CHAPTER-1

INTRODUCTION

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 INTRODUCTION

Human Resources Management is concerned with human beings, who are the energetic elements of
management. The success of any organization or an enterprise will depend upon the ability, strength,
and motivation of a person working in it.

The Human Resources Management refers to the systematic approach to the problems in any
organization. It is concerned with Recruitment, Training and Development of personnel. Human
Resource is the most important asset of an organization. It ensures sufficient supply, proper quantity and
as well as effective utilization of Human Resources.

In order to meet human resource needs and organization will have to plan in advance about the
recruitment and sources etc. the organization may also have to undertake recruiting selecting and
training process. Human Resource Management includes the inventory of present manpower in the
organization. In case sufficient number of people is not available in the organization then external
sources are also identified for employing them. Human Resources management lays emphasis on better
working conditions and ensures the employment of proper workforce.

A part of human resources management is assigned to personnel who perform some of the staffing
function. The Staffing process is a flow of events, which results in continuous managing organizational
positions at all levels from the top management to the operative’s level. This process includes
manpower-planning, authorization for planning; developing sources of applicant evaluation of
applications employment decision (Selection) offers (Placement) induction and orientation, transfers,
demotions, promotions, and separations. manpower planning is a process of analyzing the present and
future vacancies as a result of retirement, discharges, transfer, promotion, absence, or other reasons.

Recruitment is concerned with the process of attracting qualified and components personnel for
different jobs. This includes the identification of existing sources of the labor market, The development
of new sources and the need for attracting large number potential applications so that good selections
may be possible.
The selection process is concerned with the development of selection policies and procedures and
evaluation of potential employees in terms of job specifications. This process includes the development
of application blanks, valid and reliable tests, interview techniques employee reversal systems,

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evaluations, and selections of personnel in terms of jobs specifications the making up of final
recommendations to the hire management and the sending of offers and rejection letters.

DEFINITIONS
Human Resource Management as planning, organizing, directing, controlling of procurement,
Development, compensation, integration maintenance and separation of human resource to the end that
individual, organizational, and social objectives are achieved.
EDWIN FLIPPO
Objectives of Human Resource Management: -

Objectives of human resource management can be classified under four major categories.

1. Societal

2. Organizational

3. Functional

4. Personal

1. Societal: - HRM may contribute ethically and socially regarding the needs and challenges
emerging in society. If an organization fails to use its resources for society’s benefits in ethical
ways it may lead to restriction by society. For Example, society may limit the HR decisions
through laws in hiring; it may limit laws that address discrimination, laws regarding safety or
other areas of concern.

2. Organizational: - The main objective of HRM is to achieve organizational goals by bringing

the organization’s effectiveness. HRM is not an end, but it is a means to assist the organization
in order to attain its objectives.

3. Functional: - Functional objective of HRM deals with contributions of each department

regarding their need and effectiveness in order to attain organization goal. All the resources or
skill set get wasted If HRM is not able to fulfill up with the organizational demand.

4. Personal: - HRM also deals with personal objectives of the individuals so that personal and
organizational objectives an be met or order to achieve maximum production and attain
competitive advantage. These personal objectives are important in order to maintain, retain and

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 to motivate employees. If this is not done employees dissatisfaction and poor performance will
result in attrition or low productivity.

Principles Of Human Resource Management:-

Principles are fundamental beliefs - Generally constant and unchangeable. The principles of Human
Resource Management, derived from legislation, management philosophy and organizational values, are
touchstones which enable managers to exercise judgment in a variety of situations.

The Following principles guide human resource management in government:

● Merit: - The principle of merit means that decisions about appointments and pay are based on

an unbiased assessment of one's competencies (E.G. Knowledge, Skills and Abilities). This
principle is derived from the Civil Service Act.

● Fairness: - Fairness refers to conduct that is unbiased, Just, and honest. It may also mean

treating employees consistently. The principle of fairness, enshrined in the Labour Relations
Act, is fundamental to Employee Relations.

● Diversity: - Diversity recognizes that people have individual characteristics that make them

distinct from others, including age, language, culture, ethnicity, skills, gender, Abilities, Talents
and perspectives. Diversity enriches an environment by facilitating the exchange of different
perspectives and ideas.

● Equity: - Equity means applying the principles of justice to correct or supplement employment

practices to redress disadvantages experienced by individuals in the workplace. Employment

equity is achieved when organizations are representative, fair, inclusive, diverse, and respectful
of differences. Equity sometimes means treating people the same in spite of their differences. It
can also mean treating people differently as a means to achieve equality. This principle is
enshrined in the charter of Rights & Freedoms and the Manitoba Human Rights Code.

● Reasonableness: - Reasonableness means conduct which is sensible, In moderation and

based on sound judgment. The principle of reasonableness is a key concept in the Labor
Relations Act and the Manitoba Human Rights Code.

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 ● Transparency: - Transparency refers to policies that are clear, frank, and accessible. It also

refers to conduct being free from pretense or deceit. It encompasses the principles of access to
information embodied in the personal investigations act and the freedom of information &
protection of privacy act.

● Natural Justice: -Natural justice means that all administrative procedures are fair and are

perceived to be fair because due process has been followed.

● Public Interest: -The public interest is served when all actions and decisions of public

officials and managers are based on merit, fairness, and reasonable consideration of the public's
need for service, efficiency, effectiveness, representation and access to information and
opportunities. This principle is fundamental to the civil service act. policies are rules,
documented as standards of conduct. They are derived from principles and legislation and
designed to help managers decide the right course of action for a specific situation.

Functions Of Human Resource Management: -

Human Resource Management (HRM) is all about balancing the organization’s people and processes to
best achieve the goals and the strategies of the organization, as well as the goals and the needs of
employees. The main role an HR manager has to fulfill is integrating business operations and strategies
across a wide array of culture, products, and ideas, while effectively delegating work among human
resource specialists and line management.

Apart from being concerned with local issues of employees, HR must also consider these five basic
functions and effects of workforce diversity, legal restriction, performance management, training, and
professional development of the organization.

1. Recruitment: -

A great deal of attention and resources is required to attract, hire, and retain an experienced, committed
and well-motivated workforce. This is perhaps one of the most basic HR functions. There are several
elements to this task such as developing a job description, Advertising the job postings, screening
applicants, conducting interviews, making offers, and negotiating Salaries and benefits. Companies that
value their people put a serious amount of investment in recruiting and staffing services. As the right set

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of talented employees can not only raise the companies’ profile but also help it achieve profitability and
keep it running effectively and successfully.

2. Training and Development: -

The HR department is responsible for providing On-The-Job as well as refresher training for all
employees (Newly Hired and Existing) alike. This is the second most important function, and the lack
of training opportunities only increases frustration levels among employees. So, training systems must
be streamlined across all locations in order to make communication and sharing of resources a
convenient task. Measurement and monitoring is another vital aspect of training in order to foster
adoption of their new skills.

3. Professional Development: -

Effective HR departments allow and encourage the employees with opportunities for growth, leadership
training and education, which in turn contribute to the success of the company. Sponsoring career
advancement seminars, training, corporate social responsibilities, and trade shows will make employees
feel important and cared for by the team and organization.

4. Benefits and Compensation: -

A company is more likely to be successful, If it adapts new ways of providing benefits to employees.
some non-traditional benefits that can attract and retain new skilled employees are:

● Flexible working hours or workdays,

● Extended vacation time,

● Paternity leave or childcare

● Medical/Dental Insurance,

● Corporate Gym Membership Discounts

● Continuing Education/Skills Development

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 ● Award & Recognition Programs

5. Ensuring Legal Compliance: -

Compliance with labor, tax and employment laws is a vital part of safeguarding the organization’s
continued existence. HR must be aware of all the mandate laws and policies regarding employment
practices, working conditions, tax allowances, required working hours, overtime, break times, minimum
wage, and discrimination policies as noncompliance can affect productivity and ultimately, profitability
of the company.

Introduction To Recruitment & Selection: -

Recruitment is the process of identifying that the organization needs to employ someone up to the point
at which application forms for the post have arrived at the organization. Selection then consists of the
processes involved in choosing from applicants a suitable candidate to fill a post. Training consists of a
range of processes involved in making sure that job holders have the right skills, Knowledge and
attitudes required to help the organization to achieve its objectives. Recruiting individuals to fill
particular posts within a business can be done either internally by recruitment within the firm, or
externally by recruiting people from outside.

External Recruitment: -

External recruitment makes it possible to draw upon a wider range of talent and provides the
opportunity to bring new experience and ideas into the business. The disadvantages are that it is more
costly, and the company may end up with someone who proves to be less effective in practice than they
did on paper and in the interview situation.

There are a number of stages, which can be used to define and set out the nature of particular jobs for
recruitment purposes:

Job Analysis is the process of examining jobs in order to identify the key requirements of each job. A
number of important questions need to be explored:

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 ● The title of the job

● To whom the employee is responsible

● For whom the employee is responsible

● A simple description of the role and duties of the employee within the organization.

Job Analysis Is Used In Order To:

1. Choose employees either from the ranks of your existing staff or from the recruitment of new staff.

2. Set out the training requirements for a particular job.

3. Provide information which will help in decision making about the type of equipment and materials to
be employed with the job.

4. Identify and profile the experiences of employees in their work tasks (Information which can be used
as evidence for staff development and promotion).

5. Identify areas of risk and danger at work.

Need for the study.

1. At present Recruitment and Selection process is very important for the HR personnel to
achieve their objectives in the company.

2. The organization needs to recruit new talents to work in their organization. They are
possessing good knowledge, skills, and calibration.
3. The need for Recruitment for the organization arises when the employees are already retired/
resigned, company will fill up those vacancies with suitable employees.
4. Stipulate information to diagnose deficiency in employees regarding skills, knowledge;
determine Recruitment & Selection policies need to prescribe the means for employee
recruitment for placement.
5. To analyze the Recruitment and Selection Policies taken up by the organization.

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 SCOPE OF THE STUDY
To know and understand how KARVY INNOTECH LTD., following the Recruitment & Selection
functions especially they are recruited experienced personnel to get the skilled employees. The scope of
the present study is as follows:

1. Visiting the company

2. Meet the HR Manager and Asst. Manager to know the Recruitment & Selection policy
profile.

3. Meet the HR Manager to get the information about recruitment details and their policies
how they are recruited employees in their organization.

4. Participated in the recruitment meeting which was conducted by the HR personnel and
explain how they are recruiting people in their respective organization..

Library, records of previous recruitment and the internal magazine (springboard) of the thermal
systems (Hyderabad) Limited., Unit: Bollaram are used for the study was confined to territorial
division of “thermal systems (Hyderabad)pvt Limited” Unit: Bollaram with special reference to its
Recruitment and Selection policies.
.

Objectives of the study

1. To understand the current Recruitment & Selection Policies being followed at KARVY
INNOTECH LTD Company formerly known as HCL LTD.
2. To study the different methods of recruitment & selection depending on the requirements of the
organization.
3 .To find the relationship whether jobs offered based on qualification to the employee in the
organization

Methodology of study

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Methodology is a way to systematically solve the research problem. It may be understood as a science
of studying how research is done scientifically. Data is collected through two ways the data is gathered
for the present study through primary & secondary sources.

Primary Data:

The majority of the data relating to functioning of Recruitment and Selection in KARVY INNOTECH
LTD., Unit: KARVY are drawn from primary sources. The questionnaires are administered to the
respondents and the relevant information is gathered from the responses.

Secondary Data:

The secondary data has been collected from annual reports, partly from records, company magazines
and library sources. Some information is also gathered through personal talks with the concerned
officials.

Data Processing:

The data collected from secondary and primary sources are processed systematically to evaluate the
training program, to draw the meaningful inferences and conclusion. The tools used to collect the
required information are the questionnaires and observation.

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 Limitations of the study

The present study aimed at achieving the set objectives in full earnest and accuracy, but it was
hampered owing to certain limitations. The study is how ever subjected to certain limitation. These
might be summarized as follows:

1. The accuracy of the study is based on the information given by the respondents

2. Data collected cannot be asserted to be free from errors because of bias on behalf of the
respondents.

3. As the sample size consists size consists of only 60 employees its accuracy has its limitations.
4. The time is a major limitation. The whole study was conducted within a period of 6 weeks
which was not enough to carry out proper interpretation and analysis.

5. Study is quality perspective has only been qualitative information gathered in this regard is
mostly through information discussion and library sources

6. The data provided by them is for the year of previous and the present year i.e for 2013-14 and
2014-15. It became difficult to analyze the limited data provided.

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 CHAPTER-2

INDUSTRY PROFILE

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 INDUSTRY PROFILE

INFORMATION TECHNOLOGY

KARVY INNOTECH SERVICES

1. Advanced Infra Services

2. Advanced Tech Services
3. Application Management Services
4. Infra Life cycle Services
5. Infra Managed Services

1 ADVANCED INFRA SERVICES

In an increasingly connected marketplace, more and more businesses are realizing the advantages of
moving to a virtual infrastructure – through virtualization and cloud computing. The benefits of
virtualization are many – better efficiency, lower operational and overhead costs, more optimal use of
computing resources, increased scalability and higher flexibility.

Karvy InnoTech’s Advanced Infrastructure Services help enterprises efficiently integrate a virtual
computing environment with their legacy physical infrastructure. Their services allow you to move
your enterprise to a secure, virtual infrastructure seamlessly, with minimal disruption to existing
operations.

Our advanced virtualization and cloud services are aimed at leveraging existing IT investments and
reducing total cost of ownership while improving service efficiency to business users and customers.

● Virtualization

End-to-end virtualization services, including desktop, server, storage, data center and network
virtualization.

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 ● Cloud computing

Comprehensive cloud solutions, including consulting, design, migration, implementation, automation

and management.

2. ADVANCE TECH SERVICES

The technology ecosystem around your business is constantly evolving. Players who are quick to adopt
emerging technologies will have the ability to disrupt the marketplace. To seize the competitive
advantage, you must move first and fast, using technology not merely as an enabler but as a driver of
business.

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Karvy InnoTech brings you Advance Tech Services that will keep you ahead of the curve. Their experts
will help you understand the potential impact of new technologies for your business and onboard
solutions that are relevant to your industry.

Karvy’s teams deliver end-to-end solutions – including consulting, analysis, design, build and manage
your advanced tech infrastructure.

Our Advanced tech services

● Platform as a Service (PaaS)

A robust, secure, always-on cloud environment that will let you build applications and deliver an array
of services to your customers.

● Internet of Things
IoT is set to transform every aspect of every business. It will bring in greater complexity but also holds
the potential to make life simpler. They can partner with you on this transformative journey.

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 ● Analytics
Turn the torrent of data into business insight and actionable intelligence with our sophisticated
analytics services

● MDM
Mobile Management: Provide seamless and secure access to users across multiple devices and multiple
operating systems

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3. APPLICATION MANAGEMENT SERVICES

Mobile. Cloud. Data. Digital. Social. Buzzwords that drive modern businesses. But at the heart of the
enterprise, seamlessly connecting the dots, is a portfolio of applications. They are your workhorses,
getting things done, quietly, efficiently.
Traditionally, organizations looked at application management as a business-as-usual or a keep-the-
lights-on kind of service. But in a connected marketplace, that just won’t do. Businesses today expect
their app portfolio to deliver greater agility and innovation. Users, in turn, expect on-demand, always-on
access to applications across devices and touch points.
Karvy InnoTech’s Application Management Services enable you to do more with your apps. They use
cutting-edge tools and automation to ensure that your app portfolio drives the transformation you
require. No matter how complex or large your business environment, Their experts can design an
application management framework that provides seamless connectivity across multi-OS devices to
your users, customers and partners.
● Areas of Expertise
○ App Assessment
○ Procurement management App
○ e-Tendering App
○ Document management, e-Sign, Document Secure

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 ○ Database Services
○ Database FMS
○ Middleware
○ Implementation Services
○ Data migration services
○ Portal Solutions
○ App Development
○ ERP Services
○ MS – SAM, Mail, Workflow
○ App Monitoring services

4. INFRA LIFECYCLE SERVICES

Karvy InnoTech offers world-class IT Infra Services that span the entire lifecycle – Assess,analyse,design, build,
implement,operate, monitor and manage.Our experts understand that technology is changing rapidly, and your
infrastructure must evolve to support more devices, newer applications and diverse workflows.Their infrasolutions
designed to not only address your current business needs but also support future demands brought on by competitive
pressures, regulatory change emerging technologies.
They provide solutions that go beyond basic ‘keep-the-
lights-on’ engagements to ensure every pay
thier IT infrastructure works at peak efficiency, driving your
business forward in a high efficiency and
optimized hybrid environment, using their ISM Tool, Maestro,Maestro BOTs, RIM facility and the
Field support team, driven by their Global Delivery Centre(GDC) and State-of- the-art IT Operations
Centre (ITOC) – Be it your Mobile device, EUC devices &
peripherals, Critical DC Infra.

Karvy Innotech services

● Business expansion and rollout
Whether you want to launch new products, expand to new markets or embrace new business models,
their infra services can improve your time-to-market

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 ● Infra implementation
Smooth, efficient rollouts of new infrastructure with minimal disruption in your operations.
Seamless integration with legacy systems.

● Infra supply
We leverage a network of OEM and product partnerships to
ensure you have access to the best and latest technologies.

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 ● Infra supply
We leverage a network of OEM and product partnerships to ensure you have access to the best and
latest technologies.

● Repair Factory /Test & Repair Center Services

Distributed Test and repair facility to ensure quicker turnaround of critical Infrastructure assets,
ensuring equipment uptime and service

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● DaaS (Desktop as a Service)
Drive down Capex costs and make a dlexible infr environment,
aligned with your ever-growing business demands

● Infra support and sustenance

Create an agile and efficient infrastructure with 24x7 support
teams, Backed by our COE with L2 + capability in various
streams of technology

5.INFRA MANAGED SERVICES

Disruption is the norm as technologies like automation, IoT,
cloud and mobile transform businesses one device, user and
function at a time. To compete, enterprises are moving from

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 physical infrastructure to virtualized computing environments.
Virtualization helps organizations rein in costs, increase
operational efficiencies, provide always-on access to users, and
remotely manage the infrastructure.

Karvy InnoTech managed services enable you to build your

physical and virtualized IT infrastructure without worrying about
the attendant complexities of day-to-day operations. Our experts,
armed with the most sophisticated monitoring and analytics tools,
will ensure your IT infra is up and running and delivering the
performance that your business and users expect.

Our managed services bring you on-demand scale to match your

growing appetite for data and efficiency, flexible operating
models personalized for your business needs, an always-on,
minimal downtime network and the ability to quickly and
seamlessly onboard the latest technologies.
● IT Operations Centre (ITOC):
Your own network operations center (NOC) to analyse,
anticipate and fix operational issues before they become a risk

● Remote Infra Management

Significantly reduce your IT overheads and operational expenses
with our comprehensive RIM solutions

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 ● Global Delivery Center
Increase your footprint across the globe with our capabilities to deliver 24x7 support for your
applications, products and services

● Network Management Services

Monitor and manage your virtual and physical networks efficiently with minimal downtime and
maximum throughput

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 ● Asset Management
Do you have a clear view of all your IT assets? Which of them are performing, which are not? We bring
you end-to-end asset management services to make the most of your IT investments – Procurement to
disposal, Complying to environmental and green regulations

● Service Desk
Efficient and smooth management of incidents & tickets, escalations, in line with defined SLAs and
criticality, complying to ITIL Standards

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KARVY SOLUTIONS:

1. DATA CENTER SOLUTIONS

Enterprises increasingly depend on data to drive business-critical decisions – be it a product design,
market entry strategies or customer acquisition. For today’s connected businesses, the data center is the
hub of intelligence and insight. It is imperative, therefore, that the technology and infrastructure that
supports your data center is robust, scalable, efficient and easy to manage.
Karvy InnoTech Data Center solutions are designed to keep you ahead of the technology curve –
whether it is big data analytics or cloud solutions, desktop and server virtualization or hyper
convergence. Our data center experts will bring you innovative solutions that enable you keep pace with
evolving business needs, streamline operations and rein in total cost of ownership.
Our end-to-end solutions include data center advisory services, data center managed services and
specialized solutions and services.

Karvy Innotech can help you design and build a new data center from the drawing board or optimize
and modernize an existing data center to give you the competitive edge.

● Data Center Solution Offering

Case
❏ DC Modernization
❏ DC Platform Tech refresh
❏ Data Center Consolidation
❏ Data Center Migration
❏ Hybrid Cloud Modernization

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 ❏ DC Networking
❏ DC Security

● Software Defined Data Center

❏ Hyper Converged Infrastructure
❏ Server Virtualization
❏ Software Defined Storage

● Data Protection
❏ Enterprise Backup and Recovery solutions
❏ Data Replication physical, virtual, database
❏ DR automation

● Data Center Build

❏ Power & Cooling Solution
❏ Fire & Safety Solution
❏ Electrical and Civil works
❏ Physical Access Control
❏ Building Management Solution

● High Performance Computing

❏ HPC Compute Cluster
❏ Parallel File System and Storage
❏ Infiniband connectivity solution

Data Center Product Offerings

● Compute
❏ Rack / Tower Servers
❏ Blade Servers
❏ Appliance based Computer

● Storage

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 ❏ SAN / NAS Storage
❏ All Flash Storage
❏ Unified Enterprise Storage
❏ Object storage
❏ Big data storage

● Software
❏ Operating Systems
❏ Virtualization software
❏ Database Software
❏ Backup Software
❏ Migration Tools

● Non-IT Tools
❏ UPS
❏ Precision AC
❏ Networking & Passive Cabling

2.NETWORK AND SECURITY SOLUTIONS

Businesses are consuming, generating and analysing more data across more devices than ever before.
This is exposing them to greater network and data security risks.

Not surprisingly, two of the most important asks for a chief technology officer today are network
uptime and data security. Both are business-critical.
Karvy Innotech understands this only too well.
Be it ransomware attacks or data breaches, enterprises face a growing number of threats and, therefore,
need a constantly evolving security environment. Karvy Innotech’s end-to-end solutions are designed to
adapt to the changing dynamics in the security ecosystem and the growing network and data access
needs of your users.
Our value proposition to clients is simple: Our solutions will protect your data without compromising
on the speed and ease of access for your users.
Network and Security Offerings
● Data Center Network
Data is the lifeblood of a modern, digital enterprise and the Data Center is the heart of your operations.

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Our solutions provide on-demand, always-on, secure and fast access to your data across multiple
devices.
❏ Converged DC network
❏ Platform Tech Refresh
❏ DC Network Migration
❏ Software Defined Network
❏ Network Function Virtualization

● Lan & Wan Solutions

Karvy Innotech offers local and wide area network solutions designed for seamless connectivity, fast
throughput and maximum uptime.
❏ Unified 2 tier campus LAN
❏ Secured Wireless and BYOD
❏ Dynamic Multipoint VPN
❏ Software Defined WAN

● Data Center & Network Security

As more and more devices connect to your network across multiple touchpoints, you need advanced and
sophisticated security solutions to protect against breaches. From data on the cloud to protection on the
perimeter to security of your LAN, Karvy Innotech solutions will keep your organization secure.
❏ Next Gen Perimeter Security
❏ DDoS Solution
❏ DLP Solution
❏ APT Solution
❏ Security Analytics Solution

● Identity and Access Management

Karvy Innotech’s IAM solutions offer easy, secure and seamless access to systems and data to users
across multiple touchpoints and devices.
❏ PIM/PAM
❏ Multifactor authentication
❏ Single sign-on
❏ End-Point Security Solutions

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 Product Offerings
● Routing & Switching
Our solutions drive video, voice and data through your networks without a glitch.
❏ Edge Router
❏ Core Router
❏ Core/Aggregation Switch
❏ Access Switch

● Wireless
Users increasingly connecting to your network and data over mobile devices. Our products
enable secure wireless access to your users.
❏ WAP
❏ Wireless Controller
❏ NAC

● APM/NPM
Analyze, understand and improve network performance with our range of
APM/NPM products.
❏ Server Load Balancer
❏ Link Load Balancer
❏ WAN Optimization
❏ Network Performance Visibility

● Perimeter Security
This is your first layer of defence. Karvy Innotech offers state-of-the-art perimeter security products that
protect your networks from breaches at the edge.

❏ Next Gen Firewall and IPS

❏ APT Appliance/SW
❏ DLP appliance/SW
❏ Web & Mail Gateway

● End-Point Security
Protect your data, safeguard your network and give secure access to your users with our range of

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 end-point security products.
❏ Anti-Malware
❏ End-Point DLP
❏ End-Point Encryption

● Security Analytics
Prevent threats and breaches by proactively analysing data across your security infrastructure.
❏ Firewall Analyzer
❏ VA/PT Software
❏ SIEM Appliance/ SW

3 WORKPLACE SOLUTIONS
In the knowledge economy, one of the biggest costs for businesses is people. That makes it critical for
enterprises to invest in the right set of technologies and solutions to ensure that their workplaces are as
productive as possible. An efficient workplace will not only increase throughput but also drive-down
resource cost, giving businesses a competitive edge in the market place.

Karvy InnoTech’s Workplace Solutions are designed to arm your workforce with a sophisticated set of
tools and platforms that will enhance their performance. Locally or globally, on the field or in a cubicle,
our solutions make it easier for individuals and teams to collaborate and innovate, anytime, anywhere
on any device.
Our teams offer end-to-end design, build and support – from assessing your enterprise’s needs to
designing the future state, from transition and implementation to maintenance.

Workplace Solution Offerings

End User Computing

● Mobile Device Management
❏ Design and develop mobility strategies
❏ BYOD implementation integration & migration
Monitoring management and end user support
❏ IT Infra Management Services

● Software Asset Management (SAM)

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 ❏ MS Infra management tools
❏ IT Asset Management Services
❏ Roll-out & Business Expansion Services

● Virtual Desktop Infrastructure

❏ Secure Virtual Desktop
❏ App on Demand (App Virtualization)

Managed Solutions & Services

● Managed Communication Solutions
❏ Contact Center Solutions
❏ Telepresence/ Video conference
❏ IP Telephony/EPBX
❏ Unified Communication
❏ Audio, Display, Lighting, switching & Control solutions

● Managed Print Services

❏ Printer Fleet Optimization
❏ Secure Print & digital shredding
❏ Mobile Print and Follow Me Print
❏ Security & Access Management

Unified Collaboration Solutions

● Document Management Services
❏ Digital Microfilming
❏ Business Process Management
❏ Digitization Services
❏ DMS Software

● Enterprise Collaboration Service

❏ SharePoint / MS Office 365 / MS Lync
❏ Active Directory
❏ Exchange Services

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● Devices
❏ Desktops & Laptops
❏ Automation Equipment
❏ Communication and collaboration tools
❏ Platforms

CHAPTER-3
COMPANY PROFILE

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 COMPANY PROFILE

ABOUT THE KARVY

Genesis:

Incorporated in 1979 by 5 Chartered Accountants. The first branch was opened in Mumbai.

Major Businesses:

Karvy Consultants Ltd: First Registrar to be awarded ISO 9002

KCPL: Largest Transfer and Registrar Agent, managing 2 crore accounts

Mutual Funds:

One of the 3 largest distributors for Mutual Funds

Depository Services: Top 3 Depository participants of the country

Financial Services: Leading integrated financial services provider

KDMSL: TIN, PAN, Aadhaar, SECC (Socio Economic Caste Census) projects

NBFC: Secured and unsecured loans

Investment Banking: Top 10 Investment Bankers

Employees:

About 32,800+ professionals across India and growing presence outside of India

Recognition:

Ranked amongst India’s top 5 in all its business segments

Vision & Mission Statement

Vision

Our vision is to collaborate with customers in providing end to end business solutions through specialized
competencies across business verticals and internalize service quality using innovative approaches.

Mission

onTo be a leading and preferred service provider to our customers, and we aim to achieve this leadership
position by building an innovative, enterprising, and technology driven organization which will set the highest
standards of service and business ethics.

33
KARVY INNOTECH LTD strongly believes human resource as the core of all its capabilities and
continuous tapping and honing its talents, contributes to the organizational success.
POLICY TOWARDS HUMAN RESOURCE IN THERMAL SYSTEMS:

1 .Acquiring, internalizing into organizations rhythm, motivating and retaining high quality, high
caliber people.

2 .Providing regular learning inputs for up gradation of its employee’s skills and capabilities and pave
the way for career progression.

3. Taking care of its employee’s genuine needs in terms of welfare and remuneration commensurate
with their contribution towards organizational goals.

1 Recruit the Best

2 Retain the Best

3 Reward the Best

Guiding Principles

Guiding principles for people management aligned to people philosophy and Organizational strategy

= A sustainable business advantage.

RECRUIT THE BEST

We recruit people who want to WIN (Work,Hard, Innovate & Never Give Up)As a pioneer of the
Indian IT Industry, KIT-S consciously focuses on Talent Creation.

RETAIN THE BEST

People policies and systems designed to build a culture of ownership among people Transparent, timely
and consistent communication T & D initiatives guided by the objectives of being a learning
organization.Entrepreneurial Incubator – We encourage people to innovate.

REWARD THE BEST

A culture of performance - timely rewards for performance.Reward and recognition system aligned to
business needs. A fair compensation model with the right mix of incentives and innovative benefits.

34
KARVY INNOTECH CLIENTS

SNO CLIENTS

1 DELL

2 BLUE STAR

3 BSNL

4 TATA

5 MAHINDRA FINANCE

6 ANDHRA BANK

7 HDFC BANK

8 ICICI BANK

9 RELIANCE

10 RESERVE BANK OF INDIA

KARVY INNOTECH DEPARTMENTS

SNO DEPARTMENTS

1 ITOC ( INFORMATION TECHNOLOGY OPERATING CENTRE )

2 R & D (RESEARCH AND TECHNOLOGY)

3 IMS ( INFRASTRUCTURE MANAGEMENT SERVICE)

4 MVTS ( MULTI VENDOR TECHNICAL SUPPORT)

Key Facilities

35
Group signature

Services Basket

36
PAAS

KARVY INNOTECH COMPETITORS

SNO COMPETITORS

1 WIPRO INFOTECH

2 CMS IT SERVICES

3 AFFORCE

4 AKSHARA HYD

5 PROGRESSIVE INFOTECH

Kjkl

Optimization
● Analytics
● BI

37
 ● Advisor

Automation
● Self-Heal
● Bots
●
● PAAS
● CLOUD
● Virtualization
● Infrastructure consolidation

Innovation

CHAPTER 4
THEROTICAL FRAMEORK
● Minimum Infrastructure Dependency
● Business Aligned SLAs

Optimization
● Analytics
● BI
● Road-Map Advisory

38
 Automation
● Self-Heal
● Bots
● Minimum people dependency

THEORETICAL FRAMEWORK

RECRUITMENT & SELECTION

Introduction:

Recruitment forms the first in the process, which continues with selection and ceases with the
placement of the candidate. It is the next step in the procurement function, the first being the manpower
planning, Recruitment makes it possible to acquit the number and types of people necessary to ensure
the continued operation of the organization.” Recruitment is the discovering of potential applicants for
actual or anticipated organizational vacancies”. Recruitment has been regarded as the most important
function of personnel administration, because unless the right type of people is hired, even the best
plans, organization charts and control systems would not do much good.

Definition:

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

Dale Yoder

“Recruitment is the process of searching the candidates for employment and stimulating them to apply
for job in the organizations recruitment is the activity that links the employers and the job seekers”.
- Edwin B.Flippo
PURPOSES AND IMPORTANCE:

39
 ⮚ Determine the present and future requirements

⮚ Increase the pool of job candidates at minimum cost

⮚ Reduce the probability of employee turnover

⮚ Increase the success rate of the selection process

⮚ Increase organizational and individual effectiveness

EFFECTS:

Positive Recruitment Process

⮚ Attract highly qualified and competent people

Ensure that the selected candidates stay longer with the company

⮚ Make sure that there is match between cost and benefit

⮚ Help the firm create more culturally diverse workforce

Negative Recruitment Process

⮚ Failure to generate qualified applicants

⮚ There is no match between cost and benefit

⮚ Extra cost on training and supervision

⮚ Increases the entry level pay scales

External Factors

Supply & Demand

Unemployment Rate
Labor Market
40 Political – Social
Sons of soil
Image
RECRUITMENT PROCESS:

⮚ Planning

⮚ Strategy development

⮚ Searching

⮚ Screening

⮚ Evaluation and control

20 Offers / Acceptance (3.2)

30 Interviews / Offers (4.3)

40 Screening / Invitees (5.1)

2000 Contacts / Screens (10.1)

OBJECTIVES OF RECRUITMENT:

⮚ To attract people with multi-dimensional skills, experiences that suit present & future

organizational strategies so as to obtain a pool of suitable candidates for vacant posts.

⮚ To induct outsiders with a new perspective to lead the company

⮚ To infuse fresh blood at all levels of the organization.

⮚ To develop organizational culture that attracts competent people to the company.

⮚ To use a fair process.

⮚ To ensure that all recruitment activities contribute to company goals.

⮚ To search for talent globally and not just within the company.

41
⮚ To conduct recruitment activities in an efficient and cost effective manner.

42
EMPLOYEE RECRUITMENT:

In the working place is essential to a company’s long term success. By hiring correctly, an organization
adds the talent it needs and can enjoy the benefits in increased productivity and morale. However this
process is not simple and if the careful process of selection is not followed, you can be mired with
poorly skilled, unmotivated and unloyal labor force which can impact future profits as well as other
employee behavior. Recruitment, Quite often this word stands alone when some gaming companies
develop a human resources management strategy. An organization cannot develop a recruitment
strategy without simultaneously for mulcting an employee retention plan. Simply stated, it is one thing
to attract workers, but quite another to retain them.

FACTORS AFFECTING RECRUITMENT:

All organizations whether small or large, do engage in recruiting activity, though not to the same extent.
This differs as following:

1. The size of the organization.

2. The employment conditions in the community where the organization is located.
3. Working conditions, salary and benefit packages offered by the organization.
4. The rate of growth of the organization.
5. Future expansion program of the organization.
6. Cultural and legal issues and
7. Organization’s ability to find and retain good performing people.

FACTORS AND SOURCES:

INTERNAL FACTORS:

Employees from within the organization are hired to fill a job vacancy. It is normally used for higher
level jobs.
The internal factors are:
1. Company’s pay packages
2. Quality of work life
3. Organization culture
4. Career planning and growth
5. Company’s size

43
 6. Company’s products/services
7. Geographical spread of the company’s operations
8. Company’s growth rate
9. Role of trade unions
10. Cost of recruitment
11. Company’s name and fame

EXTERNAL FACTORS:

The external factors are:-

a. Socio-economic factors
b. Supply and demand factors
c. Employment rate
d. Labor market conditions
e. Political, legal and governmental factors like reservations for SC/ST/BC and sons of soil
f. Information systems like employment exchanges /Tele-recruitment like internet

ADVANTAGES:

● Benefits of new skills, new talents and new experiences to organization

● Compliance with reservation policy is easy

● Scope for resentment, jealousies and heartburn are avoided

DISADVANTAGES:

● Better morale and motivation associated with internal recruiting is denied to the

organization

● It is costly

● Chances of creeping in false positive and fake negative errors

● Adjustment of new employees to the organizational culture takes longer time

44
EVALUATION & CONTROL:

● Salaries for Recruiters

● Management & professional time spent on preparing job description, job specification

advertisements, liaison etc..

● Cost of advertisement

● Cost of producing supporting literature

● Recruitment overheads & administrative expenses

● Cost of overtime & outsourcing

PHILOSOPHIES OF RECRUITING:

● Traditional philosophy – to get as many people to apply for a job as possible

● Waiting in queues

● Job dissatisfaction & employee turnover

● Emphasis is on matching the needs of the organization to the needs of the applicants

● Minimize employee turnover & enhance satisfaction

REALISTIC JOB PREVIEWS:

● Provides complete job related information to the applicants so that they can make right

decision before taking up jobs

● Lower rate of employee turnover

● High level of job satisfaction & performance

● Beneficial for organizations hiring at the entry level

45
JOB COMPATIBILITY QUESTIONNAIRE:

● To determine applicants preference for work match the characteristics of the job

● Greater the compatibility of applicants preferences & characteristics of the job greater the

probability of employee effectiveness & longer the tenure

● 400 item instrument

● Measures job factor related to performance, satisfaction turnover and absenteeism

SOURCES OF RECRUITMENT:

The various sources of external recruitment are:

1. Advertising
2. Employment agencies
3. Employee referrals
4. Schools, colleges and professional institutions
5. Labor unions
6. Casual applicants
7. Professional organizations or recruiting firms or executive recruiters
8. Indoctrination seminars for college professors
9. Unconsolidated applications
10. Nepotism
11. Leasing
12. Voluntary organizations
13. Computer data banks

RECRUITMENT POLICIES:

A recruitment policy is concerned with quantity and qualifications of manpower. A well considered and
pre-planned recruitment policy, based in corporate goals, study of environment
and the corporate needs may avoid hasty of ill-considered decisions and may go a long way to man the
organization with the right type of personnel. The most commonly adopted practice in an organization

46
is to centralize the recruitment and selection function. A “recruitment policy” in its broadest sense
involves a commitment by the employer to such general principles as:-

1. To find and employ the best qualified persons for each job.
2. To retain the best and most promising to those hired.
3. To offer promising opportunities for the life-time working careers.
4. To provide programs and facilitates for personal growth on the job.

The following factors should be taken into considerations in formulating recruitment policy
They are:

1. Government policies
2. Personnel policies of other competing organization
3. Organization personnel policies
4. Recruitment sources
5. Recruitment need
6. Recruitment costs
7. Selection criteria and preferences etc.

METHODS OF RECRUITMENT

Recruitment can be broadly categorized under three heads. Namely, Direct method, indirect
method and Third method.

DIRECT METHOD:-

One of the widely used direct methods is that of sending of recruiters to colleges and technical schools.
Most college recruiting is done in cooperation with the placement office of a college The placement
office usually provides help in attraction students, arranging interviews, furnishing space, and providing
student resumes. For managerial professional, and sales professional, campus recruiting is an extensive
operation. Persons reading for MBA or other technical diplomas are picked up in this manner. Many
companies have found employees contact with the public a very effective method. Other direct methods
include sending recruiters to conventions and seminars, setting up exhibits at fairs, and using mobile
offices to go to the desired centers.

INDIRECT METHOD:-

47
Indirect method usually involves advertising in newspapers, on the radio, in trade and professional
journals, technical magazines and brochures. Advertising in newspapers and magazines, is the most
frequently used methods, when qualified or experienced personnel are not
available from other sources. Senior posts are largely filled by such methods when they cannot
be filled by promotion from within. Advertising is very useful for recruiting blue-collars and hourly
workers as well as scientific, professional, and technical employees. Local newspapers can be a good
source of blue-collar workers, clerical employees, and lower level administrative employees.

THIRD PARTY METHOD:-

These include the use of commercial of private employment agencies, placement offices of schools
colleges and professional associations, recruiting firms, management consulting firms, indoctrination
seminars for college for college professors and friends and relatives.

PRIVATE EMPLOYMENT AGENCIES:-

They are the brokers who bring employers and employees together. The specialization of these agencies
enhances their capacities to interpret the needs of their client, to seek out particular types of persons,
and to develop proficiency in recognizing the talent of specialized personnel.

STATE PUBLIC EMPLOYMENT AGENCIES:-

Also known as labor exchanges, they are the main agencies of public employment. They provide
a clearing housing for jobs and job information. These agencies provide a wide range of services
counseling, assistance in getting jobs information about labor market, labor and wage rates.

PROFESSIONAL ORGANIZATION OR RECRUITMENT FIRMS:-

They maintain complete information records about employed executives. These firms are looked
up on as ‘headhunters’, ‘raiders’ and pirates by organizations which loose personnel through their
efforts. However, these same organizations may employ “executive search firms” to help them find
executive talent. These consulting firms recommend persons of high caliber for managerial, marketing
and production engineer posts.

TRADE UNIONS:-

Also provide manual and skilled workers in sufficient numbers.

48
MODERN SOURCES AND TECHNIQUES OF RECRUITMENT

A number of modern recruitment sources and techniques are being used by the corporate in addition to
traditional sources and techniques. These sources and techniques include e walk-in and consult–in,
head-hunting, body-shopping, business alliances, and tele-recruitment.

1. WALK-IN:
2. CONSULT-IN:
3. HEAD-HUNTING:
4. BODY-SHOPPING:
5. BUSINESS ALLIANCES:

1. TELE-RECRUITMENT:

The technological revolution in telecommunication helped the organization tousle internet as a source of
recruitment. Organization advertises the job vacancies through the World Wide Web (WWW) internet.
The job seekers send their applications through email internet. Alternatively, job seekers place their
CV’S in the world wide web/internet, which can be drawn by the prospective employers depending
upon their requirements.

ALTERNATIVES TO RECRUITMENT:OVERTIME

❖ When demand for product peaks

❖ Additional income for employee

❖ It results in Fatigue, increased accidents & more absenteeism

❖ Need to pay double wages

EMPLOYEE LEASING

❖ Often called Staff outsourcing

❖ Useful to small & medium sized firms

TEMPORARY EMPLOYMENT

49
 ❖ Low labor costs

❖ Easy access to experienced labor

❖ Flexibility in future

❖ DISADVANTAGE- Do not know the work culture of the firm

REFERENCE CHECK:

❖ The reference of the person should be checked before making a final decision.

❖ Check through a personal visit or a phone call directly to the applicant’s immediate

former supervision, if possible.

❖ Verify that the information given to you is correct.

❖ Consider, with judgment, any negative comments you hear and what is not said.

❖ Checking references can bring to light significant information which may save you money and

future inconvenience.

Recruitment Strategies:

Findings Overview: Organizations were asked what strategies they use to recruit
managerial/professional and non management candidates. For recruiting managerial/professional
candidates, the Internet is the most popular advertising medium, used by 76 percent of the organizations
surveyed. Organizations regularly utilize internal resources(e.g., internal job postings and employee
referrals) when recruiting both internal and external candidates. Different kinds of agencies are used to
recruit for positions at different levels. — Temporary and government agencies are used mainly to
recruit non-management candidates. — Employment agencies, colleges, and professional organizations
are used more often to recruit managerial/professional candidates.

Organizational Offerings

The quality of an organization’s offerings affects its ability to attract job candidates. Organizations
believe they offer candidates a strong company reputation (69 percent) and high-quality benefits

50
packages (65 percent) and learning opportunities (55 percent).Many organizations do not offer stock
options (37 percent) or child care options (36 percent).

Best Practices

Organizations with the most effective recruiting strategies were 15 to 19 percent more likely to
Offer candidates high-quality options such as:

⮚ Potential for advancement.

⮚ Company reputation.

⮚ Stocks.

⮚ Benefits package.

⮚ Corporate culture.

⮚ Salary scale.

Organizations offering candidates and employees a positive culture (e.g., innovative, diverse, potential
to advance) and learning environment have more satisfied employees and more successful at retaining
them.

Barriers to Effective Recruitment and Selection:

Findings Overview the surveyed organizations report that the top barriers to effective recruitment of
candidates are:

⮚ Shortage of qualified applicants

⮚ (62 percent).

⮚ Competition for the same applicants

⮚ (62 percent).

⮚ Difficulty in finding and identifying applicants

51
 ⮚ (48 percent)

Selection:

“Selection is the process of examining the applicants with regard to their suitability for the given
job or jobs, and choosing the best candidate and rejecting the others.”Good recruitment practices are
only one key to generating a pool of top job candidates. Equally important is having a strong basis from
which to recruit. If an organization’s policies and practices are unattractive to candidates, the
organization’s ability to generate good candidates will be limited regardless of the specific recruitment
practices they employee. But what policies and practice do “good” applicants find attractive?
Unfortunately, there is no easy answer to this question because not all “good” applicants are alike, and
research shows that organization’s policies and the individual’s characteristics. Financial considerations,
supply and demand, and other variables impact the recruitment process .Looking for a qualified person
for the IT department is likely to require a broader and possibly more expensive search. Recruitment
indicate that there is an increase in the use of the internet and interactive employment websites, such as
searching web databases, placing online ads at various career sites, purchasing candidate information
from resume services, sending recruitment materials, to targeted individuals, and placing ads in
newspapers can all yield positive results.

SELECTION PROCESS:

The organizations can make use of more than one source for carrying out the recruitment procedure.
Once the recruiting sources are identified, suitable candidates are called for the selection process.

SIGNIFICANCE OF SELECTION PROCESS:

Definition: It is the process of differentiation between applicants in order to identify (and hire)those
with a greater likelihood of success in a job. Selection of personnel to man the organization
is a crucial, complex and continuing function. The ability of an organization to attain its goals
effectively and to develop in a dynamic environment largely depends upon the effectiveness of its
selection program. If right personnel is selected the remaining functions of personnel management
becomes easier, the employee contribution and commitment will be at an optimum level and employee-
employer relations will be congenial. In an opposite situation where the right person is not selected, the
remaining functions of personnel management, employee employer relations will not be effective. If the
right person is selected, he becomes a valuable asset to the organization. In case of faulty selection, the
employee will become a liability to the organization, who are to be offered employment and those who

52
are not. The process might be called rejection, since more candidates may be turned away than hired.
For this reason, selection is frequently described as a negative process, in contrast with the positive
program of recruitment. According to Yoder:-“the hiring process is of one or many ‘go, no-go’ gauges.
Candidates are screened by the

SELECTION PROCESS CHART: Scientific selection process:

Development basis for selection

Application/Resume/CV/Bio-Data
Job Analysis

Written Examination

Human Resources Plan

Preliminary Interview

Recruitment

Business Games

Tests

Final Interview

53
 Medical Examination

Assess the fit between the

job and the candidate Reference Check

Line Manager’s Decision

Job Offer

Employment

SCREENING:

⮚ Retention Survey found that nationally small agencies took an average of 6.84% weeks to

conduct the screening processes, while large agencies took an average of 11.51 weeks
(U.S. Department of Justice, Office of Justice Programs, Hiring and Keeping Police Officers)

54
 GOAL: Reduce this time so that valuable candidates are still available.

PRINCIPLES OF THE SCREENING:

⮚ A fair set of screening criteria

⮚ The criteria must be in line with the job content and appointment as well as advertised

requirements

⮚ Applicants should be clear on the criteria that apply

⮚ The criteria should apply to all applicants in a consistent manner

⮚ Any waivers should be fully motivated and approved

⮚ Declarations should be made of whether any candidate is related to or friends of an official in

the component where the vacancy exists

⮚ The various activities of the screening process should be documented and put on record

INITIAL REVIEWING AND TESTING:

⮚ Education And Experience Evaluation

⮚ Letters Of Recommendation

⮚ Elf-Assessment

⮚ Gratitude And general Trait Test

⮚ Performance Test For Specific Jobs

STEPS INVOLVED IN SELECTION PROCESS:

A scientific selection procedure completes in 10 basic steps which are as follows:

1. Application Form.
2. Written Examination.

55
 3. Preliminary Interview.
4. Group Discussion.
5. Tests.
6. Final Interview.
7. Medical Examination.
8. Reference Checks.
9. Line Manager’s Decision, and
10. Employment
TESTING IN SELECTION:
Testing represents an additional tool in the kit of the employment office. It supplements direct
Personal contracts in interviews of various types with a wide range of tests. All operate on the
General theory that human behavior can best be forecast by sampling it. The test creates a situation in
which the applicant reacts; reactions are regarded as useful samples of his behavior in the work he is
applying. Formal testing programs have becomes increasingly common in modern selection. A major
reason is their convenience. Another is their relatively low cost. Perhaps unfortunately, test results
appeal to many managers because they provide quantitative measures of something. They ate, for this
reason, more easily compared. They seem to bring the personalities of applicants down to a common
denominator. Another reason for the growing use of tests is the fact that they have been and are the
subject of extensive research.

TYPES OF EMPLOYMENT TESTS:

A simple classification of the tests used in selection would distinguish five principal types,
Including achievement, aptitude, interest, personality, and combination tests. Achievement Tests:
sample and measure the applicant’s accomplishments and developed abilities. They are performance
tests; they ask the applicant’s accomplishments and developed abilities. They are performances tests;
they ask the applicant to demonstrate certain knowledge skills.

APTITUDE TESTS:

Measures an applicant’s capacity, his potential. Their simplest form is the intelligence test, which
is intended to measure the ability to learn, to remember, and to reason.

INTEREST TESTS:

56
Use selected questions or items to identify patterns of interests-areas in which the individual
Shoes special concern, fascination and involvement.

PERSONALITY TESTS:

Probe for the dominant qualities of the personality as a whole the combination of aptitudes, interests,
and usual mood and temperament. Whole the combination of aptitudes, interests, and
Usual mood and temperament.

GUIDES TO TESTING:

Dale S. Beach suggested the following guidelines for the employment test.

1. Tests should be taken in addition to other selection techniques as entire can only provide
Information about a part of total behavior of a candidate.
2. Test information should be taken into consideration to find out candidate’s weakness rather than
strength.

3. Tests are helpful in picking a most likely successful group from a larger group rather than
successful individuals.

4. A test should be tested in one’s own organization as “a valid test in one that measures.
5. Tests can be held only in case of failure of other selection devices in providing satisfactory.
6. Test administrators should not heavily depend upon test score in making decision regarding
selection of a candidate.

Relationship between tests score and job success is not always linear. Hence, decision-makers
should use the test score judiciously.

Results in cost for training, transfer or terminating the service of the employees. Costs of replacing an
employee with a fresh one-hiring, training, and replacement.

● False negative error :Costs associated difficult to estimate

ENVIRONMENTAL FACTORS:

EXTERNAL:

● Supply and demand in labor market

57
 ● Unemployment rate

● Legal and political considerations

● Company’s image

INTERNAL:

● Company’s policy

● Cost of hiring

CONCEPTS OF TESTING:

1. Job analysis
2. Reliability
3. Validity

TYPES OF TESTS:
Intelligence tests include: sample learning, ability, the adaptability tests etc.

Aptitude Tests:

● Intelligence Test

● Mechanical Aptitude

● Psychomotor Tests

● Clerical Aptitude Tests

Achievement Test:

● Job Knowledge Test

● Work Samples Test

58
Situational Test:

● Group Discussion

● In basket

Interest Test:
Personality Test:

a. Objective Test
b. Projective Test
c. Mechanical aptitude tests
d. Psychomotor tests
e. Clerical aptitude tests
FINAL INTERVIEW:

APPLICATION OF INTERVIEWS

TYPE TYPE OF QUESTIONS USUAL APPLICATIONS

Structured A predetermined checklist Useful for valid results,

especially when dealing with
if questions, usually asked large number of applicants.
of all applicants.

Unstructured Few, if any, planned Useful when the interview

questions are made up
during the interview. tries to probe personal details
of the candidate analyzes why
they are not right for the job.

Mixed A combination of A realistic approach that

structured and unstructured yields comparable answers
questions, which resembles plus in depth insights.
what is a usually done in
practice.

Behavioral Questions limited to Useful to understand

hypothetical situations. applicant’s reasoning and
Evaluation is based on the analytical abilities under
solution and approach of

59
 the applicant. modest stress.

Stress A series of harsh, rapid fire Useful for stressful jobs, such
as handling complaints.
question intended to upset

the applicant.

60
BARRIERS FOR EFFECTIVE SELECTION:

● Perception

● Fairness

● Validity

● Reliability

● Pressure

Evaluation and Conclusion of Selection Programme:

● Reassuring the non selected candidate.

● An Audit for evaluation.

SELECTION TECHNIQUES:

INTERVIEW INITIAL OR PRELIMINARY:

Check of reference

Psychological tests

Employment interview

Approval the supervisor

Physical Examination

61
 Induction or orientation

PRELIMINARY INTERVIEW:

⮚ This is a short interview and is used to eliminate unqualified candidates.

⮚ Generally, there is no paper work at this stage.

⮚ If the applicant looks like he can qualify for existing job openings, he or she is given the

application blank to complete.

APPLICATION BLANK:

⮚ Application blank is used to get information from prospective applicant to help management to

make a proper selection.

⮚ It quickly collects the basic data about a candidate.

⮚ It is also useful to store information for future use.

⮚ An application forms consists of

⮚ Biographical data

⮚ Educational achievements

⮚ Salary and work experience

⮚ Personal items

⮚ Names and addresses of previous employers, references, etc.

CHECK OF REFERENCES:

⮚ References are used in most selection processes.

62
 ⮚ During the selection process it is believed that former employers, friends and professional

⮚ personnel give reliable evaluation of applicant.

⮚ Reference checks are generally made by mail/telephone & sometimes personally also.

PSYCHOLOGICAL TESTS:

⮚ Most organizations do not use psychological tests for selection.

⮚ But larger the size of the firm, more are the chances of using psychological tests.

⮚ Larger companies that can afford to conduct psychological tests do so to have a more

detailed and accurate selection procedure.

⮚ Smaller companies are more dependent on interviews.

63
INTERVIEWING:

⮚ Interview is the interaction between the interviewer and the applicant.

⮚ It is the most common method of selection.

⮚ It is a good method to get accurate information about the applicant.

TYPES OF INTERVIEWS:

1. Informal interview
2. Formal interview
3. Planned interview
4. Patterned interview
5. Non-directive interview
6. Depth interview
7. Stress interview
8. Group interview
9. Panel interview

TYPES OF EMPLOYMENT INTERVIEW:

PRELIMINARY INTERVIEW:

a. Informal interview
b. Unstructured interview

CORE INTERVIEW:

a. Background information
b. Job and probing interview
c. Stress interview
d. The Group Discussion interview
e. Formal and structured interview
f. Panel interview
g. Depth interview

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3. DECISION-MAKING INTERVIEW:

After the candidates are examined by the experts including the line managers of the organization in the
core areas of the job, the head of the department/ section concerned interviews the candidates once
again, mostly through informal discussion. The interviewer examines the interest of the candidate in the
job, organization, reaction/adaptability to the working conditions, career planning, promotional
opportunities, work adjustment and allotment etc. the personnel Manager also interviews the candidates
with a view to find out his reaction/acceptance regarding salary, allowances, benefits, promotions,
opportunities etc. The head of the department and the personnel manager exchange the views and then
they jointly inform their decision to the chairman of the interview board, who finally makes the decision
about the candidate’s performance and their ranks in the interview.

INTERVIEW PROCESS:

Interview is not a single step. It is a process consisting of several steps. The major steps are
grouped into four categories.

⮚ Before starting the interview, important areas for asking questions should be worked out.

⮚ The candidate’s application form should be examined to find his/her skills, incidents and

experiences which are related to important areas for asking questions.

⮚ The interviewer should make the candidate relaxed by starting with questions that are not

directly related with the job.

⮚ After the candidate is relaxed, the interviewer should ask the questions related to the job.

⮚ Now the interviewer should make a tentative decision about the candidate.

Approval by the Supervisor:

⮚ At this stage, we can reach the conclusion about which candidate should be hired.

Physical Examination:

⮚ Physical examination is done to check whether the applicant’s physical capabilities match

with the job requirements or not.

65
 ⮚ The three basic objectives of physical examination are:

⮚ To determine the applicant’s physical capabilities.

⮚ To protect the company from needless claims under workers’ compensation laws.

⮚ To stop communicable diseases from entering the organization.

INDUCTION:

⮚ It is the process of introducing the new employee to the organization.

⮚ According to a report, more than half of voluntary resignations occur within the first six
months.
⮚ A good induction program helps to take care of this problem and reduce the costs associated

with it.
a. Preparation for Appropriate type of interview

The interview the areas to be tested

Type and number of interview

Review the information

b. Conduct the interview Open the interview

Get complete and accurate
Information
Record observations and
Impressions
Guide the interview
Check the success of the interview
c. Close the interview
d. Evaluate interview results

(a) Preparation for the interview

(b) Conducting the interview
(c) Closing the interview
(d) Evaluation of interview results

66
EVALUATION OF APPLICATION FORMS:

They are two methods of evaluating an application form, clinical method and weighted method.
1. Clinical method
2. Weighted method
3. Biographical inventories
WRITTEN EXAMINATION:

The organization have to conduct written examination for the qualified candidates after they are
screened on the basis of the application blanks so as to measure the candidate’s ability in arithmetical
calculations, they know the candidates attitude towards the job’ to measure the candidates’ to know the
candidates aptitude, reasoning, knowledge in various disciplines, in various disciplines, general
knowledge and English language.

PRELIMINARY INTERVIEW:

The preliminary interview is to solicit necessary information from the prospective applicants and
to assess the applicant’s suitability to the job.

GROUP DISCUSSION:

The technique of group is used in order to secure further information regarding the suitability of
the candidate for the job. Group discussion is a method where groups of the successful applicants
are brought around a conference table and are asked to discuss either a case study of a subject
matter.

TEST:

The next stage in the selection process is conducting different tests as given below. The objective
of tests is to solicit further information to assess the employee suitability to the job.

FINAL SELECTION:

⮚ Keep a list of all applicants considered for final selection.

⮚ Identify fair selection criteria for the final selection phase.

⮚ Ensure that the criteria are in line with the advertised requirements as well as the job content.

67
 ⮚ Ensure that each selection committee member is provided with all the relevant information

pertaining to each shortlisted applicant.

⮚ Ensure that the interviews are conducted in a fair and effective manner and that each candidate is

weighed comprehensively against the requirements as advertised.

⮚ Ensure that a comprehensive motivation is compiled in respect of all the applicants interviewed.

⮚ Ensure that all applicants are informed about the outcome of the final selection phase.

⮚ Ensure that all relevant information is put on record.

CLOSING SELECTION:

1. Phone call and further clarification

2. Letter of intent
3. Completing employment forms
4. Protocols may be available for interested individuals
5. Number of candidates
6. Names, surnames and addresses of 5 top candidates
7. Recruitment and selection criteria
8. Justification of the decision

TRENDS IN RECRUITMENT AND SELECTION:

PROCEDURAL CHANGES:

⮚ Eliminating arbitrary rules and regulations that restrict the choices of hiring managers and

supervisors

⮚ Adopting flexible and appealing hiring procedures.

⮚ Screening applicants quickly

⮚ Validating entry requirements and examinations.

⮚ Instituting worker-friendly personnel policies,

68
 ⮚ Creating more flexible job descriptions

IMPROVEMENTS TO THE RECRUITMENT AND SELECTION PROCESS:

⮚ The decentralization movement — "New Public Management" is known in many quarters as

devolution, often characterized by the decentralization of HR responsibility.

⮚ Aggressive outreach efforts

⮚ Current employees as recruiters

69
USE OF TECHNOLOGY:

⮚ Many scholars believe that technology will be the most notable HRM trend of the next few

decades

⮚ Many large public organizations use computer bulletin boards and electronic mail to improve

recruitment process

⮚ Managers can have online access to applicants' test scores, qualifications and contact

information

⮚ Software programs: to administer online examinations, track applicants, match resumes

with skill sets, expedite background checks, and shepherd job candidates through a paperless staffing
process

1.

70
 CHAPTER-5
DATA ANALYSIS & INTERPRETATION

71
 Table: 5.1

1. Employees were asked whether they were allocated the post opted by them, for which the
following responses to were obtained.

No. of
Options Percentage
Respondents

Yes 48 80

No 12 20

Total 60 100

DATA ANALYSIS:

Out of the 60 respondent whose opinion was asked allocation of the post, 80% of respondents said that
they were allotted the post opted by them where as 20% of the respondents said that they were no
allotted the opted by them.

DATA INTERPRETATION:

Majority of the employees are satisfied with their allotted post in the organization, but still a few
employees are dissatisfied with the posts allotted to the in the organization.

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 Table: 5.2

2. Employees were asked as to how they were recruited in the company for which the
following responses were obtained.

No. of
Options Percentage
Respondents

Open competition 45 75

Recommendations 0 0

Employment exchange 0 0

Trade union recommendations 0 0

Consultancy 6 10

Campus interviews 9 15

Total 60 100

DATA ANALYSIS:

Out of the 60 (100%) respondent questioned about their recruitment in the organization 75% (45 Nos.)
of the respondents were recruited through open competition, 10% (6 Nos.) through consultancy and
15% (9 Nos.) through campus interviews.

DATA INTERPRETATION:

73
Majority of the employees were recruited through open competition which is a good sign of transparent
recruitment policy in the company
Table: 5.3

3. Employees were asked about the time period, for which they were employed, for which
following the responses were obtained.

No. of
Options Percentage
Respondents

Short time period 6 10

Long time period 48 80

Daily wages 0 0

Particular project only 6 10

Total 60 100

DATA ANALYSIS:
Out of 60 (100%) employees who were asked about the time period for which they were recruited, 80%
(48 Nos.) of employees are recruited for long time period, 10% (6 Nos.) of the employees are recruited
for short time period, where as 10% (6 Nos.) of employees are recruited only for particular projects.

74
 Table:5.4

4. Employees were asked the reasons for the taking up this job, for which the response was as
follows.

No. of
Options Percentage
Respondents

Good pay Scale 6 10

More benefits 6 10

Career growth 18 30

All the above 30 50

Total 60 100

DATA ANALYSIS:

Out of the 60 (100%) employees asked about the reason for taking up their respective jobs, for which
30% (18 Nos.) of the employees said that they took the job for all the reasons like ‘career growth’, 10%
(6 Nos.) ‘good pay scale’ as well as 10% (6 Nos.) ‘more benefits’., the rest 50% (30 Nos.) of the
employees answered as for all the above.

DATA INTERPRETATION:

75
Majority of the employees are of the opinion that all the factors like ‘career growth’ , ‘ more benefits’ ,
‘good pay scale’ was the main reason for taking up the job in “thermal systems hyd pvt ltd.

Table: 5.5

5. Employees were asked whether they found any relations their qualifications and the job
offered to them, for which they responded in the following.

No. of
Options Percentage
Respondents

Yes 48 80

No 12 20

Total 60 100

DATA ANALYSIS:

Out of 60 (100%) respondents who are asked whether they found any relation between their
qualification and the jobs offered to them, 80% (48 Nos.) of the respondents said that they found a
relation whereas 20% (12 Nos.) of the respondents said that they did not find any relation.

DATA INTERPRETATION:

76
Majority of the employees are satisfied with their jobs whereas the rest of the employees are not
satisfied with their jobs as they do not find any relation between their qualification on the job has
offered to them.

77
 Table:5.6

6. Employees were asked whether they observed any change in the recruitment process in
recent times for the following responses were obtained.

No. of
Options Percentage
Respondents

Yes 9 15

No 51 85

Total 60 100

DATA ANALYSIS:

Out of the 60 (100%) employees questioned regarding any change in the recruitment in recent times,
15% (9 Nos.) of the respondents did not find any change, where as 85% (51 Nos) of the respondents
found some change

DATA INTERPRETATION:

Majority of the employees with vast experience, found no significant change in the recruitment
policy, of the company in recent times.

78
 Table: 5.7
7. Employees were asked about the type of recruitment methodology used in recruitment
employees for the responses are in the following way.
No. of
Options Respondent Percentage
s

Centralized 12 20

Department Recruitment 48 80

Total 60 100

DATA ANALYSIS:

The employees were asked about the type of recruitment methodology which is prevailing in the
organization for recruiting employees 80% (48 Nos.) of the employees said that departmental
recruitment is being followed where each department on realization of the need for employees takes up
the task of recruiting them . 20% (12 Nos.) of the employees said that a centralized policy is being in
the organization to recruit the employees.

DATA INTERPRETATION:

79
Majority of the employees are recruited through departmental recruitment which means the
methodology of departmental recruitment is being followed in THERMAL SYSTEMS.
Table:5. 8

8. Employees were asked if any new positions were evaluated in their company for which the
following responses were obtained.

No. of
Options Percentage
Respondents

Yes 30 50

No 6 10

Don’t know 24 40

Total 60 100

DATA ANALYSIS:

The employees whose opinion was asked if new positions were evaluated in their organization for
which 50% of the employees answered as YES and 10% of the answered as NO, where as 40%
answered as DON’T KNOW.

DATA INTERPRETATION:

80
Majority of the employees are not aware of any new development regarding recruitment and evaluation
of new jobs. So awareness has to be brought about among the employees so as to keep
them abreast with the current changes taking place in the organization.
Table:5. 9

9. The employees were asked whether the requirement of manpower is identified well in
advance considering the factors like retirement, resignation and also budgeted plans for
which they responded in the following way.

No. of
Options Percentage
Respondents

Yes 48 80

No 12 20

Total 60 100

DATA ANALYSIS:

Out of 60 (100%) respondents whose opinion was asked if the requirement of the manpower in each
department/ division is identified well in advance, 80% (48 Nos.) replied in affirmative and 20% (12
Nos.) said no.

DATA INTERPRETATION:

Majority of the employees agreed that the manpower requirement of each department was identified
well in advance.

81
82
 Table:5.10

10. Employees were asked whether the planning of manpower requirement is done in light of
business plans of the company for which the following responses were obtained.

No. of
Options Percentage
Respondents

Yes 40 67

No 20 33

Total 60 100

DATA ANALYSIS:-

Out of the 60 (100%) employees whose opinion was asked regarding the planning of manpower
requirement, Out of that 67% (40 Nos.) said affirmative and the remaining 33% (20 Nos.) said no.

DATA INTERPRETATION:

Majority of the employees agreed that the requirement of manpower planning is done in the light of
business plans of the company.

83
 Table: 5.11

11. Employees were selected for the company basing on their skills, opinion of the employees
given hereunder.

No. of
Options Percentage
Respondents

Personal Trait 11 18

Skills 12 20

Both 37 62

Total 60 100

DATA ANALYSIS:

Out of the 60 (100%) employees whose opinion was asked regarding the personnel trait 18% (11
Nos.),based on the skills 20% (12 Nos.) and both includes 62% (37 Nos.) all the employees agreed for
personnel and skills are important.

DATA INTERPRETATION:

All the employees agreed that, it’s very important to have the personnel trait and skills for the all the
employees.

84
 Table: 5.12
12. Employees were selected by the company conducted by the tests for which the following
responses were obtained.

No. of
Options Percentage
Respondents

Aptitude test 29 48

Achievement test 0 0

Situation 6 10

Interest test 12 20

Personality test 13 22

Total 60 100

DATA ANALYSIS:

Out of the 60 (100%) employees asked about the job selections test at the time of their selection time,
have given their respective jobs for which 48% (29 Nos.) of the employees said that they took through
aptitude test, 10% (6 Nos.) was told that situation test, 20% (12 Nos.) told that interest test and 22% (13
Nos.) employees given the response like personality test so company was taken more employees
through aptitude test.
DATA INTERPRETATION:

85
Majority of the employees recruited through the aptitude test so this company has to give the equality
for the all the test which is mentioned in the above.
Table: 5.13

13. Employees were conducted by interview in their company for which the following
responses were obtained.

No. of
Options Percentage
Respondents

Yes 55 92

No 5 8

Total 60 100

DATA ANALYSIS:

Out of the 60 (100%) employees questioned regarding their interview process, 92% (55 Nos.) of the
respondents were recruited through interview, and 8% (5 Nos.) of the respondents recruited like
management Quota.

DATA INTERPRETATION:

Majority of the employees were recruited with the Interview of the company in recent times.

86
 Table:5.14

14. Employees were selected by type of interview in their company for which the following
responses were obtained.

No. of
Options Percentage
Respondents

Panel interview 20 33

Stress interview 1 2

Formal interview 25 41

informal interview 10 17

If any other specify interview 4 7

Total 60 100

DATA ANALYSIS:

Out of the 60 (100%) employees were response like 33% (20 Nos.) panel interview, 2% (1 No.) through
stress interview, 41% (25 Nos.) through formal interview, and 17% (10 Nos.) through informal
interview 7% (4 Nos.) other kind of interview all the employees agreed for interview important.

DATA INTERPRETATION:

All the employees agreed that, it’s very important to have conducted many type of interview for the all
the employees.

87
88
 15. How many rounds of recruitment process are followed before selecting the
candidates?

options No of respondents Percentage

One round

4 7%

Two round 20 33%

Three round 13 22%

Four round 13 22%

(1-4) round 10 16%

Total 60 100%

DATA ANALYSIS:

From the above chart 7% of the candidates agrees that one round is followed for recruitment process
before selecting the candidates,33% of the candidates agree that two rounds are followed for
recruitment process before selecting the candidates,22% of the candidates agree that three rounds are
followed for recruitment process before selecting the candidates,22% of the candidates agree that four
rounds are followed for recruitment process before selecting the candidates and 16% of the candidates
agree that (1-4) rounds are followed for recruitment process before selecting the candidates.

DATA INTERPRETATION:

89
Majority of the candidates says that two rounds of recruitment process are followed before selecting the
candidate

16. Does HR provides an adequate pool of quality applicants?

Options No. of respondents Percentage

Yes 50 83%

No 10 17%

total 60 100%

DATA ANALYSIS :

From the above chart 83% of candidates agrees that HR

provides an adequate pool of quality applicants, and 17%
candidates disagrees.

90
DATA INTERPRETATION:

Majority of the candidates agrees that HR provides an adequate pool of quality applicants.

17. HR clearly defines the job description and job specification in the recruitment
process?

Options No.of respondents percentage

Agree 30 55%

Strongly agree 20 33%

Neutral 10 16%

Disagree 0 0%

Strongly disagree 0 0%

Total 60 100%

DATA ANALYSIS:

91
 From the above chart 55% of the candidates agrees that job description and job specification in the
recruitment process is clearly defined byHR.33% of the candidates strongly agrees and 16% of the
candidates said that its neutral .

DATA INTERPRETATION:

Job description and job specification is clearly followed by HR in Thermal systems (hyd) pvt.ltd

18. Does the current recruitment and selection procedure leads to effective
staffing?

Options No. of respondents Percentage

Yes 30 50%

No 15 25%

Can not say 15 25%

Total 60 100%

DATA ANALYSIS:

From the above chart 50% of the candidates says that current recruitment and selection procedure
leads to effective staffing.25% candidates says no and remaining 25% of candidates are not in a position
to say yes or no

92
DATA INTERPRETATION:

From the above chart it clearly explains that thermal systems current recruitment and selection
procedure leads to effective staffing.

93
 CHAPTER-6
FINDINGS, SUGGESTIONS & CONCLUSION

FINDINGS

94
 ⮚ The most significant finding of the study on Recruitment & Selection strategy prevailing in the

organization is very effective. The employees are quite satisfied with the current recruitment
methods.

⮚ The study shows that 76% of the employees who have put in long year of service have

recruited via open competition. Which shows the transparency of the recruiting policies
of the company.

⮚ 92% of the employees have been working in the organization for a long period which signifies

the job security and satisfaction offered by the company to its employees.

⮚ Our study shows that 44% of the employees have joined this organization aiming for career

growth, good pay scales, and more benefits which the company offers. Thus the statistics shows
that the company has a positive outlook towards the career growth of its employees in addition
to the other existing benefits.

SUGGESTIONS

95
✔ H.R Department should be more practical and efficient so that the recruitment and selection

become more effective.

✔ Stress should be given on proper maintenance of database of application for future recruitment

in the organization.

✔ The company should follow new traits / trends in the recruitment process.

✔ The stress should be given on knowledge and the experience should be the major criteria for

selection of employees.

✔ More stress should be given to recruit qualification & skills percentage for scrutinizing the

application of prospective candidates.

CONCLUSIONS

96
The following are the conclusions:

✔ The source of recruitment in the organization is totally based in both the factors i.e. internal and

external.

✔ The recruitment of the prospective candidate for a particular post is based in experience, age,

qualification and percentage in the academic year.

✔ The selection process is totally based on skills, communication, technical qualities and

qualification.

✔ The formal interview is conducted by the HRD.

✔ After selection the employees are inducted for 1-7 days or more than 15 days.

97
 BIBLIOGRAPHY

NAME OF THE BOOK AUTHOR PUBLICATION YEAR

Human resource Aswathappa.k Tata McGraw 2010

management: text Hill,6th edition
and cases

Reinventing Burke Ronald Routledge 2005

human resource j,Cary L
management Cooper

Turning a Great Christensen AMACOM 2005

idea into a business Ralph
reality

http://www.hrworld.com

http://www.business.standard.com

http://www.ibpil.com/contactus.html & news magazines

QUESTIONNAIRE ON RECRUITMENT AND SELECTION

1. Have you been allotted the post opted by you?

98
 a. Yes ( ) b. No ( )
2. How are you recruited?

a. Open competition ( ) b. Recommendations ( ) c. Employment exchange ( )

d. Trade union recommendations ( ) e. Consultancy ( ) f. Campus interviews ( )

3. What kind of recruitment is it?

a. Short time period ( ) b. Long time period ( )

c. Daily wages ( ) d. For a particular project only ( )

4. Why did you opt for your job, is because of

a. Good pay scale ( ) b. More benefits ( )

c. Career growth ( ) d. All the above ( )

5. Do you find any relation between your qualification and the job offered to you?

a. Yes ( ) b. No ( )

6. Have you observed any change in the recruitment policy in recent times?

a. Yes ( ) b. No ( )

7. Is the recruitment policy in your company centralized or each Department / division selects its
own candidates. Select any one.

a. Centralized ( ) b. Departmental recruitment ( )

8. Company were generated any new positions within the employees?

a. Yes ( ) b. No ( ) c. Don’t know ( )

9. The manpower requirement of each department / division is identified well in advance taking
into considerations the retirement budgeted plans and other contingencies.

a. Yes ( ) b. No. ( )
10. The planning of manpower requirement is done in the light of business plans of the company.

a. Yes ( ) b. No. ( )
11. What are the bases for selection of prospective employees?

a. Personnel trait ( ) b. Skills (communication & technical) c. Both ( )

12. What type of test do you conduct?

a. Aptitude test ( ) b. Achievement test ( ) c. Situation ( )

99
 d. Interest test ( ) e. Personality test ( )

13. Interview is followed during selection?

a. Yes ( ) b. No ( )

14. What type of interview is conduct?

a. Panel interview ( ) b. Stress interview ( ) c. Formal interview ( )

d. Informal interview ( ) e. If any other specify interview ( )

15. How many rounds of recruitment process are followed before selecting the candidates?

a. one round ( ) b. Two rounds ( ) c. Three rounds ( )

d. Four rounds ( ) e. (1-4) rounds

16. Does HR provides an adequate pool of quality applicants?

a. yes ( ) b. No ( )

17. HR clearly defines the job description and job specification in the recruitment process?

a. Agree ( ) b. Strongly agree ( ) c. Neutral ( )

d. disagree ( ) e. strongly disagree ( )

18. Does the current recruitment and selection procedure leads to effective staffing?

a. Yes ( ) b. No ( ) c. cannot say( )

100