INTRODUCTION 1.1.

MANAGEMENT CONSULTING Management consulting indicates both the industry and practice of helping organizations improve their performance primarily through the analysis of existing organisational problems and development of plans for improvement. Organizations hire the services of management consultants for a number of reasons, including gaining external (and presumably objective) advice and access to the consultants' specialized expertise. History Management consulting grew with the rise of management as a unique field of study. The first management consulting firm was Arthur D. Little, founded in 1886 by the MIT professor of the same name and was incorporated in 1909.[1] Though Arthur D. Little later became a general management consultancy, it originally specialized in technical research. Booz Allen Hamilton was founded by Edwin G. Booz, a graduate of the Kellogg School of Management at Northwestern University, in 1914 as a management consultancy and the first to serve both industry and government clients. After World War II, a number of new management consulting firms formed, most notably Boston Consulting Group, founded in 1963, which brought a rigorous analytical approach to the study of management and strategy. Work done at Boston Consulting Group, McKinsey, Booz Allen Hamilton, and the Harvard School during the 1960s and 70s developed the tools and approaches that would define the new field of strategic management, setting the groundwork for many consulting firms to follow. In 1983, Harvard Business School's influence on the industry continued with the founding of Monitor Group by six professors. It was also only after World War II that management consulting emerged in Europe. The current trend in the market is towards a clear segmentation of management consulting firms. Current state of the industry Management consulting has grown quickly, with growth rates of the industry exceeding 20% in the 1980s and 1990s. As a business service, consulting remains highly cyclical and linked to overall economic conditions. The consulting industry shrank during the 2001-2003 period, but grew steadily until the recent economic downturn in 2009. Since then the market has stabilised. Currently, there are three main types of consulting firms. Large, diversified organizations, Medium-sized management consultancies and Boutique firms which have

focused areas of consulting expertise in specific industries, functional areas, or technologies, or regions of the world. Government Consultants The use of management consulting in governments has increased significantly in recent times. Booz Allen Hamilton (now split from Booz & Company) is particularly well known now as a consultant that primarily serves the US Federal Government. Deloitte Consulting LLP applies its industry expertise and decades of experience to helping government departments and agencies solve their toughest problems. In India, Agriculture Finance Corporation Limited provides consultancy mainly to governments and related institutions. Indian Consultancy Industry After Independence, the Indian Government had focused on investment in core industrial sector and infrastructure. The investment in these sectors attracted various construction and engineering companies to explore the business opportunities and contribute their expertise in these sectors. Domain experts were required who could provide their core skill and competence in designing and building the core industry, dams, roads, buildings etc Over the years, as the Indian industry started maturing, the Indian consulting industry also started expanding, not only in terms of size, but also in terms of the service offerings. Over the period, specialist consulting advice was being sought by clients in India and this opened the opportunity for a number of specialist organizations to draw on their specialist knowledge base and resources to meet the demand for specialist consulting service Size of the Consultancy sector in India The development of consultancy capabilities and business is directly proportional to growth in economic and industrial development. Due to the nature of the industry, getting accurate estimates of its size is difficult. It is estimated that the consultancy business in India engages about 100,000 persons in about 5000 consulting firms. According to estimates, the current size

of the consulting industry in India is about Rs. 10,000 crores including exports and is expected to grow at a CAGR of approximate 25% in the next few years. Government Initiatives In the recent period, the trade policy in India reflects the strategic importance of Indias comparative advantage of trade in services. The services sector has been identified as a thrust sector for trade policy. The Foreign Trade Policy, 2004 09 has announced the setting up of Services Export Promotion Council to map opportunities for key services in import markets and to develop strategic market access programme. Some of the key initiatives of the government in promoting exports of consultancy services are through Market Development Assistance (MDA), Market Access Initiative (MAI) scheme, proactive EXIM Policy and EXIM Bank schemes. Government also provides exemption on service tax for export of consultancy services. However due to lack of clarity in the provisions in the present notification, consultancy export may be affected.

1.2. COMPANY PROFILE SOLVERS INDIA PVT LIMITED Solvers India is a vivacious and the modest organization instituted to support assorted organizations in empowering their man power and build a dominant team in this aggressive business world. Event Management is another area where Solvers India is growing as a pioneer in getting the people and the entrepreneur closer and creating the awareness of the changing global trends. With the objective of meeting the needs of industries Solvers India has drawn up programmes and events to attract talents and skills. Solvers India tends to create an impact by rendering quality services in the field of event management. They fulfill the Employment needs of industries and top organization and Solvers India initiates many implementations to abstract skills and talents.

MISSION: The mission of Solvers India is to be a solid impetus in the field of Business management and hold a renowned place in field of Hr and Event Management. BENCHMARK EVENTS: MISS COIMBATORE 2006 The main objective of conducting this show was to bring out the hidden talents of young girls. We are proud to bring to your notice that many participants of this show are very well placed in big concerns which gave them a bright exposure in up lifting their career

SHUBHA MUHURTHAM 2006 Shubha Muhurtham was meant to bring all the wedding needs under one roof. This fair was unique in every aspect and first of its kind for the Indian Weddings. Taking into view the growing need of the Marriage market in Coimbatore, we strongly felt the need to organize this MEGA Wedding fair. JOB QUEST 2006 & 08 (Coimbatore) Every year nearly a lakh of Students are pursuing out in search of fruitful careers. JOB QUEST aims at matching the need of the industry, thereby providing the young budding students with a bright exposure through several reputed companies & organizations in a single platform

Solvers India has made a great success since 2006 by conducting Job Quest at Coimbatore and has also organized Job Quest08 on 29th & 30th of March08 at Ramakrishna Kalyana Mandapam. The event was a stupendous success with participation from leading companies. The event was attended by more than 4,500 students and 2,000 experienced professionals. Lots of interviews took place and the companies and candidates were immensely satisfied with the outcome of Job Quest08. JOB QUEST08(MADURAI) After the successful track record in JOB QUEST08 at Coimbatore. Solvers India had rocked at Madurai, the Temple City, which is becoming the Hub of HR in Tamil Nadu with more than 50 colleges including both Arts & Science and Engineering and 150 colleges in and around Madurai. Since Madurai is a large city with incompetence scope, the next step towards success was on 28th & 29th at T.S Rajam Auditorium [Lakshmi Sundaram Hall], Madurai. The event was a stupendous success with participation from leading companies. The event was attended by more than 6,000 students and 3,000 experienced professionals.

MISS COTTON CITY 2007-2010 Miss Cotton City show was not only a routine Beauty pageant but a show with a difference where enterprising young girls were given a platform to show their multiple talents which focused more on attitude and aptitude rather than mere Beauty. JOB QUEST 09(Coimbatore) Solvers India had organized the fourth edition of Job Quest09 on 25th & 26th of July at Suguna Kalyana Mandapam, Coimbatore.The crowd was more than 5,000 including the Freshers and experienced both IT and non IT from various streams. There was career counseling, work shop and training programme during the two days of the event. JOB QUEST 10 (Coimbatore) The fifth edition of the Job quest10 was with The Hindusthan College of Arts & Science, Coimbatore on 3rd & 4th of April 2010. The event was a stupendous success with participation from leading companies. The event was attended by more than 15,000 students and 3,000 experienced professionals. Lots of interviews took place and the companies and candidates were immensely satisfied with the outcome of Job Quest10. The impacts of the events were great which ultimately speaks about our success Moreover our clients list includes reputed companies such as Infosys HCL Wipro Bajaj Allianz Nehru Institution Allsec Technologies Frank Finn Air Hostess Institute

1.3. E-RECRUITMENT

E-Recruitment is the process of personnel recruitment using electronic resources, in particular the internet. Companies and recruitment agents have moved much of their recruitment process online so as to improve the speed by which job candidates can be matched with live vacancies. Using database technologies, and online job advertising boards and search engines, employers can now fill posts in a fraction of the time previously possible. The buzzword and the latest trends in recruitment is the E-Recruitment. Also known as Online recruitment, it is the use of technology or the web based tools to assist the recruitment process. The tool can be either a job website like naukri.com, the organisations corporate web site or its own intranet. Many big and small organizations are using Internet as a source of recruitment. They advertise job vacancies through worldwide web. The job seekers send their applications or curriculum vitae (CV) through an e-mail using the Internet. Alternatively job seekers place their CVs in worldwide web, which can be drawn by prospective employees depending upon their requirements. The internet penetration in India is increasing and has tremendous potential. According to a study by NASSCOM Jobs is among the top reasons why new users will come on to the internet, besides e-mail. There are more than 18 million resumes floating online across the world.

The two kinds of e- recruitment that an organisation can use is Job portals i.e. posting the position with the job description and the job

specification on the job portal and also searching for the suitable resumes posted on the site corresponding to the opening in the organisation. Creating a complete online recruitment/application section in the companies own website. - Companies have added an application system to its website, where the passive job seekers can submit their resumes into the database of the organisation for consideration in future, as and when the roles become available. The term e-recruitment means using information technology (IT) to speed up or enhance parts of the recruitment process. It ranges from the applicant interface for advertising vacancies and making job applications, to the back office processes, which allow a liaison between human resources (HR) and line managers to set up a talent pool or database of potential recruits. Used correctly e-recruitment can:

enhance the applicant experience communicate the employer's image and culture better make the recruitment process faster, more accountable and standardised increase the diversity of applicants provide better management information on applicants find the right candidate for the job

According to one survey, internet postings result in nearly ten times as many hires as newspaper advertisements. E-RECRUITING METHODS Methods of e-recruitment are many, among those the important ones are JOB BOARDS: These are the places where the employers post jobs and search for candidates. Candidates become aware of the vacancies. One of the disadvantages is, it is generic in nature. Special skill candidates to be searched by certain job boards. EMPLOYER WEB SITES: These sites can be of the company owned sites, or a site developed by various employers. For an example, Directemployers.com is the first cooperative, employerowned e-recruiting consortium formed by Direct Employers Association. It is a non profit organization formed by the executives from leading U.S corporations. Press release by Recruiters Network (February 20, 2003) showed the site has 98 members approximately 45 percent of which are Fortune 500 companies. PROFESSIONAL WEBSITES: These are for specific professions, skills and not general in nature. For an example, for HR jobs Human Resource Management sites to be visited like www.shrm.org. The professional associations will have their own site or society.

FIG. 1: THE E-RECRUITMENT LANDSCAPE

MODERN TRENDS OF E-RECRUITMENT SPEEDY COMMUNICATION: Company and the prospective employee can communicate with each other via the blogs. Thus blogs, podcasts, vodcasts are being considered a tool of e-recruitmant. CANDIDATES PREFERENCE: candidates can choose their employers as the financial state as well as the culture followed is known. SEARCH ENGINE ADVERTISEMENT

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Print ad is phasing out due the popularity of search engine ads. Pay-per-click is not only convenient but also more attractive. RSS FEED Job boards are embracing RSS feed. Hotjobs, Google deserves special mention. Google offers one to upload the jobs on Google Base even when one doesnt have their own site. RSS can be read using software RSS reader. It is a family of web feed formats use to publish frequently updated works. Such as blog entries, news headlines in a standard format. ONLINE RECRUITMENT TECHNIQUES

To measure the effectiveness of online recruitment, set up the metrics for recruitment spending.

A detailed job description should be given while posting jobs to attract candidates with the right skill sets.

Give a precise and unambiguous questionnaire to reduce time in searching for a suitable candidate.

Ensure that all the approaches related to recruitment are linked to and centred on your own recruitment site.

Integrate e-recruitment into your overall recruitment strategy. Applicant tracking system should be of a high quality and should be integrated with the back-office.

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Develop a comprehensive website to receive and process job applications whether through direct or online advertising.

E-RECRUITMENT CHECKLIST This checklist looks at the main questions human resources (HR) managers will need to ask themselves when developing a business case and a project plan for an e-recruitment solution. It also provides useful references to case studies that will help you along the way. Links to the case studies can be found at the bottom of this page.

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1.4. OBJECTIVES To identify the sources used for recruiting at various levels and various jobs. To understand the process of e-recruitment in a consutancy firm. To understand the intention of the jobseekers to use E-Recruitment. To identify the factors influencing E-Recruitment

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1.5. SCOPE Scope for the researcher

The study would help the researcher to collect information relating to the views of job seekers. The study has helped the researcher in having a industrial exposure and has helped to identify the various sources of recruitment in the concern. It has also helped the researcher in making an analysis as to finding the effect of e-recruitment in the concern

Scope for the respondents

The respondents know whether they are satisfied with the e-recruitment sites. The study also helps the candidates to identify their perceived usefulness, perceived ease of use, social influence, Perceived Enjoyment and behavioral intention to use e-recruitment

Scope for the organization

This study will help the organization to identify the perception of job seekers regarding-recruitment. It also enables the company to develop strategies to overcome the grey areas based on the result of the study. .The study analyzes and gives suggestions to improve the implementation of the various sources which in turn will lead to improve the standards of the company.

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1.6. LIMITATIONS This study suffers from the following limitations: This study is restricted to the candidates from coimbatore and does not include the candidates from other district. The sample size is 50 out of a total population of 150 candidates this works out to 33.33 percent of the population. . The primary data collected from job seekers during their interview, which may not be accurate. This is a descriptive study based only on solvers india , so the results may not be generalized to other industries which are having various organizational climate and culture.

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CHAPTER II REVIEW OF LITERATURE A literature review is an account of what has been published on a topic by accredited scholars and Researchers. It is part of the introduction to an essay, research report, or Thesis. The literature review must be defined by a guiding concept. It is not just descriptive list of the material available, or a set of summaries. Once the problem is formulated a brief summary of it should be written down. For this purpose, the abstracting and indexing of journals and published or unpublished bibliographies are the first place to go. The study aims to identify the vital role of E-Recruitment and its impact onintention of jobseekers. This study helps to reveal the involvement the jobseeker has towards their organization, so the organization can go for improving overall performance and productivity of the organization. . (Parry, 20061) E-recruitment is the use of the internet to attract potential employees to an organisation. Galanaki (20022) defines that online recruitment refers to posting vacancies on the corporate web site or on an online recruitment vendors website, and allowing applicants to send their resumes electronically via e-mail or in some electronic format. (Lin & Stasinskaya, 20023) Online recruiting is the process of recruiting through commercial job sites or company websites that promotes employment opportunities and retrieves potential employee information. (Jones et al, 20024). e-recruitment is not just about adding another medium to the recruitment process, recruitment is instead taken to another level in matching employees and employers (Kerrin M, Kettley, 20035).,the term web-based recruiting can be described as any recruiting processes that a business organization conducts via web-based tools, such as a firms publicInternet site or its corporate intranet. The terms of online recruitment, Internet recruitment and E-recruitment are interchangeable (Feldman & Klaas, 20026)The Internet is a popular method to recruit potential employees, with the competition for qualified talent being online. Over 90% of Fortune 500 companies use some form of online recruiting. 16

E-recruitment(Hopkins and Markham, 20037), may be defined as recruitment methods and procedures that use Internet-based technology.

The IDEA recruitment agency(Improvement and Development Agency for Local Government, 20098). defines e-recruitment from a time perspective as they argue that the cycle time for recruitment is reduced as a result of using information technology, and that a pool of candidates is generated by candidates interacting with e-recruitment websites, viewing job vacancies and submitting applications. (Recruit Advantage, 20109).The definition of e-recruitment may also be described as its usage of technology by adopting electronic resources, so that the Internet performs recruitment tasks and that whole process of recruitment is faster. It should also be noted that the term e-recruitment is also known as Internet recruitment and online recruitment, which are intended to mean the same processes. the Chartered Institute of Personnel and Development (CIPD10 ). E-recruitment websites that were created in the early stages of development advertised job vacancies and enabled applicants to complete online application forms, and these were common features among many such websites. [GENTNER, 1984, CASPER 198511]The term of Online Recruitment [OR] e-recruiting, cyber-recruiting or internet recruiting imply the formal sourcing. It is fairly new practice. Its first reference goes to the mid 1980s. (Perry, 200212)Online recruiting affords job seekers with many benefits including speed, convenience,exposure, and information. The Internet provides a quick and convenient way to reach employmentprofessionals, increases access for candidates, and allows candidates to apply for multiple jobs whilesubmitting their resume only one time. .

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References 1. Parry, E. (2006). Drivers of the adoption of online recruitment - an analysis using diffusion of innovation theory. Cranfield school of management. 1 - 13. 2. http://dspace.upce.cz/bitstream/10195/38066/1/DeAlwisChamaruA_OnlineRecrui ment_2010.pdf 3. http://news-business.vlex.com/vid/recruitment-attitudes-behaviors-seekers55414656 4. Jones, C., Hecker, R. & Holland, P. (2002). Recruitment and the internet: Possibilities and pitfalls. IFSAM conference Australia. 5. http://www.employment-studies.co.uk/pubs/summary.php?id=402 6. http://www.alliedacademies.org/Publications/Papers/JSEC%20Vol %205%20Numbers%201%20and%202%202007.pdf 7. Hopkins, B. & Markham, J. (2003). E-HR: using intranets to improve the effectiveness of your people. England: Gower publishing. 8. Improvement and Development Agency for local government. (2009). ERecruitment [Online]. http://www.idea.gov.uk/idk/core/page.do?pageId=4103934 [Accessed 13 April 2010]. 9. Recruit Advantage. (2010). What Is E-Recruitment? [Online]. http://www.recruitadvantage.com.au/e-recruitment-home [Accessed 14 June 2010] 10. Chartered Institute of Personnel and Development. (2009). E-RECRUITMENT [Online].http://www.cipd.co.uk/subjects/recruitmen/onlnrcruit/onlrec.htm? IsSrchRes=1[Accessed 07 June 2010]. 11. http://dspace.upce.cz/bitstream/10195/38066/1/DeAlwisChamaruA_OnlineRecrui ment_2010.pdf\ 12. http://www.alliedacademies.org/public/proceedings/Proceedings19/aoccc-pro.pdf

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CHAPTER III RESEARCH METHODOLOGY A research methodology defines what the activity of research is, how to proceed, how to measure progress, and what constitutes success. Research is a diligent and systematic inquiry or investigation into a subject in order to discover or revise facts, theories, applications, etc. Methodology is the system of methods followed by particular discipline. The research methodology is used to systematically solve the research problems. It may be understood as a science of studying how research is done systematically. It is necessary for the researcher to know not only research but also methodology. RESEARCH DESIGN Research is a systematized effort to gain knowledge. It represents a scientific approach based research for pertinent information on a scientific topic for solving a problem. In fact, the research design is the conceptual structure within which research is conducted; it constitutes the blueprint for the collection, measurement and analysis of data. The design used here is Descriptive Research. It is a fact finding method or the detailed study of the project that is undertaken. Descriptive Research Studies are those studies, which are concerned with describing the characteristics of a particular individual, or of a group. SOURCES OF DATA The two sources through data could be collected were Primary data and Secondary data.

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Primary Data The primary data for the research study were collected through structured questionnaire from the Jobseekers of Solvers India. The questions were structured and direct as to make the respondents understand it easily. General information related to the company that has been collected through personal interaction with the authorities of the company.

Secondary Data The secondary data are mainly consists of information collected from journals,

articles, books and websites related to the topic. SAMPLING DESIGN The study procedure used or adopted for selecting the sample for the present study is known as convenient sampling. The total population size of the jobseekers is around 50. Sample size refers to the number of the objected to be selected from the population. A sample of 50 workers has been taken for the study considering the time factor of data collection. TOOLS FOR ANALYSIS The data collected through questionnaire was analyzed by using Percentage analysis and Mean score value. The scaling techniques used in the research method are 5-point Likert-scales it consisted of the points like strongly disagree, disagree, neutral, agree, and strongly agree. Chi Square analysis was also used for analysis. The data has been represented using charts and tables. Mean score value = score value/no of respondents. Score value = no. of respondents * score. 20

SCORE GIVEN Strongly Agree 5 Agree 4 Neutral 3 Disagree 2 Strongly Disagree 1 ABBREVIATION SA Strongly Agree A Agree N Neutral D Disagree SD Strongly Disagree MSV- Mean Score Value

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CHAPTER IV ANALYSIS AND INTERPRETATION Analysis is a systematic approach to problem solving. It refers to the computation of certain measures along with searching for patterns of relationship that exists among data collected. Complex problems are made by separating them into more understandable elements. This involves the identification of purpose and facts, the statement of defensible assumptions, and the formulation of conclusion. The study is primarily based on data collected from the primary data collected from employees. For the analysis, different tables have been prepared and these tables have been used to prepare the various types of charts. The interpretation of the analysis has been given just below the tables prepared in each of the analysis. Percentage analysis, Mean Score Value, Chi Square test, Microsoft Excel tools were used in analyzing the data. The researcher has done an analysis and interpreted the results from such analysis in an efficient manner. The research instrument has been used in an appropriate manner for the analysis. All such interpreted results are derived from the analysis of the data collected.

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PERSONAL FACTORS Gender

Gender also influences the personality and perception of the individuals. Table 4.1 GENDER GENDER NO OF RESPONDENTS PERCENTAGE Male 31 62 Female 19 38 Total 50 100 It is inferred that 62% of the respondents were male. Hence it is evident that majority of the respondents were male.

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Chart 4.1 Gender

gender of the respondents

70 60 50 40 30 20 10 0 male gender female

percentage

percentage

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AGE
Age indicates the level of maturity in each candidates. As the age increases the knowledge, abilities and the experience tends to increase. TABLE 4.2 AGE

AGE 20-25 26-31 32-37 38-43 ABOVE 43 TOTAL

NO OF RESPONDENTS 28 17 5 0 0 50

PERCENTAGE 56 34 10 0 0 100

It is inferred that 56% of the respondents were between 20-25 years. Hence it is evident that majority of the respondents were between 20-25 years.

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CHART 4.2 AGE

Age of the respondents

60 50 Percentage 40 30 20 10 0 20-25 26-31 32-37 Age 38 43 years Over 43 years PERCENTAGE

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EDUCATIONAL QUALIFICATION The educational qualification helps a person to improve the personal position in the company from time to time. TABLE4.3 EDUCATIONAL QUALIFICATION EDUCATIONAL QUALIFICATION SSLC HIG.SEC DIPLOMA BACHELOR DEGREE MASTERDEGREE TOTAL NO OF RESPONDENTS 0 0 3 31 16 50 PERCENTAGE 0 0 6 62 32 100

It is inferred that 62% of the respondents were under graduates.

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CHART 4.3 EDUCATIONAL QUALIFICATION

Educational Qualification
70 60 50 40 30 20 10 0 dipl bac deg Qualification mas deg

Percentage

percentage

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PERIOD OF USAGE OF E-RECRUITMENT SITES This influence the period of usage of e-recruitment sites and familiarity to use the sites.

TABLE 4.4 PERIOD OF USAGE OF E-RECRUITMENT SITES USAGE LESSTHAN 1 1 TO 3 YEARS 3 TO 5 YEARS >5 TOTAL NO OF RESPONDENTS 2 13 29 12 50 PERCENTAGE 4 26 58 24 100

Majority (58%) of the respondents have used e-recruitment sites.

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CHART 4.4 PERIOD OF USAGE OF E-RECRUITMENT SITES

period of usage
70 60 50 40 30 20 10 0 <1 1 TO 3 Year 3 TO 5 >5

Percentage

PERCENTAGE

TIME OF USAGE 30

This shows how many times a candidate use e-recruitment sites TABLE 4.5 TIME OF USAGE

TIME 1 TO 2 3 TO 4 5 TO 6 7 OR MORE TOTAL

NO OF RESPONDENTS 4 14 28 4 50

PERCENTAGE 8 28 56 8 100

Majority (56%) of the respondents have used e-recruitment sites more than 5 times.

CHART 4.5

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TIME OF USAGE TIME OF USAGE 60 50 40 30 20 10 0 1 to 2 3 to 4 Time 5 to 6 >7

A. PERCEIVED USEFULNESS

Pe rce nta ge

percentage

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Perceived usefulness helps to identify, the usefulness of e-recruitment sites to look for a job. And increases chance of finding appropriate job. TABLE 4.6 A. PERCEIVED USEFULNESS

Particulars (i) Using E-recruitment sites help me to get current career information (ii) Using E-recruitment sites increases my chances of finding an appropriate job (iii) Using Erecruitment sites is effective to look for job (iv) Overall using Erecruitment sites is useful way to look for a job

SA 21

A 25

N 4

D 0

SD 0

Total Score 217

MSV 4.34

23

23

219

4.38

28 30

18 18

4 2

0 0

0 0

224 228

4.48 4.56

Over all mean score is: 4.44 It is inferred that, the e-recruitment sites is an effective way to look for the job and increases chance of finding an appropriate job.

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CHART 4.6 A.PERCEIVED USEFULNESS

Perceived usefulness
35 30 agreement level 25 20 15 10 5 0 current career information increases effective to useful way chance of look for job to look for a finding job appropriate job particulars SA A N D SD

MSV

4.56

4.34

current career information increases chance of finding appropriate job effective to look for job useful way to look for a job

4.48

4.38

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B.PERCEIVED EASE OF USE Perceived ease of use helps to identify whether E-recruitment sites are clear and understandable.

TABLE 4.7 B.PERCEIVED EASE OF USE Particulars (i) My interaction with E-recruitment sites is clear and understandable. (ii) Interacting with the E-recruitment sites does not require a lot of my Mental effort. (iii) I find the Erecruitment sites to be easy to use (iv) It would be easy for me to become skillful at using Erecruitment sites. SA 14 A 32 N 4 D 0 SD 0 Total Score 210 MSV 4.2

22

24

218 220

4.36 4.4

22 22

26 21

2 7

0 0

0 0 215 4.3

Over all mean score is: 4.31

It is inferred that, it is easy for job seekers to become skillful at using E-recruitment sites.

CHART 4.7

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B.PERCEIVED EASE OF USE

perceived ease of use
35 agreement level 30 25 20 15 10 5 my mental effort understandable. require a lot of easy to use 0 clear and become skillful SD

does not

particulars SA A N D

MSV

4.3

4.2

4.4

4.36

clear and understandable. (ii) Interacting with the E-recruitment sites does not require a lot of my (iii) I find the E-recruitment sites to be easy to use (iv) become skillful site

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site

C.SOCIAL INFLUENCE Social influence helps to identify the influence of e-recruitment sites in the society.

TABLE 4.8 C.SOCIAL INFLUENCE

Particulars (i) My decision to use E-recruitment sites will be influenced by my family members. (ii) My decision to use E-recruitment sites will be influenced by my friends. (iii) My decision to use E-recruitment sites will be influenced by my Peers/colleagues. (iv) Overall, people who are important to me think that I should use the E-recruitment sites.

SA 13

A 14

N 11

D 4

SD 8

Total Score 170

MSV 3.4

17

23

206

4.12

24

20

236

4.72

22

25

218

4.36

Over all mean score is: 4.15 It is inferred that, the E-recruitment sites are influenced by Peers/colleagues other than friends and family members.

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CHART 4.8 SOCIAL INFLUENCE

Social influence
30 agreement level 25 20 15 10 5 0 family members. friends. Peers/colleagues. particulars SA A N D SD important people

MSV

4.36

3.4

4.12 4.72

family members.

friends.

Peers/colleagues.

important people

D. PERCEIVED ENJOYMENT

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Perceived enjoyment helps to identify the motivation level of candidates by using erecruitment sites due to better services Table 4.9 D. PERCEIVED ENJOYMENT Particulars (i) Using E-recruitment sites is entertaining. SA 10 A 22 27 27 N 10 7 3 D 5 1 2 SD 3 0 0 Total Score 181 206 211 MSV 3.62 4.12 4.22

(ii) Using E-recruitment 15 sites to look for job is a better tool. (iii)I will use the E18 recruitment sites in future if I feel enjoyed when using them. (iv) I am motivated to 22 use E-recruitment sites due to better services.

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212

4.24

Over all mean score is: 4.05

It is inferred that, job seekers are motivated to use e-recruitment sites due to better services.

Chart 4.9

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D. PERCEIVED ENJOYMENT

perceived enjoyment
30 25 20 15 10 5 0 entertaining. better tool to look for job feel enjoyed motivated due to better services. agreement level

particulars SA A N D SD

MSV

4.24

3.62

4.22

4.12

entertaining. better tool to look for job feel enjoyed motivated due to better services.

E. BEHAVIORAL INTENTION. 40

Behavioral intention helps to identify the accessibility of the jobseekers to use erecruitment sites in future. Table 4.10 E. BEHAVIORAL INTENTION

Particulars (i) If I want to find a job, I intend to use Erecruitment sites to find a job. (ii) If I want to find a job, it is likely that I will register to become a member of Erecruitment sites. (iii) If I want to find a job, it is likely that I will send a resume to E-recruitment sites. (iv) Assume I have access to the sites, I intend to use them.

SA 29

A 16

N 3

D 1

SD 1

Total Score 221

MSV 4.42

32

16

229

4.58

35

13

232

4.64

35

15

235

4.7

Over all mean score is: 4.58

It is inferred that, job seekers are intend to use e-recruitment sites to find a job and become a member of e-recruitment sites.

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Chart 4.10 E. BEHAVIORAL INTENTION

Behavioural intention
40 35 30 25 20 15 10 5 0 to find a job. become a send a member of E- resume to Erecruitment recruitment sites. sites. particulars SA A N D SD I intend to use them.

agreement level

MSV

4.7

4.42

4.64

4.58

to find a job. become a member of E-recruitment sites. send a resume to E-recruitment sites. I intend to use them.

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CHAPTER V 5.1. FINDINGS On the basis of analysis of the data collected, the following findings were made. Most of the respondents belong to the age group of 20 -25 years. Most of the respondents were male employees. Most of the respondents are under graduates. Most of the respondents used e-recruitment sites for more than 3 years

E-RECRUITMENT

Applicants received a much higher quality of service, ranging from prompt and timely communications through to the ability to select their own interview time through an online interview zone all of which enhances the employer's brand making it easier in the long term to attract staff.

Reduced time to hire all major employers using e-recruitment systems report reduced time to hire which can have a major economic impact for the employers, getting productive employees in role quicker.

Management reporting gives the employer the knowledge to evolve the erecruitment process.

Building a Talent Pool of candidates retaining speculative and star candidates for the future, and then contacting them when an appropriate vacancy is advertised effectively generating applicants for free.

Pre-filtering candidates the use of job specific (killer) questions and selection techniques allows the employer to focus quickly on the most appropriate applicants and efficiently communicate with them very important in a candidate short market where good candidates have many options and expect instant response to their applications.

Gaining occasional candidates for free by ensuring the e-recruitment website is easily found from the front page of the corporate website, interested applicants

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have the opportunity to apply for specific vacancies which are available now or registering a speculative application for the future.

5.2. SUGGESTIONS

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As the penetration of Internet grows rapidly, the profile of the job seekers will expand and that will drive the demand from traditional sectors like manufacturing also.

Placement agencies will benefit from the growth of jobsites to provide valueadded services to their clients.

Placement consultants can immensely benefit through this mode on account of faster reach, and also fast-mover advantage.

Most companies blindly go for the largest, most popular website they can find, But the mere size of a website does not guarantee effective online recruitment.

While size and popularity are of considerable importance, it would be wiser to advertise in sites that match the requirements in terms of location, target group, geography and demographics.

If advertising in a large jobsite does not work, try websites run by professional associations that are frequented by your target audience.

In spite of its wider accessibility and speedy delivery, applications that match your requirements are often hard to find.

Since applying online is so easy, there is a glut of unsuitable candidates who apply for every post.

CONCLUSION

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Traditional methods should not be replaced by the e-recruitment, it should supplement. The loopholes of e-recruitment can be covered by the traditional methods and recruitment process will be faster, global due to e-recruitment. One method should not replace the other. When two vacancies are there and two candidates are available the companies do not have much choice, thus they prefer to widen their search and attracts numerous applications. But when for two vacancies a company receive 2000 application, the in depth screening process is not possible. While other methods like campus interview, internal search has a personal touch. But receiving application in hand, communicating with candidates becomes time consuming without Internet.

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