants
9. IKYA
10. Manpower group etc.,
INFRASTUCTURAL FACILITIES (TO EMPLOYEES):
1. Medical facilities:
The importance of industrial health care in general has been emphasized by
the International Labour Organisation. These services include health &
medical facilities inside and outside place of work.
2. Uniform:
All the staff members are provided with proper uniforms and shoes.
3. Canteen:
In order to enable all its employees to have subsidiary food, the management
of Bellfast has arranged a well & neatly maintained canteen of its own.
4. Insurance:

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Personnel department is responsible for insuring of the company towards fire

policy, burglary, cash in transit, group accidents insurance, medi-claim and
fidelity insurance.
5. Laptops and equipments:

The management of Bellfast provides its staff a laptop, phone and other
necessary equipments so as to enable smooth and faster work.
6. Provident fund:
Employees in Bellfast are given a facility of provident fund to protect their

financial interests after their retirement or VRS.
7. Employee State Insurance:
Along with the general insurance schemes, Bellfast provide ESI facilities to
the employees.
3.10 SWOT ANALYSIS:
STRENGHTS:
1. Skilled employees committed towards excellence.

2. High quality service.
3. Good working conditions.
4. Gives work life balance.
5. Good superior support.
6. Attaining perfection in the first step.
7. Efficient customer feedback.
WEAKNESS:
1. The profit of the company is directly depending upon its client organisations.
2. Low penetration to Northern states of the country.
OPPORTUNITIES:
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1. Can expand globally.

2. Opportunities of collaboration with other companies specially outside India.
3. Can take over the market in nearing future due to goodwill and skilled
employees.
4. Can maximise its services due to high demand in the market.
5. Bellfast can increase its turnover continuously.
6. Emphasize on research and development facility.
7. Cloud-based solutions.
THREATS:
1. The profit of the company may go down if the job market goes down.
2. May lose the clients if there is delay in service or variation in quality of
service.
3. Should to up to date about the latest changes in the market trend.
4. High attrition rates.
CHAPTER 4

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DATA ANALYSIS AND INTERPRETATION
TABLE 4.1: Table showing respondent's preference about type of candidate
Sl no Particulars No of respondents Percentage
1. Fresher 8 32%
2. Experienced 17 68%
Total 25 100%
Analysis:
The above table has been designed to know the preference of the respondents
regarding type of candidate need to the company. The table reveals that 32% of the
respondents prefer fresher and remaining 68% prefer experienced candidates.
Inference:
From the above analysis it is inferred that, majority of the respondents prefer
experienced candidates.

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GRAPH 4.1: Graph showing employee's preference about type of candidate.
Type of candidate
32%
Experienced
Fresher
68%

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TABLE 4.2: Table showing respondent's preference about source of recruitment
1. Internal 13 52%
2. External 12 48%
Total 25 100%
Analysis:
The above table has been designed to know respondent's preference about source of
recruitment. This table reveals that 52% of the respondents prefer internal source
recruitment, whereas 48% respondents prefer external source of recruiting.
Inference:
From the above table it is inferred that majority of the respondents prefer internal
source of recruitment.

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GRAPH 4.2: Graph showing respondent's preference about source of recruitment

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Source of recruitment
Internal
48% External
52%
TABLE 4.3: Table showing respondent's preference about way of recruitment.
1. Direct 17 68%
2. Indirect 4 16%
3. Third party 4 16%
Total 25 100%
Analysis:

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The above table has been designed to know the number of respondent's preference
about way of recruitment. This table reveals that 68% of the respondents prefer direct
recruitment, 16% of them prefer indirect and as well as third party way of recruitment.
Inference:
From the above analysis, it is inferred that most of the recruiters prefer direct way of
recruitment and other respondents prefer indirect and third party way of recruitment
equally.

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GRAPH 4.3: Graph showing respondent's preference about way of recruitment.
Way of recruitment
80%
70%
60%
50%
40%
68%
30%
20%
10%
16% 16%
0%
Direct Indirect Third Party

pvt ltd."
TABLE 4.4: Table showing man power planning intervals of the firm.

1. Yearly 9 36%
2. Quarterly 3 12%
3. When need arises 13 52%
Total 25 100%
Analysis:
The above table has been designed to know man power planning intervals of the firm.
This table reveals that 52% of the recruiters do man power planning when need arises,
36% of them do it yearly and 12% of them do it quarterly.
Inference:
From the above table it is inferred that majority of the recruiters do man power
planning when need arises. The analysis also shows that 12% of recruiters do it
quarterly.

pvt ltd."
GRAPH 4.4: Graph showing man power planning intervals of firm.
Man power planning interval

60%
50%
40%
30%
52%
20%
36%
10%
12%
0%
Yearly Quarterly When need arises

pvt ltd."
TABLE 4.5: Table showing frequency of usage of sourcing tools like Naukri.com,
Monster.com etc by the firm.

1. Always 21 84%
2. Never 1 4%
3. Sometimes 3 12%
Total 25 100%
Analysis:
The above table has been designed to know frequency of usage of sourcing tools like
Naukri.com, Monster.com etc by the firm. This table shows that 84% of the
respondents always use the sourcing tools, 12% use them sometimes whereas 4% of
them never use them.
Inference:
From the above table it is inferred that majority of the respondents i.e., 84% always
use sourcing tools. This analysis also shows that 4% of the respondents never use
them.

pvt ltd."
GRAPH 4.5: Graph showing frequency of usage of sourcing tools like Naukri.com,
Monster.com etc by the firm.
Usage of sourcing tools
84%
90%
80%
70%
60%
50%
40%
30%
12%
20%
4%
10%
0%
Always Never Sometimes

pvt ltd."
TABLE 4.6: Table showing candidates required by firm across different sectors.

1. IT Sector 0 0%
2. Non IT Sector 17 68%
3. Both 8 32%
Total 25 100%
Analysis:
The above table has been designed to know candidates required by firm across
different sectors. This table reveals that the firm needs candidates from Non IT sector
by 68% and 32% respondents feels they need candidates from both IT and Non IT
sector and none of the respondents feel that the company needs candidates from IT
sector.
Inference:
From the above analysis it is inferred that the firm needs candidates from Non IT
sector by majority and they don't need candidates from IT sector.

pvt ltd."
GRAPH 4.6: Graph showing candidates required by firm across different sectors.
Requirement of candidates across different sec-

tors
70%
60%
50%
40%
68%
30%
20% 32%
10%
0%
0%
IT Sector Non IT Sector Both

pvt ltd."
TABLE 4.7: Table showing respondent's preference about contacting employees after
screening their resume.

1. Phone 14 56%
2. E-mail 6 24%
3. Post 0 0%
4. All the above 5 20%
Total 25 100%
Analysis:
The above table has been designed to know respondent's preference about contacting
employees after screening their resume. This table reveals that 56% of the employers
prefer communicating through phone, 24% through email, 20% through all the factors
and none prefer communicating through post.
Inference:
From the above analysis it is inferred that majority of the employers i.e.,56% prefer
interacting through phone. It also shows that none of the recruiters prefer
communicating through post.

pvt ltd."
GRAPH 4.7: Graph showing respondent's preference about contacting employees

after screening their resume.
Way of contacting candidates after screening

their resume
60%
50%
40%
30%
56%
20%
24%
10% 20%
0% 0%
Phone E-mail Post All of the above

pvt ltd."
TABLE 4.8: Table showing respondent's convenience about form of interview.
1. Personal (one to one) 11 44%
2. Telephonic 5 20%
3. Video conferencing 2 8%
4. Others 7 28%
Total 25 100%
Analysis:
The above table has been designed to know respondent's convenience about form of
interview. This table shows that 44% of the employers are convenient with
conducting personal interview, 20% prefer telephonic interview, 8% are convenient
with video conferencing and other employers prefer other form of interview.
Inference:
From the above analysis it is inferred that majority of the employers prefer
personal(one to one) form of interview and 8% prefer other forms.

pvt ltd."
GRAPH 4.8: Graph showing respondent's convenience about form of interview.
Form of interview prefered

50%
45%
40%
35%
30%
25%
44%
20%
15% 28%
10% 20%
5% 8%
0%
Personal Telephonic Video conferencing Others

pvt ltd."
TABLE 4.9: Table showing respondent's interest towards conducting campus or pool
interview.

1. Yes 8 32%
2. No 4 16%
3. May be 13 52%
Total 25 100%
Analysis:
This table is designed to know respondent's interest towards conducting campus or

pool interview. This table shows that 32% of the employers agree with conducting
pool campus, 16% aren't willing to conduct campus interview and 52% of the
employers aren't sure about their decisions.
Inference:
From the above analysis it is inferred that majority of the employers aren't sure about
their decision and 16% do not agree with campus pool.

pvt ltd."
GRAPH 4.9: Graph showing respondent's interest towards conducting campus or pool
interview.
Interest towards conducting campus or pool

interview
32%
Yes
No
May be
52%
16%

pvt ltd."
TABLE 4.10: Table showing factors influencing candidate's assessment for the job.
1. Experience 8 32%
2. Qualification 3 12%
3. Skills 14 56%
Total 25 100%
Analysis:
The table is designed to know factors influencing candidate's assessment for the job.
This table shows that 56% of the employers assess the candidates based on their
skills, 32% concentrate on experience of the candidate and 12% look into
qualification.
Inference:
From the above analysis it shows that majority of the employers choose skilled
employees over experienced and qualified employees.

pvt ltd."
GRAPH 4.10: Graph showing factors influencing candidate's assessment for the job.
Factors influencing candidate's assessment for the

job
32% Experience
Qualification
Skills
56%
12%

pvt ltd."
TABLE 4.11: Table showing relationship between internal hiring and motivation of
employees.

1. Definitely yes 13 52%
2. Yes 8 32%
3. No 0 0%
4. May be 4 16%
Total 25 100%
Analysis:
This table is designed to know the relationship between internal hiring and motivation
of employees. This table shows that 52% of the employers totally agree that internal
hiring motivates employees, 32% of the employers agree to it and 16% of them aren't
sure about their decision.
Inference:
From the above analysis it is found that majority of the employers totally agree that
internal hiring motivates the employees and none of them disagreed to it.

pvt ltd."
GRAPH 4.11: Graph showing relationship between internal hiring and motivation of
employees.
Relationship between internal hiring and employee

motivation.
60%
52%
50%
40%
32% Relationship between internal
hiring and employee motiva-
tion.
30%
16%
20%
10%
0%
0%
Definitely Yes No May be
yes

pvt ltd."
TABLE 4.12: Table showing satisfaction of employees with present recruitment

process.

1. Yes 13 52%
2. It may be improved 12 48%
3. No 0 0%
Total 25 100%
Analysis:
This table is designed to know satisfaction of employees with present recruitment

process. The table shows that 52% of the employers are satisfied with their
recruitment process, 48% of the employers feel that it may be improved and none
aren't satisfied with the process.
Inference:
From the above analysis it is found that majority of the employers are satisfied with
the recruitment process in their company. It also shows that none aren't satisfied with
the process.

pvt ltd."
GRAPH 4.12: Graph showing satisfaction of employees with present recruitment

process.
Satisfaction of employees towards present

recruitment process
Yes
It may be improved
No
48%
52%

pvt ltd."
TABLE 4.13: Table showing time taken by firm to respond to the applications.
1. Less than 3 days 15 60%
2. 3-5 days 7 28%
3. 5-10 days 3 12%
Total 25 100%
Analysis:
This table is designed to know the time taken by firm to respond to the applications.
This table shows that 60% of the employers take less than 3 days to respond to the
applications, 28% of them take 3-5 days and 12% of them take 5-10 days to respond
to the applications.
Inference:
From the above analysis it is revealed that majority of the employers respond to the
applications within 3 days and only 12% of them respond from 5-10 days.

pvt ltd."
GRAPH 4.13: Graph showing time taken by firm to respond to the applications.
Time taken by firm to respond to appli-

cations
60%
50%
Time taken by firm to respond
40% to applications
60%
30%
20%
28%
10% 12%
0%
less than 3 days 3-5 days 5-10 days

pvt ltd."
TABLE 4.14: Table showing time taken for recruitment process.
1. Less than 3 days 5 20%
2. 3-5 days 6 24%
3. 5-7 days 3 12%
4. Depends 11 44%
Total 25 100%
Analysis:
The table is designed to know the time taken for recruitment process. This table
shows that 20% of the employers takes less than 3 days, 24% of them take 3-5 days,
12% of employers take 5-7 days and 44% of employers say that it depends.
Inference:
From the above analysis it is found that majority of the employers tell that the time
taken for recruitment process depends or varies and 12% of the employers say that it
takes 5-7 days.

pvt ltd."
GRAPH 4.14: Graph showing time taken for recruitment process.
Time taken for recruitment process.

50%
45%
40%
35%
30% Time taken for recruitment
25% process.
44%
20%
15%
24%
10% 20%
5% 12%
0%
Less than 3 3-5 days 5-7 days Depends
days

pvt ltd."
TABLE 4.15: Table showing definition of position objectives, requirements, and job
description(in detail) during recruitment process.
1. Yes 22 88%
2. No 3 12%
Total 25 100%
Analysis:
The table is designed to know the definition of position objectives, requirements, and
job description during recruitment process. The table shows that 88% of the
employers agree that they give all the details about job during recruitment. It also
shows that 3% of them don't agree.
Inference:
From the above analysis it is found that majority of the employers agree that they give
all the details.

pvt ltd."
GRAPH 4.15: Graph showing definition of position objectives, requirements, and job
description during recruitment process.
Definition of position objectives, re-

quirements, and job description during
recruitment process.
12%
Yes
No
88%

pvt ltd."
TABLE 4.16: Table showing respondent's preference about different recruitment

process for different grades of employees.
Sl no Particulars No of respondents Percentages
1. Yes 19 76%
2. No 0 0%
3. May be 6 24%
Total 25 100%
Analysis:
The table was designed to know respondent's preference about different recruitment
process for different grades of employees. The table shows that 76% of the employers
agree that they do conduct different recruitment process for different grades of
employees, 24% says they may conduct and none of them don't agree to it.
Inference:
From the above analysis it is revealed that majority of the employers say that they
provide all the details about job during recruitment and none of them disagree with it.

pvt ltd."
GRAPH 4.16: Graph showing respondent's preference about different recruitment

process for different grades of employees.
Respondent's preference about different re-

cruitment process for different grades of
employees
76%
80%
70%
60%
50%
40% 24%
30%
20%
10% 0%
0%
Yes No May be

pvt ltd."
TABLE 4.17: Table showing the basic questions asked to candidates after short listing
the candidates.
1. Experience 5 20%
2. Current and expected CTC 3 12%
3. Notice period 4 16%
4. All of the above 13 52%
Total 25 100%
Analysis:
The table is designed to know the basic questions asked to candidates after short
listing the candidates. The table shows that 20% of the employers prefer asking past
experience, 12% prefer CTC, 16% prefer asking notice period and 52% prefer asking
all the above attributes.
Inference:
From the above analysis it is revealed that 52% of the employers prefer asking all the
above questions and 12% of them prefer asking CTC.

pvt ltd."
GRAPH 4.17: Graph showing the basic questions asked to candidates after short
listing the candidates.
Basic questions asked to candidates after

short listing the candidates.
60%
50%
40% Basic questions asked to

candidates after short listing
the candidates.
30%
52%
20%
20%
10% 16%
12%
0%
Experience Current and Notice period All of the
expected CTC above

pvt ltd."
TABLE 4.18: Table showing respondent's response about system of calculation of

cost per recruitment.
1. Yes 21 84%
2. No 4 16%
Total 25 100%
Analysis:
The table is designed to know respondent's response about system of calculation of

cost per recruitment. The table shows that 84% of the employees agree to it and 16%
don't agree that they calculate cost per recruitment.
Inference:
From the above analysis it is inferred that majority of the employers agree that they
give all the details to candidates during recruitment.

pvt ltd."
GRAPH 4.18: Graph showing respondent's response about system of calculation of

cost per recruitment
Response about system of calculation of

cost per recruitment
16%
Yes
No
84%

pvt ltd."
TABLE 4.19: Table showing opportunities given to unsolicited applications.
1. Yes 4 16%
2. Not always 9 36%
3. No 8 32%
4. It is not necessary 4 16%
Total 25 100%
Analysis:
The table was deigned to know whether the company gave opportunities to
unsolicited applications. The table shows that 16% of the employers says that they
give opportunities to unsolicited applications, 36% of them say not always, 32% of
them say they don't and 16% say that it is not necessary.
Inference:
From the above analysis it is inferred that majority of the employers tell they don't
always give opportunities to unsolicited applications, 16% of the employers say that
they do give opportunity and also 16% of them says that it is not necessary.

pvt ltd."
GRAPH 4.19: Graph showing opportunities given to unsolicited applications.
Opportunities given to unsolicited appli-

cations.
40%
35%
30%
25% Opportunities given to unso-

licited applications.
20% 36%
32%
15%
10% 16% 16%
5%
0%
Yes Not always No It is not
necessary

pvt ltd."
TABLE 4.20: Table showing medium of advertising about the vacancies in the firm.
1. Social media 14 56%
2. Newspapers 2 8%
3. Sourcing tools 7 28%
4. Banners or posters 2 8%
Total 25 100%
Analysis:
The table is designed to know the medium of advertising about the vacancies in the
firm. The table shows that 56% of the employers tell they advertise through social
media, 28% through sourcing tools and 8% through both newspapers and banners or
posters.
Inference:
From the above analysis it is inferred that majority of the employers advertise through
social media. 8% advertise through news papers as well as through banners or posters.

pvt ltd."
GRAPH 4.20: Graph showing medium of advertising about the vacancies in the firm.
Medium of advertising about the vacancies in

the firm
60%
50%
40%
30% 56% Medium of advertising about

the vacancies in the firm
20%
28%
10%
8% 8%
0%
Social media Newspapers Sourcing Banners or
tools posters

pvt ltd."
CHAPTER 5
SUMMARY OF FINDINGS AND CONCLUSIONS
FINDINGS:
Based on the analysis following findings are made. The study reveals that recruitment
in the firm is good.
1. It has been found that 68% of the recruiters prefer experienced employees
rather than fresher. This shows that firm concentrates more on efficiency of
work over training new ones.
2. The study also reveals that 52% of the recruiters choose internal hiring over
external hiring. This helps the firm to reduce their cost of recruitment.
3. It has been found that the firm does the man power planning only when there
is need for it. 52% of the recruiters opt for this type of man power planning.
4. At Bellfast Management Pvt Ltd., 84% of the recruiters say that they use
sourcing tools like Naukri and Monster.com .This shows that the firm is
mostly dependent on technology based hiring which may be a positive point
about the firm.
5. The study says that the company uses phone (56%) to contact the candidates
after screening the applications which reveals that they prefer direct contact
with the candidates.
6. It has been found that the company's 52% of the recruiters are willing to
conduct campus interview. This interest helps the organisation to grow faster.

pvt ltd."
7. It is revealed that 56% of the recruiters feel skills are important for the
assessment of the candidates. Since skills are the base for any job efficiency
the company thinks in a right way by considering it as an important factor.
8. 60% of the recruiters say that it takes less than 3 days to respond to the
applications. This reveals that the firm is fast enough regarding recruitment
process of the organisation.
9. It is inferred that 100% of the recruiters agree that they provide complete
details about job to the candidate during the interview. This helps in finding
the right candidate for the right job.
10. The study shows that 76% of the recruiters prefer different recruitment process
for different grades of employees. This is the sign of flexible recruitment
process.
11. It has been found that 56% of the recruiters say that the firm advertise through
social media. Advertising through social media helps in reaching many people
in very less time.

pvt ltd."
CONCLUSIONS:
Successful recruitment is a direct reflection of the validity and professionalism

of the business. A good recruitment process can minimize the time involved in the
searching, interviewing, hiring and training. It can streamline these processes and
make your search for viable candidates much more efficient. It is very important to
build a positive image to the customers, peers and competitors.
It is essential to list the skills of new hire needed to fulfil his/her duties. To get
better and successful results in the recruitment process, promotion of specific criteria
that are relevant to the job is necessary." Always evaluate candidates skills thoroughly
for the position that company is hiring for Knowledge, Skills and Ability “KSAs,”
this is a great evaluative tool for hiring the right candidate for the business.
Obviously, there is no guarantee that the selection will be correct, but company can do
all that company can to reduce its risks and maximize its potential to hire the right
candidate.
An effective recruitment and selection process reduces turnover. These
processes match up the right person with the right job skills. Interviews and
background checks ensure that you employ a candidate who is reliable and carries out
the objectives you planned for providing quality services and goods to your
customers.
When company effectively recruits and select the right employee, there is a
domino effect. The new hire will do her job well. Employees will see that the
company makes wise decisions. This will gain respect from the workforce, and
company will get higher productivity as a result of that respect. This positive attitude
will affect the quality of company's products or services, and ultimately, customers'
perceptions of the company.
Finally, I would like to conclude that, Employing the right people for the
business is the most important part of the organization. It is essential to have a good
recruitment process to attract the right kind of employees for the business needs.
Recruitment process should be cost effective as well as time effective. Recruiting and
training can be expensive and time consuming so when company is recruiting, it
should make sure that they are making the right choices since it's the base of HRM.

pvt ltd."
CHAPTER 6
SUGGESTIONS
With the references to the analysis and findings of the study, the following
suggestions/recommendations are made for the effective recruitment in the company.
1. It is suggested that company should do its man power planning yearly instead
of planning it when need arises helps in reduction of cost for the company and
also makes the recruitment process more systematic.
2. Since only 32% of the recruiters agree to conduct campus interview, it is

suggested that many more recruiters should agree for the same since campus
interview helps the firm to get many interested candidates.
3. It is suggested that recruiters should conduct panel interview so that all the top
level managers can assess the candidate at the same time. Its helps in better
decision making.
4. As some of the respondents have suggested that the recruitment process can be
improved, there is always a room for improvement.
5. Fixing a fixed time for each step in recruitment process will help the firm in
saving time rather than going in flow with the time phase.
6. It is also suggested that there should be enough opportunities for unsolicited

applications because doing that will increase the employee satisfaction level
which in turn help in efficiency of the organisation.
7. Internal hiring is an effective tool of motivating the employees so it suggested

to hire the internal employees where ever it can be done.

pvt ltd."

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A study on ''Recruitment Activities at bellfast management

INTRODUCTION OF THE INDUSTRY (SERVICE INDUSTRY)

Service industry, an industry is that part of economy that creates services

RNS FIRST GRADE COLLEGE Page 1

transformed in the process of providing a service, as happens in the restaurant

A growing economy changes the propositions and interrelations among its

Most high income countries are post industrializing-becoming less reliant on

RNS FIRST GRADE COLLEGE Page 2

HISTORY OF THE INDUSTRY

RNS FIRST GRADE COLLEGE Page 3

RNS FIRST GRADE COLLEGE Page 4

RNS FIRST GRADE COLLEGE Page 5

GROWTH OF SERVICE INDUSTRY:

Service sector plays a complimentary role and accelerates the process of

The service industry is rapidly growing, with companies recognising the

REASONS FOR GROWTH OF SERVICE SECTOR (INDUSTRY):

RNS FIRST GRADE COLLEGE Page 6

SERVICE SECTOR IN INDIA

There was a marked acceleration in the growth of services sector in the

RNS FIRST GRADE COLLEGE Page 7

RNS FIRST GRADE COLLEGE Page 8

SERVICE SECTOR IN INDIA-ROAD AHEAD

CONSULTING INDUSTRY IN INDIA

RNS FIRST GRADE COLLEGE Page 9

After independence Indian Govt focused on investment in core industrial

The major strengths of Indian consulting organizations include professional

INDIAN MANAGEMENT CONSULTING INDUSTRY

RNS FIRST GRADE COLLEGE Page 10

In India, Management consulting is estimated to be Rs 22,000 crore industry

The second trend in the Indian management consulting industry is the

RNS FIRST GRADE COLLEGE Page 11

1. INTRODUCTION TO HUMAN RESOURCE MANAGEMENT (HRM)

HRM is concerned with the human beings in an organisation. "The

HRM is the process of managing people of an organisation with a human

HRM is involved in providing human dignity to the employees taking into

Human resource has a paramount importance in the success of any

Human Resources Management is concerned with the "people" dimension in

EVOLUTION AND DEVELOPMENTS OF HRM:

RNS FIRST GRADE COLLEGE Page 12

The history of development of HR management in India is comparatively of

RNS FIRST GRADE COLLEGE Page 13

According to J R Gordon "human resource management refers to the use,

According to Fisher, Schoenfeldt and Shaw "HRM is the set of

TRADITIONAL HR vs. STRATEGIC HR

Points of distinction Traditional HR Strategic HR

HRM is a management function that helps managers to recruit, select, train

1. HRM involves the application of management functions and principles. The

RNS FIRST GRADE COLLEGE Page 14

3. Decisions made, influence the effectiveness of an organisation. Effectiveness

The functions of Human Resource Management of organisations are

RNS FIRST GRADE COLLEGE Page 15

RNS FIRST GRADE COLLEGE Page 16

temporary) within an organisation. It should be noted that there should be a balance

Recruitment is a key role for Human Resource professionals because new

RNS FIRST GRADE COLLEGE Page 17

In the changing and challenging environment, the necessity to sustain in the

FACTORS TO BE CONSIDERED WHILE FORMULATING RECRUITMENT

RNS FIRST GRADE COLLEGE Page 18

1. Internal Recruitment: Any method of identifying and attracting job candidates

RNS FIRST GRADE COLLEGE Page 19

to identify quality internal candidates. Internal recruiting also offers some

 Can create conflict amongst colleagues.

2. External Recruitment: External recruitment is the assessment of an available