Professional Documents
Culture Documents
RESEARCH REPORT ON
(2014-2016)
[1]
[2]
CERTIFICATE OF ORIGINALITY
This is to certify that the Research Report entitled ‘’Recruitment and Selection
Process” is a bonafide work done by LALITACHAUHAN, Roll No 1415170018
in partial fulfillment of MBA student examination and has been carried over under
my direct supervision and guidance. This report or a similar report topic has not been
submitted for any other examination and does not form part of any other course
under gone by the candidate..
[3]
DECLARATION
Lalitachauhan
Roll no: 1415170018
[4]
ACKNOWLEDGEMENT
Thank you very much ma’am for the entire endeavor you made, to help me
out in understanding the project so well and encouraging me, towards all the
this area of my working of my own interest in society development and
being so informative to bring the best out of my work performed by me .
LalitaChauhan
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TABLE OF CONTENTS
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Introduction to HRM
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Evolution of HRM
Earlier references: In western countries HRM had its primitive beginning
in 1930s. Not much thought was given on this subject in particular and no
written records or documents interesting to note HRM concepts was
available, in ancient philosophies of Greek, Indian and Chinese. This is not
to suggest that industrial establishment and factories system, as it is known
today, existed in ancient Greece, India or china. The philosophy of managing
human being, as a concept was found developed in ancient literatures in
general and in Indian philosophy in particular.
Personnel functions: Till 1930s, it was not felt necessary to have a separate
discipline of management called “Personnel management”. In fact, this job
was assigned as part of the factory manager. Adam Smith’s concept of
factory was that it consists of three resources, land, labour and capital. This
factory manager is expected to “procure,
Process and peddle” labour as one of the resources. The first time when such
a specialist “person” was used; it was to maintain a “buffer” between
employer and employee to meet the “legitimate need” of employees.
However, it is the employer who decided what is “legitimate need” of
employees. In fact, the specialist “person” was more needed to prevent
“unionization” of employees. This was the case before 1930-s all over the
world.
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Environmental Influences on HRM: Since 1930s, certain developments
took place, which greatly contributed, to the evolution and growth of Human
Resources Management (HRM). These developments are given below:
Scientific Management
Labour Movements
Government Regulations.
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Modern management has introduced a number of innovative steps in
functions of management like planning, organizing, controlling,
coordinating and directing. Organization which is impervious to such
changes is bound to fail and become obsolete.
Upgrading Ability of Threshold workers.
Public policy provides reservation to disadvantaged sections of the society
like handicapped, minorities and dependents of deceased workers etc. All
these are threshold workers having less than minimum prescribed level of
knowledge and skill. They require extensive training to bring them up to the
minimum level of performance standard.
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Scope of Human Resource
Management
The Scope of HRM is in deed fast. All major activities in the working
life of worker from time of his entry in an organization until he / she leaves,
come under the preview of HRM. Specifically, the activities included are
Human Resource planning, Job analysis and design, Recruitment, Selection,
Orientation and placement, Training and development, Performance
appraisal and Job evaluation, employee and executive remuneration and
communication, employee welfare, safety and health, industrial relations and
the like.
HRM is becoming a specialized branch giving rise to a number of
specialized areas like :
Staffing
Welfare and Safety
Wages and Salary Administration
Training and Development
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Labour Relations
Nature of Human
Resource
Prospects Management Employee hiring
of HRM
Employee and
Industrial Human Resource executive
Relations Management Remuneration
Scope of HRM
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workforce to achieve the goals of an organization in an effective and
efficient manner.
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used for such improvements in employee output. Training could be one of
the means used to achieve such improvements through the effective and
efficient use of learning resources.
With soft skills training gaining so much momentum, it is imperative to
understand if it serving the right purpose or not. With this background, I plan
to research if training indeed is proving to be effective in the behavioral
area.
The following steps must form the basis of any training activity:
Determine the training needs and objectives.
Translate them into programs that meet the needs of the selected
trainees.
Evaluate the results.
There are few generalizations about training that can help the practitioner.
Training should be seen as a long term investment in human resources using
the equation given below:
Performance = ability (x) motivation
Training can have an impact on both these factors. It can heighten the skills
and abilities of the employees and their motivation by increasing their sense
of commitment and encouraging them to develop and use new skills. It is a
powerful tool that can have a major impact on both employee productivity
and morale, if properly used.
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Introduction to Staffing
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Recruitment
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Introduction
1.1 The School of Oriental and African Studies (the School) is
committed to equality of opportunity in recruitment, selection,
promotion and all other areas of employment.
1.3 This Policy and associated Procedures aim to attract high calibre
staff to the School by ensuring that recruitment and selection
processes are effective, systematic, equitable and promote
equality of opportunity.
Objectives
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Recruitment Plan
Commitment to Equal Employment Opportunity (EEO)
It has been, and will continue to be, the policy of The University of Texas
System Administration (U. T.)System Administration) to be an equal
opportunity employer. U. T. System Administration’s official
EEO policy statement is included on page 15. In keeping with this policy, U.
T. System Administration will continue to recruit, hire, train, and promote
into all job levels the most qualified persons without regard to race, color,
religion, gender, national origin or sexual orientation. Similarly, U. T.
System will continue to administer all other personnel matters (such as
compensation, benefits, transfers, layoffs, system administration training,
education, and social and recreational programs) in
accordance with University policy. See Policy I.150 "Equal Employment
Opportunity."
U. T. System Administration strives to base employment decisions on
objective standards to enhance
equal employment opportunity.
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Administration Office of Human Resources System Policy
Memoranda.
3. Disseminating the policy during new employee orientation
sessions.
4. Posting required Federal and State Law Posters within the U. T. System
Administration facilities.
EXTERNAL DISSEMINATION
U. T. System Administration will continue to disseminate its policy
externally by:
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The duties of the Office of Human Resources include, but are not limited to:
e. Designs and implements audit and reporting systems that measure the
effectiveness of U. T. System Administration’s EEO programs through
statistics and demographics.
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l. Accommodates individuals seeking information on U. T. System
Administration's policies and procedures on equal employment opportunity.
m. Serves as respondent to allegations of employment discrimination
brought against U. T. System Administration.
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Resources' on-going audit process includes an analysis and review of the
following personnel matters.
1. Analysis of the workforce by ethnicity and gender.
2. Analysis of applicant flow by ethnicity and gender.
3. Review of the hiring and selection processes including job descriptions,
job titles, worker specifications, application for employment forms, pre-
employment forms, test administration and validity, interview procedures,
referral procedures, final selection process, and similar factors.
4. Review of transfer and promotion practices.
5. Review of training programs.
6. Review and update, as required, Federal, and State law posters to include
review of policy statements.
7. Equal Employment Opportunity program evaluation system.
8. Participate as a member on the U. T. System Administration Compliance
Committee.
Establishment of Goals
Our goal will be to ensure objectivity, consistency, uniformity and job
relatedness through design and implementation of appropriate personnel
policy and procedural systems that affect the equal employment
opportunities of the U. T. System Administration employees and applicants
for employment.
1. Selection Process
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b. U. T. System Administration has validated job specifications for each
job title in each department using only job performance criteria. These
specifications are non-discriminatory with respect to race, color,
religion, gender and national origin.
3. Recruitment
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UTJOBNET maximizes recruitment and retention efforts that foster
opportunities for qualified minorities and women.
4. Promotions
5. Welfare
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The following tools have been devised to assist in the assessment of U. T.
System Administration's attainment of established goals.
YEAR-END EEO
A year-end EEO report shall be compiled by the Office of Human
Resources. Included in the summary are applicant activity data, referral
information, new hires, promotion, transfer, reclassification, and separation
information by race and gender.
All reports and documentation required in recruitment, hiring and selection
processes, promotions, transfers, reclassifications, and separations will be
maintained in accordance with
U. T. System Administration's records retention plan.
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voluntary form captures the applicant's race, gender, veteran status and
date of birth. An analysis by such factors is conducted in order to
evaluate the effectiveness of current recruiting efforts. All information
voluntarily provided is kept confidential.
b. Annual analysis by race and gender within each department for each
EEO-6 category is conducted in order to evaluate the effectiveness of
current recruiting efforts to determine if stated goals and good faith
efforts are being met.
c. Annual analysis by race and gender within each department for each
EEO-6 category is conducted in order to review internal promotion and
monitor upward mobility opportunities.
d. Annual analysis by name, race, gender, job title, and reason for
separation within each department for each EEO-6 category is conducted
in order to identify possible areas of concern and need for remedial
action.
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a. A year-end EEO report shall be compiled by the Office of Human
Resources. Included in the summary are applicant activity data, referral
information, new hire, promotion, transfer, reclassification, and separation
information by race and gender.
a. U. T. System Administration actively recruits both men and women for all
jobs, unless sex is a bona fide occupational qualification. Referral sources
are informed that U. T. System
Administration has no specific sex preference and seeks only qualified
applicants without regard to race, color, gender, religion, or national origin.
c. U. T. System Administration actively recruits both men and women
for all jobs, unless sex is a bona fide occupational qualification.
Advertisements for employment in newspapers and other media do
not express a gender preference. No advertisements will be placed in
columns headed "Male" or "Female." All advertisements are followed
by "Equal Opportunity Employer."
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d. Marital status has no basis between the treatment of male and female as it
relates to employment or separation from employment. Also, U. T. System
Administration does not deny employment to women with young children,
nor does it terminate employees of one sex in a particular job classification
upon reaching a certain age.
e. U. T. System Administration provides appropriate and comparable
physical facilities for both female and male employees.
f. U. T. System Administration follows federal and state guidelines relative
to employment.
g. No difference is made between women and men as to retirement age for a
particular job.
h. Both women and men are eligible for all training programs and benefits
offered by U. T. System Administration. U. T. System Administration
encourages women to participate in management training programs both
internal and external of U. T. System Administration.
3. Seniority System
a. Gender shall not be a factor in the determination of service benefits.
4. Discriminatory Wages
a. No distinction shall be made between male and female in establishment of
wage schedules.
b. No restrictions shall be made on one gender regarding certain job
classifications. Proactive steps shall be taken to make jobs available to all
qualified employees in all classifications without regard to gender.
Guidelines on Discrimination
Because of Religion or National Origin
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1. U. T. System Administration communicates its obligation to provide equal
employment opportunity without regard to religion or national origin to all
employees and applicants for employment.
2. Internal procedures exist at U. T. System Administration to implement
equal employment opportunity without regard to religion or national origin.
3. U. T. System Administration informs all employees and applicants for
employment of its commitment to equal employment opportunity without
regard to religion or national origin.
4. Recruitment sources are used to provide equal employment opportunity
without regard to religion or national origin.
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Office of Finance
Office of General Counsel
Office of Governmental Relations
Office of Health Affairs
Office of Human Resources
Office of Information Resources
Office of Information Technology
Office of Public Affairs
Office of Special Services
Office of the Board of Regents
Office of the Chancellor
Office of the Controller
Real Estate Office
System Audit Office
System Police
System Compliance Office
System Airplane Operation
U.T. Tele-Campus
University Lands – Accounting Office
University Lands – West Texas Operations
Workers/ Compensation Insurance Division
The following workforce analysis display, within each department for each
job group, the total number of incumbents, the total number of make and
female incumbents, and the total number of male and female incumbents by
ethnicity.
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Company Profile
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Pragathi Consultancy Services
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doesn't within the client's unique corporate environment.
Pragathi Consulting will implement methods to decrease the joining time,
reduce the cost-per-hire, and propose tailored solutions to streamline your
recruitment process. Our services give you the opportunity to focus your
expertise where it counts - on your unique business endeavors. Our goal is to
ensure that our clients succeed in meeting their hiring goals with cost-
effectiveness in mind.
Our recruitment performance consulting services are designed to help take
your company to the next level of recruitment capability. Our recruitment
consultants are all senior level recruiters with years of IT and software
experience in recruiting, screening, and hiring techniques that produce
lasting results in IT sector.
Clients:
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We use self developed enterprise recruitment software, enabling us to
conduct a comprehensive search of our candidate database for the criteria
specified by our clients. We also have the latest skills testing software to
validate the candidate's proficiency and experience on all the major software
technologies. We can assist in managerial aptitude and psychometric tests
too.
Only candidates who complete our rigorous selection process will be entered
into our records and considered for a specific role or other appropriate
appointments. We don't add everyone we meet to our books.
For additional information, prior to interviews, clients are provided with our
consultant's initial interview reports. Interviews usually take place at the
client's offices, but if required, we are happy for our clients to make use of
our offices.
HR Team:
PCS also had on Excellent HR and Development team of 50+ man power
Strength across the world.
About HR Team:
Well Trained Staff of Four Professionals, and 2 of Business unit HR
Professional, and another Two for Training and HR operations.
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Organization Chart of PCS
CEO
Manager-
TTTechnical
Finance HR & Admin Quality Resource
Business
Java Dot net Testing one
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HR Organization Chart
Corporate Manager- HR
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Organization Chart of Technical Team
VP- Operations
Intigrated QC
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Grade Structure
The grade structure is subject to change depending on the changes in
the policies
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Grade Technical Group Support Group *
A Trainee Trainee/Management
Trainee
B Engineer/Developer/Designer/Analyst/Writers/Editors.. Executive/System
Administrator/Asso
ciate
D Team Leader -
I Managing Director
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Experience Level :
A 0-1
B >1- 3
C >3-5
D >5-7
E >7-10
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Research and Methodology
Statement of Problem:
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Human resource has gained a wide acceptance in the industry. The
objective of the study was to access employee satisfaction. This has led to
the need for more experienced and skillful employee where to be trained to
meet the organization requirement.
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the hiring of people is confirmed to the initial stages in the formation of an
enterprise. The employment is continuous one and it ends only when the
enterprise eases to exist.
Field of study:
This project work was carried out at Saptha Business Solution Pvt.
Ltd., Bangalore.
Research samples:
IT industry plays a very important role in the economy. The sample
was therefore chosen as it portrays the needs of the researchers.
Research provides an insight into any study top basically evaluate and
judge the data or to find the solution to any given problem a simple is
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representative of a group or population that identifies itself as part of it. The
sample chosen for this report is Saptha Business Solution Pvt. Ltd.,
Bangalore.
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Objectives of the study
Recruitment and Selection are one of major HRM function that helps
manager to keep the skilled members in the organization.
Data Collection:
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The data collected contains primary data and secondary data. The
primary data has been collected mainly by interviewing and also observation
and audit. Secondary data has been obtained from published journals,
company broachers, books, internet, etc.
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Data analysis
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NUMBER OF
GENDER RESPONDENT PERCENTAGE
MALE 26 52
FEMALE 24 48
TOTAL 50 100
Feed Back
The above chart shows that 52% of respondents
are male
and remaining 48% respondents are female
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The above chart shows that 100% respondents are satisfied
with the management policies.
PERCENTAG
MEDICAL NUMBER OF E
FACILITIES RESPONDENT
YES 50 100%
NO 0 0
TOTAL 50 100%
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The above chart shows that 100% respondents are
satisfied
with the medical facilities given by the company
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TYPES OF INCENTIVES
5 PREFERRED
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The above chart shows 96% of respondents feel the
organizational is for career planning
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The above chart shows all the respondents agree that
their organization is well prepared to meet today's
Challenges
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Feedbacks
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2. How do you feel about interview panel?
Recruitment No. of Respondents Percentage
Excellent 30 40
Good 33 44
Satisfactory 10 13.3
Poor 2 2.7
Total 75 100
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4. Are you happy with the salary what you offered from the company?
Recruitment No. of Respondents Percentage
Yes 24 32
No 51 68
Total 75 100
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5. Did Pragathi Managing fulfill the commitments which are given to you at the time of
interview?
Recruitment No. of Respondents Percentage
Yes 42 56
No 13 17.3
Cant Tell 20 26.7
Total 75 100
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6. How do you come to know about openings in PCS?
BG Checks No. of Respondents Percentage
Friends 5 6.7
Internet 23 30.7
News Papers 40 53.3
Others 7 9.3
Total 75 100
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Not Replied 9 12
Total 75 100
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9. What should be the company’s main source of BG Check?
BG Checks No. of Respondents Percentage
Employment Bureau 4 5.3
Direct Verification 17 22.7
Third Party Verification 39 52
Placement agency 13 17.3
Others 2 2.7
Total 75 100
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11.Did you fully know about the company policies before joined in this
company?
Recruitment No. of Respondents Percentage
Yes 10 13.3
No 65 86.7
Total 75 100
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12.Did you under gone any Written Test during Recruitment?
Recruitment No. of Respondents Percentage
Yes 75 100
No 0 --
Total 75 100
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13.How do you think about Recruitment and selection procedure in your
company?
Recruitment No. of Respondents Percentage
Satisfactory 70 93.3
Unsatisfactory 5 6.7
Total 75 100
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Questionnaires
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1) Are you happy with the Recruitment process?
a) Yes
b) No
4) Are you happy with the salary what you offered from the company?
a) Yes
b) No
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5) Did Saptha Managing commitment which is given to you at the time
of interview?
a) Yes
b) No
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c) Both
11) Did you fully know about the company policies before joined in this
company?
a) Yes
b) No
12) Did you under gone any Written Test during recruitment?
a) Yes
b) No
13) How do you think about Recruitment and selection procedure in
your company?
a) Satisfactory
b) Unsatisfactory
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Findings from the study
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The data collected and analyzed and general observation has proven
that M/S Pragathi Consultancy Services. Has done remarkable job in its
Human resource development.
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Suggestions
1. Create awareness about customer’s requirements among the
employees by maintaining high level of motivation and focus.
2. Increase the competence levels among the employees by giving
suitable Training and Development Program.
3. Identify the competencies and behavior pattern to be developed in
each individual by obtaining there feedback and requirements.
4. Provide training to the employees so that they get better knowledge,
skills and attitude.
5. Convert Saptha Business Solution Pvt. Ltd. into a ‘learning and
development organization’ to make it a “GLOBAL PLAYER AND
LEADER”.
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Bibliography
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Primary Source
1. Principles of Management
- By R.N.Gupta.
2. Business Management
- By Reddy and Appanaiah
Secondary source
4. www.Google.com
5. www.KarnatakaHRGroup.com
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6. www.HRCommunity.com
7. www.HRIndia.com
8. Mr.BV Raghunath – (HRD Professional)
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