1

CHAPTER 1 INTRODUCTION

Human resource management is a function that helps manager to recruit, select, train and develop organization. It can be viewed as a sum of knowledge, skill, commitment, value and the like of people in the organization. According to Flippo, HRM is the planning, organizing, directing and controlling of the procurement, development, compensation, integration and maintenance of human resource so that the individual, organizational and social objectives are accomplished. The personnel management is thus defined as the process of recruitment, selection, development, utilization and accommodation to human resources by organization. The human resource of an organization consists of all individuals regardless of their role, who are engaged in any of the organizational activities. It is phase of management which deals with the effective control and use of manpower as distinguished from other sources of power. RECRUITMENT: It is said that, Employees are assets of a company. Every company claims to follow and understand this mantra. The function of HR is all about people- managing them, hiring them, etc. To carry out any function in a business, be it marketing, production, operations, you need people. HR brings the people to the organization and its business. It is said marketing is promoting your product in the market place. Similarly, HR is promoting and selling your company in the market. If you can promote your company efficiently you are sure to attract people to work for you. Every firm whether small or large needs people to do even the minuets clerical work for them. And when there are employees they need to be managed. A small/medium firm may not have a devoted HR department. In that case, the owner or the manager plays the role of the HR head or the firm may hire specialized services of a HR Consultancy. Whereas, large organizations have their own HR department consisting of a head and staff that directly

reports to the head. The HR department may have further bifurcations depending on the size of the firm and the number of employees. Thus the requirement of people for business functions is fulfilled by the process called RECRUITMENT. Recruitment is defined as the process of finding suitable candidates for the various posts in the organization. According to Flippo Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization. RECRUITMENT PROCESS: For recruitment to happen the company has to do a Job Analysis of the job to be assigned to an eligible candidate. Job Analysis is further bifurcated into 2 sub-parts i.e. i) job description ii) job specification Job Analysis means a process where the company analyses and defines the skills required to perform a particular job in the company. Job description is a written statement showing job title, tasks, duties and responsibilities involved in a job. It also prescribes the working conditions, hazards, stress and relationship with other jobs. Job specifications, also known as man or employee specifications, is prepared on the basis of job description. It specifies the qualities required in a job incumbent for the effective performance of the job. Once the Job Analysis is done the job vacancy can be posted on the Company Intranet, Classifieds, Job portals, Recruitment agencies etc. Recruitment is the step towards Selection. Generally recruitments are either taken care by the HR Department Head or the manager (whoever is responsible for hiring). There is a process for hiring a candidate that is usually to be followed in large organizations. When there is a requirement, the HR department is communicated about the same. The HR department then goes through the database of candidates it has or it would send the requirements through Classifieds, Job portals, etc. By sending these requirements, the

organization is likely to get feedback from eligible candidates in the form of CVs. The requirement advertisement should mention the Job Analysis (Job Description and Job Specification) so as to avoid attracting unnecessary applications. This also makes it easier for the HR department to shortlist from the applications and this will help reduce any bias from the HR resulting due to over examining the applications, boredom, etc.

FACTORS GOVERNING RECRUITMENT: A. External Factors: Demand and Supply (Specific Skills) Unemployment Rate (Area-wise) Labour Market Conditions Political and Legal Environment (Reservations, Labour laws) Company Image

B. Internal Factors Recruitment Policy (Internal Hiring or External Hiring?) Human Resource Planning (Planning of resources required) Size of the Organization (Bigger the size lesser the recruitment problems) Cost Growth and Expansion Plans

SOURCES OF RECRUITMENT: Internal source External source

Internal source: When man power is recruited from the existing employees of the company such sources are called internal sources. They are: Transfers Job rotation Upgrading Employee referral Present employees Retrenched or retired employees TRANSFRES: Transfer refers to the shifting of employees form one job to another within the same organization where salary, responsibilities and category of the new job and the previous job are almost same JOB ROTATION: Movement of employees to various job posts inside the organization so that he becomes versatile with all the roles and responsibilities. UPGRADING: Movement of an employee to a higher pay scale without change of job. Status and authority is not increased. EMPLOYEE REFFRAL: Employee Referrals means the organization will first communicate the requirement along with the Job Analysis to its current employees and ask them to suggest candidates that they feel are eligible for the requirement and will also be able to fit in the organizations culture. PRESENT TEMPRORAY EMPLOYEES: Organizations find this source to fill the vacancies relatively at the lower level owing to the availability of suitable candidates or trade union pressures or in order to motivate them on present job.

RETRENCHED OR RETIRED EMPLOYEES: Employees retrenched due to lack of work are given employment by the organization due to obligation, trade union pressure etc. Sometimes they are re-employed by the organization as a token of their loyalty to the organization or to postpone some interpersonal conflicts for promotion. Dependents of Deceased, Disabled, retired and present employees: Some organizations function with a view to developing the commitment and loyalty of not only the employee but also his family members.

External source: When manpower is recruited from outside the company such resources are called external resources. They are: Campus interviews Private employment agencies Public employment exchanges Professional organizations Data banks Casual applicants Similar organizations Trade unions Walk-ins Consultants Body shopping Merger and Acquisition E- recruitment Outsourcing Job fairs Advertisements CAMPUS INTERVIEWS: Campus placement or campus interview is the program conducted within educational institutes or in a common place to provide job to students pursing or in the stage of

completing the programme. In this program industries visit the colleges to select qualified students. PRIVATE EMPLOYEMENT AGENCIES: Public employment agencies or consultants like ABC Consultants in India perform recruitment functions on behalf of a client company by charging fees. Line managers are relieved from recruitment functions and can concentrate on operational activities. PUBLIC EMPLOYEMENT EXCHANGES: Government set up Public Employment Exchanges in the country to provide information about vacancies to the candidates and to help the organization in finding out suitable candidates. As per the Employment Exchange act 1959, makes it obligatory for public sector and private sector enterprises in India to fill certain types of vacancies through public employment exchanges. PROFESSIONAL ORGANIZATIONS: Professional organizations or associations maintain complete bio-data of their members and provide the same to various organizations on requisition. They act as an exchange between their members and recruiting firm. DATA BANKS: The management can collect the bio-data of the candidates from different sources like Employment Exchange, Educational Training Institutes, candidates etc and feed them in the computer. It will become another source and the co can get the particulars as and when required. CASUAL APPLICANTS: Depending on the image of the organization its prompt response participation of the organization in the local activities, level of unemployment, candidates apply casually for jobs through mail or handover the application in the Personnel dept. This would be a suitable source for temporary and lower level jobs.

SIMILAR ORGANIZATIONS: Generally experienced candidates are available in organizations producing similar products or are engaged in similar business. The Management can get potential candidates from this source. TRADE UNIONS: Generally unemployed or underemployed persons or employees seeking change in employment put a word to the trade union leaders with a view to getting suitable employment due to latter rapport with the management. WALK IN: The busy organization and rapid changing companies do not find time to perform various functions of recruitment. Therefore they advise the potential candidates to attend for an interview directly and without a prior application on a specified date, time and at a specified place. CONSULTANCY: The busy and dynamic companies encourage the potential job seekers to approach them personally and consult them regarding the jobs. The companies select the suitable candidates and advise the company regarding the filling up of the positions. Head-hunters are also called search consultants. BODY SHOPPING: Professional organizations and the hi-tech training develop the pool of human resource for the possible employment. The prospective employers contact these organizations to recruit the candidates. Otherwise the organizations themselves approach the prospective employers to place their human resources. These professional and training institutions are called body shoppers and these activities are known as body shopping. The body shopping is used mostly for computer professionals. Body shopping is also known as employee leasing activity.

MERGERS AND ACQUISITOINS: Business alliances like acquisitions, mergers and take over help in getting human resources. In addition the companies do also alliances in sharing their human resource on adhoc basis. E-RECRUITMENT: The technological revolution in telecommunications helped the organizations to use internet as a source of recruitment. Organizations advertise the job vacancies through the worldwide wed (www). The job seekers send their applications through e-mail using the Internet. OUTSOURCING: Some organizations recently started developing human resource pool by employing the candidates for them. These organizations do not utilize the human resources; instead they supply HRs to various companies based on their needs on temporary or ad-hoc basis. JOB FAIRS: A job fair is commonly referred as a career fair or career expo. It is a fair or exposition for employers, recruiters and colleges to meet with prospective job seekers. Expos usually include company or organization ,tables or booths where resumes can be collected and business cards can be exchanged.

ADVANTAGES AND DISADVANTAGES: INTERNAL RECRUITMENT Less Costly Candidates already oriented towards organization Organizations have better knowledge about internal candidates Employee morale and motivation is enhanced Old concept of doing things It abets raiding Candidates current work may be affected Politics play greater roles Morale problem for those not promoted.

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EXTERNAL RECRUITMENT Benefits of new skills and talents Benefits of new experiences Compliance with reservation policy becomes easy Scope for resentment, jealousies, and heartburn are avoided. Better morale and motivation associated with internal recruiting is denied It is costly method Chances of creeping in false positive and false negative errors Adjustment of new employees takes longer time.

TECHNIQUES OF RECRUITMENT: Recruitment techniques are the means or media by which management contacts prospective employees or provide necessary information or exchanges ideas in order to stimulate them to apply for jobs. Management uses different types of techniques to stimulate internal and external candidates. Techniques of Recruitment are divided into two viz Traditional and Modern. Traditional Techniques of Recruitment: 1. Written job application in response to an advertised position - directly to the company. This is the most common method of recruitment. Many people still seem to think that a written application means a hand written application. If a company does want a handwritten letter they will say so. Go to Letter writing guide and see an example of an advertised position and how to set out a letter. See also advanced information on how to apply for an advertised job at Application Letter - Advertised Job and Job Application Letter - Using Marketing Techniques 2. Written job applications to recruitment / employment agencies Treat this same as a letter to an employer; however, refer to the employer as Your client as they are a second party in this process. 3. Registering with a Job Recruitment / Employment Agencies

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Job Recruitment / Employment Agencies are an effective recruitment tool. Agencies advertise a position on behalf of the employer and conduct the interview to short list stage. This could be a pool or the best 3-4 applicants. The employer pays the fee and there is a trial period. Recruitment Agencies do not get full payment until the end of the trial period, so they are very selective and good job references are one of the most important job criteria. This job search strategy requires less work and allows you to access to job opportunities you might not have found on your own. 4. Registering with a Job Search Firm These are more exclusive employment agencies at the top end of the market - mainly executive recruitment. As part of their hiring strategy Recruitment Consultants "headhunt" applicants from other firms on behalf of their clients. They often do career transition programmes for retrenched workers on behalf of companies. 5. Labour Hire Companies Labour hire companies have companies generally meet short to medium term labour hiring needs in the blue collar job categories. Workers are contracted out and labour hire companies pay all insurance etc. This was once a smaller section of the recruitment market. With the change in Industrial laws and recruitment patterns, business rationalization and cost cutting, plus the range of work these companies receive, they are becoming a more attractive and popular recruitment method and contracts can be ongoing. 6. Temporary Staff Recruitment / Employment Agencies This should be a popular recruitment method yet many job seekers feel it is too insecure. These agencies can make arrangements to transfer an employee to the company full time if required (at a fee to employer). Often companies use agencies to 'trial employees' as they do not have to deal with Industrial relations issues. 7. Group recruitment requiring telephone interviews: This recruitment method is used by employment agencies on behalf of a client and some Government Departments to short list candidates from a large pool. For example , through public service tests, or the opening of a new company and in Government the

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introduction of a new policy initiative or increase in budget for new substantive positions). Potential employees will be given a time when someone will ring them and they will have to answer a series of questions. The company will generally send an information package showing them what to expect.

8. Group recruitment - information sessions : If a company is doing group recruitment they may ask you to attend an information session if you pass the telephone interview. They may do recruitment testing or simply get you to play silly games meant as a recruitment assessment technique. An arsenal of psychology tests are available for use, the main one is to find out if candidates are team players. If a jobseeker is attending these interview days I recommend reading up on assessment tests such as team building. Many recruitment agencies are staffed by people with psychology degrees, and use these tests as they look impressive and costly and they need to justify their qualifications. 9. Telephone or screening interviews A screening interview may be conducted legitimately by a government agency or a new company who are bulk recruiting as already discussed and you will be advised in advance when this is to take place. 10. Applying for jobs requiring selection criteria If an advertisement states that you should send for the selection criteria you can be confident that it is a Government or Statutory Authority position or an agency funded by the Government. If you have any doubts about your suitably you should ring the contact person to check it out. The package they send out will tell you how to set out and write the application. This is very difficult if you havent done it before. It must be done correctly or they will not, and cannot, look at your application not generally advertise this service, we do, however, offer a service to polish up your application. 11. Phone application in response to an advertised position Generally this recruitment method used by smaller companies. If you are asked to phone (as opposed to submitting a written application) you must do so immediately. You will

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probably be screened by the receptionist who may take job and personal details. They will tell you that the employer will ring you back. This is a hit and miss method of recruitment and used by many smaller companies and very frustrating for job seekers.

12. Accepting applications from job seekers cold calling In the past smaller employers were impressed by the applicant who cold called, by visiting the company and leaving their resume. Research confirms a view that has been held for a long time, that job seekers who cold call are considered to be highly motivated with a lot of initiative and confidence and really wanted to work. The extensive use of the internet for looking for work may have changed this view somewhat, and this is because it is not being done correctly. The attitude to cold calling may change and can be spam if you do not do it correctly. All cold calling letters that come to this office can be classified as spam, albeit they are not filtered by the ISP unless they are using an internet provider with a bad reputation. They are thoughtless, meaningless letters that show how lazy and uninformed the applicant is. They deserve to be ignored and deleted. If you really want to cold call do it properly. 13. Job Network Many agencies will take private recruitment contracts for higher level positions and you do not need to be registered and receiving benefits to use this service. Job Network generally operates at the mid -lower skill level, although there are some surprisingly good jobs that come, depending on where you live. Refer to Job network and check out your local agency. In the current economic climate the use of these agencies may increase, as they are free to the employer. 14. Employee referral This method of recruitment occurs more often than you may think and can be a traditional method of employment for many companies. The advantage is that an employee would not recommend someone they know that is not up to the job as it reflects back on them.

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15. Networking This is a very good job finding technique and is usually carried out by most HR professionals. Relevant and sustained relationships over a period of time can help the HR professionals in networking with their colleagues to acquire resources from different fields.

Modern Techniques of Recruitment: 1) Scouting: Scouting means sending the representation of the organizations to various sources of recruitment with a view to persuading or stimulating the candidates to apply for jobs. The representatives provide information about the company and exchange information and ideas and clarify the doubts of the candidates. 2 ) Salary and Perks: Companies stimulate the prospective candidates by offering higher level salary, more perks, quick promotions etc. 3 ) ESOPs: Companies recently started stimulating the employees by offering stock ownership to the employees through their Employees Stock Ownership Programmes (ESOPs)

PROCEDURE: The following procedure should be used when a post is to be filled. The appointing manager must: Define the job. If it is an existing post, is an exact replacement required or is this an opportunity to revise the requirements. If it is a newly established post be clear on the exact requirements, draw up a job description and consult the appropriate Director / Human Resources Department in relation to the appropriate grade and salary.

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Complete a Job Vacancy Form which confirms: details of the post final approval from the appropriate Director; In the event of the job being newly established, the approval of the Chief Executive, and confirmation from the Director of Finance, that funding is available. Send the Job Vacancy Form to the Human Resources Department / Company Administration Office. No vacancy can be processed without this authorisation. Ensure the Job Description and person specification are up-to-date. Contact the Human Resources Department for advice / any assistance in completing these.

Collate an information package appropriate for the post. This package should include: job description and if appropriate, the person specification information on the department information on the Company terms and conditions of employment

It is important that this pack is carefully put together in order to present a professional image of the Company, therefore out-of date or poorly presented information is not suitable. Discuss with the Human Resources Department / Admin Office / appropriate Director the most effective means of obtaining suitable candidates. The following options should be explored (in this order): Internal advert within the Company Examination of previous applications, or those held on file within the Human Resources Department / Company Administration Office External advert within the job centre External advert in the local press External advert in the National press External advert in the appropriate technical / professional Journal In senior posts the use of a recruitment agency

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Design the advertisement. All advertisements must contain as much information as possible to ensure the correct recruitment group is targeted and reduce unsuitable applications, while remaining as cost-effective as possible. External adverts will be submitted to the appropriate Director / senior manager for approval before being placed. Identify vacancy Prepare job description and person specification Advertising the vacancy Managing the response Short-listing Arrange interviews Conducting interview and decision making

The recruitment process is immediately followed by the selection process i.e. the final interviews and the decision making, conveying the decision and the appointment formalities.

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1.1 COMPANY PROFILE

ABOUT BELLSOFT: Bellsoft is a minority owned, Consulting and Systems Integration company, Specializing in implementing the complete suite of products by Peoplesoft and J.D.Edwards. Bellsoft also has expertise in implementing the complete suite of Products by SAP. Headquarters in Atlanta Georgia, our coverage expands with branch offices in Chicago, IL, Dallas Texas and offshore development sites in India. We have been providing consulting, project management, implementation and staffing services to clients surrounding the comprehensive suite of J.D.Edwards, Peoplesoft and SAP ERP products and solutions since 1996. Bellsoft became an oracle business partner during 2005.

Goal: We have a simple goal for ourselves when it comes to our clients. We want to be the chosen partner to provide the best application and technical resources to our clients.

Vision: "To be a global IT organization with leading technologies and highly skilled software services, continuously adding value to industry and society"

Mission: Our mission is to be an outstanding partner to our clients by servicing their needs in every aspect of their enterprise, being fair and profitable in our dealings and successfully integrating the needs of our clients with the aspirations of our team members, resulting in a win-win situation.

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What we do? We help clients manage the business and technology complexities of today's economy. We provide software solutions that are a specialized mix of domain knowledge, technological expertise, quality procedures and service offerings. Our software solutions fit your business and budget and help you stay ahead of your competitors in a challenging global market. We work with companies in Industrial Automation, Embedded Solutions & Internet technology space.

How we do it? Bellsoft operates on a customer-centric "virtual extension" business model that ensures value at every stage in its software development life cycle. Bellsoft winning solutions are backed by years of experience in diverse business areas and technology domains that empower us to deliver measurable business results to our clients in technology creation. Bellsoft field-proven, customer-centric processes and procedures in successfully executing software projects, onsite and offshore, have been widely acknowledged. Bellsoft project teams consist of three distinct elements A highly scalable team of programmers; Domain consultants who bring critical domain knowledge to the table; and Experienced project managers.

At Bellsoft, we follow ISO 9001:2000 processes in executing projects, which lead to higher quality software and lowered costs. Bellsoft is a learning organization, with blue - chip HR policies and training procedures, working towards increasing the productivity of its knowledge workers and placing them in the forefront of technology advancements.

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Bellsoft business model has won it the repute of being a customer caring company making it the "most preferred" outsourcing partner to several leading customers in USA, Europe and India. Clients: Affymetrix Barilla Baxter Beazer Bausch & Lomb Calvin Klein Cabot Denso Emerson Gateway Honeywell Invitrogen Omron Shell Potlatch

Staffing services: Bells staffing has a niche of itself. We will selectively provide our internal engineers for outsourced projects. This gives our clients the ability to integrate our much focused staff into their own groups, temporarily, in supporting their own internally managed software development projects. Our flexible staffing allows our clients to take advantage of our range of technical expertise on a project basis while maintaining a balance between head count and costs. It allows clients access to our cutting edge skill sets, without the costs of permanent staffing commitments: Languages: Assembler, C, C++, C# and Java

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Operating Systems & Architecture: XP, Win2003, .Net, Windows NT, 2000, 98, 95, 3.11 and DOS-DDE, COM/DCOM, ActiveX, OLE, Microsoft DNA, DLL, TSR, ODBC Internet: HTML, Dynamic HTML, XML, ActiveX, ASP, ASP .NET, Java, Java Applets and Servlets Factory Automation Technologies: OPC, Fieldbus, DeviceNet, ControlNet, Intouch, FIX32, iFIX, RSVIEW, SCADA, Analog & Digital Instrumentation, etc.

Service model: A Mature Delivery model: Bellsoft mature delivery model is backed by years of experience in delivering software solutions in a global environment. Developed with the customer in sight, the model focuses on delivering cost efficiency, quality and superior service to our customers through well-defined project plans, clear communication channels and proactive reviews. We offer clients either an offshore or onsite delivery model or a combination approach that incorporates the best of both, to support the development of client solutions. The company's success with its "Virtual Extension" business model has played a definitive role in helping customers decide to partner with Bells. The company's refined software development methodologies deliver value to the clients at every stage.

RECRUITMENT PROCESS AT BELLSOFT: Understand job requirement Short list candidates Schedule interview Conduct interview

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A. Understand job requirement: HR manager will identify job vacancies and will draft an application form which will be submitted for the approval of the CEO. B. Short list candidates: Preliminary interviews will be conducted for short listing candidates. C. Schedule interview: To make the interview process more effective at least two rounds will be conducted by two panels comprising of different members. Outstation candidates will be screened by telephonic interview. The purpose of telephonic interview is to check candidates communication skills and functional knowledge. The interview details will be communicated to all candidates. D. Conduction of interview: Panel for preliminary interview will comprise of one senior executive and two HR managers. Panel members will use interview assessment form and follow the guidelines for assessing and short listing candidates for final interview. Candidates short listed for final interview will complete and sign companys standard application form. Final interview will be conducted which comprises of two or more rounds and the selected candidates will be given the offer letter to join the company.

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1.2 OBJECTIVE OF THE STUDY

To understand and analyze the functioning of recruitment procedure. To know the employees satisfaction level about the recruitment policy followed of the company. To identify the probable area of improvement to make recruitment procedure effective.

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1.3 NEED FOR STUDY Businesses rely on their employees to be successful. Hiring the right people is imperative, and there are many repercussions when recruiting and selection systems fail. More than just losing money from lack of productivity, hiring the wrong people negatively affects many aspects of daily business and productivity. Various consequences of poor recruitment could be high employee turnover, loss of money, morale and confidence. Thus recruitment should be done very carefully so that the costs of bad recruitment could be avoided. It is also important that the employees of the organization should be satisfied with the recruitment process of the company. Thus this study has been conducted to know the satisfaction level of employees on the recruitment process of the company.

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1.4 SCOPE OF STUDY The organization can analyse the satisfaction level of employees about the recruitment process and it can identify the probable areas of improvement from the suggestions given by employees. From the suggestions provided the faults can be spotted and rectified in the future so that the recruitment process becomes effective.

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1.5 LIMITATIONS OF THE STUDY The research is confined to a limited sample size.

Collecting responses from the employees was difficult since most of them were busy with their routine works.

Time was another constraint in carrying out the research.

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2.REVIEW OF LITERATURE

J.R Hendricks conducted a study on communication activity of industrial research personnel and personnel psychology. A study of 16 clerical workers dine in the same manner, revealed that differences were no large then 6 percent one of the large errors being in an excessively small estimate the idle time despite these differences the estimates are sufficiently accurate to be used as a general guide in recruitment, training, compensation and reorganizing. Herbert h. Meyer Emanuel Teef and Tohn R.P. French Jr conducted a study on split rates in performance appraisal and their test reveals that a research and practice indicates that the well established goal has the characteristics specify challenge and acceptance in a study of appraisal system in General electric it was found that when specific quantitative goals were mutually established the average accomplishment note later was 65%. In cases where such specific goals were not set the average accomplishment was estimated to be 27%. Ronald Winkler and Theodre W. Mathews conducted a study of how employees feel about personality test and his study revealed research concerning the seriousness of the privacy connection does not indicate that it is wide spread general phenomenon. Its is more matter of significance sub grouping in one study younger females expressed annoyance at 35 out of total 0f 361 questions; Older males found all but 4 questions to be acceptable.

Donald L Grant and Clouglas W. Bray have done study on contribution of the interview of assessment of management potential. Their study revealed that in an American telephone and telegraph management assessment centre each 2 hour interview was recorded on tape and later evaluated by multiple rater. The degree of agreement among these raters was considerably higher than normal; 0.72 for non college interviews and 0.82 for college educated as compared with more typical 0.40 to 0.60 levels and 1.0 would indicate perfect agreement evidently the presence of the interview serves to lessen the concentration of the interviewer on what is actually being said.

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Indian Institute of personnel management conducted a study in personnel management in India. Their finding related to procurement of manpower was that advertising in print media is the most frequently used method, when qualified and experienced personnel are not available from the other source. Senior part is largely filled by such method when they cannot be filled by promotion from within. The same related study was conducted by Wander French in year 1974. Their finding is advertisement is very useful for recruiting blue collar and hourly workers as well as scientific professional and technical employees.

Mohammed Branine conducted a survey on the most preferred source of recruitment in UK and has found out that 91 per cent of employers and potential graduate recruits preferred the internet as the ideal method for large organizations.

Geetha Kumari, member IACSIT conducted a study on recruitment and selection process in Hindustan coco-cola India Ltd. The study indicates that although the company follows a well defined recruitment policy in most of the cases the company does compensate the employees for the expenses incurred by them. It is also observed that the company has got all the databases fully computerized. And it has been found that company hires consultancy firms or recruitment agency for hiring candidates.

Dworkin (1980) analyzed responses to a questionnaire completed by more than 3,000 teachers in one large South-western school district in the late 1970s and found that teachers assigned to a school in which they preferred not to teach were more likely to report that they were seriously considering leaving the field of education than were teachers who said they preferred to teach in their current school (43.8 percent versus 20.5 percent).

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3.RESEARCH METHODOLOGY

RESEARCH DESIGN: Descriptive research is adopted since an attempt to measure the various contributing factor of recruitment process was made. SAMPLING DESIGN: Simple random sampling is adopted. From the total of 100 employees of the organization a sample of 50 were chosen for the study. SOURCES OF DATA: The source of data collection was primary source. The information required was collected from employees through questionnaire. Secondary source like company record of employee was also used. DATA COLLECTION PROCESS: The data collection process involves distribution and collection of questionnaires from 50 employees. DATA ANALYIS AND INTERPRETATION: Percentage analysis Regression Weighted average method Percentage analysis: Percentage method refers to a specified kind which is used in making comparison between two or more series of data. Formula is % = (Number / Total number) * 100

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Regression analysis: Regression analysis attempts to establish the nature of relationship between the variables under study and thereby provides a mechanism for prediction or forecasting . There are two types of variables- Independent and dependent variable. The variable whose value is influenced or is to be predicted is called dependent variable, whereas the variable which influences the value is called independent variable. There are two types of regression analysis i) Linear regression ii) Non-linear regression Linear regression- If the regression curve is a straight line, the there is a linear regression between the variables under study. In other words, in linear regression the relationship between the two variables is linear. Non-Linear regression- If the curve or regression is not a straight line i.e., a first degree equation in the variables x and y, then it is called a non-linear regression or curvilinear regression. Where x and y are the dependent and independent variables under study. Weighted average method: Mean in which each item being averaged is multiplied by a number (weight) based on the item's relative importance. The result is summed and the total is divided by the sum of the weights. Weighted average = ( x1w1 + x2w2++ xiwi) / (w1 + w2 ++wi) Where 'xi' are values of the quantity whose average is being calculated, while 'wi' are the values of the corresponding weights.

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TABLE 4.1 TABLE SHOWING THE AGE GROUP

AGE 25-30 31-40 41-50 TOTAL

NO.OF PERSONS 23 23 4 50

PERCENTAGE 46 46 8 100

INFERENCE: From the above table it is inferred that 46% of the employees belong to the age group 25-30, 46% belong to 31-40 and 8% belong to 41-50.

CHART 4.1

21-30

31-40

41-50

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TABLE 4.2 TABLE SHOWING GENDER

GENDER Male Female Total

NO.OF.PERSONS 28 22 50

PERCENTAGE 56 44 100

INFERENCE: From the table it is inferred that 56% percent of the employees are male and 44% of employees are female. CHART 4.2

MALE

FEMALE

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TABLE 4.3 TABLE SHOWING EXPERIENCE IF EMPLOYESS IN BELLSOFT EXPERIENCE IN BELLSOFT 1-5 YEARS 6-10 YEARS >10 YEARS TOTAL 31 17 2 50 62 34 4 100 NO. OF. PERSONS PERCENTAGE

INFERENCE: From the above table it is inferred that 62% of employees have an experience of 1-5 years in Bellsoft, 17% about 6-10 years of experience and 2% more than 10 years of experience in Bellsoft. CHART 4.3

1-5 YR

6-10 YR

>10 YR

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TABLE 4.4 TABLE SHOWING MODE OF ENTRY TO ORGANIZATION

ENTRY TO ORGANIZATION INTERNAL SOURCE EXTERNAL SOURCE TOTAL

NO. OF PERSONS

PERCENTAGE

9 41 50

18 82 100

INFERENCE: From the above table it is inferred that 18% of the employees were recruited using Internal source and 82% were recruited using External source. CHART 4.4

INTERNAL SOURCE

EXTERNAL SOURCE

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TABLE 4.5 TABLE SHOWING MODE OF INTERNAL RECRUITMENT

INTERNAL SOURCES TRANSFER JOB ROTATION UPGRADING OTHERS TOTAL INFERENCE:

NO.OF.PERSONS 2 5 1 1 9

PERCENTAGE 4 10 2 2 18

From the table above it is inferred that 18 % of employees were recruited through internal source of recruitment of which 4% through transfers, 10 % through job rotation, 2 % through upgrading and 2% through other methods. CHART 4.5

TRANSFER

JOB ROTATION

UPGRADING

OTHERS

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TABLE 4.6

TABLE SHOWING MODES OF EXTERNAL RECRUITMENT

EXTERNAL SOURCES CAMPUS CONSULTANTS WALK-INS JOB FAIRS ADVERTSEMENT OTHERS TOTAL

NO.OF.PERSONS 0 11 14 6 8 2 41

PERCENTAGE 0 22 28 12 16 4 82

INFERENCE: From the table it is inferred that 82% of employees were recruited through external mode of which 22% through consultants, 28% through walk-ins, 12% through job fairs, 16% through advertisement, 4% through other modes.

CHART 4.6

CONSULTANTS WALKINS

JOB FAIRS

AD

OTHERS

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TABLE 4.7 TABLE SHOWING TYPE OF RECRUITMENT THAT SATISFY EMPLOYEES

TYPE INTERNAL RECRUITMENT EXTERNAL RECRUITMENT TOTAL

NO. OF PERSONS 8

PECENTAGE 16

42

84

50

100

INFERENCE: From the above table it is inferred that 16% of employees are satisfied with internal recruitment method and 84% of employees are satisfied with External recruitment method. CHART 4.7

INTERNAL RECRUIMENT

EXTERNAL RECRUITMENT

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TABLE 4.8 TABLE SHOWING THE NUMBER ROUNDS CONDUCTED DURING INTERVIEW

ROUNDS CONDUCTED TWO THREE MORE TOTAL

NO. OF. PERSONS 2 18 30 50

PERCENTAGE 4 36 60 100

INFERENCE: From the above table it is inferred that for 4% of employees only two rounds were conducted, for 36% three rounds were conducted and for 60% more than three rounds were conducted during interview process. CHART 4.8

TWO

THREE

> THREE

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TABLE 4.9 TABLE SHOWING THE TIME FRAME TIME FRAME 1-2 WEEKS 3-4 WEEKS > ONE MONTH TOTAL NO. OF. PERSONS 22 18 10 50 PERCENTAGE 44 36 20 100

INFERENCE: From the above table it is inferred that 44% of employees were given offer within 2 weeks after interview was conducted, 36 % were given offer within 4 weeks and 20% were given offer after one month. CHART 4.9

1-2 WEEKS

3-4 WEEKS > ONE MONTH

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TABLE 4.10 TABLE SHOWING CANDIDATE FEEDBACK CANDIDATE FEEBACK TAKEN YES NO TOTAL 29 21 50 58 42 100 NO. OF. PERSONS PERCENTAGE

INFERENCE: From the above table it is inferred that from 58% of employees feedback was taken after interview and from 42% feedback was not taken.

CHART 4.10

YES

NO

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TABLE 4.11 TABLE SHOWING ABOUT EMPLOYEE REFFERAL SCHEME EMPLOYEE REFFERAL SCHEME YES NO TOTAL INFERENCE: From the above table it is inferred that 50 out of 50 employees have said that the company doesnt have employee referral scheme. NO.OF.PERSONS 0 50 50 PERCENTAGE 0 100 100

CHART 4.11

NO

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REGRESSION ANALYSIS TABLE 4.12

Model Summary Mod el R R Squar e Adjuste dR Square Std. Error of R Square the Estimate 1 .730
a

Change Statistics F Chang e .533 8.166 6 43 .000 df 1 df2 Sig. F Change

Change

.533

.467

.732

a. Predictors: (Constant), Induction programme effective, Absenteeism major problem, Interview conducted in scheduled manner, Recruited as per job descript, Employee turn over high, Job descript was clear initially. TABLE 4.13 TABLE SHOWING UNSTANDARDISED COEFFICIENT
MODEL UNSTANDARDISED COEFFICIENT
B STD ERROR

STANDRDISED COEFFICIENT

SIG.

.031
JOB DESRIP

.186

.853

.024 .162 .313 .049 -.169

.129 .138 .122 .121 .124 .191 .351 .055 -.202 1.173 2.566 .402 - 1.365 .247 .014 .690 .179

RECRUITED AS PER JOB DESCR INTERVIEW ABSENTEESIM EMPLOYEE TURN OVER INDUCTION PROGRAMM

.465

.161

.413

2.889

.006

CONSTANT: 0.617

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REGRESSION ANALYSIS: Regression analysis is done to find out the influence of independent variables on dependent variable. Among the two types of regression analysis linear and non-linear here linear regression analysis was done and the inference is given below. INFERENCE: Dependent variable : Overall satisfaction of employees on recruitment process

Independent variables: Job description given initially, recruitment as per job description, interview conducted in scheduled manner, absenteeism, employee turnover, induction programme. From table 12, it is inferred that the above factors like induction programme given initially, absenteeism, employee turnover, interview conducted in timely manner, recruited as per job description, job description given initially have a overall influence of 53.3% on the overall satisfaction of the recruitment process. From table 13 it is inferred that each factors like job description has an influence of 2.4%, recruitment as per job description has an influence of 16.2%, interview conducted in scheduled manner influences about 31.3%, absenteeism has an influence of 4.9%, employee turn over of -16.9%, induction programme has an influence of 46.5%. REGRESSION EQUATION: Y=0.617+0.24 X1+ 0.162X2+ 0.313X3+ 0.49X4-0.169X5+0.465X6 Y- Overall satisfaction (Dependent variable) X1- Job description given initially X2- Recruited as per job description X3- Interview conducted in scheduled manner X4- Absenteeism X5 Employee turn over , X6- Induction programme.

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WEIGHTED AVERAGE METHOD: TABLE 4.14 TABLE SHOWING THE PROBLEMS FACED BY EMPLOYEES FACTORS/ RANK EMPLOYEE TURN OVER ABSENTEESIM FREQUENT TRANSFERS WORK STRESS 25 8 9 8 4 16 13 8 20 9 13 7 5 12 12 21 I II III IV

TABLE 4.15: TABLE SHOWING WIEGHT ASSIGNMENT RANK I II III IV WEIGHT 4 3 2 1

CALCULATION: EMPLOYEE TURN OVER: (5*4)+(12*3)+(12*2)+(21*1)= 101 ABSENTEESIM: (4*4)+(13*3)+(20*2)+(13*1)=108

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FREQUENT TRANSFERS: (16*4)+(8*3)+(9*2)+(7*1)=113

WORK STRESS: (25*4)+(8*3)+(9*2)+(8*1)= 150 TABLE 16 WEIGHTED AVERAGE TABLE: FACTORS/RANKS WORK STRESS FREQUENT TRANSFRES ABSENTEESIM EMPLOYEE TURN OVER 4 5 13 12 20 12 13 21 108 101 III IV I 25 16 II 8 8 III 9 9 IV 8 7 TOTAL 150 113 RANK I II

INFERENCE: From table 16 it is inferred that the major problem the employees face is the work stress with rank 1, frequent transfers with rank 2 followed by absenteeism with rank 3 and employee turn over with rank 4.

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49 5.1 FIINDINGS: All the employees taken under study have an experience of atleast a year in some previous organization. 82% of employees were recruited through external mode and 18% through internal mode. Of the 18% employees recruited through internal mode of recruitment 10% have been recruited through job rotation which shows that it is the most adopted method of internal recruitment in the organization. Majority of employees recruited through external source have been recruited through walk ins and consultants with 28% and 22% respectively. There is no recruitment through campus interviews. More than half of the employees i.e. 84% said that external mode of recruitment satisfy them the most. For 60% of employees more than three rounds were conducted during interview process which ensures the effectiveness of recruitment process to some extent Candidate feedback was not taken after the interview process for 48% of employees which shows that there needs improvement in that area. 26% agree and 40% strongly agree that the interview was conducted in a timely and scheduled manner. 48% agree and 22% strongly agree that the induction programme given initially was effective. 50% agree and 26% strongly agree that they are overall satisfied with the recruitment process of the company. Induction programme is thus the major factor which has an influence of 46.7 % on the overall satisfaction followed by interview conducted at scheduled manner which has an influence of 31.3%. 50% of employee has said that work stress is the major problem in their department. 32% has said that frequent transfer is the major problem they face in their department. Thus from the study conducted it shows that work stress is the major problem with rank 1 followed by frequent transfers with rank 2 and then absenteeism followed by employee turnover.

50 5.2 SUGGESTIONS From the research conducted some of the suggestions are given below. If the organization feels it to be valuable and feasible these suggestions can be implemented in the future. During the interview process not only experienced candidate also fresh candidates should be selected in order to avail the innovation and enthusiasm of new employees. Company can go for campus placements which would give them advantage of recruiting large number of people at lower cost. Employee referral scheme can be introduced in the company and they can provide monetary or non-monetary benefits for the same. The time frame for offering job after the interview process could be reduced even more since most of the employees have been offered job after one month. Candidate feedback should be taken from all the employees who attend the interview so that improvements can be made based on their feedback. Job description can made clearer during recruitment process. Interview conducted also has a greater influence on the recruitment process. The management should take necessary steps to ensure that the interview is conducted in scheduled manner for all the employees. Induction programme has a major influence on the satisfaction level about the recruitment process. So it can be given more concentration to improve the satisfaction level further. Absenteeism and employee turn over should be reduced further. Company can take necessary steps to reduce the work stress of the employees which the employees feel as the major problem in the company.

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5.3CONCLUSION: From the study made it is found that 76% of employees are satisfied with the recruitment process of the company. And also the company is following the procedures of recruitment properly. Hence it can be concluded that the performance of the company in the recruitment process is satisfactory.

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REFERENCES:

Dr.EDWIN FLIPPO Personnel Management, McGraw Hill Inter and Sons. www.bellsoftinc.com www.citehr.com www.google.com www.rand.org

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55

Questionnaire on recruitment policy

1. Name (Optional): 2. Age: 3. Gender: a) Male 4. Experience in years: a) Bellsoft5. Department: 6. Designation: 7. Your Entry to the organization was through a) Internal source b) External source b)Previous organizationb)Female

8. If Internal, by which method you were recruited? a) Transfer b) Job rotation c) Upgrading d) Others 9. If external, by which method you were recruited? a) Campus b) Consultants c) Walk-ins

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d) Job fairs e) Advertisement f) Others 10. In your opinion which type satisfies you the most? a) Internal recruitmentb) External recruitment 11. How many rounds were conducted before employment was offered?

One Junior level Middle level Senior level

Two

Three

More

12. What was the time frame between your final interview and offer? a) 1-2 weeks b) 3-4weeks c) More than a month 13. Candidate feedback was taken on recruitment process? a) Yes b) No

14. i) Do you have employee referral scheme in the organization? a)Yes b)No 14. ii) If yes, What is the reward given for it? a) Monetary reward b) Non-monetary reward

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Tick against the appropriate one: SDA-Strongly Disagree, DA-Disagree, N-Neutral, A-Agree, SA-Strongly Agree

SDA 15. Job description was clear at the initial stage. 16. Recruited as per job specification. 17. Interview was conducted in a scheduled and timely manner. 18. Absenteeism is a major problem in your department. 19. Employee turnover is high in your department. 20. Induction program provided at the beginning was effective. 21. Overall, Im satisfied with the interview process.

DA

SA

22. Rank the following in the order of major issues to minor issues in your department : (Express by number ) a) Employee turnover b) Absenteeism c) Frequent transfers d) Work stress

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23. Suggest some ways of improving the recruitment process.. .