archanaos-0350-end to end recruitment process in it companies

7/31/2019 ArchanaOS-0350-End to End Recruitment Process in IT Companies

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MP Birla Institute of Management 1

End-To-End Recruitment Process in IT Companies in Bangalore

A Dissertation submitted in partial fulfillment of the requirements

for the award of MBA Degree of

Bangalore UniversitySubmitted By

Archana.O.S.Reg. No: 03XQCM6009

Under the GuidanceOf

Mr.Kasi Nagarajan

Professor-MPBIM

M.P.Birla Institute of ManagementAssociate Barathiya Vidya Bhavan

#33, Race course roadBangalore-560001

2003-2005


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Acknowledgement

I thank Dr.N.S. Malavalli (Principal) for giving me the

opportunity to explore my areas of interest by consistently supporting me

through his expertise and also supplying valuable inputs in terms of

resources every step of the way.

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I am duty bound to thank the HR Head of Symphony Software,

Mr.Mahalingam and Recruitment head of Slk Software Mr.Sathish for all

the guidance and support in completing my research. I wish to express my

sincere thanks to all of them.

My sincere thanks to my parents and friends who were able to help

me with their valuable time and encouragement towards the successful

completion of my project.

Archana.O.S.

03XQCM6009


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STUDENTS DECLARATION

I here by certify that this project report entitled End-To-End

Recruitment Process in IT Companies in Bangalore has been

prepared by me under the guidance and supervision of Prof.Kasi

Nagarajan, Professor, M.P. Birla Institute of Management,

Associate Bharathiya Vidya Bhavan, Bangalore.

This project report was prepared by me in partial fulfillment of

the requirement for the award of MBA Degree. I also declare that

this project report has not been submitted to any other University

or Institution for the award of any Diploma or Degree.

Date: 15/06/2005

ARCHANA.O.S.

Place: Bangalore Reg. No.:

03XQCM6009


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CONTENTS

CHAPTERNO.

CHAPTER TITLE PAGE NO.

Executive Summary

1

1.1

1.2

1.3

1.4

1.5

1.6

INTRODUCTION

General Introduction

Problem Statement

Background of the study

Justification and Significance of the

study

Objectives of the study

Theoretical Framework

4

5

6

7

8

9

2 INDUSTRY PROFILE 28

3

3.1

3.2

3.3

REVIEW OF LITERATURE

Purpose

Methodology

Conclusion

36

37

38

39


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4

4.1

4.2

4.3

4.4

4.5

4.6

4.7

4.8

4.9

4.10

RESEARCH METHODOLOGY

Hypothesis

Type of research

Type of Data

Data Gathering Procedure

Population

Sample

Sampling Techniques

Instrument Used

Scope of the study

Limitation of the study

42

43

43

44

44

44

44

45

45

45

5 Data Analysis and Interpretations 47

6

7

8

Summary of findings, Conclusion

and Recommendations

List of findings

Conclusion

60

62


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Suggestions and Recommendations 64

Annexures

Questionnaire

Bibliography

Other Annexures

65

69

69


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LIST OF TABLES

Table No. Table Depicting Page No.

1 Ways of Advertising 47

2 Type of Medium 48

3 Looking for Job Seekers 49

4 Showing Position to be filled 50

5 Collection of CVs in a day 51

6 Ways to scan Resumes 52

7 Length of Recruitment Cycle 53

8 Stages of Recruitment Process 54

9 Methods of Recruitment Process 55

10 Components of Internal Recruitment 56

11 Components of External Recruitment 57

12 Most Pressing issues in IT sectors 58


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LIST OF CHARTS

Chart No. Chart Depicting Page No.

1 Ways of Advertising 47

2 Type of Medium 48

3 Looking for Job Seekers 49

4 Showing Position to be filled 50

5 Collection of CVs in a day 51

6 Ways to scan Resumes 52

7 Length of Recruitment Cycle 53

8 Stages of Recruitment Process 549 Methods of Recruitment Process 55

10 Components of Internal Recruitment 56

11 Components of External Recruitment 57

12 Most Pressing issues in IT sectors 58


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Executive Summary

Software and computer services industry has experienced explosive

growth in recent years. Bangalore is home to IBM, Microsoft, Cisco, Sun

Micro systems, Oracle, SAP, Intel and many others. Recruitment

represents the first contact that a company makes with potential

employees. Recruitment is an ongoing process because companies are

growing at a very fast rate through diversification, mergers and

acquisitions.

Right people at the right place at the right time plays a major role

in the recruitment process in software companies.

Research is conducted at symphony software, Cap Gemini, Wipro

Technologies, Slk Software, and Logix Micro Systems .The products

they are into are hardware design, Soc Design, Embedded software,

consumer products, retail and distribution, financial services, commercial

software solutions, etc..

Because of extreme competition in todays world, organizations

need to have a very efficient and effective recruitment process, which


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saves time and in turn results in reducing the cost of recruitment process.

Many Internal and External Factors govern the recruitment process.

Five stages of recruitment process are :

Planning

Strategy Development

Searching

Screening

Evaluation and Control

Methods of recruitment process like Web recruitment, Applicant

Tracking system and Outsourcing can be used to cut down the cost and

time involved.

According to the review of literature successful recruiting involves

three steps:

Defining the needs

Spreading the word

Using the Internet.

Research method followed is Descriptive in nature. The population

of IT companies is 1000 from which sample taken is 5 IT companies .In

each of the companies five people have been interviewed and the

questionnaires filled up. Sampling Technique followed in this research is

stratified Random Sampling.

Data Analysis and Interpretation is done by considering bar charts

and pie charts for the analysis. Important questions and the


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corresponding responses were considered for analysis leading to the right

inferences .

It is possible to improve the current status of the recruitment cycle time

by

1. Conducting all the interview rounds in two or three rounds

2. Making candidates to join early.

3. Improving the various steps in the process.

4. Removing the non- value adding activities.


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To study End-to-End Recruitment Process in

IT companies in Bangalore


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CHAPTER 1

INTRODUCTION


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1.1 Introduction

Software and computer services industry has experienced explosive growth in recent years.

Many of the worlds leading IT companies have established their own development centers in

India, taking advantage of a highly skilled, English speaking workforce at a comparatively low

cost. With the liberalization even the government of India is interested in having MNCs work

competitively in India.

Domestic IT market is small and is driven by big corporate. NASSCOM estimates the

total domestic market for software and services to be US$2.55 billion. Growth in the domestic

markets fell from 18% in 2001-02 to an estimated 17% in 2002-03 in the IT sector, but predicts

a return to growth in 2003-04.India spends just 1.2% of its GDP on IT.

Indian software industry is concentrated in a few cities; with Bangalore leading the way

with over 160 top companies head quartered in the city. Top 25 companies in Bangalore

contribute 65% of export earnings. A number of major global players have based R &D

Facilities in Bangalore and Other IT centers. Bangalore is home to IBM, Microsoft, Sun

Microsystems, Oracle, SAP, Intel, Cisco, Ericsson and many others.

Selecting people to work for an organization is as important as picking up players for

your number one team. And getting it right means using a planned and systematic approach.


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Recruitment represents the first contact that a company makes with potential

employees. It is through recruitment that many individuals will come to know a company, and

eventually decide whether they wish to work for it. A well-managed recruiting effort will result

in high-quality applicants. High-quality employees cannot be selected when better candidates

do not know the job-openings, are not interested in working for the company, and do not apply.

The recruitment process should inform qualified individuals about employment

opportunities, create a positive image of the company, provide enough information about the

jobs so that applicants can make comparisons with their qualifications and interests, and

generate enthusiasm among the best candidates so that they will apply for the vacant positions.

Before coming to the details of recruitment, it is useful to note that hiring contrary to

popular perception, is an ongoing process and not confined to the formative stages of an

organization. Employees leave the organization in search of greener pastures-some retire and

some die in the saddle. More importantly, an enterprise grows, diversifies, takes over other

units-all necessitating of new men and women. In fact hiring function stops only when the

organization ceases to exist.

HumanResource

Planning

Determine

Recruitment and

Selection Needs

Job

Analysis


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1.2 PROBLEM STATEMENT

For all companies the need to recruit or replace staff members with the right individuals

is essential. Thus the recruitment becomes an ongoing process. It is necessary to reduce the

recruitment cycle time of IT companies to save the cost and time involved in the entire

recruitment process.

Therefore this research aims to study end to end recruitment in all details and suggest

ways of reducing the time and cost involved in the recruitment process.


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1.3 BACKGROUND OF THE STUDY

Recruitment is an important activity in all the software companies. Organisations are

growing at a very fast rate through diversification, mergers, acquisitions, and etcthus it is

necessary to hire people continuously in which recruitment becomes an ongoing process.

Because of extreme competition in todays world o rganizations need to have a very

efficient and effective recruitment process, which should lead to reduction in time and cost

involved in the recruitment process. Longer the recruitment cycle time it leads to high cost

to software companies.

Recruitment is a positive impact to an organization since it identifies and encourages

applicants to apply for the jobs. Additionally, many managers start recruiting only when

someone is leaving rather than establishing an ongoing recruiting program. Effective

recruitment process with the less time and increased effort results in success to the

organization.


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1.4 JUSTIFICATION AND SIGNIFICANCE

In todays competitive world, organizations are growing at a very fast rate through

diversification, expansion, restructuring, mergers and acquisitions, take over OF other units It

is necessary to hire new men and women continuously. Henceforth recruitment is becoming

very important and more over an ongoing process. To increase the pool of qualified candidates

at minimum cost and to help organizations to complete the process with in a short time

effectively and efficiently.

Longer the recruitment process it is a greater is the loss for an organization in terms of

costs like:

Leaving-Payroll and administration of leaver

Replacement-recruitment, interview time and associated fees.

Indirect cost-loss in productivity, loss in customer service/satisfaction.

Opportunity cost

Because of extreme competition in todays world organizations need to have a very

efficient and effective recruitment process, which saves time and in turn, results in reducing the

cost of recruitment process.

Recruitment process is the foundation for any organization and this even leads to retention

of the employees. Hence it is necessary to reduce the time taken in an organization from the

moment an organization plans to put an advertisement about the job openings and till an

organization gives the offer letter .


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1.5 OBJECTIVES OF THE STUDY

1. To assess the current status of Recruitment Cycle Time utilization by the software

companies.

2. To increase the pool of qualified job candidates at minimum cost.

3. To understand the various methods of recruitment process available to reduce

recruitment cycle time.


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1.6 THEORETICAL FRAMEWORK

Definition: Recruitment is defined as the process of finding and attracting capable applicants

for employment. The process begins when new recruits are sought and ends when their

applications are submitted. The result is a pool of applicants from which new employees are

selected.

Though, theoretically, recruitment process is said to an end with the receipt of

applications, in practice the activity extends to the screening of applications so as to eliminate

those who are not qualified for the job.

Investing time, effort and money on recruitment and selection is worthwhile. It can save

an organization from dealing with the consequences of doing it poorly the costs of doing it all

over again, the lost time and work, and the possibility of legal action arising from lawsuits filed

by frustrated candidates.

Recruitment and selection process are complex involving compliance with certain legal

requirements. The effectiveness of the recruitment process can play a major role in determining

the resources that must be expended on other HR activities and their ultimate success.


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Factors governing Recruitment

Recruitment is naturally subject to influence of several factors. These include internal

and external factors.

EXTERNAL FACTORS

Of particular importance is the supply and demand of specific skills in the labor

market. If the demand for a particular skill is high relative to the supply, an extraordinary

recruiting effort may be needed. For instance, the demand for the programmers and the

financial analysts is likely to be higher than their supply, as opposed to the demand-supply

relationship for non-technical employees.

When the employment rate in a given area is high, the companys recruitment process

may be simpler. The number of unsolicited applicants is usually greater, and the increased size

of the labor pool provides better opportunities for attracting qualified applicants. On the other

hand, as the unemployment rate drops, recruiting efforts must be increased and new sources

explored.

Labor market conditions in a local area are of primary in recruiting for most non-

managerial, supervisory and middle management positions. So far recruitment for executive

and professional positions is concerned, conditions of all India market are important.

External Factors

Supply and demand

Unemployment rate

Labour market

Political-social

Sons of soil

Image

Recruitment

Internal Factors

Recruitment Policy

HRP

Size of the firm

Cost

Growth and expansion


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Another external factor is political-legalconsiderations. Reservation of jobs for SCs,

STs, minorities, and the other backward classes is a political decision. There is a strong case

for giving preference to people hailing from less-advantaged sections of the society.

Reservation has been accepted as inevitable by all sections of the society. The Supreme Court

has agreed upon 50 per cent reservations of seats and jobs.

Preferences to sons of soil are another political factor. Political leaders clamors that

preference must be given to the people of their respective states in matters of employment.

The company s imagealso matters in attracting large number of job seekers. Blue chip

companies attract large number of applications. Often it is not the money is important. It is the

perception of the job seekers about the company that matters in attracting the qualified

employees.

INTERNAL FACTORS

One internal factor is therecruiting policy of the organization. Most organizations have

the policy on recruiting internally (from own employees) or externally (from outside the

organization). Generally, the policy is to prefer internal sourcing, as own employees know the

company well and can recommend candidates who fit are the organizations culture.

Another related policy is to havetemporary andpart-time employees. An organization-

hiring temporary and part time employees is in a less advantageous position in attracting

sufficient applications.

A major internal factor that can determine the success of the recruiting Programme is

whether or not the company engages in HRP.In most cases, a company cannot attract the

prospective employees in sufficient numbers and with required skills over night.


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Size is the internal factor having its influence on the recruitment process .An

organization with one hundred thousand employees will find recruiting less problematic than

an organization with just one hundred employees.

Cost of recruiting is yet another internal factor that has to be considered. Recruiting

costs are calculated per new hire and the figure is considered nowadays. Recruiters must,

therefore, operate within budgets. Careful HRP and forethought by recruiters can minimize

recruitment costs.

Finally, an organization registeringgrowth and expansionwill have more recruiting on

hand than one, which finds its fortune declining.

RECRUITMENT PROCESSThe recruitment process comprises five interrelated stages, viz.

(i) Planning,

(ii) Strategy development,

(iii) Searching,

(iv) Screening, and

(v) Evaluation and control.

The ideal recruitment Programmed is the one that attracts a relatively larger number of

qualified applicants who will survive the screening process and accept positions with the

organization, when offered.


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Recruitment Process

(i) Recruitment Planning

The first stage in the recruitment process is planning. Planning involves the translation of like

job vacancies and information about the nature

Of these jobs into a set of objectives that specify the

(i) Number and

(ii) Type of applicants to be contacted.

Number of contacts Organizations, nearly, always, plan to attract more applicants than th

will hire. Some of those contacted will be uninterested, unqualified or both. Each time a recruitme

Programmed is contemplated, one task is to estimate the number of applicants necessary to fill a

vacancies with qualified people.

Personnel

Planning

Job

Analysis

Employee

Requisition

Job

Vacancies

Recruitment

Planning

-Number-Types

Searching

Activation

Selling-Message

-Media

StrategyDevelopment

-Where

-How

-When

Applicant

Population

Applicant

PoolScreening

Potential

Hires

Evaluation

And

Control


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Type of ContactsThis refers to type of people to be informed about the job openings. The typ

of people depends on the tasks and responsibilities involved and the qualifications and experien

expected. These details are available through job description and job analysis and person profile.

Job AnalysisGather and analyze information about the job

and the attributes required:

Job holders activities and responsibilities

Desired levels and standards of

performances

Skills, knowledge and abilities needed for

effective performance

Person ProfileDefine attributes of the idealobholder. Set out:

Skills, knowledge and

attitudes needed for effective

performance

Specific qualifications,

experience or other job related

attributes needed.

Job DescriptionDescribe what has to be done and thereasons for doing it.

Include:

Job purpose

Roles and responsibilities of job

holder

Key accountabilities and expected

results

Relationships with other jobs inside

and outside the organization


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(ii) Strategy Development

Once it is known how many and what type of recruits are required, serious

considerations needs to be given to:

(a) Make or buy decis ions;

(b) Technological sophistication of recruitment and selection devices;

(c ) geographic distribution of labor markets comprising job seekers;

(d) Sources of recruitment;

(e) Sequencing the activities in the recruitment process.

Make or Buy Organizations must decide whether to hire less skilled employees and

invest on training and education programmed, or they can hire skilled labour and professionals.

Technological sophistications The second in strategy development relates to the

methods used in recruitment and selection. This decision is mainly influenced by the available

technology. The advent of computers has made it possible for employers to scan national and

international applicant qualifications.

Where to look In order to reduce costs, organizations look into labor markets most

likely to offer the required job seekers. Generally, Companies look in to the national market for

managerial and professional employees regional or local markets for technical employees. And

local markets for clericals and blue-collar employees.

How to look How to look refers to the methods or sources of recruitment. These are

several sources and they may be broadly categorized into

(i) Internal and

(ii) External.


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Internal recruitment

Internal recruitment seeks, applicants for the positions those who are currently

employed. Internal sources include present employees, employee referrals, former employees

and former applicants.

Evaluation of internal Recruitment

There are three major advantages ofinternalrecruitment.

Firstly, it is less costly that external recruitment.

Secondly, organizations typically have a better knowledge of the internal candidates skills

and abilities than the ones acquired through external recruiting.

Thirdly, an organization policy of promoting from within can enhance employees morale,

organizational commitment and job satisfaction.

Good performance is rewarded

There are few disadvantagesofinternalrecruitment.

One theory is that the method simply perpetuates the old concept of doing things that

creative problem solving may be hindered by the lack of new talents.

Some organizations complain of unit raiding in which divisions compete for the same

people.

Thirdly, politics probably has a greater impact on internal recruiting and selection than

does external recruiting.

Candidates current work may be affected.


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External Recruitment

External sources far outnumber the internal methods. Specifically sources external to an

organization are professional or trade associations, advertisements, employment exchanges,

college/university/institute placement services, walk ins and write ins, consultants, contractors,

displaced persons, radio and television, acquisitions and mergers and competitors.

Evaluation of External Recruitment

External sources of recruitment have both advantages and disadvantages.

Advantages ofexternal recruitment are as follows

Benefits of new skills, new talents and new experiences to organizations.

Compliance with reservation policy becomes easy

Scope for resentment, jealousies and heart bum are avoided

Disadvantages ofexternalrecruitment are as follows;

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

organization

It is costly

Chances of creeping in false positive and false negative errors.

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

When to Look An effective recruiting strategy must determine when to look decide on

the timings of events-besides knowing where and how to look for job applicants.

Time Lapsed Data (LTD) will be useful in determining the timings. TLD show the average

time that elapses between major decision points in the recruitment process.


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(iii) SEARCHING

Once a recruiting plan and strategy are worked out, the search process can begin. It

involves two steps

(a) Source Activation

(b) Selling

Source Activation Typically, Sources and search methods are activated by the issuance

of an employee requisition. This means that no actual recruiting takes place until line

managers have verified that a vacancy does exist or will exist.

Selling a second issue to be addressed in the searching process concerns

communications. Here, organizations walk a tightrope. On one hand, they want to do

whatever they can do to attract desirable applicants. On the other, they must resist the

temptation of overselling their virtues.

(iv) Screening

Screening of applications can be regarded as an integral part of the recruiting process,

though many view it as the first step in the selection process. The selection process will begin

after the applications have been scrutinized and short-listed. Applications received in response

to advertisements are screened and only eligible applicants for an interview. Interview is

conducted by a selection committee comprising the vice-chancellor, Registrar and subject

experts. Here, the recruitment process extends up to screening the applications. The selection

process commences only later.

(v) EVALUATION AND CONTROL

Evaluation and control is necessary as considerable costs are incurred in the recruitment

process.


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The costs generally incurred are:

Salaries for recruiters

Management and professional time spent on preparing job description, job

specifications, advertisements, agency liason, and so forth.

Cost of advertisements or other recruitment methods, that is, agency fees.

Cost of producing supporting literature

Recruitment overheads and administrative expenses.

Evaluation of Recruitment Process

The Recruitment process has the objective of searching for and obtaining from job seekers

in sufficient numbers and quality. Keeping this objective in mind, the evaluation might include:

Return rate of applications sent out

Number of suitable candidates for selection

Retention and performance of the candidates selected.

Cost of the recruitment process

Time Elapsed Data

Comments on image projected.

Evaluation of Recruitment Methods

The evaluation of the t\recruitment methods might include:

Number of initial enquiries received which resulted in completed application forms. Number of candidates at various stages of the recruitment and selection process, especially

that shortlist.

Number of candidates recruited

Number of candidates retained in the organization after six months.


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DIFFERENT METHODS OF RECRUITMENT PROCESS

1) Applicant Tracking System

2) Web Recruitment

3) Outsourcing

APPLICANT TRACKING SYSTEM:

Applicant Tracking System that helps to trim the recruiting expenses by reducing the

clerical costs of job applicant processing. Allows to effortlessly generate standard letters,

produce Equal Employment Opportunities (EEO) reports, and analyze the costs and

statistics of recruiting.

Because applicants can be searched for by skill, school, past employer or anything else

for that matter. One can find the right candidate very fast with this applicant tracking

system. Over 100 standard Reports are included, as well as custom Report Writer.

Applicant Tracking System is an excellent solution for any size company with a high

volume freeing HR personnel to focus more on critical recruitment activities. It has the

functionality of systems several times more expensive, and it is easier to learn.

Data entry and Updating is done using fill-in-the blank forms on your screen. The data

is automatically validated as it is entered, giving you an opportunity to correct any errors

immediately. More time is saved because edits can be done with a few keystrokes or by

simple selection from your code table, rather than retyping a whole entry. Using code

tables not only speeds data entry, but will also ensure consistency when printing reports.


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Outdated or past applicant information can be easily transferred to a secondary

archieve database away from your daily data. Searches that are normally to the active

applicant data can be extended to include the archived data when desired.

HR Transfer

When an applicant is hired, a simple menu selection by the user will automatically

transfer all relevant information into Applicant Tracking System. Human Resource

Management System is included in the office suite package or can be purchased separately.

Resume Scanning Option

Its scan option extracts all vital information from resumes and transfers it into

Applicant Tracking System. The source of the resume can be an original paper hard copy, a

fax, or a computer generated version such as an e-mail message.

It scans uses very sophisticated extraction technology to precisely locate an applicants

name and address, previous employers with dates of employment, education, and skills.

Resumes do not have to be written in any predetermined format since Applicant

tracking System scan works with most resume formats. The manual data entry work is

substantially reduced and many errors are eliminated. With Applicant Tracking System one

can use almost any scanner, preferably one with a sheet feeder, to quickly read a stack of

resumes.

One no longer needs to spend countless hours keying in applicant data because now

Applicant Tracking System will do it. Applicant Tracking System has been in use for years

ensuring that your scanned resumes will be more accurate and has more information

extracted than with most competing systems.


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Publish Job Openings and Applications from the web

Applicants Web Interfa ce option allows one to dynamically publish job openings on

your web site and then automatically receive resumes and job applications from the web.

As job requisitions are created, the web option allows you to specify which opening is to be

published, under which category it is to be listed, and the job description and job

requirements to be published. This option will let everyone who visits site to have the

opportunity to instantaneously check out your openings and apply for your positions.

Built in e-mailing

E-mail capabilities are built into Applicant so one can conveniently communicate via e-

mail with both applicants you are processing as well as the interviewers and managers

considering the hires. The Applicant e-mail capability ties into your in-house e-mail system

so one can use their address book if they wish.

Web-Based Reference and Background checking

Hire helper can do all kinds of checks from simple credit checks to extensive criminal

and background checks. You choose what is appropriate and the results fit e-mailed to you

upon completion.

LimitationsofApplicant Tracking System are as follows:

There are little chances of your name being brought up if the words you use to describe

your qualifications do not match what the employer is looking for

There may be less opportunity to negotiate salary, especially if you have included

salary requirements or past salary numbers on your resume.

Machines can make errors, even if they do so less than humans could.


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Resumes that have been in database for a long period of time may become outdated and

no longer reflect a persons most recent qualifications.

WEB RECRUITMENT

Web Recruitment is already changing the way organization recruit. Web has become

primary communication tool for an organization, and is now the key source of most

information content. Providing high quality and easily accessible electronic information

with cost effectiveness and saving time will be the effective recruitment strategy in todays

world.

In two years down the lane recruitment technology will run a 24-hour operation is a

challenge for many businesses, and the ability to be flexible when you need to

communicate with candidates is a huge benefit. In future, enabling candidates to book their

interview and assessment slots online would be a great practical advantage in a business.

Only 33% of organizations are maximizing the use of technology for tracking and

monitoring candidates. Many still print off application forms and handle the process

manually, which is time-consuming and expensive. The next few years will see an increase

in companies embracing applicant tracking with the key drivers being one of the better

managing relationships with candidates.

Chip and pin cards and video links might also be employed to initially identify a

candidate and monitor them throughout the test.

These measures are all technically feasible now. Once they are sufficiently widespread,

it is possible that online testing will rival the assessment center in terms of security, while

offering real advantages in terms of efficiency and cost effectiveness.


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Benefits

Cost cut: Spend less on advertising and recruitment agency fees

Improve time to hire: Attract more quality candidates and get the vacancy filled

quicker

Manages the entire process: From posting vacancies, handling applicants, conducting

skills tests and tracking progress.

Enhances the companys images: Enhances the brand image of the company with

prospective employees.

Screen candidates: Only review candidates who meet the exact criteria for the job.

Enhance user experience: Quickly and easily keep applicants informed at every stage

as their application is processed.

According to the Fordyce letter, perhaps the most influential and widely read news letter in

the employment industry, employers and recruiters use the internet to make 48% all their

hires.

Management recruiters International surveyed 4,247 hiring executives responsible for

hiring professionals they found that about 37% of participants surveyed use the internet to

recruit 71.2% of technology firms use the internet to recruit candidates, as do 42.6% of

financial services firms, 39% of health care corporations, 45% of insurance companies, and

59% of telecommunication companies

Although Internet has been developing since the early 1980s,it is only past seven years that

the growth has become significant. The peak of internet job sites or work related sites was

probably in 2000 since when there has been a general re organization of online recruitment

agencies resulting in significantly fewer continuing to offer services.


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The advantages of using the Internet:

It is able to shorten the recruitment cycle

It has the potential to reduce recruiting costs, depending on the approach used.

It reaches a wider range of possible applicants, with arguably a better quality of response

It gives an organization a more up-to-date image

It provides global coverage 24 hours a day.

The limitations of using the Internet

It is the most effective when used as part of an integrated recruitment process and many

organizations currently lack the resources or expertise to achieve this.

It is not first choice for all job seekers.

Not all your potential applicants will have access to the Internet therefore it should be used

in conjunction with paper based methods which will add to costs.

The ease of application may lead to more unsuitable applications being received, which

will have to be screened out adding to costs.

RECRUITMENT OUTSOURCING

The Recruitment process can be contracted out partly or wholly to an external

organization. This outsourcing may be for a specific vacancy, such as the use of a recruitment

agency to recruit for the senior level post, or for all vacancies. Different parts of the

recruitment process may be outsourced: For example using a recruitment advertising agency to

proof read and place job advertisements.

Benefits may arise from outsourcing because of economies of scale, particularly where

the agency has invested heavily in technology. This may mean that agency can provide a

quicker, better and even cheaper services than the authority can provide itself. Improved

service levels may also result from the service level agreement agreed between the authority

and the agency.


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When the outsourcing it is important that line managers remain sufficiently involved in

the recruitment process because of their understanding of a vacancys requirements. It is also

important for the authority to set clear roles, responsibilities and standards to ensure that they

retain some control over the process. The authority needs to be satisfied that the agency is able

to comply with anti-discrimination legislation and is experienced in promoting equal

opportunities.

Advantages of Outsourcing

Allows business to focus on core activities

Streamlines a business operations

Gives you access to professional capabilities

Shares the risk

Peace of mind that the process in good hands (reliability)

Do not have to worry about continually introducing new technologies.

Improves service quality

Frees up human Resources

Limitations of Outsourcing

Lose control over the process

Creates the potential redundancies

Other companies may also be using the service providers. Therefore in some cases, the best

interests of the service providers may be diluted with other users.

You may lose focus of the customer and concentrate on the product.


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CHAPTER 2

INDUSTRY PROFILE


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INDUSTRY PROFILE

WIPRO TECHNOLOGIES PROFILE

Founded in 1945,Wipro has diversified into Information Technology, Consumer Care

and Lighting, Engineering and Healthcare.Wipro diversified in 1980 and since then there has

been no looking back. Wipro had revenues of USD 902Mn in March 2003.

Milestones

1998:Wipro gets software services company in the world to get SEI CMM level 5

2001:Worlds fi rst PCMM Level 5 Company.

2002:World first CMMi ver 1.1 Level company.

Locations

27 offices worldwide

30-development centers worldwide

Wipro Technologies is the global technology services division of Wipro Ltd.They offer

a full portfolio of services across industries, delivering measurable business benefits for our

customers with six-sigma consistency.

Clients

They serve over 300 global leaders including Boeing, Nationwide,

Ericsson,Toshiba,Cisco,Seagate,PutnamInvestments,UnitedTechnologies, Bets Buy, Digital,

Friends Provident, IBM, Microsoft, NCR, Thames Water, Transco, OTIS and Sony.

Partnerships

IBM, Sun Micro Systems, Cisco Systems, HP, ORACLE, Adobe, Intel, SAP, Web

Methods, Informatics, micro Strategy, Acta.

Values

Human values Integrity


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Innovative solutions

Value for Money.

Vision

To be among the top 10 global Technology service Providers by 2005 offering the

complete spectrum of e-business, Internet and Communication Technology Services and

Components.

SWOT ANALYSIS

STRENGTHS

Core Competencies in key areas.

Adequate financial resources

Cost advantages

Product innovation skills.

WEAKNESSES

No clear strategic direction

Falling behind R & D

Weak distribution network

OPPURTUNITIES

Several additional customer groups

Entry into new markets

Faster market growth

THREATS

Entry of lower cost foreign competitors

Costly regulatory requirements

Adverse demographic changes.


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WIPRO TECHNOLOGIES PRODUCT PROFILE

As product manufacturers and platform vendors across the world, strive to make better

products with shorter development cycles and reduced total cost of ownership, at Wipro

Technologies partner with them to provide comprehensive solutions in product life cycle

management and product realization.

Service Offerings

Product Strategy and Architecture

Hardware Design ASIC Design

Soc Design

FPGA based Design

System software development

Operating systems

Device driver Development

Support Services

Infrastructure Support services

Product support solutions

Quality consulting Technologies

Embedded software

Multimedia

Home gateway


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Network Processor

CAP GEMINI PROFILE

With more than 59,000 employees Cap Gemini is a global leader in consulting,

technology, outsourcing, and local Professional Services.

Headquartered in Paris, Cap Gemini regional operations include North America,

Northern Europe & Asia Pacific and Central & Southern Europe.Sogeti-Transicel is a

subsidiary business dedicated to local professional services.

Cap Gemini works in partnership with clients to develop business strategies and

technologies tailored to their unique requirements.

Cap Gemini operates in more than thirty countries worldwide.

Industries that Cap Gemini serves Each industry has its own unique requirements and

challenges. The priorities of health care are completely different from telecommunications andconsumer products companies face challenges that are non-existent in the oil and gas industry.

Cap Gemini has teams of industry experts who are devoted 100% to solving problems and

making advancements within their respective industries. They have developed tools,

methodologies and best practices based on years of experience with top companies in all major

industries.


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CAPGEMINI PRODUCT PROFILE

Automotive

Cap Gemini works with the worlds leading automotive manufacturers and suppliers to

sustain growth in a highly competitive industry.

Consumer Products, Retail and Distribution

We help consumer products; retail and distribution companies grow stronger through

the power of collaboration.

Energy, Utilities and Chemicals

Cap Geminis experience with energy, utility and che mical companies around the world

is truly collaboration in action.

Financial Services

As one of the worlds foremost service providers to the financial services industry, Cap

Gemini brings the power of both traditional experience and a modern collaborative approach

to bear on our clients' business issues.

Health

Cap Gemini is the #1 consulting services provider in the healthcare industry.

Life Sciences

Cap Gemini and the world' s leading life sciences organizations collaborate to enablechange through insight and technology


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Manufacturing

The Manufacturing Revolution - From economic challenge to revenue growth, Cap

Gemini helps clients to navigate an increasingly dynamic marketplace.

Public Sector

Cap Gemini is leading the way in government and public sector, creating solutions for

the 21st century and anticipating trends.

Telecom, Media & Entertainment

Maximizing assets and unleashing growth - Cap Geminis global Telecom, Media &Entertainment (TME) group is dedicated to helping companies achieve strategic goals and

world-class results in an environment of increasing opportunity.

SYMPHONY SOFTWARE PROFILE

A symphony service helps enterprises leverage the global economy to gain competiti

advantage. Company across the globe is looking creative ways to reduce costs while to provide the

customers the products and services that they have come to expect. Outsourcing has become

strategic business decision that enables the cost reduction and competitive differentiation compani

need to survive in todays marketplace.

Symphony services are a US-based company focused on helping clients leverages the

global economy for competitive advantage. The company is distinguished by its

comprehensive, high-end capabilities that address the market demands of todays global

enterprises. Symphony services is recognized as a high impact outsourcing partner with

significant experience in running large-scale operations and a track record of successfully

taking on high value business processes for clients.


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Location

Symphony services operate global delivery centers in Bangalore, Mumbai and Pune,

India.

Values

Client Delight, sprit de Corps, Measurable Value, Innovation and Entrepreneurial

Spirit, Integrity.

Milestones

100% growth per year since inception

Rated at CMMI Level 4

Six Sigma Process Proficiency

Global Infrastructure HQ in Palo Alto, CA

SYMPHONY SOFTWARE PRODUCT PROFILE

Offers end-to-end solutions for select vertical markets and functions:

Commercial Software Solutions delivers increased productivity and faster time-

to-market for commercial-grade software products and solutions.

Spend Management Solutions provides a full suite of indirect expense

management outsourcing and software solutions that help companies gain control

of costs to improve their bottom line and optimize performance.

Market Analytics Solutions enables better decisions, more predictable results,

and opportunities to increase revenue.


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CHAPTER 3

REVIEW OF LITERATURE


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Recruitment and Selection Process

The Art of Recruitment (Article 1)

3.1 PURPOSE :

The point of departure for our collaboration is to get to know your company, its history, its

culture and its objectives. In 7 stages, Ajilon Executive Search has made recruitment and Art.

3.2METHODOLOGY

We systematically and objectively evaluate the skills, the personality and the potential of the

candidates. If a candidate is accepted and confirmed, we will double-check our impressions by

taking professional references. We optimize your time management by presenting you with

only the best candidates, and assisting you until the final negotiations have been concluded. 3.3 CONCLUSION

Search process

We use 4 search channels: written press advertisements and/or international websites with

media plan, direct contacts, www.ajilon.ch website, international candidate database.

Pre-selection and assessment

Pre-selection: Initially, we interview the selected candidates and introduce to you those chosen

on the basis of their technical profile and their motivation for the position.

Assessment: The candidates you select then follow our assessment process. Based on an

individual psychological test developed for our specific needs, we conduct an in-depth

interview with the candidates

Support and advice

We participate with you in the final negotiations with the candidate.

Integration and follow-up

We formulate with you an integration plan for the chosen candidate(s), and will run joint

reviews 3 and 6 months after the candidate' s appointment.


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The group engaged a facilitator from the Trusts Modernization Team to assist with process

mapping the current system and establish what the ideal new system would be. The main

proposal for the new recruitment procedure would be to centralize the service, thus addressing

the issues of consistency and compliance to policy and procedures .A partially centralized

service had already been in place, for a short period of time, to look at the problems within

nurse recruitment. Due to the complexity and cost implications of completely centralizing the

recruitment system for the Trust the action taken was to set up a working group to look at the

smaller, more manageable, improvements that could be made within the current resources.

Article 2

385326(

The following are key stages where changes have been made:

The need for a vacancy to be advertised is identified.

At the time of a staff member tendering their resignation their manager will review the

staffing establishment and skill mix with their finance manager.

When the need for a new post is identified a revised grading policy is automatically applied.More Human Resource Managers have been trained to use the med equate system. Both these

changes ensure timely and appropriate job evaluation.

3.2 METHODOLGY

To streamline the advertising process and reduce errors Managers are able to submit requests

for advertisement via a jobs database. This links directly with our advertising agency and our

website. Adverts for nursing, administration and clerical staff groups are placed on a monthlybasis.


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3.3 CONCLUSION

The application process for Administration and Clerical and Nursing vacancies is managedcentrally. The benefit to the applicant is that they have one contact number which includes an

out of hours answer machine. This system also ensures consistent and high quality information

is sent to applicants. All information is updated on a frequent basis.

The vacancy monitoring system has been improved over a period of several months by

altering the form for administrators making it more user friendly with further breakdown of

staff groups. The Trust is now confident that vacancy figures are accurate and adequate to

identify shortfalls in skill mix not just establishment numbers. This enables us to evaluate our

processes more effectively and feeds directly into the workforce planning process. Our

vacancy progress is measured monthly and compared with the same period for the previous

year.

Article 3

Successful recruiting involves three steps: defining your needs, spreading the word and

using the Internet.

3.1 PURPOSE

When faced with an open position, know what kind of candidate you covet. Move beyond the

obvious prerequisites, such as the person' s education and salary history, to consider the

individual' s previous budget responsibility, operational experience, decision-making authority,

capacity for flexibility and growth (vital for many fast-growth firms) and familiarity with

technologies ranging from spreadsheet programs to e-commerce.


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3.2 METHODOLGY

Examples: Can you hire foreign nationals? If so, what documentation do you need? And

what' s the range within which you can negotiate salary and benefits? Addressing such matters

ahead of time makes recruiting easier.

3.3 CONCLUSION

While large companies might blanket newspapers with splashy ads to attract applicants,

smaller firms cannot afford such a scattershot strategy. That' s a blessing in disguise. An

expensive recruitment campaign usually reaches only a handful of qualified candidates, while

diverting the company' s H.R. staff as they screen incoming resumes, field phone calls and send

rejection letters.

Thinking about Recruitment A Hewitt Article on 11-Nov-2004, By Simon Keeley,

Hewitt Associates China is given in the Annexure.


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CHAPTER 4

RESEARCHMETHODOLOGY


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4.1HYPOTHESIS

H0: It is not possible to reduce the recruitment cycle time in IT companies.

H1: It is possible to reduce the recruitment cycle time in IT companies

4.2 TYPE OF RESEARCH

Descriptive Research

Descriptive research or statistical research provides data about the population or

universe being studied. But it can only describe the "who, what, when, where and how" of a

situation, not what caused it. Therefore, descriptive research is used when the objective is to

provide a systematic description that is as factual and accurate as possible.

It provides the number of times something occurs, or frequency, lends itself to

statistical calculations such as determining the average number of occurrences or central

tendencies.

One of its major limitations is that it cannot help determine what causes a specific

behavior, motivation or occurrence. In other words, it cannot establish a causal research

relationship between variables.


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The type of descriptive research design is:

SurveysThe survey technique involves the collection of primary data about subjects, usuallyby selecting a representative sample of the population or universe under study, through the use

of a questionnaire.

It allows for standardization and uniformity both in the questions asked and in the

method of approaching subjects, making it far easier to compare and contrast answers by the

respondent group. It also ensures higher reliability than some other techniques.

4.3 Type of data

Primary Data -

Interview

Questionnaire

Secondary Data

Besides, a few books and magazines were referred for additional information and also

articles from the web/Internet proved useful.

4.4 DATA GATHERINGS

Primary Data

Questionnaire

The major tool used in collecting data on the current status of End-To-End Recruitment

process with respect to the methods, forms effectiveness of the program was done


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through open-ended questionnaire filled in by the respective person in charge of

recruitment department in the sample of software companies.

Interview

For further information on the area, unstructured and casual interviews with the

managers in charge of recruitment department in these sample software companies

were an effective tool of data collection.

Secondary Data

Besides, a few books and magazines were referred for additional information and also

articles from the web/Internet proved useful.

4.5 Population: 1000

Sampling frame: 1000-100=900

4.6 Sample: The number of IT companies taken for research is 5.In each company five people

were considered for data collection. There fore 25 is the sample size taken for the study

4.7 Sampling Technique

Stratified Random Sampling

There may often be factors which divide up the population into sub-populations (groups

/ strata) and we may expect the measurement of interest to vary among the different sub-

populations. This has to be accounted for when we select a sample from the population in order

that we obtain a sample that is representative of the population. This is achieved by stratified

random sampling.


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Stratified random sampling technique is generally used when the population is

heterogeneous, or dissimilar, where certain homogeneous, or similar, sub-populations can be

isolated (strata).

Some reasons for using stratified random sampling over simple random sampling are:

a) The cost per observation in the survey may be reduced;

b) Estimates of the population parameters may be wanted for each sub-population;

c) Increased accuracy at given cost.

4.8 Instrument used:

Questionnaire, personal interviews.

4.9 Scope of the study

The scope of the study is restricted to End-to-End Recruitment process being conducted

by software companies in Bangalore only. Companies operating in places other than Bangalore

are not considered.

4.10 Limitations of the study

Lack of openness in the responses by the respondent companies in revealing

information.

The lack of objective parameters for evaluation of the responses makes statistical

analysis of the data very difficult.


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CHAPTER 5

DATA ANALYSIS AND

INTERPRETATION


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QUESTION 1

Which is the most effective way of advertising for your job openings?

TABLE 1 : TABLE SHOWING WAYS OF ADVERTISING

Serial no Options No. Of Responses

1 Job Posting

2 Audio and TV

3 Web-Centric ads

4 News Papers 727$/ Chart 1 :PIE CHART SHOWING WAYS OF ADVERTISING

36%

20%

32%

12%

1

2

3

4

Inference:The most effective way of advertising JOBPOSTING


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QUESTION 2Type of medium you prefer to disclose job opportunities

TABLE 2 :TABLE SHOWING TYPE OF MEDIUM


TV

Magazines Internet Job Portal

727$/

Chart 2 :PIE CHART SHOWING TYPE OF MEDIUM

32%

60%

8%

1

2

3

Inference:Type of medium company use to disclose job opportunity is through,17(51(7


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QUESTION 3

Where do you look for job seekers?

TABLE 3: TABLE TO SHOWING SOURCES TO LOCATE JOB SEEKERS


National market

Regional Market

Specify if any other

727$/

Chart 3: PIE CHART TO SHOWING SOURCES TO LOCATE JOB SEEKERS

60%

40%

1

2

Inference: Company' s look to National Marketfor JOB SEEKERS.


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QUESTION 4

What are the positions you are filling currently?

TABLE 4: SHOWING POSITIONS TO BE FILLED


Software Engineers

Project Leaders

Team Leaders

Designers

727$/

Chart 4: BAR CHARTS SHOWING POSITIONS TO BE FILLED

15

5

10

5

0

2

4

6

8

10

12

14

16

1 2 3 4

Series1

Inference: Company is currently filling the post for SOFTWARE ENGINEERS.


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QUESTION 5How many CVs you get every day?

TABLE 5: SHOWING COLLECTION OF CVS IN A DAY

Chart 5:PIE CHART SHOWING COLLECTION OF CVS IN A DAY

0%20%

0%

80%

12

3

4

Inference:MORE THAN 40 CVscompany receive in a day.


!

727$/


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QUESTION 6How do you scan the resumes?

TABLE 6: SHOWING WAYS TO SCAN RESUMES


Educational Qualification Experience Current Working Skills Current Working

Company Specify if any other 727$/

Chart 6:BAR CHART SHOWING WAYS TO SCAN RESUMES

25 25

20

15

0

5

1015

20

25

30

1 2 3 4

Series1

Inference: Company' s scan the resumes mostly based onEDUCATIONALQUALIFICATIONS and EXPERIENCE.


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QUESTIONS 7What is the length of recruitment cycle of your company?

TABLE 7: SHOWING LENGTH OF RECRUITMENT CYCLE


1week-2weeks2weeks-1month

1month-2months

2months-3months

727$/Chart 7:PIE CHART SHOWING LENGTH OF RECRUITMENT CYCLE

0%

40%

60%

0%

1

2

3

4

Inference:Length of recruitment cycle is between 1month-2 months


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QUESTION 8How many stages of recruitment process are there in your company?

TABLE 8: SHOWING STAGES OF RECRUITMENT PROCESS


Chart 8:PIE CHART SHOWING STAGES OF RECRUITMENT PROCESS

20%

40%0%

40%

0%

1

2

3

4

5

Inference:6 TO 8 STAGES of Recruitment Process are followed in Companies.


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QUESTION 9

Which method of recruitment process you adopt?

TABLE 9: SHOWING METHOD OF RECRUITMENT PROCESS


Internal Recruitment

External Recruitment

Applicant Tracking System

Web Recruitment

Outsourcing

Chart 9:BAR CHARTS SHOWING METHOD OF RECRUITMENT PROCESS

2224

3

2224

00

5

10

15

20

25

30

1 2 3 4 5 6

Series1

Inference:EXTERNAL RECRUITMENT and OUTSOURCING are the Methods of

Recruitment adopted in software companies


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QUESTION 10What are the components your company includes in Internal Recruitment?

TABLE 10 : SHOWING COMPONENTS OF INTERNAL RECRUITMENT

Chart 10 :BAR CHARTS SHOWING COMPONENTS OF INTERNAL RECRUITMENT

23

3

25

00

5

10

15

20

25

30

1 2 3 4

Series1

Inference:EMPLOYEE REFERRALSis the important component in Internal recruitment.


Present Employees

Former Employees

Employee Referrals

Specify if any other


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QUESTION 11

What are the components your company includes in External Recruitment?

TABLE 11: SHOWING COMPONENTS OF EXTERNAL RECRUITMENT


Head Hunting

Employment Exchanges

Campus Recruitment

Consultancy

Walk-ins

727$/

Chart 11:BAR CHART SHOWING COMPONENTS OF EXTERNAL RECRUITMENT

25

4

25 25 25

0

5

10

15

20

25

30

1 2 3 4 5

Series1

Inference:ALMOST ALL THE COMPONENTS in external recruitment is used incompanies.


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QUESTION 13

What do you see as the most pressing issues for IT in the following area?

TABLE 11: SHOWING MOST PRESSING ISSUES IN IT SECTORS


Recruitment

Motivation

Career Development

Retention

727$/

Chart 11:BAR CHART SHOWING MOST PRESSING ISSUES IN IT SECTORS

12

34

25

0

5

10

15

20

25

30

1 2 3 4

Series1

Inference:Most pressing issues in software companies are RETENTION.


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CHAPTER 6


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LIST OF FINDINGS

The most effective way of advertising JOBPOSTING

2. Type of medium company use to disclose job opportunity is through INTERNET.

Company' s look to National Market for JOB SEEKERS.

Company is currently filling the post for SOFTWARE ENGINEERS.

5. MORE THAN 40 CVS company receive in a day

Companies scan the resumes mostly based on EDUCATIONAL QUALIFICATIONS and

EXPERIENCE

7. Length of recruitment cycle is between 1month-2 months

Mostly 6 OR 8 STAGES of Recruitment Process are followed in Companies.

EXTERNAL RECRUITMENT and OUTSOURCING are the methods of

Recruitment adopted in software companies

10.EMPLOYEE REFERRALS is the important component in Internal recruitment.

11.ALMOST ALL THE COMPONENTS in external recruitment Is used in companies.


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CHAPTER 7


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Conclusion

1. Out of five companies three IT companies show a positive sign that the length of the

recruitment cycle can be reduced by

(a) Conducting all the interview rounds in two to three days.

(b) By making candidate to join early.

(c) By improving the various steps in the process .(d) By removing non-value adding activities.

2. It is possible to increase the pool of qualified job candidates by reducing the costs

(Direct and Indirect cost) associated with the recruitment process.

3. Various methods of recruitment process are available to reduce the cycle time and to

improve the efficiency. The researcher prominently observed recruitment process like

Applicant Tracking System, Web Recruitment and Outsourcing.


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CHAPTER 8


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Suggestions and Recommendations

1. Most of the IT companies are taking 1month -2months to Complete the entire

recruitment process. Because companies are following mostly 8 steps in the process.

Therefore it is Necessary to cut down to five steps.

2. Web recruitment and applicant tracking system of Recruitment can be implemented in

the IT companies to complete the process at the faster rate.

3. Indirect and Direct costs can be reduced by following:

Conducting all the interview rounds in two to three days.

By making candidate to join early.

By improving the various steps in the process.

By removing non-value adding activities.


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ANNEXURE

QUESTIONNAIRE

Questions on End to End Recruitment processin IT companies in Bangalore

(1) Which is the most effective way of advertising for your job openings?

Job Posting Audio and TV Web-Centric ads Print

Media

(2) Type of medium to disclose job opportunities

(a) TV

(b) Magazines

(c) Internet

(d) Specify if any

(3) Where do you look for job seekers?

(a) National market

(b) Local/Regional Market

(c) Specify if any

(4) What are the positions you are filling currently?

(a)Software Engineers

(b) Project Leaders(c) Team Leaders

(d) Specify if any


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(5) How many CVs you get every day?

(a) 10-20

(b) 20-30

(c) 30-40

(d) >40

(6) How do you scan the resume?

(a) Educational Qualification

(b) Experience

(c) Current Working Skills(d) Current Working Company

(e) Specify if any

(7) What is the length of recruitment cycle time of your company?

(a) 1week-2week

(b) 2week-1month

(c) 1month-2month

(d) 2month-3month

(8) How many stages of recruitment process are there in your company?

(a) 5

(b) 6

(c) 7

(d) 8

(e) >8

(9) Which method of recruitment process you adopt?

(a) Internal Recruitment

(b) External Recruitment


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(c) Applicant Tracking System

(d) Web Recruitment

(e) Outsourcing

(f) Specify if any

(10) What are the components your company includes in Internal

Recruitment?

(a) Present Employees

(b) Former Employees

(c) Employee Referrals

(d) Specify if any

(11) What are the components your company includes in External

Recruitment?

(a) Head Hunting

(b) Employment Exchanges

(c) Campus Recruitment

(d) Consultancy

(e) Walk-ins

(f) Specify if any

(12) When and where the selection is conducted?

(13) What do you see as the most pressing issues for IT in the following area?

(a) Recruitment

(b) Motivation

(c) Career Development

(d) Retention(e) Specify if any

(14) Do you compare your Recruitment process with competitors and

benchmark?


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(a) Yes

(b) No

(15) If Yes, how?

(16) How do you standardize your recruitment process?

(a) By periodically updating recruitment process

(b) By keeping abreast of latest Recruitment Trends

(c) Specify if any

(17) How is the Evaluation done after the Recruitment process is over?

(18) Do you think existing recruitment cycle can be reduced even further ?

(a) Yes

(b) No

(19) If yes, how?

(20) And by how many days the recruitment cycle time can be reduced?


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BIBLIOGRAPHY

BOOKS AND JOURNALS

Human Resources and Personnel Management by Ashwathappa, 3rd edition. Project References

Ajilon Executive Research

WEB SITES

1. www.google.com

2. www.mamma.com

3. www.wipro.com

4. www.slksoftware.com

5. www.symphony.com

6. www.capgemini.com

7. Www. (cbiz.in). Com

Supplemental data or information from secondary source :

Thinking About Recruitment - A Hewitt Article

11-Nov-2004

Shanghai - By Simon Keeley, Hewitt Associates China

"No company can grow revenues consistently faster than its ability to get enough

of the right people to implement that growth and still become a great company"

Such is Packard' s Law (Dave Packard, of HP), and I think of it every time I hear

another client tell me that they plan to become a billion dollar company in China

by 2010, especially when that company might be doing, say, 200 million or so

now.


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The talent gap in China is, of course, the biggest impediment to this kind of

growth. Every one knows it. Most of all, the available talent knows it, and they

are not shy about exploring other opportunities as a consequence.

This drives turnover rates higher. While the average in China is around 11%,

rates vary across industries - some are as high as 20% - and companies; some

experience turnover in the 30' s. And not all job functions are affected equally.

HR, IT, Sales, R&D, and Marketing are all high turnover functions.

This means that, in addition to hiring enough of the right people to fuel projected

growth, companies also must hire enough of the right people to fill the gaps leftby those who leave to pursue other opportunities.

In this environment, companies not only need to work harder to retain the people

they need; they must be much smarter about recruitment, as well. For anyone

serious about winning, the campus recruitments programs, the bland

advertisements in the Career Times, the undifferentiated postings on Job51, and

the indiscriminate use of search firms are not enough. Everyone else is doing

these things, too. If this were a fishing competition, it would be as every

fisherperson took their lines down to the same patch of sea, used the same type

of bait, and cast off at the same time.

In this environment, too, companies need to be smarter about how they run their

qualifications process. At the front end, a smart ' marketing' campaign can help,

in that you' d attract more of the people likely to succeed, and put off more of

those who are less likely to succeed. In addition, testing, screening, interview

processes - all the usual things - not only need to be super-efficient, they must


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also consistently reinforce messages about culture, work environment, and the

brand - the employment brand.

This implies that at the heart of every effective recruitment strategy is a crisp

answer to a deceptively simple question: why should the people we need to drive

our business come and work for us as opposed to going to work for someone

else?

Lastly, companies need to pay attention to how that final conversation in the

recruitment cycle - the offer conversation - is conducted. Make no mistake: if

one of the ' right people' is sitting across the table from you, this is a salesconversation - with all the usual elements of a sales conversation: discussion of

features and benefits of the offer, responding to objections, and negotiation of

price and other terms and conditions.

How often do these conversations fall apart? What' s the offer to acceptance ratio

in your company? And how often do you hear as a consequence that your offer is

way ' below market?'

Your offer probably isn' t below market at all. For one thing, your candidates are

demanding a premium - possibly higher than 50% - to

change jobs. For another, it may be that those having the ' sales conversation' are

emphasizing ' features' rather than benefits. And, for another, it may be that those

conversations are being conducted without passion or conviction.

This last element may be the most important of all. Just last week I heard a story

of how a candidate in a second-tier city had accepted an offer to work at a

company for 15,000 RMB per month less than she was getting at her previous


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company. Why? Because she was sold on the company' s vision, the energy of its

people, and the opportunities in its possibilities. She took the job because she

recognized a company and a group of people to which she passionately wanted

to belong.

archanaos-0350-end to end recruitment process in it companies

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