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PROJECT ABSTRACT
This report is the outcome of the study undertaken in KG Information Systems Private
Limited., (KGISL) Coimbatore.
The major objective of the study is to know the best recruitment method for KGISL; to
suggest the recruitment method which is cost effective to KGISL; to study the cost
effective method through seven different dimensions of recruitment.
Simple Random Sampling was used for selecting the recruiters from the collected
database.
A sample size of 50 recruiters, which includes Human Resource Executives, VicePresident Human Resource, Senior Executives Human Resource, Manager Human
Resource, Assistant manager Human Resource. Primary data was collected through
unstructured questionnaire.
The data collected were analyzed by using Conventional Analysis (Simple percentage),
Weighted Average and CorrelationDegree of relationship between two variables
Suitable Suggestions and Recommendations were given for corrective actions.
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CHAPTERI
INTRODUCTION
1.1 PROJECT
1.1.1 Objective of the study
To Study the best source of recruitment for KGISL.
To suggest the best source of recruitment which is cost effective to KGISL?
To study the cost effective source through seven different dimensions of
recruitment.
1.1.2 Limitations of the Study
The area is restricted to Coimbatore city.
The recruiters were shortlisted according to the convenience from the database
collected.
The findings of the study are based on the information provided by the
respondents.
It is assumed that the responses of respondents are true.
In view of shortage of Time and Constraints Sample size is confirmed to 50.
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1.1.3 Need for the Study
To know the cost effective source of recruitment
To know the best recruitment source for KGISL
To know the effective source of recruitment from the seven different dimensions
1.1.4 Scope of the Study
The project concentrates on the cost effective source of recruitment for KGISL. It also
suggests about adopting a method which is suitable for KGISL.
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1.1.5 PLAN OF THE PROJECT WORK
Geographical Area
The project is conducted in KGISL, Coimbatore. The respondents are from Coimbatorecity
Period of the Study
The Project was started on March 2010 and completed by May 2010. Approximately two
and half months.
Plan for the Research Work
Step: 1 Defining the Project title
Step: 2 Selecting the mode of Data CollectionPrimary Data Collection
Step: 3 Way of getting the DataQuestionnaire format
Step: 4 Framing the Questionnaire
Step: 5 Data Collection
Step: 6 The Analysis and Interpretation work
Step: 7 Findings and Suggestions for the Research work
Step: 8 Project submissionRough draft
Step: 9 Project Review and Correction
Step:10 Final Project Submission
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1.2 INDUSTRY PROFILE
1.2.1 OVERVIEW OF IT INDUSTRY
The Information Technology (IT) sector in India holds the distinction of advancing thecountry into the new-age economy. The growth momentum attained by the overall
economy since the late 1990s to a great extent can be owed to the IT sector, well
supported by a liberalized policy regime with reduction in telecommunication cost and
import duties on hardware and software. Perceptible is the transformation since
liberalizationIndia today is the world leader in information technology and business
outsourcing. Correspondingly, the industrys contribution to Indias GDP has grown
significantly from 1.2% in 1999-2000 to around 4.8% in FY06, and has been estimated
to cross 5% in FY07. The sector has been growing at an annual rate of 28% per annum
since FY01.
Indian IT companies have globally established their superiority in terms of cost
advantage, availability of skilled manpower and the quality of services. They have been
enhancing their global service delivery capabilities through a combination of organic
and inorganic growth initiatives. Global giants like Microsoft, SAP, Oracle, Lenovohave already established their captive centres in India. These companies recognise the
advantage India offers and the fact that it is among the fastest growing IT markets in the
Asia-Pacific region.
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Industry Structure
The size of the Indian IT industry, according to NASSCOM, has been estimated to be
around US$ 47.8 bn. The Indian IT industry can be broadly divided into two markets:
domestic market and exports market. The exports market constitutes the largest segment
accounting for 75% of the total revenue generated by the Indian software industry.
The domestic IT market is broadly divided into the following four segments: IT Services,
software segment which includes engineering and Research & Development (R&D)
services, IT-enabled Services and Business Process Outsourcing (ITeS-BPO), and
Hardware. While IT Services accounted for 34% of the total revenue generated by the
domestic market in FY06, the Engineering Services, R&D and Software Products
segments together accounted for 10% of the revenue. The ITeS-BPO segment, on the
other hand, contributed 7%. Hardware is the dominant segment with a share of about
49%. The domestic IT market grew at a CAGR of 21.9% during FY02-06 to touch US$
13.2 bn, and is projected to grow to US$ 15.9 bn in FY07, registering a growth of 24%
y-o-y.
The exports market is dominated by the IT services market holding a share of 56.4% in
the software and services exports in FY06, followed by the ITeS-BPO segment with
26.7% share and the software products and engineering services segment with 16.9%
share.
The Indian hardware industry is at present estimated to be in the proportion of 30%
domestic, 1.25% exports and the remaining being imports. The domestic market itself
offers tremendous potential for hardware companies, thus having very few companiesventuring into hardware exports. Imports of IT hardware which form a large component
of the industry are mainly from Taiwan, China and Korea. Lately, however, MNCs in the
hardware segment have been viewing India as a hub for setting up hardware
manufacturing facilities, for instance Dell.
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Indias IT Industry (US$ bn)
Table showing Indias IT industry
Table No.1
IT Services Exports
Indian IT Services exports grew from US$ 10 bn in FY05 to US$ 13.3 bn in FY06,
registering a growth of 33.4%, and is further expected to reach US$ 18.1 bn in FY07,
posting a growth of 36%. Revenue from projects dominated the IT Services exports
with a share of 58%, with outsourcing and support & training activities accounting for
33% and 9% respectively.
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Chart Showing Indias IT export
Chart No.1
Within the ITeS-BPO segment, Customer Interaction Services (CIS) account for nearly
Indias IT Exports XIV 45-50% of the total ITeS-BPO services exports while finance &
accounting contributes for the remaining 40-45%. Human resource and other high-end
knowledge-based processes account for 2% and 8-10% respectively.
The Software product, Engineering services and R&D segment contributes around 17%
of the software and services exports. India is well positioned in the engineering and R&D
services segment.
Apart from Indian companies offering these services, several foreign companies (both
captive and third party) are also setting up base in India to provide these services.
Overseas companies operating in sectors like hightech, telecommunications,
automobile, aerospace, heavy machinery, construction and industrial products are
looking at off-shoring their engineering and R&D related work to India.
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Few important characteristics of the Indian IT sector include:
Export intensive: Ever since the industrys evolution, exports has been the major
contributor to the industry.
Concentration on Low-end services: Low-end services such as customized
software services and maintenance have been the key strength of the Indian IT
companies. These companies are now however moving up the value chain
offering end-to-end solutions to clients.
Labour intensive industry: The very nature of the services offered by the industry
makes human resources a significant driver for the industry.
Fragmented industry: D&Bs in-house database has identified over 8,000
companies which operate in the IT space in India, offering a wide range of
software products and services. A large number of these companies are
unorganized players
Skewed concentration: The revenues of the top four companies, TCS, Infosys,
Wipro and Satyam, including income of their subsidiaries, account for around
22% of the overall industry. This skewness is all the more pronounced in the case
of software services.
Emerging Trends in the Indian IT Services Industry
While the global IT players are aggressively scaling up their operations in India, due to
the advantages that the Indian industry offers, the Indian IT companies are also
preparing to tap the global market. The companies are witnessing significant changewith regard to their service offerings and geographical concentration. Today, companies
are expanding their service offerings from application development and maintenance to
high end services like testing, consulting and engineering designing.
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The global delivery model has not only facilitated the companies in delivering quality of
work but also helped them to control costs. Over the years, the Indian companies have
positioned themselves well to reap benefits of the emerging scenario in the IT sector.
New Service Offerings
The Indian IT companies are expanding their service offerings to provide a complete
basket of services to their clients. These new services include IT consulting, testing,
business process management and IT infrastructure services, which in a way allows the
IT companies to de-risk their business from pricing pressures and enter into newer areaswhich provide them higher growth and profitability.
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SWOT Analysis of IT Industry
Strengths
Highly skilled human resource
Low wage structure
Quality of work
Initiatives taken by the Government
(setting up Hi-Tech Parks and
implementation of e-governance
projects)
Many global players have set-up
operations in India like Microsoft,
Oracle, Adobe, etc.
Following Quality Standards such as
ISO 9000, SEI CMM etc.
English-speaking professionals
Cost competitiveness
Quality telecommunications
infrastructure
Indian time zone (24 x 7 services to
the global customers). Time difference
between India and America is
approximately 12 hours, which is
beneficial for outsourcing of work.
Weaknesses
Absence of practical knowledge
Dearth of suitable candidates
Less Research and Development
Contribution of IT sector to India 's
GDP is still rather small.
Employee salaries in IT sector are
increasing tremendously. Low wages
benefit will soon come to an end.
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Opportunities
High quality IT education market
Increasing number of working agepeople
India 's well developed soft
infrastructure
Upcoming International Players in the
market.
Threats
Lack of data security systems
Countries like China and Philippineswith qualified workforce making
efforts to overcome the English
language barrier
IT development concentrated in a few
cities only
Table showing SWOT analysis of IT industry
Table No.2
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1.2.2 BUSINESS PROCESS OUTSOURCING
Business process outsourcing (BPO) is a form ofoutsourcing that involves
the contracting of the operations and responsibilities of specific business functions
(orprocesses) to a third-party service provider. Originally, this was associated
with manufacturing firms, such as Coca Cola that outsourced large segments of its supply
chain. In the contemporary context, it is primarily used to refer to the outsourcing of
services.
BPO is typically categorized into back office outsourcing - which includes internal
business functions such as human resources orfinance and accounting, and front office
outsourcing - which includes customer-related services such as contact centerservices.
BPO that is contracted outside a company's country is called offshore outsourcing. BPO
that is contracted to a company's neighboring (or nearby) country is called near shore
outsourcing.
Given the proximity of BPO to the information technology industry, it is also categorized
as an information technology enabled service orITES. Knowledge process
outsourcing (KPO) and legal process outsourcing (LPO) are some of the sub-segments of
business process outsourcing industry.
Industry size
India has revenues of 10.9 billion USD[2]
from offshore BPO and 30 billion USD from IT
and total BPO (expected in FY 2008). India thus has some 5-6% share of the total BPO
Industry, but a commanding 63% share of the offshore component. This 63% is a drop
from the 70% offshore share that India enjoyed last year, despite the industry growing
38% in India last year, other locations like Philippines, Morocco, Egypt and South
Africa have emerged to take a share of the market. China is also trying to grow from a
very small base in this industry.
http://en.wikipedia.org/wiki/Outsourcinghttp://en.wikipedia.org/wiki/Contractinghttp://en.wikipedia.org/wiki/Business_processhttp://en.wikipedia.org/wiki/Manufacturinghttp://en.wikipedia.org/wiki/Coca_Colahttp://en.wikipedia.org/wiki/Back_officehttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Financehttp://en.wikipedia.org/wiki/Accountinghttp://en.wikipedia.org/wiki/Contact_centerhttp://en.wikipedia.org/wiki/Offshore_outsourcinghttp://en.wikipedia.org/wiki/Nearshoringhttp://en.wikipedia.org/wiki/Nearshoringhttp://en.wikipedia.org/wiki/Information_technologyhttp://en.wikipedia.org/wiki/Knowledge_process_outsourcinghttp://en.wikipedia.org/wiki/Knowledge_process_outsourcinghttp://en.wikipedia.org/wiki/KPOhttp://en.wikipedia.org/wiki/Legal_process_outsourcinghttp://en.wikipedia.org/wiki/LPOhttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/ITES#cite_note-1http://en.wikipedia.org/wiki/ITES#cite_note-1http://en.wikipedia.org/wiki/Philippineshttp://en.wikipedia.org/wiki/Moroccohttp://en.wikipedia.org/wiki/Egypthttp://en.wikipedia.org/wiki/South_Africahttp://en.wikipedia.org/wiki/South_Africahttp://en.wikipedia.org/wiki/Chinahttp://en.wikipedia.org/wiki/Chinahttp://en.wikipedia.org/wiki/South_Africahttp://en.wikipedia.org/wiki/South_Africahttp://en.wikipedia.org/wiki/Egypthttp://en.wikipedia.org/wiki/Moroccohttp://en.wikipedia.org/wiki/Philippineshttp://en.wikipedia.org/wiki/ITES#cite_note-1http://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/LPOhttp://en.wikipedia.org/wiki/Legal_process_outsourcinghttp://en.wikipedia.org/wiki/KPOhttp://en.wikipedia.org/wiki/Knowledge_process_outsourcinghttp://en.wikipedia.org/wiki/Knowledge_process_outsourcinghttp://en.wikipedia.org/wiki/Information_technologyhttp://en.wikipedia.org/wiki/Nearshoringhttp://en.wikipedia.org/wiki/Nearshoringhttp://en.wikipedia.org/wiki/Offshore_outsourcinghttp://en.wikipedia.org/wiki/Contact_centerhttp://en.wikipedia.org/wiki/Accountinghttp://en.wikipedia.org/wiki/Financehttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Back_officehttp://en.wikipedia.org/wiki/Coca_Colahttp://en.wikipedia.org/wiki/Manufacturinghttp://en.wikipedia.org/wiki/Business_processhttp://en.wikipedia.org/wiki/Contractinghttp://en.wikipedia.org/wiki/Outsourcing -
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However, while the BPO industry is expected to continue to grow in India, its market
share of the offshore piece is expected to decline. Important centers
in India areBangalore, Hyderabad, Kolkata, Mumbai, Pune, Chennai and New Delhi.
The top five Indian BPO exporters for 2006-2007 according to NASSCOM
are Genpact, WNS Global Services, Transworks Information Services, IBM Daksh,
and TCS BPO.
According to McKinsey, the global "addressable" BPO market is worth $122 $154
billion, of which: 35-40 retail banking, 25-35 insurance, 10-12 travel/hospitality, 10-12
auto, 8-10 telecoms, 8 pharma, 10-15 others and 20-25 is finance, accounting and HR.
Moreover, they estimate that 8% of that capacity was utilized as of 2006
BPO Benefits and Limitations
An advantage of BPO is the way in which it helps to increase a companys flexibility.
However, several sources have different ways in which they perceive
organizational flexibility. Therefore business process outsourcing enhances the flexibility
of an organization in different ways.
Most services provided by BPO vendors are offered on a fee-for-service basis. This can
help a company becoming more flexible by transforming fixed into variable costs. A
variable cost structure helps a company responding to changes in required capacity and
does not require a company to invest in assets, thereby making the company more
flexible.Outsourcing may provide a firm with increased flexibility in its resource
management and may reduce response times to major environmental changes
Another way in which BPO contributes to a companys flexibility is that a company is
able to focus on its core competencies, without being burdened by the demands of
bureaucratic restraints. Key employees are herewith released from performing non-core
or administrative processes and can invest more time and energy in building the firms
core businesses.
http://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Bangalorehttp://en.wikipedia.org/wiki/Hyderabad,_Andhra_Pradeshhttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Punehttp://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/New_Delhihttp://en.wikipedia.org/wiki/Genpacthttp://en.wikipedia.org/wiki/WNS_Global_Serviceshttp://en.wikipedia.org/w/index.php?title=Transworks_Information_Services&action=edit&redlink=1http://en.wikipedia.org/wiki/IBMhttp://en.wikipedia.org/wiki/Tata_Consultancy_Serviceshttp://en.wikipedia.org/wiki/Flexibilityhttp://en.wikipedia.org/wiki/Core_competencieshttp://en.wikipedia.org/wiki/Core_competencieshttp://en.wikipedia.org/wiki/Flexibilityhttp://en.wikipedia.org/wiki/Tata_Consultancy_Serviceshttp://en.wikipedia.org/wiki/IBMhttp://en.wikipedia.org/w/index.php?title=Transworks_Information_Services&action=edit&redlink=1http://en.wikipedia.org/wiki/WNS_Global_Serviceshttp://en.wikipedia.org/wiki/Genpacthttp://en.wikipedia.org/wiki/New_Delhihttp://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/Punehttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Hyderabad,_Andhra_Pradeshhttp://en.wikipedia.org/wiki/Bangalorehttp://en.wikipedia.org/wiki/India -
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The key lies in knowing which of the main value drivers to focus oncustomer intimacy,
product leadership, or operational excellence. Focusing more on one of these drivers may
help a company create a competitive edge.
A third way in which BPO increases organizational flexibility is by increasing the speed
of business processes. Using techniques such as linear programming can reduce cycle
time and inventory levels, which can increase efficiency and cut costs. Supply chain
management with the effective use of supply chain partners and business process
outsourcing increases the speed of several business processes, such as the throughput in
the case of a manufacturing company.
Finally, flexibility is seen as a stage in the organizational life cycle. BPO helped to
transform Nortel from a bureaucratic organization into a very agile competitor.
A company can maintain growth goals while avoiding standard business
bottlenecks. BPO therefore allows firms to retain their entrepreneurial speed and agility,
which they would otherwise sacrifice in order to become efficient as they expanded. It
avoids a premature internal transition from its informal entrepreneurial phase to a more
bureaucratic mode of operation.
A company may be able to grow at a faster pace as it will be less constrained by large
capital expenditures for people or equipment that may take years to amortize, may
become outdated or turn out to be a poor match for the company over time.
Although the above-mentioned arguments favor the view that BPO increases the
flexibility of organizations, management needs to be careful with the implementation of it
as there are a issues, which work against these advantages. Among problems, which arise
in practice are: A failure to meet service levels, unclear contractual issues, changing
requirements and unforeseen charges, and a dependence on the BPO which reduces
flexibility. Consequently, these challenges need to be considered before a company
decides to engage in business process outsourcing.
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A further issue is that in many cases there is little that differentiates the BPO providers
other than size. They often provide similar services, have similar geographic footprints,
leverage similar technology stacks, and have similar Quality Improvement approaches.
Opportunities
According to projections, the market size of the industry is expected to grow to
$21billion-$24 billion by 2008-2010 and approximately 1 million jobs are expected to be
created during the same period. Growing at a rate of 35%-40%, the domestic BPO
segment employs around 1,50,000-2,00,000 people. Some global BPOs such as Aegis
Communications Group, Firstsource Solutions, and IBM-Daksh are looking at the localmarket for potential BPO business.
Speaking about emerging opportunities in the industry, Manish Mehta, Senior Manager,
HR, at one of the leading financial services BPO, since this is a very young industry with
multiple position openings and recruitment happening in large numbers. The biggest USP
of this sector is the availability of growth opportunities. Typically young graduates who
joined the industry in 2000-2001 will have risen to position of General Manager today.
The industry is growing at an exponential rate of more than 70% in India, and people
associated with the industry are also progressing along with it, says Mehta. Progress is
driven by performance, aptitude and an ability and willingness to learn while being both
lateral and vertical, he adds. Mehta says that the basic qualification required for this
sector is graduation though some companies also prefer to hire from B-schools also.
Initially when ITES sector came into being there was a huge influx from the services
sectors such as travel and tourism, hotels and airlines. Even today if senior positions are
concerned one prefers experience over everything else, he says.
Jobs in the ITES sector are spread across categories such as business development,
operations, migrations, administrative, human resources, and quality initiatives.
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However, since the revenue generation in the ITES sector is via processes, it is the
Operations jobs that are the revenue generators therefore the core function of the sector.
In Operations jobs usually fall in three categories: voice-related jobs like customer help
lines, and interacting with international customers; data-related jobs that involvecommunicating with customers on e-mail among other things; and consulting work like
arranging balance-sheet data to facilitate analysis by clients like merchant bankers.
Additionally, since the Financial Services segment is the fastest growing arm of ITES a
lot of CAs and MCAs are being hired as well. Even a while ago p rofessionals may have
been a little apprehensive about joining this sector as it was perceived only for graduates
and those with lesser qualification. However, things are fast changing. There is a growing
awareness about growth opportunities in the sector and the competitive salaries offered.
In fact, today the ITES sector attracts and retains some of the best talent. Currently the
IT/ITeSindustry is among the largest employers in the organised sector creating jobs for
over 7.5 million people both directly and indirectly, and this figure is expected to be well
over 10 million by 2010 (Source: NASSCOM). From being perceived as an industry that
merely specialises in answering calls and entering data, the ITES sector has moved on
and is today recognised for the talent and potential to prove the talent and potential it
contains. says Mehta. Today, even radiologists and doctors are being hired for remote
analysis and diagnosis based on medical records, while lawyers are hired as research
associates and for legal transcription.
Currently the IT/ITeS industry is among the largest employers in the organised sector
creating jobs for over 7.5 million people both directly and indirectly, and this figure is
expected to be well over 10 million by 2010 (Source: NASSCOM). From being perceived
as an industry that merely specialises in answering calls and entering data, the ITES
sector has moved on and is today recognised for the talent and potential to prove the
talent and potential it contains.
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1.3 COMPANY PROFILE
1.3.1 About KGISL
Dating back to 1932, the group was founded by Mr.K.Govindasamy Naidu, a leading
industrialist and philanthropist from Coimbatore, thus earning its acronym 'KG' and
the Trademark. With its deep rooted base in Coimbatore, 'The Manchester of South
India' the KG Group made its mark as a cotton-trading venture and today stands as an
USD 150 million company with diversified interests.
Pre-eminent among the K.G. Group units is the K.G. Hospital, a 300-bed specialty
facility offering a multitude of services through different departments equipped with
the newest technology with the most dedicated, caring, and excellent team of
physicians and surgeons. The K.G. Heart Center is committed to Total Heart Care
aided by its most modern facilities. Additionally the K.G. Eye Hospital with its latest
additions in eye care equipments reaches out far and wide to the poorest and the tribalareas with its free vision camps and programs.
The K.G. Group has also created educational institutions with a vision solely for the
growth of young professionals of the country in specialized studies like nursing,
physiotherapy, engineering and information management. With a finesse touch on
society, the K.G. Group's contribution to the fashion world comes from K. G. Denim.
In the leisure arena, the group serves the public with its travel agency and the K. G.
Arts Center.
The K.G. Group's entry into the IT market has been a success story throughout. The
new chapter KGISL, the name to reckon with, is riding the high waves of growth
initiatives both in the national and international IT markets.
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KGISL's software, engineering, web, and IT enabled services are branded with the
mark of quality guaranteeing the highest degree of customer satisfaction globally.
KGISL provides consulting and IT services to clients globally and has always focused
on leveraging new technologies in a proven, cost-effective fashion. Our approach
focuses on new ways of business combining IT innovation and adoption while also
leveraging an organization's current IT assets. KGISL offers solutions that are robust,
scalable and easily integrated with a diverse range of products and technologies. At
KGISL, the focus is on continually defining, optimizing and aligning client's business
strategy with IT initiatives. We provide solutions for a dynamic environment where
business and technology strategies converge.
1.3.2 MISSION
Will to win in the competitive world by exceeding expectations.
Achieving the hallmark of success, a platform to attract customers.
Treating every goal/target as a challenge.
Creating value at every angle/turn in each of the business units.
Motivation through team work.
1.3.3 VISION
Innovation: Striving to be the best through being the first in all services and
solutions.
Quality Service:Always setting a target to exceed expectations.
Diversity:Stamping the quality mark on a diversified community.
Global View:Focus on the world market for constant improvement.
Customer Satisfaction:Setting a chain reaction of satisfaction in each
customer and creating reliability.
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1.3.4 FOCUS
Serving the community for an improved and better life through its multi
commitments in healthcare and other services.
Providing means to the society for quality-oriented services.
Opening new opportunities in the diversified business units.
Keeping ahead with competitors in the market with services exceeding
expectations.
Conscientious contribution to the society through free healthcare services.
1.3.5 BUSINESS SECTORS
KG Group's current operations include:
Health Care
KG Hospital And Post Graduate Medical Institute
K.G. Heart Center
K.G. Eye Hospital
Education
K.G. Institute of Health Sciences
K.G. Nursing College
KGISL Institute Of Information Management
Information Technology
K.G. Information Systems Private Limited
Heartland KG Information Services
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Textiles
K.G. Denim Ltd.
Yarn : Sri Kannapiran Mills Ltd.
Yarn : The Kadri Mills Ltd.
Yarn : Dhandapani Spinning Mills Ltd.
Yarn : Sridevi Textiles (P) Ltd.
Cotton : Shanmuga Ginning Factory
Cotton : Jayalaxmi Ginning Factory
Cotton : Sri Shanmuga Mills
Finance
Southern Technologies Ltd.
Entertainment
K.G. Arts Center
Travels
K.G. Travel Services Private Limited
KGISL operates in the following domains
Manufacturing
Health Care
Finance & Banking
E-Commerce
Entertainment
Logistics
Communication
Utility
Retail
Service
Technology
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1.3.6 Quality Initiatives
Quality is the cornerstone of cutting edge IT solutions and as anSEI CMM Level
4 company, KGISL fully appreciates the importance of the quality paradigm.
KGISL constantly benchmarks itself against international quality standards and is
also today a certified ISO 9001 service provider. Its Quality Initiatives mean its
development processes are sharply focused on enhancing the quality standards by
aligning the people, the business objectives with the processes and technology.
Constantly following up on this firm belief, KGISL has stringent quality assurance
and control measures to ensure its clients have nothing but the best of services.
Establishing a mature process and improving it continuously to make it effective and
contemporary requires specialized process knowledge, quality management skills,
and exposure to the latest trends in industry, technology and best practices.
At KGISL it is equally important to innovate on project management and
engagement processes that enable it to deliver robust solutions for its clients within
time and budget.
At KGISL, dedicated groups responsible for thought leadership drive the
organizational impetus to innovate. Process frameworks, methodologies, and
reusable knowledge objects combine with topical thought leadership to demonstrate
innovation in solution definition and engagement delivery for the client.
KGISL's varied experience with multiple vertical domains has enabled the company
to evolve a robust development process/methodology which ensures that client
projects measure up to expectations.
Extensive usage of process measurements helps KGISL constantly improve its
quality, productivity and on-time delivery capabilities, thus enabling it to provide
innovative software services
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1.3.7 Software Solution
Introduction
As multiple skills and competencies combine to realize technology-driven business
transformations, software development continues to be the largest software
engineering activity across enterprises. Drivers for custom-built solutions for clients
are based on innovative use of technology to achieve competitive advantage and
differentiation.
As organizations drive towards iteration of their business and IT strategies,
outsourcing IT application development allows focus on core businesses with benefitsacross the business spectrum.
KGISL's well-honed capabilities and service methodologies address specific needs of
enterprise IT programs, and Internet technology product development. KGISL IT
services complement to define, optimize and align enterprise business strategy with
technology initiatives in a comprehensive IT outsourcing framework that ensures cost-
effective and efficient management of customer IT operations.
An enterprise will benefit from seamless coordination across strategy, implementation,
and management of their technology programs; and from KGISL's expertise in
focused industries, strong quality orientation, cross-technology expertise, and
distributed project management capabilities.
A proper understanding of this synthesis motivates every engagement, enabling
KGISL to deliver technology solutions that give its clients the decisive competitive
advantage.
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KGISL has a strong record of success in custom-built solutions and through this
process has perfected its processes which continue to be the key success drivers for
these engagements.
KGISL provides both end-to-end solutions (analysis to maintenance) and specific
design/development services.
Methodology
KGISL's solutions are robust, scalable and will easily integrate with a diverse range of
products and technologies. KGISL's expertise spans the entire gamut of application
and custom development. At KGISL, its wide range of technological expertise,application knowledge and consulting experience, enable it to develop and integrate
robust and scalable e-business solutions that keep end customer's requirement in mind.
The software development process, supported by a proven onsite-offshore
development methodology and quality management system, shortens application
development timeframes, providing significant business benefits to customers.
The Software Solutions provided by KGISL comprise:
Client Server Technology
ERP
Web Solutions
Turnkey Projects
Microsoft.NET Practice
Linux/Open Source Practice
Content Management Solutions - Zope, Vignette Workflow Management Solutions
Migration
Re-engineering services
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1.3.8 Bpo services:
" I have always believed that to ensure sustained growth, i t is important to constantly
look beyond our hor izons to seek and break newer grounds" - Ashok
Bakthavathsalam, (CEO - KGISL)
KGISL is a pioneer in the field of Business Process Outsourcing services to
India.Based in India, KGISL possesses strong infrastructural and intellectual strengths;
judiciously used to evolve the technology and process that makes KGISL the success
it is today.
KGISL BPO Services division is a leading overseas service provider created with theobjective of providing affordable quality services to various vertical industry segments
in the US like Healthcare, Legal, Insurance, Business and Finance.
KGISL offers the following BPO Services
E-Content Processing
Engineering Design Services
Back office Email Support
Transcription
Remote Data Processing
CRM Services
HR Recruiting
http://www.kgisl.com/ashok.htmlhttp://www.kgisl.com/ashok.htmlhttp://www.kgisl.com/bposervices.htmlhttp://www.kgisl.com/edservices.htmlhttp://www.kgisl.com/bkemailoffice.htmlhttp://www.kgisl.com/transcription.htmlhttp://www.kgisl.com/dataprocess.htmlhttp://www.kgisl.com/crms.htmlhttp://www.kgisl.com/hrrec.htmlhttp://www.kgisl.com/hrrec.htmlhttp://www.kgisl.com/crms.htmlhttp://www.kgisl.com/dataprocess.htmlhttp://www.kgisl.com/transcription.htmlhttp://www.kgisl.com/bkemailoffice.htmlhttp://www.kgisl.com/edservices.htmlhttp://www.kgisl.com/bposervices.htmlhttp://www.kgisl.com/ashok.htmlhttp://www.kgisl.com/ashok.html -
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1.3.9 CAD/CAM Solutions
KGISL's services cover all the well-known CAD applications including
Pro/Engineer, Unigraphics, CATIA, IDEAS, and Solid Works. The services
cover a range of engineering domains such as Automotive, Automotive Tooling,
Aerospace, and Manufacturing. With concurrent engineering solutions, well-
established quality processes and superlative design methodology, KGISL
ensures shorter and more efficient design cycles.
1.Design
The Design team helps with the entire product design and development process,from design, product layout/assembly planning, and component design, to
assembly design, assembly analysis and product packaging design. This is done
in close interaction with the client to ensure the required result. Services include
Legacy Conversion of old drawings (paper/CAD package) to the latest CAD
packages with ensured cost effectiveness, consistent quality and quick
turnaround.
2.Modeling
Complex 3D geometrical models are used to express built-in design intent while
behavioral modeling is used to optimize the design. The models created can be
completely parametric with interdependent dimensions driven by relations. The
most efficient possible techniques are used to obtain the optimal CAD model.
3. Drafting
KGISL design team generates engineering production drawings or assembly layout
drawings matching customer specifications using international drafting standards.
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4. Assembly
KGISL Design team also creates initial layouts and top-down assemblies with
modular methodology for requiring clients.
5. Tool/Die design
Design and development of press tools, jigs and fixtures, dies and punches, die
design for cast, forged and sheet metal components is also carried out at the
Design Division using latest tools and technology.
Product Data Management
KGISL also offers Product Data Management solutions and services to
manufacturers. These integrated solutions provide collaboration among the
internal product development team, partners, suppliers, and customers dispersed
across different locations and organizations.
The customized PDM solutions connect, control and manage the Data and
Processes of the Product through its lifecycle, across the supply chain on a
project-by-project basis. The accurate and synchronized product information is
made available based on levels and rights of access in a scalable environment.
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The implementation of PDM solutions derives advantages to KGISL's clients
like
Access to a pool of highly trained and resourceful manpower in industry-
standard PDM packages.
Prior Experience in implementation of solutions to provide
Data Integration and Security
Connectivity to Legacy Applications and Databases
Office Workflow Process Automation
Change Management
Re-engineering and Optimization of Business Processes
Vast industry expertise in different CAD/CAM applications / tools and their
customization.
PDM solutions integrate existing CAD/CAM applications and customized"point solutions" in the ever-changing environment.
A deep understanding of the industry requirements.
Product Data Management implementation and support coupled with KGISL's
domain expertise in providing Engineering Design Services by leveraging the latest
technology and state-of-the-art tools provides the ideal way to create a collaborative
product development environment between itself and its clients.
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1.3.10 Transcription
KGISL initiated its Overseas Documentation Services in 1998 as an Overseas
Transcription Provider for the US based Transcription major Heartland Information
Services, a part of the S&P 500 HCR ManorCare Group. By the year 2000, this
operation had grown to be the largest of its kind in ASIA employing more than 1300
quality transcriptionists providing valuable support, on 24x7 day schedule, to the
Healthcare industry in the US.
In the year 2001, this support division was spun into an independent entity called the
HeartlandKG Information Services with independent service capability dedicated to
Heartland needs.
Outsourced Documentation Services offered offshore at KGISL provide numerous
advantages to its clients abroad. Abundant English proficient manpower and
significant cost advantages are just some of them. KGISL is one of the few overseas
transcription service providers that have been able to dispel the notion that "Cheap
Manpower Yields Cheap Quality".
KGISL is committed to providing complete and comprehensive documentation
solutions by offering a wide range of dictation options and transcription services.
To fulfill this commitment, KGISL has developed a fully integrated dictation and
transcription system that provides unparalleled efficiency, flexibility, reliability, and
management capabilities.
At KGISL, we clearly understand the fact that processing of documents, as in case of
healthcare, business, and legal, usually requires a high degree of confidentiality. The
fact that our clients repose their faith in our services time and again stands testimony
to KGISL's quality of service.
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Data Processing
" As a business manager, you need to take a hard look at your core competencies.
Revisit the areas of your company that aren't directly involved in those
competencies, and consider whether Web technologies can enable you to spin of f
those tasks. Let another company take over the management responsibi l i ties for that
work, and use modern communication technology to work closely with the people -
now partners instead of employees are doing the work .
I n the Web work style, employees can push the freedom the Web provides to i ts
limi ts." - Bi ll Gates (Times - Apr' 99)
Almost every business can become overwhelmed and backlogged by the tremendous
volume of paper that generates tons of data which requires sorting and analysis to be
processed. Banks, Financial Institutions, Airlines, Healthcare, insurance companies,
government agencies, hospitals, advertising, and retailers are businesses that typically
handle forms that have been filled out by individuals or are machine-generated.
Business entities are dependent upon speed and accuracy as this has a direct impact on
their efficiency, resources and profits. For small one-time keyboarding requirements to
complex Order processing & entry, KGISL caters to a huge magnitude of clients.
Data Processing essentially involves collecting data, creating a master data, tabulating
available data, validate the data as per given rules, create a database and transfer the
output back in acceptable media.
KGISL offers a wide range of data capture and document management solutions forlitigation support, publishing, scientific and engineering applications, insurance and
medical forms.
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Captured data is delivered to KGISL's Data Center where various edit checks, data
validation, and database management functions are performed. The Data Center
provides application design and development as well as statistical and analytical
reports for a wide variety of corporate customers.
The programming staff at KGISL boasts of expertise in COBOL, Oracle, Visual Basic
among others and address clients' most complex database management, on-line access,
and data reporting needs on a continual basis.
The powerful complement of systems at KGISL involves use of state of art latest
generation technology supported by an array of IBM Netfinity servers providing the
very vital technological backbone to its Data Processing operations. The Data Center
is networked to client sites via dedicated IPLC communication links through the earth
station based at KGISL's facility with a redundant Optic Fiber Cable link. Regular
scheduled nightly or weekly data backups ensure full support in the event of a disaster.
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The various Data processing offerings at KGISL cover a host of industrial segments
like..
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The service offerings include:
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The data processing operations at KGISL follow a robust and time-tested methodology
to ensure the veracity of data processed or analyzed or entered before delivery to the
client. The Data Delivery Methodology at KGISL follows a multi-level, multi-stage
process illustrated as
Custom-built programs are utilized for efficient processing and effective quality
control.
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Advantages
The distinct advantages that KGISL offers to its international clients are superior
quality, low cost & timely solutions. Being ideally positioned with an extensive
experience in this field, KGISL continues to give advantages through a range of data
conversion & processing solutions to multiple industries the world over.
Major benefits can be calculated in terms of organizational responsiveness and notjust cost savings. In other words, redefinition of jobs, plus better use of people and
corporate resources are very likely to play a greater role in the decision to outsource
the data, forms and document processing. At KGISL, the benefit of outsourcing has
thus been field tested and proven
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5.Advanced Features & Services
Integrated customer surveys
ROI conversion tracking
Personalization
Data synchronization with client data bases
Multi-campaign subscription management
E-business integration
Custom reporting
Strategic planning and integration services
Track views, click-stream data, and friendly forwards
Complete online ROI reporting
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1.4 TOPIC INTRODUCTION
Recruitment refers to the process of attracting, screening, and selecting qualified people
for a job at an organization or firm. For some components of the recruitment process,
mid- and large-size organizations often retain professional recruiters or outsource some
of the process to recruitment agencies.
The recruitment industry has five main types of agencies: employment agencies,
recruitment websites and job search engines, "headhunters" for executive and
professional recruitment, niche agencies which specialize in a particular area of staffing
and in-house recruitment. The stages in recruitment include sourcing candidates by
advertising or other methods, and screening and selecting potential candidates using tests
or interviews.
Recruitment can conduct by 9 methods as follows:
1. Recruitment by Campus method
Campus is the location of a university, college, or schools main buildings. This method
is based on recruitment at university, colleges
2. Recruitment by Job centers
Job centers often specialize in recruitment for specific sectors. They usually provide a
shortlist of candidates based on the people registered with the agency. They also supply
temporary or interim employees.
3. Head hunting.
Head hunting are recruitment agents who provide a more specialized approach to the
recruitment of key employees and/or senior management.
http://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Recruiterhttp://en.wikipedia.org/wiki/Employment_agencyhttp://en.wikipedia.org/wiki/Executive_searchhttp://en.wikipedia.org/wiki/Advertisinghttp://www.humanresources.hrvinet.com/recruitment-by-job-center/http://www.humanresources.hrvinet.com/recruitment-by-job-center/http://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Executive_searchhttp://en.wikipedia.org/wiki/Employment_agencyhttp://en.wikipedia.org/wiki/Recruiterhttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Employment -
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4. Recruitment by Advertisements
They can be found in many places such as:
Newspaper
Job posting on job sites
Ads on websites related to positions recruited.
5. Database search on job sites.
Company can buy data from job websites for a week or a month to search candidates.
6. Employee referral
This method often refer to as word of mouth and can be a recommendation from a
colleague at work.
7. Contract staffing.
Company can buy staffing contract from HR outsourcing.
8. Word-of-mouth recruitment
9. Internal recruitment
Internal recruitment can conduct by types of:
Present permanent employees (based on programs of career development).
Present temporary / casual employees.
Retired employees.
Dependents of deceased disabled, retired and present employees
http://www.humanresources.hrvinet.com/referral-bonus/http://www.humanresources.hrvinet.com/contract-staffing-services/http://www.humanresources.hrvinet.com/word-of-mouth-recruitment/http://www.humanresources.hrvinet.com/word-of-mouth-recruitment/http://www.humanresources.hrvinet.com/contract-staffing-services/http://www.humanresources.hrvinet.com/referral-bonus/ -
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1.4.1 RECRUITMENT PROCESS FOR THE SOURCES
ADVERTISEMENT
Getting the quotation from vendors
Internal discussions for approval
Designing of Advertisement
Modifications if any in the design
Final settlement after confirmation
Publishing of advertisement
Cheque payment
Time Taken : A weeks time
Cost incurred : Rs.20000 approximately
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CONSULTANCIES AND AGENCIES
Approach by the agencies
Background verification by us
Memorandum of understanding (MoU)
Details of Job Description being sent to consultancies
Profiles being sent to the company for initial review
Shortlists by the company will be informed to them after interview
Time taken : More than one and half months
Cost incurred : 10 to 12 percent from the salary of the selected candidates
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CAMPUS RECRUITMENT
Proposal from the college
Acceptance from the company
Schedule of the interview dates
Visiting of campus
Conducting of tests
Grammar test
Audio test
Face to Face interview
Final HR round
If selected
Offer letter
Time taken : A weeks time
Cost incurred : Nil it is bared by the college
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HEAD HUNTING
Head Hunting
Through Networking Job portals Gate crashing
Searching of candidates Searching of candidates Finding the experienced
through employees as per the need candidates
Interviewing the Calling them for the Bye passing them thro
Candidates interview reception
Offer letter Interviewing the Finding their view for
candidates working with us
Offer letter Offer letter
Time taken : Less than 2 months
Cost incurred : Certain percentage depending on the candidate
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JOB FAIRS
Invitation to the company from the conductors
Acceptance from the company
Requisite for installation of stalls
Finding the candidates
Interviewing the candidates
Selection of candidates
Offer letter
Time taken : One month
Cost incurred : Travel expenses
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REFFERALS
Receiving profiles from the employees and top management
Matching the profiles with the requirements
Calling the candidates for the interview
Interviewing the candidates
Selection of candidates
Offer letter
Time taken : More than 2 months
Cost incurred : Incentives to the employee
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INTERNAL PROMOTION
Finding the vacancies in the company
Analysing the performance of the employees who are eligible for promotion
Finding the right employee for promotion
Promoting the employee internally
Time taken : 3 months
Cost incurred : Nil
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1.5 REVIEW OF LITERATURE
Cost-effectiveness of Recruitment Methods in an Obesity Prevention Trial for
Young Children
Research Done By
Jodie L. Robinson, M.A., M.B.A, Janene H. Fuerch, B.S, Dana D. Winiewicz, B.S, Sarah
J. Salvy, Ph.D, James N. Roemmich, Ph.D, and Leonard H. Epstein, Ph.D
Background
Recruitment of participants for clinical trials requires considerable effort and cost. There
is no research on the cost-effectiveness of recruitment methods for an obesity prevention
trial of young children.Methods
This study determined the cost-effectiveness of recruiting 70 families with a child aged 4
to 7 (5.9 1.3) years in Western New York from February, 2003 to November, 2004, for
a two year randomized obesity prevention trial to reduce television watching in the home.
Results
Of the 70 randomized families, 65.7% (n = 46) were obtained through direct mailings,
24.3% (n = 17) were acquired through newspaper advertisements, 7.1 % (n = 5) from
other sources (e.g. word of mouth), and 2.9% (n = 2) through posters and brochures.
Costs of each recruitment method were computed by adding the cost of materials, staff
time, and media expenses. Cost-effectiveness (money spent per randomized participant)
was US $0 for other sources, US $227.76 for direct mailing, US $546.95 for newspaper
ads, and US $3,020.84 for posters and brochures.
Conclusion
Of the methods with associated costs, direct mailing was the most cost effective in
recruiting families with young children, which supports the growing literature of the
effectiveness of direct mailing
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A Practical, Cost-effective Method for Recruiting People Into Healthy Eating
Behavior Programs
Research Done By
Paul W McDonald, PhD,Assistant Professor Paul W McDonald, Department of Health Studies and Gerontology, University ofWaterloo; Waterloo, ON, N2L 3G1, Canada,
Introduction
The population impact of programs designed to develop healthy eating behaviors is
limited by the number of people who use them. Most public health providers and
researchers rely on purchased mass media, which can be expensive, on public service
announcements, or clinic-based recruitment, which can have limited reach. Few studies
offer assistance for selecting high-outreach and low-cost strategies to promote healthy
eating programs. The purpose of this study was 1) to determine whether classified
newspaper advertising is an effective and efficient method of recruiting participants into a
healthy eating program and 2) to determine whether segmenting messages by
transtheoretical stage of change would help engage individuals at all levels of motivation
to change their eating behavior.
Methods
For 5 days in 1997, three advertisements corresponding to different stages of change were
placed in a Canadian newspaper with a daily circulation of 75,000.
Results
There were 282 eligible people who responded to newspaper advertisements, and the cost
was Can $1.11 (U.S. $0.72) per recruit. This cost compares favorably with the cost
efficiency of mass media, direct mail, and other common promotional methods. Message
type was correlated with respondent's stage of change, and this correlation suggested thatattempts to send different messages to different audience segments were successful.
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Effectiveness and cost of recruitment strategies for a community-based
randomised controlled trial among rainwater drinkers
Research done by
Shelly Rodrigo
Department of Epidemiology and Preventive Medicine, School of Public Health and
Preventive Medicine, Monash University, Melbourne, Australia
Background
Community-based recruitment is challenging particularly if the sampling frame is not
easily defined as in the case of people who drink rainwater. Strategies for contacting
participants must be carefully considered to maximise generalisability and minimise bias
of the results. This paper assesses the recruitment strategies for a 1-year double-blinded
randomised trial on drinking untreated rainwater. The effectiveness of the recruitment
strategies and associated costs are described.
Methods
Community recruitment of households from Adelaide, Australia occurred from February
to July 2007 using four methods: electoral roll mail-out, approaches to schools and
community groups, newspaper advertising, and other media involvement. Word of mouth
communication was also assessed.
Conclusion
The use of electoral roll mail-out and advertising via schools were effective in reaching
households using untreated rainwater for drinking. Employing multiple strategies enabled
success in achieving the recruitment target. In countries where electoral roll extracts are
available to researchers, this method is likely to have a high yield for recruitment into
community-based epidemiological studies.
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CHAPTERII
2.RESEARCH METHODOLOGY
Research Methodology is used to systematically solve the problem. Considering the
Objective of the study, the methods are logically chosen and adopted, so that the results
are capable of being evaluated either by the researcher or by others.
2.1 RESEARCH DESIGN
The type of research conducted for this study is Descriptive Research Studies which
are concerned with describing the characteristics of a particular variables.
2.2 SAMPLE DESIGN
Sample size
The Sample Size consists of 50 Respondents from Coimbatore City
Sample design
It is a technique or procedure the researcher would adopt in selecting the items for the
sample. Respondents were chosen at Probability Simple Random Sampling.
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CHAPTERIII
ANALYSIS AND INTERPRETATION
3.1 CONVENTIONAL ANALYSIS
3.1.1Table showing the age of respondents
Category Frequency Percent
Valid 20 - 30 16 32.0
31 - 40 10 20.0
41 - 50 11 22.0
51 - 60 13 26.0
Total 50 100.0
Table No. 3
3.1.1 Chart showing the age of respondents
51 - 6041 - 5031 - 4020 - 30
20
10
0
Chart No.
Interpretation
Majority of the respondents are aged between 2030 that is 32% of the
population. The 26%, that is second largest population comes under 5160 years
of age.
22% of the population belongs to 4150 years of age. 20% of the population
comes under 3140 years
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3.1.2 Table showing the Gender of the respondents
Table No .4
3.1.2 Chart showing the Gender of the respondents
FemaleMale
30
20
10
0
Chart No .
Interpretation
Majority of the respondents are Female, that is 52% of the population
The Male respondents are 48% of the population
Category Frequency Percent
Valid Male 24 48.0
Female 26 52.0
Total 50 100.0
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3.1.3 Table showing the Work experience of the respondents
Category Frequency Percent
Valid 1 - 10 16 32.0
11 - 20 16 32.0
21 - 30 10 20.0
31 - 40 8 16.0
Total50 100.0
Table No.5
3.1.3 Chart showing the Work experience of the respondents
31 - 4021 - 3011 - 201 - 10
20
10
0
Interpretation
Majority of the respondents have work experience of 110 years and 1120
years that is both the category has 32% from the population.
20% of the population has the work experience of 2130 years and 16% of the
population has the work experience of 3140 years.
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3.1.4 Table showing the advertisements expected ResponseCategory Frequency Percent
Valid Strongly agree 9 18.0Agree
31 62.0
Neither agree nordisagree
10 20.0
Total 50 100.0
Table No.6
3.1.4 Chart showing the advertisements expected Response
Neither agree nor diAgreeStrongly agree
40
30
20
10
0
Chart No.
Interpretation
From the above table it is interpret that the response for the advertisement is as
follows
62% of the respondents agree that the advertisement gives the expected response
20% of the respondents neither agree nor disagree to the statement
18% of the respondents strongly agree that advertisement gives the expected
result
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3.1.5 Table showing that advertisement Reaches the targeted candidates
Category Frequency Percent
Valid Agree 15 30.0
Neither agree nordisagree 35 70.0
Total 50 100.0
Table No.7
3.1.5 Chart showing that advertisement reaches the targeted candidates
Neither agree nor diAgree
40
30
20
10
0
Chart No.
Interpretation
The majority of 70% of the respondents neither agree nor disagree that
advertisement reaches the targeted candidates
Only 30% of the respondents agree that advertisement reaches the targeted
candidates
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3.1.6 Table showing advertisement Cost incurred
Category Frequency Percent
Valid Strongly agree 16 32.0
Neither agree nordisagree 34 68.0
Total 50 100.0
Table No.8
3.1.6 Chart showing advertisement Cost incurred
Neither agree nor diStrongly agree
40
30
20
10
0
Interpretation
The majority of 68% of the respondents neither agree nor disagree that cost is
incurred on advertisement.
32% of the respondents strongly agree that cost is incurred on advertisement.
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3.1.7 Table showing that advertisement is responded by the candidate
Category Frequency Percent
Valid Strongly agree 11 22.0
Agree 24 48.0Neither agree nordisagree
10 20.0
Disagree 5 10.0
Total 50 100.0
Table No.9
3.1.7 Chart showing that advertisement is responded by the candidate
DisagreeNeither agree nor diAgreeStrongly agree
30
20
10
0
Interpretation
The majority of 48% of respondents agree that candidate responds to the
advertisement
22% of respondents strongly agree that candidate responds to the advertisement
20% of respondents neither agree nor disagree that candidate responds to the
advertisement
The rest 10% of respondents disagree that candidate responds to the advertisement
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3.1.8 Table showing that advertisement is not useful than other source
Category Frequency Percent
Valid Strongly agree 1 2.0
Agree 15 30.0Neither agree nordisagree 21 42.0
Disagree 13 26.0
Total 50 100.0
Table No.10
3.1.8 Chart showing that advertisement is not useful than other source
DisagreeNeither agree nor diAgreeStrongly agree
30
20
10
0
Chart No.
Interpretation
The 42% of the respondents neither agree nor disagree that advertisement is not
useful than other sources
30% of the respondents agree that advertisement is not useful than other sources 26% of the respondents disagree that advertisement is not useful than other
sources
Only 2% of the respondents disagree that advertisement is not useful than other
sources
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3.1.9 Table showing that consultancies gets better candidates
Category Frequency Percent
Valid Agree 21 42.0
Neither agree nordisagree 29 58.0
Total 50 100.0
Table No.11
3.1.9 Chart showing that consultancies gets better candidates
Neither agree nor diAgree
30
20
10
0
Interpretation
The 58% of the respondents neither agree nor disagree that consultancies gets
better candidates
42% of the respondents agree that consultancies gets better candidates
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3.1.10 Table showing that Consultancies acquire right candidates only
Category Frequency Percent
Valid Neither agree nor
disagree 35 70.0
Disagree 15 30.0
Total 50 100.0
Table No.12
3.1.10 Chart showing that Consultancies acquire right candidates only
DisagreeNeither agree nor di
40
30
20
10
0
Chart No.
Interpretation
The majority of the respondents, that is 70% neither agree nor disagree that
consultancies acquire right candidate only
30% of the respondent disagree that consultancies acquire right candidate only
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3.1.11 Table showing that consultancies are effective for the cost incurred
Category Frequency Percent
Valid Strongly agree 1 2.0
Neither agree nordisagree 21 42.0
Disagree 28 56.0
Total 50 100.0
Table No.13
3.1.11 Chart showing that consultancies are effective for the cost incurred
DisagreeNeither agree nor diStrongly agree
30
20
10
0
Chart No.
Interpretation
56% of the respondent disagree that consultancies are effective for the cost
incurred
42% of the respondent neither agree nor disagree that consultancies are effective
for the cost incurred
The rest 2% of the respondents alone strongly agree that consultancies are
effective for the cost incurred
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3.1.12 Table showing that consultancies provides skilled candidates
Category Frequency Percent
Valid Agree 10 20.0
Neither agree nordisagree 9 18.0
Disagree 31 62.0
Total 50 100.0
Table No.14
3.1.12 Chart showing that consultancies provides skilled candidates
DisagreeNeither agree nor diAgree
40
30
20
10
0
Chart No.
Interpretation
The 62% of the respondents disagree that consultancies provides skilled
candidates
20% of the respondents agree that consultancies provides skilled candidates
18% of the respondents neither agree nor disagree that consultancies provides
skilled candidates
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7/28/2019 Base Report
64/103
3.1.13 Table showing that consultancies make investment worthy
Category Frequency Percent
Valid Agree 10 20.0
Neither agree nordisagree 25 50.0
Disagree 15 30.0
Total 50 100.0
Table No.15
3.1.14 Chart showing that consultancies make investment worthy
DisagreeNeither agree nor diAgree
30
20
10
0
Chart No.
Interpretation
Majority 50% of the respondents neither agree nor disagree that investment made
on consultancies are worthy
30% of the respondents disagree that investment made on consultancies are
worthy
20% of the respondents agree that investment made on consultancies are worthy
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7/28/2019 Base Report
65/103
-
7/28/2019 Base Report
66/103
3.1.16 Table showing that campus recruitment provides opportunity to find the
right candidate
Category Frequency Percent
Valid Agree 45 90.0
Neither agree nordisagree 5 10.0
Total 50 100.0
Table No.17
3.1.16 Chart showing that campus recruitment provides opportunity to find theright candidate
Neither agree nor diAgree
50
40
30
20
10
0
Chart No.
Interpretation
The 90% of the respondents have agreed that campus recruitment provides
opportunity to find the right candidate
The rest 10% of the respondents have neither agreed nor disagreed that campus
recruitment provides opportunity to find the right candidate
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7/28/2019 Base Report
67/103
3.1.17 Table showing the campus recruitment cost incurred
Category Frequency Percent
Valid Strongly agree 9 18.0
Agree 36 72.0Neither agree nordisagree 5 10.0
Total 50 100.0
Table No.18
3.1.17 Chart showing the campus recruitment cost incurred
Neither agree nor diAgreeStrongly agree
40
30
20
10
0
Chart No.
Interpretation
72% of the respondents agree that cost incurred is worth on campus recruitment
18% of the respondents strongly agree that cost incurred is low on campus
recruitment
The rest 10% of the respondents strongly agree that cost incurred is low on
campus recruitment
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7/28/2019 Base Report
68/103
3.1.18 Table showing that campus recruitment investment is worthy
Category Frequency Percent
Valid Strongly agree 30 60.0
Agree 15 30.0Neither agree nordisagree
5 10.0
Total 50 100.0
Table No.19
3.1.18 Chart showing that campus recruitment investment is worthy
Neither agree nor diAgreeStrongly agree
40
30
20
10
0
Chart No.Interpretation
Majority 60% of the respondents strongly agree that investing on campus
recruitment is worthy
30% of the respondents agree that investing on campus recruitment is worthy
Only 10% of the respondents agree that investing on campus recruitment is worthy
-
7/28/2019 Base Report
69/103
3.1.19 Table showing that campus recruitment gives the expected response
Category Frequency Percent
Valid Strongly agree 5 10.0
Agree 34 68.0Neither agree nordisagree
11 22.0
Total 50 100.0
Table No.20
3.1.19 Chart showing that campus recruitment gives the expected response
Neither agree nor diAgreeStrongly agree
40
30
20
10
0
Chart No.
Interpretation
The 68% of the respondents has agreed that campus recruitment gives the
expected response
22% of the respondents has neither agreed nor disagreed that campus recruitment
gives the expected response
10% of the respondents has strongly agreed that campus recruitment gives the
expected response
-
7/28/2019 Base Report
70/103
3.1.20 Table showing head hunting is better than other source
Category Frequency Percent
Valid Strongly agree 25 50.0
Agree 9 18.0Neither agree nordisagree
16 32.0
Total 50 100.0
Table No.21
3.1.20 Chart showing head hunting is better than other source
Neither agree nor diAgreeStrongly agree
30
20
10
0
Chart No.Interpretation
The 50% of the respondents have strongly agreed that head hunting is better than
other source
32% of the respondents have neither agreed nor disagreed that head hunting is
better than other source
18% of the respondents have agreed that head hunting is better than other source
-
7/28/2019 Base Report
71/103
3.1.21 Table showing that head hunting gives cent percent result
Category Frequency Percent
Valid Strongly agree 25 50.0
Agree 14 28.0Neither agree nordisagree
11 22.0
Total 50 100.0
Table No.22
3.1.21 Chart showing that head hunting gives cent percent result
Neither agree nor diAgreeStrongly agree
30
20
10
0
Chart No.Interpretation
The 50% of the respondents have strongly agreed that head hunting gives cent
percent result
28% of the respondents have agreed that head hunting gives cent percent result
22% of the respondents have neither agreed nor disagreed that head hunting gives
cent percent result
-
7/28/2019 Base Report
72/103
3.1.22 Table showing that head hunting provides competitive advantage
Category Frequency PercentValid Strongly agree 10 20.0
Agree 34 68.0
Neither agree nor disagree6 12.0
Total 50 100.0
Table No.23
3.1.22 Chart showing that head hunting provides competitive advantage
Neither agree nor diAgreeStrongly agree
40
30
20
10
0
Chart No.
Interpretation Majority 68% of the respondents has agreed that head hunting provides
competitive advantage
20% of the respondents has strongly agreed that head hunting provides
competitive advantage
12% of the respondents has neither agreed nor disagreed that head hunting
provides competitive advantage
-
7/28/2019 Base Report
73/103
-
7/28/2019 Base Report
74/103
3.1.24 Table showing that head hunting is done for top mgt
Category Frequency PercentValid Agree 29 58.0
Neither agree nor disagree
6 12.0
Disagree 15 30.0
Total 50 100.0
Table No.25
3.1.24 Chart showing that head hunting is done for top mgt
DisagreeNeither agree nor diAgree
40
30
20
10
0
Chart No.
Interpretation The 58% of the respondents agree that head hunting is done for the top
management
30% of the respondents disagree that head hunting is done for the top
management
The rest 12% of the respondents neither agree nor disagree that head hunting is
done for the top management
-
7/28/2019 Base Report
75/103
3.1.25 Table showing that job fair is the best way to get large candidates
Category Frequency PercentValid Strongly agree 18 36.0
Agree 32 64.0Total 50 100.0
Table No.26
3.1.25 Chart showing that job fair is the best way to get large candidates
AgreeStrongly agree
40
30
20
10
0
Chart No.
Interpretation
The 64% of the respondents agree that job fair is the best way to get large
candidates
The rest 36% of the respondents strongly agree that job fair is the best way to get
large candidates
-
7/28/2019 Base Report
76/103
Table showing that job fair investments are more useful
Category Frequency PercentValid Strongly agree 10 20.0
Agree 35 70.0
Disagree 5 10.0
Total 50 100.0
Table No.27
Chart showing that job fair investments are more useful
DisagreeAgreeStrongly agree
40
30
20
10
0
ChartNo.
Interpretation
The majority 70% of the respondents agree that investing on job fair is more
useful
20% of the respondents strongly agree that investing on job fair is more useful
Only 10% of the respondents disagree that investing on job fair is more useful
-
7/28/2019 Base Report
77/103
Table showing that job fair helps to find brand image
Category Frequency PercentValid Strongly agree
19 38.0Agree
31 62.0
Total50 100.0
Table No.28
Chart showing that job fair helps to find brand image
AgreeStrongly agree
40
30
20
10
0
Chart No.
Interpretation
Majority 62% of the respondents agree that job fairs helps to find the brand image
of the organization
The rest 38% of the respondents strongly agree that job fairs helps to find the
brand image of the organization
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7/28/2019 Base Report
78/103
Table showing job fair brings competition in hiring candidate
Category Frequency PercentValid Agree 36 72.0
Neither agree nor disagree 14 28.0
Total 50 100.0
Table No.29
Chart showing job fair brings competition in hiring candidate
Neither agree nor diAgree
40
30
20
10
0
Chart No.
Interpretation
The 72% of the respondents agree that job fair brings competition in hiring
candidates
The rest 28 % of the respondents neither agree nor disagree that job fair brings
competition in hiring candidates
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7/28/2019 Base Report
79/103
Table showing that job fair cost incurred
Category Frequency PercentValid Agree 36 72.0
Neither agree nor disagree 11 22.0
Disagree 3 6.0
Total 50 100.0
Table No.30
Chart showing that job fair cost incurred
DisagreeNeither agree nor diAgree
40
30
20
10
0
Chart No.
Interpretation
The 72% of the respondents agree that cost is incurred on job fair
The 22% of the respondents neither agree nor disagree that cost is incurred on job
fair
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7/28/2019 Base Report
80/103
Table showing that referrals are relayed on getting right candidate
Frequency Percent
Valid Agree 24 48.0
Neither agree nor disagree17 34.0
Disagree 4 8.0
Strongly disagree 5 10.0
Total 50 100.0
Table No.31
Chart showing that referrals is relayed on getting right candidate
Strongly disagreeDisagreeNeither agree nor diAgree
30
20
10
0
Chart No.Interpretation
The 48% of the respondents agree that employer relay on referrals to get right
candidates
34% of the respondents neither agree nor disagree that employer relay on referrals
to get right candidates
10% of the respondents strongly disagree that employer relay on referrals to get
right candidates
The rest 8% of the respondents disagree that employer relay on referrals to get
right candidates
-
7/28/2019 Base Report
81/103
-
7/28/2019 Base Report
82/103
Table showing that referrals mostly have experience in the job
Category Frequency PercentValid Agree 39 78.0
Neither agree nor disagree5 10.0
Disagree 6 12.0
Total 50 100.0
Table No.33
Chart showing that referrals mostly have experience in the job
DisagreeNeither agree nor diAgree
50
40
30
20
10
0
Chart No.
Interpretation
The 78% of the respondents agree that referrals mostly have experience in the job
12% of the respondents disagree that referrals mostly have experience in the job
10% of the respondents neither agree nor disagree that referrals mostly have
experience in the job
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7/28/2019 Base Report
83/103
Table showing the referrals cost incurred
Category Frequency PercentValid Agree 5 10.0
Neither agree nor disagree
36 72.0
Disagree 9 18.0
Total 50 100.0
Table No.34
Chart showing the referrals cost incurred
DisagreeNeither agree nor diAgree
40
30
20
10
0
Chart No.
Interpretation
The 72% of the respondents neither agree nor disagree that cost is involved in
referrals
18% of the respondents disagree that cost is involved in referrals
10% of the respondents agree that cost is involved in referrals
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84/103
Table showing that in referrals employees are involved in recruitment
Category Frequency PercentValid Agree 16 32.0
Disagree 28 56.0
Strongly disagree 6 12.0
Total 50 100.0
Table No.35
Chart showing that in referrals employees are involved in recruitment
Strongly disagreeDisagreeAgree
30
20
10
0
Chart No.
Interpretation
The 56% of the respondents disagree that in referrals employees are involved in
recruitment
32% of the respondents agree that in referrals employees are involved in
recruitment
12% of the respondents strongly disagree that in referrals employees are involved
in recruitment
-
7/28/2019 Base Report
85/103
Table showing that internal promotion gives satisfaction on the employee
Category Frequency Percent
Valid Strongly agree 35 70.0
Agree 11 22.0Disagree 4 8.0
Total 50 100.0
Table No.36
Chart showing that internal promotion gives satisfaction on the employee
DisagreeAgreeStrongly agree
40
30
20
10
0
Chart No.
Interpretation
The majority 70% of the respondents strongly agrees that internal promotion gives
satisfaction on the employee
22% of the respondents agrees that internal promotion gives satisfaction on the
employee
Only 8% of the respondents disagrees that internal promotion gives satisfaction on
the employee
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7/28/2019 Base Report
86/103
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7/28/2019 Base Report
87/103
Table showing that internal promotion shows the efficiency of the employee
Category Frequency PercentValid Strongly agree 31 62.0
Agree 15 30.0
Disagree 4 8.0
Total 50 100.0
Table No.38
Chart showing that internal promotion shows the efficiency of the employee
DisagreeAgreeStrongly agree
40
30
20
10
0
Chart No.Interpretation
The majority 62% of the respondents strongly agrees that internal promotion
shows the efficiency of the employee
The 30% of the respondents agrees that internal promotion shows the efficiency of
the employee
Only 8% disagrees that internal promotion shows the efficiency of the employee
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88/103
Table showing that internal promotion motivates the employee by providing
exposure
Category Frequency Percent
Valid Strongly agree 36 72.0Agree 14 28.0
Total 50 100.0
Table No.39
Chart showing that internal promotion motivates the employee by providing
exposure
AgreeStrongly agree
40
30
20
10
0
Chart No.
Interpretation
Majority 72% of the respondents strongly agree that internal promotion motivates
the employee by providing exposure
The 28% of the respondents agree that internal promotion motivates the employee
by providing exposure
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7/28/2019 Base Report
89/103
Table showing that internal promotion makes people to work with dedication
Category Frequency PercentValid Strongly agree 41 82.0
Agree 4 8.0Neither agree nor disagree
5 10.0
Total 50 100.0
Table No.40
Chart showing that internal promotion makes people to work with dedication
Neither agree nor diAgreeStrongly agree
50
40
30
20
10
0
Chart No.
Interpretation
Majority 82% of the respondents strongly agree that internal promotion makes
people to work with dedication
10% of the respondents neither agree nor disagree that internal promotion makes
people to work with dedication
8% of the respondents agree that internal promotion makes people to work with
dedication
-
7/28/2019 Base Report
90/103
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7/28/2019 Base Report
91/103
3.3 CORRELATION BETWEEN THE SOURCES OF RECRUITMENT
Table showing the correlation between the sources of recruitment
S.no Relationship between Pearson
correlation
(r)
Relation Level of
significance
1 Advertisement cost and
Advertisement factors
0.241 Positive 0.05
2 Consultancies cost and
Consultancies factors
0.348 Positive 0.05
3 Campus recruitment costand Campus recruitment
factors
0.599 Positive 0.05
4 Head Hunting cost and
Head Hunting factors
0.549 Positive 0.05
5 Job fairs cost and Job fairs
factor
0.733 Positive 0.05
6 Referrals cost and referrals
factor
0.668 Positive 0.05
7 Internal promotion cost
and Internal promotion
factor
0.711 Positive 0.05
Table No.42
Interpretation
From the above table it is evident that sources of recruitmenthave positive correlation
between the factor and cost.
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CHAPTER - IV
FINDINGS
The overall findings on this study are mentioned below.
Majority of the respondents are aged between 20 30 that is