CONTENTS

CHAPTER NO. CONTENTS PAGE NO.

ABSTRACT

LIST OF TABLES

LIST OF CHARTS

INTRODUCTION

1.1 RESEARCH BACKGROUND

1.1.1 STAFFING INDUSTRY PROFILE

1.1.2 COMPANY PROFILE

1.2 INDENTIFY/DEFINITION OF PROBLEM

I 1.3 NEED FOR STUDY

1.4 OBJECTIVE & SCOPE OF STUDY

1.4.1 PRIMARY OBJECTIVE

1.4.2 SECONDARY OBJECTIVES

1.4.3 SCOPE OF THE PROJECT

1.5 DELIVERABLES

II LITERATURE SURVEY

2.1 REVIEW OF LITERATURE

2.2 RESEARCH GAP

METHODOLOGY

3.1 TYPE OF PROJECT

3.2 TARGET RESPONDENTS

3.3 ASSUMPTION, CONSTRAINTS AND
III LIMITATIONS
3.4 SAMPLING METHOD

3.5 DATA PROCESSING

3.5.1 PRIMARY DATA

3.5.2 SECONDARY DATA

 3.6 TOOLS FOR ANALYSIS

3.6.1. PERCENTAGE ANALYSIS

3.6.2. CHI – SQUARE TEST

3.6.3. CORRELATION

3.6.4. ONE WAY ANOVA

3.6.5. INDEPENDENT SAMPLE T-TEST

IV DATA ANALYSIS AND INTERPRETATION

CONCLUSIONS

5.1 SUMMARY OF FINDINGS

V 5.2 SUGGESTIONS & RECOMMENDATIONS

5.3 CONCLUSIONS

5.4 DIRECTIONS FOR FUTURE RESEARCH

APPENDIX

REFRERENCES
 ABSTRACT

LinkedIn is a virtual networking platform that can serve as your branding tool.

While the platform is open to everyone, not everyone knows how to optimize its

utilization. LinkedIn is a social networking site designed specifically for the business

community. The goal of the site is to enable registered members to establish and

document networks of people they know and trust professionally. The objective of the

study is to analyse on the impact of LinkedIn on contemporary hiring practices in

recruiters of skylark HR solutions Private Limited, Chennai. The sample of the study is

120. Descriptive research design and convenience sampling method has been used.

Questionnaire has been used as a primary data. Simple percentage analysis,

chi-square analysis, correlation, one way anova and independent t- test statistical tools

have been applied to reach the findings of the study. It is found that there is significant

relationship between educational qualification of the respondents and impact of

linkedin in hiring process than the traditional method. It is suggested that the company

should aggressively engage with prospective employees in order to take advantage of

LinkedIn's resume pool and the company needs to use economical methods to find

applicants on LinkedIn. It is concluded that in order for businesses and recruiters to

succeed in the ever-changing employment market, they must adjust to and welcome

the changing landscape of hiring practises made possible by LinkedIn.

 LIST OF TABLE

TABLE NO. TITLE PAGE NO.

4.1 Gender of the respondents

4.2 Age of the respondents

4.3 Educational qualification of the respondents

4.4 Experience of the respondents

4.5 Pooling the numerous resume towards the recruiters

4.6 Source the candidates at least cost

4.7 Reduction in paper and other stationery costs

4.8 Prevent much recruitment and administration costs

4.9 Reduces the volume of recruitment panel members

4.10 It ensures to obtain right candidates for the right job

4.11 It enables to acquire candidates from wider region

 LinkedIn provides quality talents data as preferred by
4.12
recruiters

It enables to bring various candidates to have

4.13
collaborated culture

It verifies the candidate talents and skills through

4.14
online

4.15 Stimulates candidates to apply for the company

4.16 Holds candidates data bank to utilise for the right job

Easy scrutinizing of the candidates’ status and

4.17
background

Offering schedule the interview for the right

4.18
candidates

4.19 Conveying reasons for eliminating the candidates

LinkedIn is more creative and imaginative than

4.20
traditional means of recruitment

LinkedIn is more convenient and handy for

4.21
recruitment

LinkedIn requires more skill and expertise for

4.22
recruitment process

Impersonal recruitment process in linkedin than

4.23
traditional method
 LinkedIn creates brand building for the concern than
4.24
traditional method

LIST OF CHART

CHART NO. TITLE PAGE NO.

4.1 Gender of the respondents

4.2 Age of the respondents

4.3 Educational qualification of the respondents

4.4 Experience of the respondents

4.5 Pooling the numerous resume towards the recruiters

4.6 Source the candidates at least cost

4.7 Reduction in paper and other stationery costs

4.8 Prevent much recruitment and administration costs

4.9 Reduces the volume of recruitment panel members

4.10 It ensures to obtain right candidates for the right job

4.11 It enables to acquire candidates from wider region

LinkedIn provides quality talents data as preferred by

4.12
recruiters

It enables to bring various candidates to have

4.13
collaborated culture

It verifies the candidate talents and skills through

4.14
online

4.15 Stimulates candidates to apply for the company

4.16 Holds candidates data bank to utilise for the right job

Easy scrutinizing of the candidates’ status and

4.17
background

4.18 Offering schedule the interview for the right

 candidates

4.19 Conveying reasons for eliminating the candidates

LinkedIn is more creative and imaginative than

4.20
traditional means of recruitment

LinkedIn is more convenient and handy for

4.21
recruitment

LinkedIn requires more skill and expertise for

4.22
recruitment process

Impersonal recruitment process in LinkedIn than

4.23
traditional method

LinkedIn creates brand building for the concern than

4.24
traditional method
 A STUDY ON IMPACT OF LINKEDIN ON CONTEMPORARY HIRING PRACTICES IN

RECRUITERS OF SKYLARK HR SOLUTIONS PRIVATE LIMITED, CHENNAI

CHAPTER I

INTRODUCTION

LINKEDIN

LinkedIn is a virtual networking platform that can serve as your branding

tool. While the platform is open to everyone, not everyone knows how to optimize its

utilization. LinkedIn is a social networking site designed specifically for the business

community. The goal of the site is to enable registered members to establish and

document networks of people they know and trust professionally.

LinkedIn is the world's largest professional network with more than

875 million members in more than 200 countries and territories worldwide. LinkedIn

was co-founded by Reid Hoffman, former executive vice president in charge of

business and corporate development for PayPal. The site, which was launched in May

2003, currently has over 850 million members, around 191 million from the U.S. with

over 58 million registered in over 200 countries and territories. According to Reid

Hoffman, nearly 30% of LinkedIn subscribers are recruiters.

Microsoft acquired LinkedIn in June 2016 for $26.2 billion. According to some

experts, the rich troves of semi structured data that LinkedIn's members freely give

away -- job titles, geographies, industry information, skill sets, etc. -- made the deal a

steal, even though the LinkedIn acquisition was one of Microsoft's more expensive

purchases to date.

LinkedIn allows members (both workers and employers) to create profiles and

connect with each other in an online social network which may represent real-world

professional relationships. Members can invite anyone (whether an existing member

1
or not) to become a connection. LinkedIn can also be used to organize offline events,

join groups, write articles, publish job postings, post photos and videos, and more.

Basic membership for LinkedIn is free. Network members are called "connections."

Unlike other free social networking sites, LinkedIn encourages connections to have a

preexisting relationship.

LinkedIn is also a resource for professionals to find jobs, research companies,

and get news about their industry and business connections. LinkedIn gathers data

across LinkedIn profiles to provide policymakers, employers, workers and educators

with data-driven insight into patterns that help align workforce supply with demand

worldwide. Such patterns include when people generally look for the next step in their

career, work migration trends in specific geographical locations, skills gaps in specific

industries and what cities are "stickiest," i.e., areas that employees are less likely to

move away from.

LinkedIn is used primarily by three groups of people: individuals, sales reps and

recruiters:

1. For individuals, LinkedIn is a great way to manage your career, find a job,

research companies, connect with business contacts and get news about your

industry.

2. Salespeople often used LinkedIn to generate leads and build relationships with

potential customers.

3. Recruiters use LinkedIn to find candidates for open positions, research

companies and connect with potential employees.

Difference between LinkedIn and other forms of social media

2
 LinkedIn is different from other social networking sites, like Face

book, Twitter and Instagram, in that it is designed specifically with business

networking in mind.

It's a more closed network, where members usually only connect with people

they already know or have been introduced to by someone in their network. This

makes LinkedIn ideal for building professional relationships, as opposed to personal

ones.

That being said, LinkedIn does offer some features that are similar to other

social networks, such as groups and discussion forums.

Benefits of Using LinkedIn

Here are 5 benefits of using LinkedIn other than networking with people.

Easy way to search jobs:

The job search engine integrated within the LinkedIn platform showcases jobs

from many reputable brands and companies. 93% of recruiters use LinkedIn to

research and recruit candidates. Additionally, the platform enables users to apply for

these job postings directly and allows aspirants to get in touch with the recruiters, if

necessary.

Receiving skill endorsements:

LinkedIn enables your colleagues, teachers, friends, and connections to

endorse you for a skill. Furthermore, they can even write up recommendations that

show on your profile and serve as proofs do your skills and talent. A word of praise

from someone respected in the industry can increase your chances of getting the job.

3
 Staying updated on professional font:

Being part of the LinkedIn community means that you can join groups that

include like-minded people interested in the same niche. Moreover, these groups allow

you to network with other graduates to professionals already working in your industry

by taking part in various discussions, ask questions, comment on posts, and so on.

Showing your creativity:

In your LinkedIn profile, you can post links to your blog, provide a link to buy

your authored book, show off your paintings or post your poem to let your connection

know about your hobbies skills and hidden talents. This way, LinkedIn can act your

online interactive resume.

Use as a trusted research tool:

A LinkedIn profile can be used to research companies, recruiters, hiring

managers, and other influencers. Moreover, you can also use LinkedIn to conduct

surveys and opinion polls.

Advantages of LinkedIn as a recruitment tool

LinkedIn is current and comprehensive.

Everyone uses LinkedIn as a recruitment tool nowadays, so why not utilize it to

locate great talent? Candidates keep updating their profiles with the most current

experiences as long as they are actively looking for the greatest opportunity.

Linkedin can assist you in quickly hiring the top personnel.

Candidates with executive-level experience would often have thorough LinkedIn

profiles and a well-established network of connections. This is important

for recruiters who are looking to fill high-level positions.

Networking possibilities

4
 LinkedIn is a fantastic platform that allows business owners to explore possible

prospects for their firm. LinkedIn creates great networking opportunities for certain

sectors by making industry postings available for study, building trust with prospects,

and providing solid search technology for firms or people to narrow down alternatives.

Keyword-refined searches

Another interesting advantage of LinkedIn as a recruitment tool is Keywords

Refined Searches. They are a crucial consideration when sourcing prospects on

LinkedIn. It is also one of the most popular sourcing methods among recruiters. When

seeking a candidate with a certain talent or classification, this saves recruiters time.

When you input a term, LinkedIn will provide a list of profiles that closely match the

search.

It minimizes time and increases efficiency.

Recruiters may save a lot of time by using resume processing and filtering

technologies. Because recruiters just have to go through the top few applications

rather than analyzing every unqualified applicant’ s résumé, the time to hire may be

significantly shortened. Candidates will progress through the recruiting process more

quickly, and hiring managers will be able to make better use of their time.

Organizes candidate information

As candidates progress through the hiring process, recruiting software

automatically monitors and maintains applications, resumes, and employment-related

data. Candidate databases allow recruiters and hiring managers to quickly know

where each candidate is in the recruiting process. This essentially minimizes the

possibility of candidate data being lost in the shuffle and allows candidate files to be

retrieved in seconds with only a few clicks.

Search Engine Optimized

5
 Today’ s web search engines look for respect. This is occasionally

encountered in the material. It is discovered on various occasions how often content

is provided to others. LinkedIn as a recruitment tool provides specialists with the

option to address both of these crucial areas. They can create material that is simply

posted on the social stage, which can then be shared as an article interface on other

social sites such as Facebook or Twitter. In the end, this indicates that the most

critical bits of data have a larger online presence, which can lead to improved and

large transformation rates.

Disadvantages of LinkedIn as a Recruitment Tool

Spam possibility

The majority of LinkedIn contacts and communications are not necessarily

relevant to one’ s job or business. Updating one’ s profile on LinkedIn allows

fraudsters to send incoming connections and messages selling anything unrelated

to one’ s profile.

Unnoticed operational costs

Signing up and studying pertinent information or LinkedIn profiles may be

free, however, LinkedIn as a recruitment tool charges for any improved or extra

services. To reduce the time necessary for developing desired contacts and

discovering relevant possibilities, one must subscribe to the premium membership.

Quality trumps quantity

Online recruiting instantly expands the talent pool, but this does not

necessarily result in an influx of qualified candidates. Automated procedures can

be beneficial, but only if you know exactly what you want. Be completely explicit

about the credentials and experience required in the job description, and do not

6
leave things up to an unduly broad interpretation in order to save time sifting

through a mountain of individuals that do not fulfill the requirements.

Unconscious biases could be perpetuated

Some businesses, such as Amazon, have documented problems

with recruitment software that perpetuates prejudices. The screening engine was

revealed to be favoring terms often used by male candidates, resulting in accidental

prejudice that made it more difficult for female applicants to make the cut.

Because recruitment software tools must be configured by a person, prejudices

may be increased by the technology.

Concerns about privacy

Many data-heavy businesses are hacked for user data. This is one of the

major risks that consumers face when they sign up for social networking sites like

LinkedIn. To fully embrace LinkedIn, the user must provide a significant amount of

sensitive personal and professional information, such as date of birth, job history,

contact information, email address, and so on.

Validation vs. endorsement

The skill endorsements posted on LinkedIn are not legitimate. Anyone with a

skill can claim it and request endorsements. For example, I may recommend a

buddy on LinkedIn for talent and ask for a recommendation in return. That’ s how

easy it is to recommend a talent on LinkedIn. As a result, recruiters must spend

more time validating the abilities of a candidate identified on LinkedIn as a

recruitment tool.

Profile creation cor the cirst time

7
 It takes time for every social networking site to flourish, but LinkedIn, in

particular, may become daunting due to the number of components involved. It may

appear simple at first, but there are several criteria before creating a company page.

To set up the page, you must have a personal LinkedIn profile with a profile strength

of Intermediate. You will need to devote some time to developing your profile by

becoming acquainted with the site’ s features and creating contacts.

LinkedIn support’ s slow reaction time

People who have sought out LinkedIn for assistance and support have also

complained that the company is slow to respond. This is a difficult one. Even though I

agree that delayed customer support might lead to dissatisfied users (or consumers),

we must remember that LinkedIn provides free access to their platform to everyone.

Furthermore, having free access to hundreds of millions of individuals might create an

imbalance.

HIRING PROCESS

Hiring process refers to the process of finding, selecting and hiring new

employees to a company. Since the process requires strategic and pragmatic thinking

while staying humane there are certain steps to follow to make it successful. Hiring

process refers to the process of finding, selecting and hiring new employees to a

company. This process has three key segments: planning, recruitment, and employee

selection.

Identifying hiring needs

As the initial step of the hiring process, human resources together with other

decision-makers should clearly identify the hiring need. When looking into the

upcoming projects, you should definitely establish some long-term and

short-term hiring needs. This automatically leads us to the second point on this list -

planning.

8
 Planning

Creating a sufficient plan for your hiring will not only make you more efficient

but will also help you have a good understanding of the current as well as the future

needs of the company. For that purpose, it is beneficial to specify starting dates and

other technicalities with your hiring team.

Creating a job description

When creating a job description, make sure to include the following elements:

company description, job requirements, duties and responsibilities and ultimately

cover letter. Besides mentioning all the important details within your job description,

make sure to make that text as eye-catching as possible.

Recruiter and hiring manager intake meeting

The purpose of a hiring manager recruiter intake meeting is to have a clear

understanding of all the needs and expectations of the new hire, including the

technicalities revolving around the role. This meeting takes place prior to posting a job

opening online and its purpose is mainly to define all important details about the

future position.

Posting and promoting job openings

Posting jobs online became one of the essential ways of making sure that

people see and apply for the position. For that reason, companies are oftentimes

trying to spread the word as much as they can by posting their job opening on various

job boards, different social media or some online portals.

Applicant screening

After the applicants finished their application, it is time to look into their

application forms and evaluate their CVs, cover letters or any other type of document

they might have attached to the application. Then comes the process of screening
9
results in eliminating candidates that are a clear mismatch for the role, moving

forward to the following stages with the ones that are more qualified.

Job Interviews

When planning a job interview, there are several things that you should always

take into account prior to conducting it. Job interviews require planning and

preparation. Firstly, you should create a list of interview questions. Afterwards you

should determine how the interview process is going to look like. Whether you will be

conducting a live or a phone interview, how long will the interview last and what type

of knowledge will you be examining during the interview.

Applicant talent assessment

Applicant talent assessments are tests designed to help employers evaluate

the skills of their job candidates and employees. Using the skills assessment test

helps companies ensure that the job candidates, as well as their current employees,

have the required skills to successfully perform their jobs. When designing an

assessment, make sure to think of all the skills and knowledge essential for the role.

Background check & Reference checks

Background and reference checks refer to a recruiting process method used by

hiring managers/recruiters to get more information about a candidate by contacting

his/her previous employers, schools etc. Conducting a reference check helps

recruiters not only check the validity of information but also make decisions based on

a conversation with a person that used to work with your potential future colleague.

Pre-employment testing

Pre-employment assessments are simple, quick and fun for recruiters,

interviewers, hiring managers, as well as candidates. Generally, it takes too much time

10
and effort for a recruiter or hiring manager to interview each candidate and select the

best person for the open position.

Decision

Finally, after all assessments and checks, it is decision time! Evaluating which

candidate will be the best cultural fit while satisfying all requirements is never easy.

But when all the previous steps are respected there is no space for uncertainty. After

all, you have been planning, strategizing and checking all information for quite some

time now, right?

Job offer

A formal job offer letter/e-mail is a document which employer sends to the

selected candidate in order to offer them a job for a certain position at their company.

Making all the aspects of a job as clear as possible to the new hire is extremely

important for both candidates and companies. This is why is necessary to send a

formal job offer letter/e-mail to your chosen candidate.

Hiring

Only when your candidate decides to accept your offer and signs the contract

can you talk about hiring.

On boarding

More and more companies are starting to understand the importance of good

on boarding. Even more so, once a company hires new talent, some believe this is only

when the job starts. On boarding the candidates means introducing them to the

culture and the people as well as giving them all important information and training to

be able to excel at their job as soon as possible.

11
IMPACT OF LINKEDIN ON HIRING PRACTICES

Social media recruiting is turning out to be the best medium for hiring talented

professionals. LinkedIn is the biggest professional network in the world with more

than 575+ million users. It works as a virtual storefront for the candidates and has

made the hiring process for managers more convenient than ever. Gone are the days

when hiring managers would open their inboxes to hundreds of irrelevant resumes.

LinkedIn has now made the taxing process of hiring much more streamlined,

focused, and easy. LinkedIn is one of the best places to find passive talent that are

looking for jobs. That is because LinkedIn provides a public platform where

professionals can search and connect with other professionals.

LinkedIn has given both companies and job candidates access to all— or at

least most— of the information they need. LinkedIn offers a ready-made database of

all those names and contact information that recruiters used to protect with their lives.

Access to the right people used to be our bread and butter— but now, with social

media, almost everyone seems accessible.

Disrupting recruitment

In this way, LinkedIn has fundamentally changed the recruitment industry, just

as travel and real estate have been disrupted, and while the need for industry

professionals hasn’ t been eliminated in any of these sectors, we certainly have a

different role to play in the process. Similarly, recruitment has changed in that

candidates can now look at all the jobs available. They can spend hours scanning job

descriptions and have things conveniently sent to them based on keywords they’ ve

chosen. Companies, in turn, can post an ad that can be seen by thousands. They can

receive applications straight into their mailbox and get a rundown of the candidates’

skills— and even their network and personal brand— in minutes, often entirely using A.I.

For job seekers that includes resume feedback, salary comps, interview prep, and

12
advice on a company’ s reputation. For companies, that means the ability to offer

much needed context to a volume of candidates who all look pretty similar on paper.

Adding value

It’ s often said that technology gives us more time at work to concentrate on

“ value-adding” tasks. That’ s just what recruiters need to do in the age of LinkedIn:

Add value. Yes, a company can search on LinkedIn for candidates and find a few great

options. They might even be able to find the same names as the recruiter if they really

know what to look for. But this doesn’ t mean they are looking at all their options—

recruiters will have a vast network built up over several years, which goes far beyond

the number of “ actively seeking” candidates on LinkedIn.

Further, a LinkedIn message on its own doesn’ t build a real connection, nor

does it guarantee that the person will respond. This is especially true if your company

isn’ t quite as well known, or if the market is active and your top prospect is getting

calls left and right. Instead, this relationship building, and the level of understanding

that comes with it, can take years— top recruiters will seek to identify the nuances of

each candidate’ s journey and measure how they might be suited to a role, from

experience to cultural fit.

Recruiting often involves skills of persuasion— understanding what a candidate

really wants out of their career and encouraging even the most comfortable of

candidates to look at a new opportunity. Beyond this, recruiters can also become a

valuable consultant for a company regarding what the right hire looks like, the right

time to hire, what a reasonable salary offer is, and what the interview process should

look like. LinkedIn has transformed recruitment— but it’ s essential to look at the

value a professional can offer.

LinkedIn is therefore not used as a stand-alone sourcing tool, but more for the

identification of potential candidates. Using LinkedIn to identify potential candidates

13
when screening for headhunting purposes is bound to be subject to the risk of profile

inflation by candidates. This risk of profile inflation was not highlighted by any of the

participants as a concern and is apparently not viewed negatively by recruiters in this

sample.

1.1 RESEARCH BACKGROUND

1.1.1 STAFFING INDUSTRY PROFILE

Market size of staffing industry

Recruitment And Staffing Market was valued at USD 487.32 Billion in 2020 and

is projected to reach USD 568.29 Billion by 2028, growing at a CAGR of 1.95% from

2021 to 2028.The incorporation of predictive analytics into HR operations, together

with advancements in IT, is projected to increase growth. The Global Recruitment and

Staffing Market report provides a holistic evaluation of the market. The report offers a

comprehensive analysis of key segments, trends, drivers, restraints, competitive

landscape, and factors that are playing a substantial role in the market.

According to a global survey, 79% of HR managers agree that they struggle to

find people whose skills match job requirements when positions become available at

14
their organization.3 of every 4 companies have reported talent shortage and difficulty

in hiring as per a survey conducted by Manpower Group. 73% of all departments will

employ remote workers by 2028 as per a global study by Up work. The market size,

measured by revenue, of the Global HR & Recruitment Services industry was $750.8bn

in 2022.

Global HR Service Market Size (US Bn $):

2022 - $ 536 Bn

2027 - $ 691 Bn

CAGR - 5%

Global Recruitment Software Market Size

2.5 Bn - FY21

3.8 Bn - FY28

CAGR - 6.1%

Market share

Market share concentration for the Global HR & Recruitment Services industry

is low, which means the top four companies generate less than 40% of industry

revenue. The average concentration in the Global Business Activities sector in Global

is 12%. Market share by some of the industry leaders (players)

5% Ramstad

4% Adecco Group

4% Manpower Group

87% Rest of the market

15
Market Overview

The global HR analytics market size was valued at USD 2.96 billion in 2022 and

is expected to grow at a compound annual growth rate (CAGR) of 14.8% from 2023 to

2030. The growing need to efficiently use human resources and minimize the

operational costs of an enterprise, as well as gain real-time observation of employee

behaviors, are the key factors driving the growth of the market. Even though the COVID-

19 pandemic has changed the business landscape, the use of HR analytics solutions

to make data-driven conclusions has become critical for monitoring and measuring

organizational and employee productivity. It has triggered a significant paradigm shift,

requiring organizations to handle social distancing, and deploying remote working,

which has become vital to addressing the crisis with resiliency and maintaining

long-term company viability.

With the advancement of numerous human resource management (HRM)

solutions, professionals may now do typical HR tasks in less time, allowing them to

focus more on attracting the best candidates. It includes assisting in the retention of

human capital, aligning organizational strategy with individual objectives, and

managing human resources in a way that promotes organizational growth.

Organizations all around the world are working to create a digital workplace that

promotes high productivity, flexibility, and mobility, as well as the use of current

communication tools. This movement in business operations from traditional systems

to digital HR is assisting in the centralization of HR data across all branches of an

organization, making data more accessible. Many HR software suppliers offer

cloud-based solutions, allowing convenient access from practically any system within

the company.

Cloud-based solutions are commonly preferred by buyers due to their flexibility

in terms of usage, lower maintenance expenses, and elimination of installation time

and costs. These challenges are addressed by HRM software solutions, which convert

16
all manual work into a digital version. Furthermore, these systems are centralized,

allowing a supervisor to remotely monitor, evaluate, and reward personnel. HRM

software not only enhances productivity and lowers the rate of mistakes by

automating many manual tasks, but it also aids in the analysis of operational patterns

inside the company. Organizations have traditionally relied on manual

work/functioning for HR compliance and employee engagement, which has resulted in

inefficient resource management.

Market insight

Stay up to date on staffing industry trends. Every Friday, we post a LinkedIn poll

to gain valuable insights from you and your peers. We appreciate your feedback, as it

helps us better understand how we can place highly qualified candidates in the right

positions. According to our LinkedIn poll, 72% of participants believe inflation is a

recruiting trend in 2023 that will impact companies’ hiring priorities. Thirteen percent

of those who think inflation will affect recruitment called out hiring contractors as to

how many companies will adapt their hiring strategy to combat rising costs.

These results align with many other industry report findings. According to

SHRM’ s 2022-2023 State of the Workplace report, 86% of HR and non-HR employees

surveyed said inflation is their company’ s number one concern,1 and Resume Builder

found that four in 10 of the companies surveyed are hiring contractors to replace

laid-off employees.2

By being proactive about the impact of inflation now, companies can adjust

their recruitment process to remain successful in 2023 and years to come. The first

step organizations can take is to audit their budget to see where funds are going. Then,

they can implement any changes to make sure they’ re investing their time and

resources into the most valuable places for growth.

Current trends

17
 Based on the data from LinkedIn polls, these are the latest recruiting trends in 2023

about inflation, resources to find top talent, streamlining hiring, remote work, and

creating a hiring strategy:

Many companies believe inflation will impact hiring, such as by hiring more

contractors.

LinkedIn networking is a great way to connect with and find top talent.

Limiting the number of interviewers can help streamline the hiring process.

Most companies are hiring for either all or some remote positions.

An on boarding process is one of the most important elements of a hiring

strategy.

Export in the industry

Most people (but hopefully not experienced export compliance professionals!)

think of exports only as the shipment of tangible items across borders. However,

exports may also include the transfer of technology via emails, phone calls, faxes,

in-person meetings and almost any other channel of communication. The release of

U.S.-controlled technology to a foreign national is deemed by the U.S. government to

be an export of technology.

Deemed exports make the partnership between export compliance and HR

important. Everything discussed below relates to the deemed export challenge:

ensuring companies with controlled technology are aware of who has access to its

technology and appropriately safeguard against unauthorized access. While the

concept of a deemed export is unique to the U.S., the extraterritorial scope of U.S.

export regulations means deemed export rules apply broadly— potentially to any

company that exports from the U.S., has U.S.-origin products and/or incorporates

U.S.-origin technology in its products.

18
Growth in the industry

The staffing industry has been growing by leaps and bounds in recent years,

thanks to tightening labour markets and changing priorities among employers. A few

key factors are driving its growth.

Economic recovery and job market growth

One of the main factors driving this growth is economic recovery. As

businesses start to improve, they often need to increase their workforce to keep up

with demand. This creates more opportunities for staffing firms to place workers in

temporary or contract positions.

Demand forecast

Businesses today are continually searching for more cost-efficient ways to

manage their human resources, and the staffing industry provides the perfect solution.

Instead of hiring full-time employees, they can fill their job openings with qualified

temporary staff on an as-needed basis. This allows companies to reduce their

overhead costs while maximizing productivity

Industry scenario

The global staffing industry was deemed subject to a prolonged spell of

success during the last decade until the nemesis named Covid-19 hit us all and took a

toll on the world. The pandemic changed the game for almost all active industries and

forced the world to adjust to the new normal. Operations and communications

migrated to digital platforms, hybrid working became a norm, and health emerged as

the top priority for all employees as well as employers. All in all, it will not be troubling

to say that the pandemic pushed us all to accelerate technology integration and put

people at the centre of focus.

19
 Now, with the pandemic gradually coming to its twilight phase, businesses are

getting back on track to recover from the sharp decline and losses incurred in the past

2-3 years. However, the aftermath of the pandemic is still making the recovery process

challenging, especially for businesses that are reluctant to change and adjust to the

evolved environment. Unfortunately, the recent clouds of recession and high inflation

rates have played their part in making the road to recovery harder. And as for the

competitive staffing industry, the road is equally harder, but there is still a silver lining.

Competition Landscape

Indian marketplace is seeing a rise in the concept of Temp & Contract Staffing;

and organizations are resorting to outsourcing recruitment via numerous staffing

companies. The temporary staffing scenario in India presents itself with various

opportunities and also brings in its fold, multiple challenges. With increasing

competition and business needs, it has become imperative for companies to find the

optimum mix of permanent and temporary workforce to ensure higher levels of

efficiency. What are the implications of Temp & Contract Staffing across multiple

stakeholders: Potential candidates, organizations, HR and staffing vendors?

Read the Kelly - SHRM report on the “ India Temp and Contract Staffing

Landscape 2018” to understand the benefits and challenges of such staffing as well

as the expectations and the role of staffing vendors. This report will, in a nutshell,

speak about the current state in India, where it’ s going and how to stay ahead of the

curve!

The rise of Asia and the new diversified workforce

Winning Companies: What sets them apart

Performance & Pay: What else is new

Performance & Development: Who is a Talent

20
 From HR Programs to Reality

Supply forecast

Supply involves determining what personnel will be available. The two sources

are internal and external: people already employed by the firm and those outside the

organization. Factors managers typically consider when forecasting the supply of

personnel include promoting employees from within the organization; identifying

employees willing and able to be trained; availability of required talent in local, regional,

and national labour markets; competition for talent within the field; population trends

(such as movement of families in the United States from Northeast to the Southwest);

and college and university enrolment trends in the needed field,

Internal sources of employees to fill projected vacancies must be monitored.

This is facilitated by the use of the human resource audit, or the systematic inventory

of the qualifications of existing personnel. A human resource audit is simply an

organizational chart of a unit or entire organization with all positions indicated and

keyed as to the “ promo ability” of each role incumbent.

1.1.2 COMPANY PROFILE

21
Skylark HR Solutions Private Limited

The Skylarks is the best HR Consultancy in India. Skylark Hr Solutions Private

Limited is a Private incorporated on 11 May 2017.Skylark HR Solutions Pvt Ltd is a

forerunner in offering smart business services to the corporate sector for Human

Resources Solutions. We concentrate on getting the greatest people and business

resources available in the market, which are essential for any firm’ s success and

transformation.

Skylarks deliver the greatest possible workforce to corporations for all

positions. Our 40+ team has the best HR consulting skills to track, screen, and

organize the employment of human resources in accordance with the unique human

resource demands. Skylark HR Solutions Pvt Ltd goes multi-dimensional approach to

provide adaptable human resource consulting services for all of its clients’ HR needs.

Client satisfaction is of the highest importance to us.Skylark aspires to build a useful,

ethical, and long-term engagement with both their clients and their prospects. We

guarantee our clients to enjoy the best experience possible by channeling their

intentions and efforts on providing great service.

Skylarks provide smart, simple, cost-effective, straightforward, and rapid

solutions via a well-thought-out approach, not only through just portals.

Skylarks are 8 years and on The climb

Our clients like us and the candidates love us

Smart, dynamic, zealous, passionate, devoted, live wire Team

Skylarks have hired in every nook and corner of India

Skylarks HR consulting services assist businesses in achieving their HR

objectives while also contributing to the organization’ s existing business objectives.

22
 Skylarks capacity to produce productivity among our team is actually the

consequence of consistently improving our internal processes and strengthening our

skills. Our devoted, enthusiastic, and competent staff employs applicable processes

and quality criteria in all of our outputs.

100+ Clients

1425 Candidates Placed

8+ Years of Experience

100% Client satisfaction

Highly Secure

Cloud-based services can offer our customers single tenant dedicated

environments

True Cloud Scal

Working with customers making 100-40,000 hires per annum

Accurate Data

All of our customers’ data is validated. We build accurate data banks for

reporting

Founder & Managing Director

Surekha Raj

Head – Business Development

Surjith Balan

Directors

23
 Saheed Palkkandy Kottoth

Balaji Thanigachalam

Raj Surekha

VISION

To be a leading business partner in terms of creation and delivery of innovative

workforce that enables our clients to experience phenomenal and sustainable

business growth.

Promoting economic enhancement by providing employment and staffing

solutions

Creating a greater impact in society with better scope for employability

Build a community that benefits with the solutions we provide and are able to

extend the same to a global audience

MISSION

To be a renowned business and business partner that delivers service that adds

value and purpose to the stakeholders involved through:

Great work ethics

Timeliness and trustworthiness

Technological innovations

SERVICES

Skylarks Professional Executive Search House specializes in recruiting

Technical and Non Technical, Support Professionals, from middle Management to

senior management for the IT & ITES Industry. The business of a company has strict

24
standards for permanent job fulfilment, and recruitment managers or stakeholders in a

business vertical will not compromise on quality, particularly in terms of competence,

attitude, and future compatibility. Our specialist services can help you complete tasks

in a timely manner.

PERMANENT HIRING

Permanent Hiring seeks experts in the job market who meet not only the

technical requirements of the post, but also the cultural requirements of the firm. Our

clients are often surprised by our hiring possibilities; by our turnaround time and

resource quality we deliver.

BULK HIRING

Skylark works exclusively for the BPO / KPO industry and has the requisite

abilities, knowledge, experience, and exposure to handle the bulk recruiting

requirements for the ITES sector. We have strong team on the ground who assist in

discovering resources who are qualified and eager to work. We provide

custom-tailored staffing solutions for special projects as well as ongoing guidance to

clients.

CONFIDENTIAL SEARCH

Before tipping off, a company’ s top job may need to be filled anonymously in

some challenging situations. Skylark’ s confidential search can ensure that

everything is kept private until the suitable candidate is located. We have the

necessary experience and ingenious approaches to identify and bring to the fore the

best candidates following a comprehensive screening procedure.

LATERAL HIRING

We begin with a detailed grasp of our clients. This entails doing an in-depth

examination of the company from a holistic standpoint, including its culture, values,

25
business model, and strategic goals. We collaborate closely with our clients, assisting

in the definition of what they require and the people who will form the job in order to

accomplish the enterprise’ s growth objectives.

Skylark HR believes in aiding organizations in developing a core team of

leaders that are adaptable and receptive to market needs. We provide executive

search services to major firms of all sizes in need of Managing Directors CEO, COO,

CFO (C-level Officers) General Managers, Vice Presidents, and other positions.

1.2 INDENTIFY/DEFINITION OF PROBLEM

The old techniques of recruitment have faced numerous problems and issues

in the constantly changing talent acquisition landscape. These issues require prompt

attention and resolution. Conventional hiring procedures frequently have poor

performance, high expenses, and restricted access to a wide range of candidates. The

ever-evolving nature of the modern labour market exacerbates these issues even

further. Furthermore, the current period demands the adoption of more effective and

flexible hiring procedures that may change to meet the demands of both companies

and job searchers in the digital age. One major player in the professional networking

space, LinkedIn, has come to light as a possible remedy for these problems. Thus, it is

essential to investigate how LinkedIn might improve the hiring process and how this

can affect the efficacy, efficiency, and success of recruitment as a whole. The purpose

of this study is to illuminate LinkedIn's revolutionary potential by offering insightful

information on how it can expedite hiring, save expenses, access a larger talent pool,

and help build a more diverse and competitive workforce. Therefore, the main focus of

this study is to examine the challenges and problems that come with traditional hiring

practises and evaluate how well LinkedIn handles these concerns.

1.3 NEED FOR STUDY

26
 As digital platforms like LinkedIn continue to reshape the recruitment

landscape, companies must grasp the intricacies of utilizing these tools effectively.

Understanding the impact of LinkedIn on contemporary hiring practices, particularly

within the context of Skylark HR Solutions Private Limited, is imperative in today's

competitive job market. This study aims to uncover the direct implications of LinkedIn

on Skylark HR Solutions' hiring strategies, including its influence on candidate

sourcing, screening methodologies, and overall talent acquisition efficiency. The

research will provide actionable insights tailored to Skylark HR Solutions' operational

landscape, empowering the company to optimize its recruitment processes and

maintain a competitive edge in attracting and retaining top-tier talent.

1.4 OBJECTIVE & SCOPE OF STUDY

1.4.1 PRIMARY OBJECTIVE

To study on impact of LinkedIn on contemporary hiring practices with special

reference to Skylark HR Solutions Private Limited, Chennai

1.4.2 SECONDARY OBJECTIVES

To understand the impact of LinkedIn in cost effectiveness in recruitment

process

To evaluate the acquiring pooled talents over LinkedIn from wider region

To know the impact of LinkedIn on automated recruitment process

To evaluate the impact of LinkedIn in hiring process than the traditional method

To obtain suggestions from the respondents to enhance the hiring practices for

the company

1.4.3 SCOPE OF THE PROJECT

27
 The scope of the study is confined to Chennai.

The main aim of this study is to evaluate the impact of LinkedIn on

contemporary hiring practices

This study focuses on cost effectiveness in recruitment process and impact of

LinkedIn on automated recruitment process in the company.

The data was collected from the recruiters of Skylark HR Solutions Private

Limited, Chennai.

The sample of the study is 120.

1.5 DELIVERABLES

1. In-depth Analysis of LinkedIn's Influence:

Comprehensive examination of how LinkedIn impacts each stage of Skylark HR

Solutions' recruitment process.

Quantitative data analysis on the effectiveness of LinkedIn as a recruitment

tool, including metrics such as candidate response rates, time-to-fill, and

cost-per-hire.

2. Strategic Recommendations for Optimization:

Tailored strategies for maximizing the utility of LinkedIn within Skylark HR

Solutions' recruitment framework.

Recommendations for refining search criteria to target specific talent pools

effectively.

Insights into leveraging advanced features and tools offered by LinkedIn to

streamline talent acquisition processes.

3. Comparative Analysis within the Industry Context:

28
 Comparative assessment of LinkedIn's impact on hiring practices across the

broader industry landscape.

Identification of industry best practices and emerging trends in utilizing

LinkedIn for recruitment purposes.

4. Actionable Insights for Strategic Decision-Making:

Actionable insights derived from the analysis and recommendations presented

in the study.

Guidance on implementing recommended strategies and initiatives to optimize

recruitment processes effectively.

Tools and frameworks for monitoring and evaluating the impact of LinkedIn on

hiring practices over time.

5. Customized Solutions for Skylark HR Solutions:

Customized solutions and strategies tailored to address specific challenges

and opportunities faced by Skylark HR Solutions.

Alignment of recommendations with the company's unique organizational

goals, culture, and operational requirements.

Support for the implementation and integration of recommended solutions into

Skylark HR Solutions' existing recruitment infrastructure.

6. Long-term Value and Sustainability:

Consideration of long-term implications and sustainability of recommended

strategies.

Strategies for adapting to evolving trends and technologies in the recruitment

landscape.

29
 Support for building internal capabilities and expertise to sustain and enhance

the effectiveness of LinkedIn as a recruitment tool within Skylark HR Solutions'

organization.

CHAPTER II

LITERATURE SURVEY

2.1 REVIEW OF LITERATURE

Allden & Harris (2015) With regard to the use of social media in recruitment

processes, it was found to be high among participants overall. Similar to research

conducted outside of South Africa, this research found that the use of LinkedIn is

much higher among the participants than the use of either Twitter or

FacebookParticipants, however, follow the international trend of using LinkedIn, with

all of them mentioning the use of LinkedIn in the process in comparison to the 94%

found by Jobsite. Although the differences can be ascribed to the comparatively

small sample size of this study, they arguably still provide important and noteworthy

information regarding the difference in using social media in South Africa, in

relation to elsewhere. All of the study participants indicated that they always, or often,

30
make use of LinkedIn for recruitment purposes, confirming the preference for LinkedIn as a

sourcing tool over and above other social media platforms in South Africa.

Doherty (2016) Similar to trends reported in international research, participants

in this study used LinkedIn for different sourcing activities. Of the participants, 67% (8

of 12) mentioned that they do not place advertisements on LinkedIn, but rather use it

to search for potential candidates to approach for positions. Searching LinkedIn for

potential candidates is preferred over placing advertisements on LinkedIn. This finding

is in line with international trends that recruiters prefer LinkedIn over Facebook, Twitter

or other social media to find or identify suitable potential candidates. However, one of

the limitations mentioned about LinkedIn is that it does not provide direct access to

candidates’ contact numbers or email addresses.

Zephoria (2017) Social networking and micro blogging sites have shown

tremendous growth over the past few years, with Facebook witnessing an average of

1.32 billion daily active users in June 2017 (Facebook, 2017), an increase of 23% from

2016, of which more than 14 million users were from South Africa. LinkedIn had 467

million members in 2017, of which 5.5 million users were from South Africa. More than

1 million professionals have published a post on LinkedIn and the average user

spends 17 min monthly on LinkedIn. Twitter had 317 million users in 2017, of which

more than 7.7 million users were from South Africa.

Chaudhary (2017) Jobs posted on LinkedIn receive more views from potential

candidates than those on Facebook and Twitter combined, and these posted jobs

garner twice as many applications per job advertisement in general. LinkedIn is by far

the most preferred social network when it comes to recruitment. Over 95% of

recruiters who use social media in their recruitment process indicated that they use

LinkedIn, compared to 66% utilising Facebook and 52% engaging with candidates on

Twitter.

31
 Darrow (2017), who found that all the respondents in their research utilise

LinkedIn in their recruitment process. Furthermore, recruiters who use LinkedIn more

frequently in their sourcing have seen more success in the use of LinkedIn and

therefore use it more often. Indeed, the staffing and recruitment industry is the one

that is connected most on LinkedIn. On the other hand, Facebook and Twitter are used

more to showcase the employer brand and to generate referrals as well as to post

advertisements.

Houran (2018) found that LinkedIn is overwhelmingly used in the recruitment of

candidates for key management positions at senior (87%) and middle management

levels (80%), whereas it is very rarely used for entry positions (8%). These studies

confirm the importance of LinkedIn in the recruitment process. It appears that one of

the main reasons for the higher level of use of LinkedIn among the social networking

sites relates to its being seen by the public as almost exclusively for building

professional relationships, which is not the case with Facebook and Twitter, which are

more general social media. Although all three of these social media platforms are

being used in the sourcing process, they tend to be used differently. LinkedIn is

generally used for posting advertisements, searching for candidates, and contacting

and vetting candidates.

Tanja Koch (2018) this research investigates the impact of social media on the

recruitment process in South Africa. Motivation for the study: As the competition for

qualified talent increases, organisations need to understand where to focus their

resources to attract the best talent possible. The use of social media is growing daily

and its use in the recruitment process seems to have grown exponentially. Despite still

utilising some traditional methods of recruiting, South African recruiters follow their

international counterparts, with LinkedIn being central to their respective recruitment

processes. The use of Twitter and Facebook for recruitment was found to be

substantially lower in South Africa than elsewhere. Without following a focused

32
approach, the volume of work that emanates from using social media may overwhelm

a recruiter.

Safko & Brake (2019) LinkedIn is therefore not used as a stand-alone tool in the

sourcing process, but more for the identification of potential candidates. After a

prospective candidate has been identified on LinkedIn, various other Internet sites are

utilised to find the contact details and to verify information. Using LinkedIn to identify

potential candidates when screening for headhunting purposes is bound to be subject

to the risk of profile inflation by candidates. However, the risk of profile inflation in the

identification of potential candidates was not highlighted by any of the participants as

a concern and is apparently not viewed negatively by recruiters in this sample.

International research has found that recruiters believe LinkedIn to have one of the

highest success rates of any social media platform.

Richard Booij (2018) This research identifies which recruitment characteristics

attract potential user interest on social media network LinkedIn, measured by the

number of likes the posting received on LinkedIn. This research provides an insight on

the recruitment message’ s content, form, and function. We conducted content

analysis using 2020 corporate LinkedIn postings of the Fortune Magazine 100 “ Best

companies to work for” . We developed a list of 15measures to identify the job- and

organizational attractiveness, organized around three main categories: content, form,

and function. We found the specific elements of form, function and success on

LinkedIn that contributes to user interaction. Our study confirms the importance of

content, form, and function in relation to job and organizational attractiveness on

social media. We provide a practical insight into which elements of content, form and

function to use for successful online recruitment efforts on LinkedIn.

Caers & Castelyns (2020) Recruiters are of the opinion that LinkedIn gives the

most insight into candidates’ employment history, education, years of experience as

well as how they present themselves. Although LinkedIn has one of the highest

33
success rates of any website, it seems that it is still used less than more conventional

recruitment platforms like job boards, career portals and corporate websites, or at

least in combination with it. One of the reasons why many recruiters still prefer the

more conventional sourcing tools could possibly be ascribed to recruiters’ limited

knowledge of how to recruit effectively on social networking sites. However, although

web-based job portals generate many applications, they still do not necessarily reach

all the candidates, especially passive or semi-passive candidates.

Pradeep & Dr. Shanmugam (2021) LinkedIn profile and business pages are free

and easy to put together. Besides that, LinkedIn is also one of our top recruiting apps

for finding new hires. It offers a paid plan specifically for recruiting, but its free tools

are easy to use for research and reaching out to potential candidates. Other

employability skills beyond career development learning that are developed by

LinkedIn activity include professional communication and interpersonal skills,

intercultural skills, digital literacies, creative capabilities, and privacy and copyright

knowledge. LinkedIn is a professional network that allows you to build credibility,

create a meaningful network and establish your company as an industry authority.

Dutta (2022) In this world of abundant Internet and social media, with so many

options available, choosing which sourcing tool to use becomes a fundamental

decision in the recruitment process for any organisation or recruiter. In order to attract

high-calibre passive and semi-passive potential candidates, it becomes increasingly

possible and necessary to move away from the traditional ‘ spray and pray’

approach and to embrace the new sourcing tools offered by the Internet and social

media. In the process, it is important to take cognisance of differences in the

approach and philosophy between conventional and various social media recruitment

tools.

Singh & Sharma (2022) A wide variety of social media platforms are available

and well established, for example, Facebook, LinkedIn, Instagram, Twitter, et cetera.

34
However, a large body of previous research indicates that among the various social

media platforms, Facebook, LinkedIn and Twitter are mainly used in the sourcing

process. LinkedIn and Facebook could be classified as social networking tools, in

other words, tools that allow users to share information about themselves, often

through an online profile that they have created themselves. Twitter falls under the

subcategory of micro blogging tools, which allow users to communicate a message in

less than 140 characters.

Sinha & Thaly (2023) In recent times, the massive growth of social media and

Internet capacities and capabilities has added numerous other sourcing possibilities

and activities. Some of these include Internet job boards (Internet sites that allow

organisations to upload their vacancies and candidates to upload their CVs), Internet

data mining (the process of using Boolean Searches) and web crawlers (programmes

that continually search the web for information about employees). Other capacities

and capabilities include flip searching (a process which identifies employees that link

to specific Internet sites to search for passive and semi-passive candidates) and

social networking (leveraging connections on social media) such as LinkedIn,

Facebook and Twitter.

2.2 RESEARCH GAP

Previous studies have extensively analyzed the quantitative impact of LinkedIn

on recruitment metrics such as candidate response rates and time-to-fill positions.

Some authors have explored the general effectiveness of LinkedIn as a recruitment

tool, few have delved into its specific impact on niche industries or specialized roles.

They did not mention impact of LinkedIn in cost effectiveness in recruitment process.

They have no evaluate the acquiring pooled talents over LinkedIn from wider region.

They have ignored to understand the impact of LinkedIn on automated recruitment

process. They did not identify impact of LinkedIn in hiring process than the traditional

method. No one study was conducted in this topic at this particular company. Thus

35
the previous studies have above mentioned research gap. This present study fills the

above gap.

CHAPTER III

METHODOLOGY

Research methodology is the specific procedures or techniques used to identify,

select, process, and analyze information about a topic. Research Methodology

36
chapter of a research describes research methods, approaches and designs in detail

highlighting those used throughout the study, justifying my choice through describing

advantages and disadvantages of each approach and design taking into account their

practical applicability to our research. Correct choice of research methodology helps

in determining the success and overall quality of the research study and its

documentation. Furthermore, becoming familiar with the research methods used by an

area of study allows you to understand it more effectively.

3.1 TYPE OF PROJECT

Research design is the framework of research methods and techniques chosen

by a researcher. The design allows researchers to hone in on research methods that

are suitable for the subject matter and set up their studies for success. The design of

a research topic explains the type of research (experimental, survey

research, correlation, semi-experimental, review) and also its sub-type (experimental

design, research problem, descriptive case-study).

The type of the project is Descriptive research design. In a descriptive

design, a researcher is solely interested in describing the situation or case under their

research study. It is a theory-based design method which is created by gathering,

analyzing, and presenting collected data.

3.2 TARGET RESPONDENTS

In this study target respondents are recruiters of Skylark HR Solutions Private

Limited, Chennai.

3.3 ASSUMPTION, CONSTRAINTS AND LIMITATIONS

Assumptions

37
 The assumption that LinkedIn usage is representative of Skylark HR Solutions'

recruitment practices and that data obtained from LinkedIn profiles accurately

reflects candidates' qualifications and experiences.

The assumption that the impact of LinkedIn on hiring practices is consistent

across different industries and organizational contexts, without significant

variations in effectiveness.

Constraints

Limited access to proprietary data and analytics from LinkedIn, potentially

restricting the depth of analysis and insights that can be derived from the

platform.

Potential biases in the data collected from LinkedIn profiles, such as

inaccuracies in self-reported information or discrepancies between online

profiles and real-world qualifications, may affect the validity of findings and

conclusions drawn from the study.

Limitations

The study conducted only in Chennai

The data is collected only from the recruiters of Skylark HR Solutions Private

Limited, Chennai. Hence, the findings are applicable to those recruiters only and

cannot be generalized.

The sample size chosen for the surveys being limited to 120 does not cover all

the recruiters of Skylark HR Solutions Private Limited, Chennai.

3.4 SAMPLING METHOD

Sampling technique

38
 This study uses Non-Probability Sampling technique. The non-probability

method is a sampling method that involves a collection of feedback based on a

researcher or statistician’ s sample selection capabilities and not on a fixed selection

process.

Sampling design

This study used Convenience Sampling design. This method is dependent on

the ease of access to subjects such as surveying customers at a mall or passers-by on

a busy street. It is usually termed as convenience sampling, because of the

researcher’ s ease of carrying it out and getting in touch with the subjects.

Researchers have nearly no authority to select the sample elements, and it’ s purely

done based on proximity and not representativeness.

Sample size

Number of elements in the population is the size of the population. In this study,

sample size is 120. The sample is collected from recruiters of Skylark HR Solutions

Private Limited, Chennai.

3.5 DATA PROCESSING

Data processing in research methodology refers to the systematic organization,

manipulation, and analysis of raw data collected during a research study. It involves

several stages aimed at transforming raw data into meaningful and interpretable

information that can address the research objectives. In this study primary and

secondary data sources are used.

3.5.1 PRIMARY DATA

Primary data is the kind of data that is collected directly from the data source

without going through any existing sources. It is mostly collected specially for a

39
research project and may be shared publicly to be used for other research. Primary

data is often reliable, authentic, and objective in as much as it was collected with the

purpose of addressing a particular research problem. The information is gathered

from a primary source. The data is gathered from recruiters of Skylark HR Solutions

Private Limited, Chennai.

3.5.2 SECONDARY DATA:

Secondary sources are documents that discuss information that came from

some other source. Analysis, interpretation, synthesis, and generalizations from

primary sources are frequently used in secondary sources. Textbooks, articles, and

reference books are a few examples of secondary sources.

Research tool

A questionnaire is a type of research tool used to collect data from participants.

It consists of a list of questions along with additional prompts. The researcher

created a Likert five-point scale questionnaire with a structured format.

HYPOTHESIS

A research hypothesis is a prediction or educated guess about the relationship

between the variables that they want to investigate.

Hypothesis of the Study

There is significant relationship between educational qualification of the

respondents and impact of LinkedIn in hiring process than the traditional

method.

There is negative relationship between experience of the respondents and cost

effectiveness over LinkedIn in recruitment process.

40
 There is significant relationship between gender of the respondents and

acquiring pooled talents over LinkedIn from wider region

There is negative relationship between age of the respondents and impact of

LinkedIn on automated recruitment process

3.6 TOOLS FOR ANALYSIS

Statistical analysis is a data analysis tool that helps draw meaningful

conclusions from raw and unstructured data. Statistics are mathematical

computations used to analyze data. Tools of statistical analysis can describe,

summarize and compare data. There are various tools that can analyze statistical data.

These range from relatively simple computations to advanced analysis. The following

tools are used.

Percentage Analysis

Chi-square Test

Correlation Analysis

One way Anova

Independent Sample T-Test

3.6.1. Percentage Analysis

This method is used to compare two or more series of data, to describe the

relationship or the distribution of two or more series of data. Percentage analysis test

is done to find out the percentage of the response of the respondent. In this tool
41
various percentage are identified in the analysis and they are presented by the way of

Bar Diagrams in order to have better understanding of the analysis.

Number of respondents

Percentage of respondents = ______________________ X 100

Total respondents

3.6.2. Chi – Square Test

Chi – square method is the application of testing the significant difference

between observed and expected values.

Chi– square test (c2) =

Degree of freedom = (R-1) (C-1)

Whereas, O = Observed No. of Respondents

E = Expected No. of Respondents

R = Number of rows

C = Number of columns

To find E:

Row Total ´ Column Total

Expected No. of Respondents = -----------------------------------
Grand Total

3.6.3. Correlation

Correlation (co-relation) refers to the degree of relationship (or dependency)

between two variables. Linear correlation refers to straight-line relationships between

two variables .A correlation can range between -1 (perfect negative relationship) and

+1 (perfect positive relationship), with 0 indicating no straight-line relationship.

The formula for the correlation is:

42
3.6.4. One Way Anova

The process of separating variation attributable to one set of causes from

variation attributable to another set of causes is known as the analysis of variance.

The total variation is split up into the following two components:

(a) Variation within the subgroups of samples

(b) Variation between the subgroups of the samples

The technique of analysis of variance is referred to as ANOVA. A table showing

the source of variation, the sum of squares, degrees of freedom, mean square

(variance) and the formula for the F-ratio is known as ANOVA table.

F-statistic = Variance between the samples

Variance within the samples

3.6.5. Independent Sample T-Test

When comparing the means of two independent groups, the Independent

Samples t Test is used to assess whether there is statistical support for a significant

difference in the associated population means. A parametric test is the Independent

Samples T Test. The formula for T-statistics is different based on whether the variance

within the two different groups are same / equal or different (statistically). When the

43
variances of populations are not equal, the following formula is used to calculate the T-

statistics and degrees of freedom.

Where X̄1 is mean of first sample, X̄2 is mean of second sample, μ1 is the mean

of first population, μ2 is the mean of second population, s1 is the standard deviation

of first sample, s2 is the standard deviation of second sample, n1 is the size of the

first sample, n2 is the size of the second sample.

The degrees of freedom can be calculated as the sum of two sample sizes

minus two.

Degrees of freedom, df = n1 + n2 – 2

A confidence interval for the difference between two means specifies a range

of values within which the difference between the means of the two populations may

lie. The difference between the means of two populations can be estimated based on

the following formula:

Difference in population means = Difference in sample means +/- T*standard

error

44
 CHAPTER IV

DATA ANALYSIS AND INTERPRETATION

TABLE NO: 4.1

GENDER OF THE RESPONDENTS

Gender No. of the respondents Percent

Male 74 61.7

Female 46 38.3

Total 120 100.0

INTERPRETATION

The above table shows that 61.7% of the respondents are male and 38.3% of

the respondents are female.

Thus the majority of the respondents are male.

45
 CHART NO: 4.1

GENDER OF THE RESPONDENTS

46
 TABLE NO: 4.2

AGE OF THE RESPONDENTS

Age No. of the respondents Percent

Below 25 25 20.8

25-30 59 49.2

31-35 17 14.2

Above 35 19 15.8

47
 Total 120 100.0

Source: Primary data

INTERPRETATION

The above table shows that 20.8% of the respondents are in the age group of

below 25, 49.2% of the respondents are in the age group of 25-30, 14.2% of the

respondents are in the age group of 31-35, 15.8% of the respondents are in the age group

of above 35.

Thus the majority of the respondents are in the age group of 25-30.

CHART NO: 4.2

AGE OF THE RESPONDENTS

48
TABLE NO: 4.3

49
 EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

Educational qualification No. of the respondents Percent

Diploma 15 12.5

Graduates 15 12.5

Post Graduates 27 22.5

Professional 37 30.8

Others 26 21.7

Total 120 100.0

Source: Primary data

INTERPRETATION

The above table shows that 12.5% of the respondents have completed

diploma, 12.5% of the respondents have completed graduates, 22.5% of the

respondents have completed post graduates, 30.8% of the respondents have

completed professional and 21.7% of the respondents have completed other

educational qualification.

Thus the majority of the respondents have completed professional.

50
 CHART NO: 4.3

EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

51
 TABLE NO: 4.4

EXPERIENCE OF THE RESPONDENTS

No. of the
Experience Percent
respondents

Below 1 year 18 15.0

1 – 3 years 40 33.3

3 – 5 years 28 23.3

Above 5 years 34 28.3

Total 120 100.0

Source: Primary data

INTERPRETATION

The above table shows that 15.0% of the respondents have below 1 year,

33.3% of the respondents have 1 – 3 years, 23.3% of the respondents have 3 – 5

years and 28.3% of the respondents have above 5 years experience.

Thus the majority of the respondents have 1 – 3 years experience.

52
 CHART NO: 4.4

EXPERIENCE OF THE RESPONDENTS

53
 TABLE NO: 4.5

POOLING THE NUMEROUS RESUME TOWARDS THE RECRUITERS

Particulars No. of the respondents Percent

Excellent 53 44.2

Good 22 18.3

Average 18 15.0

Bad 15 12.5

Poor 12 10.0

Total 120 100.0

Source: Primary data

54
INTERPRETATION

The above table shows that 44.2% of the respondents said that excellent,

18.3% of the respondents said that good, 15.0% of the respondents said that average,

12.5% of the respondents said that bad and 10.0% of the respondents said that poor

towards the pooling the numerous resume towards the recruiters.

Thus the majority of the respondents said that excellent towards the pooling

the numerous resume towards the recruiters.

CHART NO: 4.5

POOLING THE NUMEROUS RESUME TOWARDS THE RECRUITERS

55
 TABLE NO: 4.6

SOURCE THE CANDIDATES AT LEAST COST

Particulars No. of the respondents Percent

Excellent 29 24.2

Good 48 40.0

Average 13 10.8

Bad 11 9.2

56
 Poor 19 15.8

Total 120 100.0

Source: Primary data

INTERPRETATION

The above table shows that 24.2% of the respondents said that excellent,

40.0% of the respondents said that good, 10.8% of the respondents said that average,

9.2% of the respondents said that bad and 15.8% of the respondents said that poor

towards the source the candidates at least cost.

Thus the majority of the respondents said that good towards the source the

candidates at least cost.

CHART NO: 4.6

SOURCE THE CANDIDATES AT LEAST COST

57
TABLE NO: 4.7

58
 REDUCTION IN PAPER AND OTHER STATIONERY COSTS

Particulars No. of the respondents Percent

Excellent 50 41.7

Good 35 29.2

Average 11 9.2

Bad 11 9.2

Poor 13 10.8

Total 120 100.0

Source: Primary data

INTERPRETATION

The above table shows that 41.7% of the respondents said that excellent,

29.2% of the respondents said that good, 9.2% of the respondents said that average,

9.2% of the respondents said that bad and 10.8% of the respondents said that poor

towards the reduction in paper and other stationery costs.

Thus the majority of the respondents said that excellent towards the

reduction in paper and other stationery costs.

59
.

CHART NO: 4.7

REDUCTION IN PAPER AND OTHER STATIONERY COSTS

60
 TABLE NO: 4.8

PREVENT MUCH RECRUITMENT AND ADMINISTRATION COSTS

Particulars No. of the respondents Percent

Excellent 21 17.5

Good 53 44.2

Average 18 15.0

Bad 18 15.0

Poor 10 8.3

Total 120 100.0

Source: Primary data

INTERPRETATION

The above table shows that 17.5% of the respondents said that excellent, 44.

2% of the respondents said that good, 15.0% of the respondents said that average,

15.0% of the respondents said that bad and 8.3% of the respondents said that poor

towards prevent much recruitment and administration costs.

61
 Thus the majority of the respondents said that good towards prevent much

recruitment and administration costs.

CHART NO: 4.8

PREVENT MUCH RECRUITMENT AND ADMINISTRATION COSTS

62
 TABLE NO: 4.9

REDUCES THE VOLUME OF RECRUITMENT PANEL MEMBERS

Particulars No. of the respondents Percent

Excellent 18 15.0

Good 32 26.7

Average 13 10.8

Bad 45 37.5

Poor 12 10.0

Total 120 100.0

Source: Primary data

INTERPRETATION

63
 The above table shows that 15.0% of the respondents said that excellent,

26.7% of the respondents said that good, 10.8% of the respondents said that average,

37.5% of the respondents said that bad and 10.0% of the respondents said that poor

towards reduces the volume of recruitment panel members.

Thus the majority of the respondents said that bad towards reduces the

volume of recruitment panel members.

CHART NO: 4.9

REDUCES THE VOLUME OF RECRUITMENT PANEL MEMBERS

64
 TABLE NO: 4.10

IT ENSURES TO OBTAIN RIGHT CANDIDATES FOR THE RIGHT JOB

Particulars No. of the respondents Percent

Excellent 37 30.8

Good 24 20.0

Average 16 13.3

Bad 30 25.0

Poor 13 10.8

Total 120 100.0

65
Source: Primary data

INTERPRETATION

The above table shows that 30.8% of the respondents said that excellent,

20.0% of the respondents said that good, 13.3% of the respondents said that average,

25.0% of the respondents said that bad and 10.8% of the respondents said that poor

towards it ensures to obtain right candidates for the right job.

Thus the majority of the respondents said that excellent towards it ensures

to obtain right candidates for the right job

CHART NO: 4.10

IT ENSURES TO OBTAIN RIGHT CANDIDATES FOR THE RIGHT JOB

66
 TABLE NO: 4.11

IT ENABLES TO ACQUIRE CANDIDATES FROM WIDER REGION

Particulars No. of the respondents Percent

Excellent 21 17.5

Good 37 30.8

Average 29 24.2

Bad 15 12.5

67
 Poor 18 15.0

Total 120 100.0

Source: Primary data

INTERPRETATION

The above table shows that 17.5% of the respondents said that excellent,

30.8% of the respondents said that good, 24.2% of the respondents said that average,

12.5% of the respondents said that bad and 15.0% of the respondents said that poor

towards it enables to acquire candidates from wider region.

Thus the majority of the respondents said that good towards it enables to

acquire candidates from wider region.

CHART NO: 4.11

IT ENABLES TO ACQUIRE CANDIDATES FROM WIDER REGION

68
TABLE NO: 4.12

69
 LINKEDIN PROVIDES QUALITY TALENTS DATA AS PREFERRED BY RECRUITERS

Particulars No. of the respondents Percent

Excellent 33 27.5

Good 32 26.7

Average 24 20.0

Bad 16 13.3

Poor 15 12.5

Total 120 100.0

Source: Primary data

INTERPRETATION

The above table shows that 27.5% of the respondents said that excellent,

26.7% of the respondents said that good, 20.0% of the respondents said that average,

13.3% of the respondents said that bad and 12.5% of the respondents said that poor

towards the LinkedIn provides quality talents data as preferred by recruiters.

Thus the majority of the respondents said that excellent towards the LinkedIn

provides quality talents data as preferred by recruiters.

70
 CHART NO: 4.12

LINKEDIN PROVIDES QUALITY TALENTS DATA AS PREFERRED BY RECRUITERS

71
 TABLE NO: 4.13

IT ENABLES TO BRING VARIOUS CANDIDATES TO HAVE COLLABORATED CULTURE

Particulars No. of the respondents Percent

Excellent 20 16.7

Good 30 25.0

Average 19 15.8

Bad 17 14.2

Poor 34 28.3

Total 120 100.0

Source: Primary data

INTERPRETATION

The above table shows that 16.7% of the respondents said that excellent,

25.0% of the respondents said that good, 15.8% of the respondents said that average,

14.2% of the respondents said that bad and 28.3% of the respondents said that poor

towards it enables to bring various candidates to have collaborated culture.

72
 Thus the majority of the respondents said that poor towards it enables to

bring various candidates to have collaborated culture.

CHART NO: 4.13

IT ENABLES TO BRING VARIOUS CANDIDATES TO HAVE COLLABORATED CULTURE

73
 TABLE NO: 4.14

IT VERIFIES THE CANDIDATE TALENTS AND SKILLS THROUGH ONLINE

No. of the
Particulars Percent
respondents

Excellent 34 28.3

Good 24 20.0

Average 14 11.7

Bad 35 29.2

Poor 13 10.8

Total 120 100.0

Source: Primary data

INTERPRETATION

74
 The above table shows that 28.3% of the respondents said that excellent,

20.0% of the respondents said that good, 11.7% of the respondents said that average,

29.2% of the respondents said that bad and 10.8% of the respondents said that poor

towards it verifies the candidate talents and skills through online.

Thus the majority of the respondents said that excellent towards it verifies

the candidate talents and skills through online.

CHART NO: 4.14

IT VERIFIES THE CANDIDATE TALENTS AND SKILLS THROUGH ONLINE

75
 TABLE NO: 4.15

STIMULATES CANDIDATES TO APPLY FOR THE COMPANY

Particulars No. of the respondents Percent

Strongly agree 19 15.8

Agree 28 23.3

Neither agree nor disagree 43 35.8

Disagree 15 12.5

Strongly disagree 15 12.5

Total 120 100.0

76
Source: Primary data

INTERPRETATION

The above table shows that 15.8% of the respondents are strongly agree,

23.3% of the respondents are agree, 35.8% of the respondents is neither agree nor

disagree, 12.5% of the respondents are disagree and 12.5% of the respondents are

strongly disagree towards stimulates candidates to apply for the company.

Thus the majority of the respondents are neither agree nor disagree towards

stimulates candidates to apply for the company.

CHART NO: 4.15

STIMULATES CANDIDATES TO APPLY FOR THE COMPANY

77
 TABLE NO: 4.16

HOLDS CANDIDATES DATA BANK TO UTILISE FOR THE RIGHT JOB

Particulars No. of the respondents Percent

Strongly agree 45 37.5

Agree 29 24.2

Neither agree nor disagree 18 15.0

Disagree 10 8.3

78
 Strongly disagree 18 15.0

Total 120 100.0

Source: Primary data

INTERPRETATION

The above table shows that 37.5% of the respondents are strongly agree, 24.2%

of the respondents are agree, 15.0% of the respondents is neither agree nor disagree,

8.3% of the respondents are disagree and 15.0% of the respondents are strongly

disagree towards the holds candidates data bank to utilise for the right job.

Thus the majority of the respondents are strongly agree towards the holds

candidates data bank to utilise for the right job.

CHART NO: 4.16

HOLDS CANDIDATES DATA BANK TO UTILISE FOR THE RIGHT JOB

79
TABLE NO: 4.17

80
 EASY SCRUTINIZING OF THE CANDIDATES’ STATUS AND BACKGROUND

Particulars No. of the respondents Percent

Strongly agree 34 28.3

Agree 37 30.8

Neither agree nor disagree 30 25.0

Disagree 10 8.3

Strongly disagree 9 7.5

Total 120 100.0

Source: Primary data

INTERPRETATION

The above table shows that 28.3% of the respondents are strongly agree, 30.8%

of the respondents are agree, 25.0% of the respondents is neither agree nor disagree,

8.3% of the respondents are disagree and 7.5% of the respondents are strongly

disagree towards the easy scrutinizing of the candidates’ status and background.

Thus the majority of the respondents are agree towards the easy scrutinizing of

the candidates’ status and background.

81
 CHART NO: 4.17

EASY SCRUTINIZING OF THE CANDIDATES’ STATUS AND BACKGROUND

82
 TABLE NO: 4.18

OFFERING SCHEDULE THE INTERVIEW FOR THE RIGHT CANDIDATES

Particulars No. of the respondents Percent

Strongly agree 53 44.2

Agree 22 18.3

Neither agree nor disagree 18 15.0

Disagree 15 12.5

Strongly disagree 12 10.0

Total 120 100.0

Source: Primary data

INTERPRETATION

The above table shows that 44.2% of the respondents are strongly agree, 18.3%

of the respondents are agree, 15.0% of the respondents is neither agree nor disagree,

12.5% of the respondents are disagree and 10.0% of the respondents are strongly

disagree towards the offering schedule the interview for the right candidates.

83
 Thus the majority of the respondents are strongly agree towards the offering

schedule the interview for the right candidates.

CHART NO: 4.18

OFFERING SCHEDULE THE INTERVIEW FOR THE RIGHT CANDIDATES

84
 TABLE NO: 4.19

CONVEYING REASONS FOR ELIMINATING THE CANDIDATES

Particulars No. of the respondents Percent

Strongly agree 28 23.3

Agree 52 43.3

Neither agree nor disagree 13 10.8

Disagree 10 8.3

Strongly disagree 17 14.2

Total 120 100.0

Source: Primary data

INTERPRETATION

85
 The above table shows that 23.3% of the respondents are strongly agree, 43.3%

of the respondents are agree, 10.8% of the respondents is neither agree nor disagree,

8.3% of the respondents are disagree and 14.2% of the respondents are strongly

disagree towards the conveying reasons for eliminating the candidates.

Thus the majority of the respondents are agree towards the conveying reasons

for eliminating the candidates.

CHART NO: 4.19

CONVEYING REASONS FOR ELIMINATING THE CANDIDATES

86
 TABLE NO: 4.20

LINKEDIN IS MORE CREATIVE AND IMAGINATIVE THAN TRADITIONAL MEANS OF

RECRUITMENT

Particulars No. of the respondents Percent

Strongly agree 50 41.7

Agree 35 29.2

Neither agree nor disagree 11 9.2

Disagree 11 9.2

Strongly disagree 13 10.8

87
 Particulars No. of the respondents Percent

Strongly agree 50 41.7

Agree 35 29.2

Neither agree nor disagree 11 9.2

Disagree 11 9.2

Strongly disagree 13 10.8

Total 120 100.0

Source: Primary data

INTERPRETATION

The above table shows that 41.7% of the respondents are strongly agree, 29.2%

of the respondents are agree, 9.2% of the respondents is neither agree nor disagree,

9.2% of the respondents are disagree and 10.8% of the respondents are strongly

disagree towards the LinkedIn is more creative and imaginative than traditional

means of recruitment.

Thus the majority of the respondents are strongly agree towards the LinkedIn is

more creative and imaginative than traditional means of recruitment.

88
 CHART NO: 4.20

LINKEDIN IS MORE CREATIVE AND IMAGINATIVE THAN TRADITIONAL MEANS OF

RECRUITMENT

89
 TABLE NO: 4.21

LINKEDIN IS MORE CONVENIENT AND HANDY FOR RECRUITMENT

Particulars No. of the respondents Percent

Strongly agree 23 19.2

Agree 56 46.7

Neither agree nor disagree 10 8.3

Disagree 14 11.7

Strongly disagree 17 14.2

Total 120 100.0

Source: Primary data

INTERPRETATION

The above table shows that 19.2% of the respondents are strongly agree, 46.7% of

the respondents are agree, 8.3% of the respondents is neither agree nor disagree,

11.7% of the respondents are disagree and 14.2% of the respondents are strongly

disagree towards the LinkedIn is more convenient and handy for recruitment.

90
 Thus the majority of the respondents are agree towards the LinkedIn is more

convenient and handy for recruitment.

CHART NO: 4.21

LINKEDIN IS MORE CONVENIENT AND HANDY FOR RECRUITMENT

91
 TABLE NO: 4.22

LINKEDIN REQUIRES MORE SKILL AND EXPERTISE FOR RECRUITMENT PROCESS

Particulars No. of the respondents Percent

Strongly agree 18 15.0

Agree 31 25.8

Neither agree nor disagree 14 11.7

Disagree 45 37.5

Strongly disagree 12 10.0

Total 120 100.0

Source: Primary data

INTERPRETATION

92
 The above table shows that 15.0% of the respondents are strongly agree, 25.8%

of the respondents are agree, 11.7% of the respondents is neither agree nor disagree,

37.5% of the respondents are disagree and 10.0% of the respondents are strongly

disagree towards the LinkedIn requires more skill and expertise for recruitment

process.

Thus the majority of the respondents are disagree towards the LinkedIn requires

more skill and expertise for recruitment process.

CHART NO: 4.22

LINKEDIN REQUIRES MORE SKILL AND EXPERTISE FOR RECRUITMENT PROCESS

93
 TABLE NO: 4.23

IMPERSONAL RECRUITMENT PROCESS IN LINKEDIN THAN TRADITIONAL METHOD

Particulars No. of the respondents Percent

Strongly agree 37 30.8

Agree 24 20.0

Neither agree nor disagree 16 13.3

Disagree 30 25.0

Strongly disagree 13 10.8

94
 Particulars No. of the respondents Percent

Strongly agree 37 30.8

Agree 24 20.0

Neither agree nor disagree 16 13.3

Disagree 30 25.0

Strongly disagree 13 10.8

Total 120 100.0

Source: Primary data

INTERPRETATION

The above table shows that 30.8% of the respondents are strongly agree, 20.0%

of the respondents are agree, 13.3% of the respondents is neither agree nor disagree,

25.0% of the respondents are disagree and 10.8% of the respondents are strongly

disagree towards the impersonal recruitment process in LinkedIn than traditional

method.

Thus the majority of the respondents are strongly agree towards the impersonal

recruitment process in LinkedIn than traditional method.

95
 CHART NO: 4.23

IMPERSONAL RECRUITMENT PROCESS IN LINKEDIN THAN TRADITIONAL

METHOD

96
 TABLE NO: 4.24

LINKEDIN CREATES BRAND BUILDING FOR THE CONCERN THAN TRADITIONAL

METHOD

Particulars No. of the respondents Percent

Strongly agree 21 17.5

Agree 37 30.8

Neither agree nor disagree 22 18.3

Disagree 23 19.2

Strongly disagree 17 14.2

Total 120 100.0

Source: Primary data

INTERPRETATION

The above table shows that 17.5% of the respondents are strongly agree, 30.8%

of the respondents are agree, 18.3% of the respondents is neither agree nor disagree,

97
19.2% of the respondents are disagree and 14.2% of the respondents are strongly

disagree towards the LinkedIn creates brand building for the concern than

traditional method.

Thus the majority of the respondents are strongly agree towards the LinkedIn

creates brand building for the concern than traditional method.

CHART NO: 4.24

LINKEDIN CREATES BRAND BUILDING FOR THE CONCERN THAN TRADITIONAL

METHOD

98
 CHI-SQUARE ANALYSIS

RELATIONSHIP BETWEEN EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

AND IMPACT OF LINKEDIN IN HIRING PROCESS THAN THE TRADITIONAL METHOD

HYPOTHESIS TESTING

Null hypothesis (Ho):

There is no significant relationship between educational qualification of the

respondents and impact of LinkedIn in hiring process than the traditional method.

Alternative hypothesis (H1):

There is significant relationship between educational qualification of the

respondents and impact of LinkedIn in hiring process than the traditional method.

Case Processing Summary

Cases

99
 Valid Missing Total

N Percent N Percent N Percent

EDUCATIONAL

QUALIFICATION OF

THE RESPONDENTS *

IMPACT OF LINKEDIN 120 100.0% 0 .0% 120 100.0%

ON AUTOMATED

RECRUITMENT

PROCESS

Chi-Square Tests

Asymp. Sig.

Value df (2-sided)

Pearson Chi-Square 77.463a 56 .030

Likelihood Ratio 75.176 56 .045

Linear-by-Linear Association 13.110 1 .000

N of Valid Cases 120

100
 Chi-Square Tests

Asymp. Sig.

Value df (2-sided)

Pearson Chi-Square 77.463a 56 .030

Likelihood Ratio 75.176 56 .045

Linear-by-Linear Association 13.110 1 .000

a. 75 cells (100.0%) have expected count less than 5. The minimum expected count

is .13.

INTERPRETATION:

As per the above table, it is inferred that the P value is 0.030; it is significant

to 5% (0.05) significant level. The minimum expected count is 0.30. Thus alternative

hypothesis is accepted and it is found that there is significant relationship between

educational qualification of the respondents and impact of LinkedIn in hiring process

than the traditional method.

101
 CORRELATION ANALYSIS

RELATIONSHIP BETWEEN EXPERIENCE OF THE RESPONDENTS AND COST

EFFECTIVENESS OVER LINKEDIN IN RECRUITMENT PROCESS

Correlations

COST

EFFECTIVE

NESS

OVER

LINKEDIN

IN

EXPERIENCE OF RECRUITM

THE ENT

RESPONDENTS PROCESS

EXPERIENCE OF THE Pearson Correlation 1 -.139

RESPONDENTS Sig. (2-tailed) .129

N 120 120

COST EFFECTIVENESS Pearson Correlation -.139 1

OVER LINKEDIN IN Sig. (2-tailed) .129

RECRUITMENT PROCESS N 120 120

INTERPRETATION:

102
 The Above table indicates that out of 120 respondents, co-efficient of

correlation between experience of the respondents and cost effectiveness over

LinkedIn in recruitment process is 0. 228. It is below 1. So there is negative

relationship between experience of the respondents and cost effectiveness over

LinkedIn in recruitment process.

ONE WAY ANOVA TEST

Table – II to analyze the age of the respondents on impact of LinkedIn on

automated recruitment process

NULL HYPOTHESIS (HO): There is no significant relationship between age of the

respondents and impact of LinkedIn on automated recruitment process.

ALTERNATIVE HYPOTHESIS (H1): There is a significant relationship between age of

the respondents and impact of LinkedIn on automated recruitment process.

ANOVA

Impact

Sum of Squares df Mean Square F Sig.

Between Groups 1.793 3 .598 1.539 .208

Within Groups 45.055 116 .388

Total 46.848 119

103
Interpretation

The table clearly shows that age of the respondents and impact of LinkedIn on

automated recruitment process has a figure on 1.539 values and significance around .

208 level than the sum of squares between groups and within groups values have

1.793 and 45.055 respectively. Hence, the significant value is greater than 0.05 for

which the significant percentage is above 95%, hence null hypothesis. Thus, rejecting

alternative hypothesis i.e., There is no significant relationship between age of the

respondents and impact of LinkedIn on automated recruitment process.

INDEPENDENT T- TEST

RELATIONSHIP BETWEEN GENDER OF THE RESPONDENTS AND ACQUIRING

POOLED TALENTS OVER LINKEDIN FROM WIDER REGION

Group Statistics

GENDER OF THE Std. Std. Error

N Mean
RESPONDENTS Deviation Mean

ACQUIRING Male 74 2.7541 .67402 .07835

POOLED TALENTS

OVER LINKEDIN
Female 46 2.7957 .66732 .09839
FROM WIDER

REGION

Independent Samples Test

104
 Levene’ s
Test for
t-test for Equality of Means
Equality of
Variances

95% Confidence
Interval of the
Sig. Mean Std. Error
F Sig. t df Difference
(2-tailed) Difference Difference

Lower Upper

acquiring .028 .868 -.33 118 .742 -.04160 .12607 -.2912 .20806
Equal variances
pooled
assumed 0 6
talents
over
linkedin -.33 96.299 .742 -.04160 .12578 -.2912 .20806
Equal variances
from 1 5
not
wider
assumed
region

The mean difference of the above independent variables relationship between

gender of the respondents and acquiring pooled talents over linkedin from wider region

is positive and sig value is not less than 0.05. There is no significant between

relationship between gender of the respondents and acquiring pooled talents over

linkedin from wider region.

105
 CHAPTER-V

5.1 FINDINGS

44.2% of the respondents have excellent towards the pooling the numerous

resume towards the recruiters.

40.0% of the respondents have good towards the source the candidates at

least cost.

41.7% of the respondents have excellent towards the reduction in paper and

other stationery costs.

106
44.2% of the respondents have good towards prevent much recruitment and

administration costs.

26.7% of the respondents have good reduces the volume of recruitment panel

members.

30.8% of the respondents have excellent towards it ensures to obtain right

candidates for the right job.

30.8% of the respondents have good towards it enables to acquire candidates

from wider region.

27.5% of the respondents have excellent towards the LinkedIn provides quality

talents data as preferred by recruiters.

28.3% of the respondents have poor towards it enables to bring various

candidates to have collaborated culture.

28.3% of the respondents have excellent towards it verifies the candidate

talents and skills through online.

35.8% of the respondents is neither agree nor disagree towards stimulates

candidates to apply for the company.

37.5% of the respondents are strongly agree towards the holds candidates data

bank to utilise for the right job.

30.8% of the respondents are agree towards the easy scrutinizing of the

candidates’ status and background.

44.2% of the respondents are strongly agree towards the offering schedule the

interview for the right candidates.

107
43.3% of the respondents are agree towards the conveying reasons for

eliminating the candidates.

41.7% of the respondents are strongly agree towards the LinkedIn is more

creative and imaginative than traditional means of recruitment.

46.7% of the respondents are agree towards the LinkedIn is more convenient

and handy for recruitment.

37.5% of the respondents are disagree towards the LinkedIn requires more skill

and expertise for recruitment process.

30.8% of the respondents are strongly agree towards the impersonal

recruitment process in LinkedIn than traditional method.

30.8% of the respondents are agree towards the LinkedIn creates brand

building for the concern than traditional method.

There is significant relationship between educational qualification of the

respondents and impact of LinkedIn in hiring process than the traditional

method.

There is negative relationship between experience of the respondents and cost

effectiveness over LinkedIn in recruitment process.

There is no significant relationship between age of the respondents and impact

of LinkedIn on automated recruitment process.

There is no significant between relationship between gender of the respondents

and acquiring pooled talents over linkedin from wider region.

108
 5.2 SUGGESTIONS

The company should aggressively engage with prospective employees in order

to take advantage of LinkedIn's resume pool.

The company needs to use economical methods to find applicants on LinkedIn.

The company must encourage a digital hiring procedure in order to cut costs

associated with paper and stationery.

By using LinkedIn to streamline procedures, the company must reduce

expenses associated with hiring and administration.

The company must make the most of the size of the recruitment panel and

evaluate candidates on LinkedIn.

To make sure the right people are paired with the proper positions, the

company needs to concentrate on using LinkedIn.

The company needs to use LinkedIn to reach out to applicants from a variety of

geographic areas.

The company needs to use LinkedIn's data to have access to the top talent that

hiring managers are looking for.

The company needs to use LinkedIn to draw in a diverse pool of applicants in

order to cultivate a collaborative atmosphere.

LinkedIn must be used in order to evaluate and confirm the online talents and

skills of candidates.

It is necessary to motivate applicants to use LinkedIn to apply for jobs with the

organisation.

The organisation has to be maintained a thorough candidate data bank on

LinkedIn for future job chances.

The organisation needs to streamline its use of LinkedIn for candidate

background checks and status updates.

109
The organisation must effectively organise interviews with the most suitable

applicants using LinkedIn.

The company must constructively and clearly explain its reasons for rejecting

applicants.

The innovative and creative recruiting possibilities of LinkedIn must be

investigated by recruiters.

For recruiting goals, recruiters need to embrace LinkedIn's efficiency and

simplicity.

It must guarantee that hiring staff members possess the knowledge and

abilities needed to use LinkedIn efficiently.

The company must balance its sometimes-impersonal LinkedIn recruitment

approach with in-person contacts, keeping in mind that this could happen.

To establish the company's brand and reputation as an attractive employer, it

must make use of LinkedIn.

110
 5.3 CONCLUSION

By facilitating the effective pooling of several resumes, LinkedIn helps to cut

down on the time and effort required for candidate sourcing. It also makes it easier to

find candidates at a reasonable price, reduces the need for paper documents and

other administrative expenses, and expedites the hiring process, all of which lead to

hiring procedures that are more cost-effective. Additionally, LinkedIn gives recruiters

access to talent from a variety of geographic areas, expanding their ability to find the

appropriate people for the right positions.

In summary, this study has illuminated the significant influence that LinkedIn

has on recruiters' modern hiring procedures. After a thorough examination of all the

factors, it is determined that LinkedIn is an effective tool that significantly alters the

way that conventional hiring procedures are carried out. Companies and recruiters

must acknowledge the advantages and disadvantages that LinkedIn presents and

take appropriate action.

111
 Last but not least, LinkedIn helps businesses develop their brands and attract

more potential employees. With so many benefits and opportunities to be taken

advantage of, LinkedIn has clearly established itself as a vital tool for recruiters in this

day of digital revolution. In conclusion, in order for businesses and recruiters to

succeed in the ever-changing employment market, they must adjust to and welcome

the changing landscape of hiring practises made possible by LinkedIn.

5.4 DIRECTIONS FOR FUTURE RESEARCH

It is designed to analyze Skylark HR Solutions recruiters' preferences and

behaviors when using LinkedIn against other recruitment sites.

It is designed to assess the obstacles and constraints encountered by Skylark

HR Solutions recruiters when using LinkedIn for candidate sourcing and

engagement.

It is intended to research job searchers' perspectives and attitudes concerning

recruiting processes that heavily rely on LinkedIn in the context of Skylark HR

Solutions.

112
Its purpose is to explore the impact of demographic trends, such as the rise of

Generation Z in the workforce, on recruiters' usage of LinkedIn and their

adaptation to changing applicant preferences.

113
 REFRERENCES

TEXT BOOKS

K. Aswathappa, (2008) “ Human Resource Management” , Tata Mcgraw Hill

publishing ltd, New Delhi. Fifth Edition, Page Number 24-26.

K.Aswathappa, “ Organisation behaviour” , 9th edition, Himalaya house

publishing, Page Number 320-340.

Fred luthas, “ Organisation behaviour” , 5th edition, Chand & co Ltd, Page

number 67- 72.

Dr. C.B.Gupta, (2001)” Human Resource Management” , Sultan Chand & Sons,

New Delhi, Page number 62-78.

S.N. Murthy, Dr.V. Bhojanna (2008) “ Business Research Methods” published

by Excel Books, New Delhi, Second Edition, Page number 64-72.

N.G. Latha Nair,(2001) “ Personnel Management & Industrial Relations”

Sultan Chand & Sons Company Ltd New Delhi.

JOURNALS

Hancock, Cath 2002, "Effective Recruitment And Selection." Legal Information

Management 2, no. 2 (2002): 23– 25.

Islam, N (2010), Factors Affecting The Recruitment And Selection Process. The

Journal of Global Commerce, 2(4).

Poornima Sehrawat 2018, Impact Of Technology On Recruitment And

Selection Process: A Review, Journal of Emerging Technologies and Innovative

Research (JETIR),June 2018, Volume 5, Issue 6.

 Kanagavalli G 2019, A Systematic Review Of Literature On Recruitment And

Selection Process, Humanities & Social Sciences Reviews eISSN: 2395-6518,

Vol 7, No 2, 2019, pp 01-09

Chaza Abdul 2020, The Impact Of Technology On Recruitment Process, Issues

in Information Systems, Volume 21, Issue 4, pp. 9-17, 2020.

WEBSITES

http://www.skylarkhr.in/

https://www.aohr.in/hr-staffing-services/

https://hrpersonnelservices.com/hr-staffing-recruiting

https://procurehr.in/recruitment-company/

https://www.interimhrconsulting.com/hr-temporary-staffing-agencies
 ANNEXURE

QUESTIONNAIRE

A STUDY ON IMPACT OF LINKEDIN ON CONTEMPORARY HIRING PRACTICES OF

RECRUITERS IN SKYLARK HR SOLUTIONS PRIVATE LIMITED, CHENNAI

1. Name:

2. Gender:

a) Male b) Female

3. Age

a) Below 25 b) 25-30 c) 31-35 d) Above 35

4. Educational qualification

a) Diploma b) Graduates c) Post Graduates d) Professional

e) Others

5. Experience

a) Below 1 year b) 1 – 3 years c) 3 – 5 years d) Above 5 years

Cost effectiveness over LinkedIn in recruitment process

Excellent

Average
Good

Poor
Bad
6.Pooling the numerous

resume towards the

recruiters

7.Source the candidates at

least cost

8.Reduction in paper and

other stationery costs

9.Prevent much recruitment

and administration costs

10.Reduces the volume of

recruitment panel members

Acquiring pooled talents over LinkedIn from wider region

Excellent

Average
Good

Poor
Bad

11.It ensures to obtain right

candidates for the right job

12.It enables to acquire

candidates from wider region

13.LinkedIn provides quality

talents data as preferred by

recruiters

14.It enables to bring various

candidates to have

collaborated culture

15.It verifies the candidate

talents and skills through

online

Impact of LinkedIn on automated recruitment process

Strongly agree

Neither agree

nor disagree

Disagree

disagree
Strongly
Agree

16.Stimulates candidates to

apply for the company

17.Holds candidates data

bank to utilise for the right

job

18.Easy scrutinizing of the

candidates’ status and

background

19.Offering schedule the

interview for the right

candidates

20.Conveying reasons for

eliminating the candidates

Impact of LinkedIn in hiring process than the traditional method

Strongly agree

Neither agree

nor disagree

Disagree

Strongly
Agree

21.LinkedIn is more creative and

imaginative than traditional means of

recruitment

22.LinkedIn is more convenient and handy

for recruitment
23.LinkedIn requires more skill and

expertise for recruitment process

24.Impersonal recruitment process in

LinkedIn than traditional method

25.LinkedIn creates brand building for the

concern than traditional method

26. Suggestions

-------------------------------------------------------------------------------------------------------------------------------------------------

-------------------------------------------------------------------------------