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Chapter-1
INTRODUCTION TO THE STUDY
We are in the age of LPG!!! Yes, its the era of liberalization, privatization and
globalization. Ever since 1991, when the then finance minister Dr. Manmohan
Singh announced the new economic policy (termed as LPG), the industrial
scenario is seeing revolutionary changes.
The giants of the Indian industry who are practically monopolies with no
competitions at all are now facing stiff competitions at all are now facing stiff
competition due to the entry of the MNCs into the Indian market. This is one of
the biggest things that have happened to the Indian customers who otherwise
were compelled to be satisfied with the substandard products in spite of playing
heavy prices.
Today the scenario has completely changed where the Indian customer has so
much of choice, both in quality and price as well. This has certainly awakened
the so-called Indian industries, which were having a pretty long sleep. Now they
must have released that, if they must have released that, if they dont perform
they cant survive.
All this led to stiff competition and the industries, which have kept the pace, are
now growing at a rapid pace. Shape in or ship out-seems to be the slogan of
the time. So, this vast competition has led the very fast growth of most of the
industries. The scenario is changing very fast and no company of any industry
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would like to fall behind in this race to be the leader. The Information
Technology (IT) is no exception.
India, is one of the countries blessed with abundant labor and which is also
comparatively cheaper-has been the ground for sudden increase in the number
of industries and more so in the Information Technology field. If lots of MNCs
have thought it profitable to enter the Indian market, the young Indian
entrepreneurs have not fallen behind. All this has led to the increase in the
number of companies in all industries.
Human resource invariably forms an indispensable input at one end of the IT
industry. Human beings are a resource to an organization. Like any other
material of economic resources they represent an investment whose
development and utilization require managing. There is a fundamental truth in the
clich that people are an organizations more important asset. In every
organization human resource is pivotal variable without which the inanimate
assets are worthless. Like cash put into savings account, human resource
appreciate in value.
HUMAN RESOURCE
The term human resource can be thought of as the quality knowledge, skills,
creative abilities, talents and aptitudes of an organizations workforce, as well as
the value, attitudes and beliefs of the individual involved.
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HUMAN RESOURCE MANAGEMENT
DEFINITION:
Human Resource Management is that part of management concerned with
people at work and with their relationship into an effective organization; the men
and women who makes up an enterprise and having regard for the well-being of
the individual and of working groups, to enable them to make their best
contribution to its success.
Edwa
rd Flippo
OBJECTIVES OF HUMAN RESOURCE MANAGEMENT
Objectives are predefined goals to which individual or group activity in an
organization is directed. Organizational objectives and individual and social goals
influence objectives of HRM. Some of them are as follows:
1. To create and utilize an able and motivated workforce, to accomplish the
basic organizational goals.
2. To create facilities and opportunities for individual or group developments
so as to match the growth of the organization.
3. To identify and satisfy individual and group needs by providing adequate
and equitable wages, incentives, employees benefits and social security
and challenging work, prestige, recognition, security and status.
4. To strengthen and appreciate the human assets continuously by providing
training and developmental programmes.
5. To maintain high employee morale and sound human relations by
sustaining and improving various conditions and facilities. Also provide
fair, acceptable and efficient leadership.
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SPECIFIC INTRODUCTION
INTRODUCTION TO RECRUITMENT
RECRUITMENT DEFINITION:
Edwin B Flippo defines recruitment as the process of searching for prospective
employees and stimulating them to apply for jobs in the organization
Yoder defines recruitment as a process to discover the sources of manpower to
meet the requirements of the staffing schedule and to employ effective measures
for attracting that manpower in adequate numbers to facilitate effective selection
of efficient workforce
RECRUITMENT IS DISTINCT FROM EMPLOYMENT AND
SELECTION
Once the required number and kind of human resources are determined, the
management has to find the places where required human resources are or will
be available and also find the means of attracting them towards the organization
before selecting suitable candidates for jobs. All this process is generally known
as recruitment.
Some people use the term recruitment for employment. These two are not one
and the same. Recruitment is only one of the steps in the entire employment
process. Some others use the term recruitment for selection. These two terms
are not one and the same either.
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Technically speaking the function of recruitment precedes the selection function
and it includes only finding, developing the sources of prospective employees
and attracting them to apply for jobs in an organization, whereas the selection is
the process of finding out the most suitable candidate to the job out of the
candidates attracted. Formal definition of recruitment would give clear cut idea
about the function of recruitment.
OBJECTIVES OF RECRUITMENT
Attract peopleof multi-dimensional skills and experiences that suit thepersent and
Future organisational strategies.
Induct outsiders with a new perspective to lead the company.
Infuse fresh blood at all levels of the organization.
To develop an organizational culture that attracts competent people to the
Company.
To search or head hunt people whose skills fit the companys values.
To devise methodologies for assessing psychological traits,
To seek out non-conventional development grounds of talent,
Search for talent globally and not just within the company.
To design entry pay that competes on quality but not on quantum,
To anticipate and find people for positions that does not exist yet.
FACTORS AFFECTING RECRUITMENT
Internal factors
External factors
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INTERNAL FACTORS:
The internal factors include the companys pay package including salary, fringe
benefits and incentives, quality of work life, organizational culture, careerplanning and growth opportunities, size of the company, companys
product/services, geographical spread of the companys operations viz., local,
national or global, companys growth rate, Role of Trade Unions and cost of
recruitment.
The other activity of recruitment is consequently affected by the internal factors
such as:
1. Working conditions ; and
2. Promotional opportunities ;
3. Salary levels, type and extent of benefits;
4. Other personnel policies and practices;
5. Image of the organization;
6. Ability and skill of the management to stimulate the candidates.
EXTERNAL FACTORS:
The external factors include supply of and demand for human resources,
employment opportunities and/or unemployment rate, labor market conditions,
political, legal requirement and government policies, social factors, information
systems etc.
The other activity of recruitment is consequently affected by external factors suchas:
1.Personnel policies and practices of various organizations regarding working
conditions, salary, benefits, promotional opportunities, employee relations etc.,
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2.Career opportunities in other organizations;
3.Government regulations.
SOURCES OF RECRUITMENT
Recruitment can be made from internal sources and external sources. They are
described as follows:
INTERNAL SOURCES OF CANDIDATES:
Current employees are often best sources of candidates. When a candidate isrecriuted from the internal sources the strengths and weakness of its employees
are already known. It is often safer to promote employees from within since the
employees skills are already known. Inside employees may require less
orientation and training than the outsiders. There are different ways in which
candidates can be traced for recruitment from this source.
They are are as follows:
1. FINDING INTERNAL CANDIDATES:
To be effective promotions from within requires using job posting,
personal records and skill banks. Job Postingis publicizing and open job
to employees (often by literally posting it on bulletin board) and listing its
attributes, like qualifications,supervisor, working schedule and pay rate.
An examination of personal recordds may reveal employees who areworking in jobs below their educational or skill levels. It may also reveal
persons who have potential for further training or who already have the right
background for the open job. Skill Banks lists current employees with
specific skills.
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EXTERNAL SOURCES OF CANDIDATES
The various external sources from where the company recruits its employees are
discussed as follows:
1. ADVERTISING:
Media plays a major role in selecting new candidates. To use help wanted
ads
Successfully, employers have to address two issues: the advertising and
the ads construction.
The Media-it includes newspapers, TV, internet-all these sources
depends upon the positions for which one is recruiting. For e.g.- for
specialised employees, one can advertise in trade and professional
journals.
Constructing the Ad- experienced advertisres usea four-point guide
called AIDA (ATTENTION, INTEREST, DESIRE AND ACTION) to
construct ads. One must attract attention to the ad, or readers may justmiss or ignore it. It has to also develop interest in the job. One can create
desire by spotlighting the jobs interest factors with words such as travel or
challenge, for instance.
Finally the ad should prompt action with a statement like call today or
write today for information
2. EMPLOYMENT AGENCIES:
Employment are of several types. They are as follows:
Public and non-profit Agencies: these agencies are an important
source of blue-collar and white-collar workers. Beyond just filling jobs,
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for instance,counselors will visit an employers work site, review the
employers jor reqiurements, and even assist the employer in writing
job descriptions.
Other employment agencies are tied to non-profit organisations.Most
professonal and techinical societies have units that help members find
jobs. Many public welfare agencies try to place people who are in
special categories, such as those who are physically disabled or are
war veterans.
Private Agencies- these are important sources of clerical,
White-collar and managerial personnel.
Temp Agencies and Alternative Staffing- employers often
Supplement their permanent workforce by hiring contingent or
Temporary worker often through temporary agencies. It is also
Known as part-time or just-in- time workers.
Alternative staffing- it is the use of non-traditional recruitment
Sources. Other alternative staff arrangements includein house
Temporary employees(people employed directly by the company,
but on an explicit short-term basis), and contract technical
Employees (highly skilled workers like engineers, who are
supplied for long-term projects under contract from an outside
technical services firm.
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3. EXECUTIVE RECRUITERS:
Executive recruiters, also called headhunters, are special employment
agencies retained by employers to seek out top-management talent for
their clients. They have many contacts are especially adept at contacting
aualified, current employed candidates who arent actively looking to
change jobs.
4. RECRUITING ON THE INTERNET:
A large and fast growing proportion of employers use the internet as a
recruiting tool. Using a corporate website to attract surfers requires
making it easy to use the site. This method is highly cost effective. It can
be timelier. Responses here can be very fast. Employers can use internet
support tools such as recruiter toolbox to develop online ads that include
prescreening tests, which further automate the recruting process
5. CAMPUS PLACEMENT:
Sending an employers representatives to college campuses to prescreen
applicants and create an applicant pool from the graduating class is an
important source of management trainees, promotable candidates, and
professional and technical employees. Time consuming and the axpensive
are the two major drawbacks of this type of recruitment.
College Recruiting Goals- the campus recrutiter has two main goals-
determining whether a candidate is worthy of further considerations and
the most important one is to attract good students.
On-site visits- Employers generally invite good cadidates to the
employers office or plant for an on-site visit, and there are several ways to
make this visit fruitful. The invitation letter should be warm and friendly but
businesslike, and should give the person a choice of dates to visit the
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company.the interviews should should be carefully planned and one
should stick on the schedule. Interruption should be avoided.
Internships- many colleges students get their jobs through college
internships, a recriting approach that has grown bramatically in recent
years. Interships can be win-win situations for both students and
employers.
6. REFFERALS AND WALK-INS:
Employee Refferals- the firms posta announcements of openings and
requests for referance in its bulletin and on its wallboards and intranet;
prizes or cash rewards are offered fir referrals that culminate in hiring.
Current employees can and usually will provide accrate information about
the job applicants they are referring, especially since they are putting their
own reputation on the line.
Walk-ins- particularly for hourly workers, walk-ins direct applications
made at the office are a major source of applicants.
EXTERNAL FACTORS GOVERNING RECRIUTMENTS
LABOUR MARKETS
Labour market conditions are of prime importance in recruiting non-
managerial, supervisory and middle management positions
UNEMPLOYMENT RATE
When the unemployment rate is high, the companys recruitment policy
may be simpler. On the otherhand as the unemployment rate drops,
recruiting efforts must be increased and new sources explored.
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SUPPLY AND DEMAND
If the demand for specific skills is high reletive to the supply, an
extraordinary recruiting effort may be needed.
POLITICAL AND SOCIAL CONSIDERATIONS
A reservation for underprivilaged classes of society and backward classes
is political decision.
IMAGE OF THE COMPANY
It is the perception of the candidate about the company that matters in
attracting qualified employees.
INTERNAL FACTORS
MANPOWER PLANNING
The company takes time to examine the alternatives regarding the
appropriate sources, numbers and most productive methods of attracting
them.
SIZE OF THE FIRM
An organisation with large nunber of employees will not find any difficulty
in recruting than an organisation with less number of employees.
RECRUITMENT POLICY
Most organisations have a policy of recruiting internally. Generally its
internal sourcing as employees known the company better.
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RECRUTING BUDGET
Budget is calculated as per hire and figure is considerably low these days.
Careful manpower planning and forethought by recruiter can reduce the
recruitment costs.
GROWTH AND EXPANSION
An organisation registering growth and expansion will have more
recruting.
RECRUITMENT POLICY
Every organisation derives a recruitment policy from the personnel policy of the
organisation. A recruitment policy helps in taking speedy decisions as regards to
requirement and makes recruitment a no-fuss deal. The recruitment policy
should commit itself to organisations personnel policy like enriching the
organisations human resources, serving the community, absorbing the weaker
sections and dis-advantaged people of the society, motivating the employeesthrough internal promotions, improvingthe employee loyalty to the organisation
by absorbing retrenched or laid-off employees. The recruitment policy when
formulated takes into consideration a few factors. They are:
Government policies
Personnel policies of other cometing organisation.
Organisations personnel policies.
Recruiting sources
Recruting needs.
Recruitment costs.
Selection criteria and preference etc.
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INTRODUCTION TO SELECTION
DEFINITION:
It is the process of differentiating between applicants in order to identify and hire
those with a greater likelihood of success in the job
Selection is a long process commencing from preliminary interview of the
applicant and ending with the contract of employment. Selection is influenced by
several factors, the attitude of selector or pannel of interview, overall viability of
candidate.
SELECTION PROCESS:
After identifying the sources of human resources, seraching for prospective
employees and stimulating them to apply for jobs in an organisation, the
management has to perform the function of function of selecting the right
employees at the right time.
The obivious guiding policy in selection is the intention to choose the best
qualified and suitable job candidate for each unifilled job. The objective of
selection decision is to choose the individual who can most successfully perform
the job from the pool of qualified candidates.
The selection procedure is the system of functions and devices adopted in a
given company to ascertain whether the candidates specifications are matched
with the job specifications and requirements. The selection procedure cannot be
effective until and unless,
Requirement of the job to be filled, have been clearly specified
Employee specifications (physical, mental, social, and behavioral, etc)
have been clearly formulated.
Candidates for screening have been attracted.
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Thus, the development of job analysis, human resources planning and
recruitment are necessary prerequisites to the selection process. A breakdown in
any of these processes can make even the best selection system ineffective.
ESSENTIALS OF SELECTION PROCEDURE
The selection process can be successful if the following requirements aresatisfied:
Some one should have the authority to select. This authority comes from
the employment requisition, as developed by an analysis of the work-load
and work-force.
There must be some standard of personnel with which a prospective
employee may be compared, i.e. a comprehensive job description and job
specification should be available beforehand.
There must be a sufficient number of applicants from whom the required
number of employees may be selected.
SIGNIFICANCE OF SELECTION PROCESS
Selection of personnel for an organization is a crucial, complex and continuing
function. The ability of an organization to attain its goals effectively and to
develop in a dynamic environment largely depends upon the effectiveness of its
selection programs.
In a situation where the right person is not selected, the remaining functions of
personnel management, employee-employer relations will not be effective. If the
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right person is selected, he/she is a valuable asset to the organization and if
faulty selection is made, the employee will become a liability to the organization.
FACTORS AFFECTING SELECTION DECISIONS
The goal of selection is to sort out or eliminate those judged unqualified to meet
the job and organizational requirements, whereas the goal of recruitment is to
create a large pool of persons available and willing to work. Thus, it is said that
recruitment tends to be positive while selection tends to be some what negative.
A number of factors affect the selection decision of candidates. The important
among them are:
(a) Profile matching.
(b) Organizational and social environment.
(c) Successive hurdles.
(d) Multiple correlation
PROFILE MATCHING:
Tentative decision regarding the selection of candidates (who are known) is
taken in advance. The scores secured by these known candidates in various
tests are taken as a standard to decide the success or failure of other candidates
at each stage. Normally, the decision about the known candidates is taken at
interview stage. Possible care is also taken to match the candidates bio-data
with the job specifications.
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ORGANIZATIONAL AND SOCIAL ENVIRONMENT:
Some candidates, who are eminently suitable for the job, may fail as successful
employees due to varying organizational and social environment. Hence,
candidates specifications must match with not only job specifications but also
with organizational and social environmental requirements.
SUCCESSIVE HURDLES:
In this method hurdles are created at every stage of selection process.
Therefore, applicants must successfully pass each and every screening device in
case of successive hurdles.
Hurdles in the process:
a) Application form
b) Written exams.
c) Preliminary interview.
d) Group discussions
e) Test-aptitude, technical etc.
f) Final interview.
g) Medical examination.
h) Reference checks.
i) Line/hiring managers decision.
MULTIPLE CORRELATIONS:
Multiple correlations is based on the assumption that a deficiency in one factor
can be counter-balanced by an excess amount of another. The composite test
score index is taken into accounting the selection tests. Hence, for broader line
cases multiple correlation method is useful and for other successive hurdles
method is useful.
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NEED FOR SELECTION SYSTEM
Every organisation has to follow a scientific selection procedure since problems
with the employee start after the selection and employment. In other words, if an
organisation selects a wrong person, it has to face a number of problems with the
particular employee. In addition to the cost of selection, training and other areas
will become recurring expenditure the company owing to the employee turnover
caused due to improper selection technique.
Every organisation is influenced by the social factors, as it is part and parcel of
the society. Hence, it has to do justice to all sections of the people in providing
employment opportunities. Hence, it should have an objective system of
selection thats should be impartial and provide equal opportunity. Above all, the
organisation should also follow the government rules and regulations regarding
filling up of certain number of the candidates belonging to certain communities
and certain regions.
SELECTION PROCEDURE:
Selection procedure employs seversl methods of collecting information about thecandidates qualifications, experience, physical and mental ability, nature and
behaviour, knowledge, aptitude and the liking for judging whether a given
applicant is or is not suitable for the job. Therfore, the selection procedure is not
a single act but is essentially a series of methods or steps by which different
types of information can be secured through various selection techniques. At
each step, facts may come to light, which are useful for comparision with the job
requirement and employee specifications.
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Chapter-2
RESEARCH METHODOLOGY
DESCRIPTION OF THE RESEARCH
The encyclopedia of social science defines research as the manipulation of
generalizing to extend, correct or verifying knowledge.
This definition highlights the primary purpose of research, via, arriving at
generalizing and the method of manipulations that is an aspect of
experimentation adapted for this purpose.
TITLE OF THE STUDY
A Study on Recruitment and Selection Process in IT Industry
RATIONALE BEHIND THE STUDY
Much so is the IT industry where human resource is the main input or ingredient
for its survival. The innovative brain behind every new technology forms the key
factor of the survival of the IT industry. The quality aspect is such an important
element in picking up the right kind of human inputs to make IT industry success.
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So it is very much evident that finding out quality human resource and
streamlining it towards the improvement of IT industry is a Herculean task. The
activity of recruitment and selection takes care of the responsibility of the much
needs quality IT professionals.
The research hence felt the need for a study of the recruitment and selection
process in the IT industry, to understand and analyze the process. Hence an
effort was made to find out the effectiveness of the recruitment and selection
process by actively studying the whole process with the help of four
consultancies. The study has been focused on recruitment and selection
process, the researcher was curious to learn as to how the fulfillment of the
quality IT professionals are made possible and how critical is the process on the
whole. Also deviations from the theoretical aspects were to be learnt and areas
for any possible improvement were to be found out.
STATEMENT OF PROBLEM
For an industry to survive and prosper in the economy, quality resources have to
be utilized. The quality aspect is such an important element in picking up the right
kind of human inputs to make IT industry success. The activity of recruitment and
selection takes care of the responsibility of the much needs quality IT
professionals.
With this background, it is very much felt the need for study and analysis of the
recruitment and selection process in the IT industry, as a vital function of HRM to
feed with a quality workforce.
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OBJECTIVES OF THE STUDY
To analyze the study on recruitment and selection process in IT industry
certain objectives are needed. They are as follows-
To understand the recruitment and selection process with respect
to IT industry.
To compare the practiced process with the theoretical process.
To find out the quality of the professional hired.
To gain a practical exposure and hands-on experience of the
recruitment and selection process.
To study the recruitment models of the IT industry.
To assess the effectiveness of the process practiced by IT
companies.
To recommend suitable recommendations, if any, based on the
findings.
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SCOPE OF THE STUDY
Recruitment is a process to discover the sources of manpower to meet the
requirements of staffing schedule and to employ effective measures for attracting
manpower in adequate numbers to facilitate effective selection of an efficient
working force.
Selection is the process of differentiating between applicants in order to identify
and hire those with a greater likelihood of success in job.
Process scope:
Process scope indicates recruitment and selection procedure, factors considered
at the time of recruitment in an organization and other sources through which
resumes are accessed for fulfilling the requirements.
Content scope:
Specifies the depth and breadth of content provided to support the recruitment
and selection activities in an organization. Contents include procedure followed in
selection process, resumes, database, job portals, internal company websites,
employee referrals and other data from external sources.
Functional scope:
Defines the breadth of recruitment and selection process in an organization. As
this is the part of human resource management- which deals with the selecting a
right candidate for right job. As this HR function supports the process and content
in an organization.
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Organization scope:
Defines the recruitment and selection process in detail of an enterprise. The
scope for this in an organization is narrow or may depends on the size and the
nature of the organization.
RESEARCH DESIGN
A research design is the arrangement of conditions for collection and analysis of
data in a manner that aims to combine relevance to the research purpose with
economy in procedure.
The study was carried on with the association of four consultancies. The
information gathered was through discussions with recruiters. The study is based
on an Explorative Method.
SOURCES OF DATA COLLECTION
Primary data:
Are original source from which the researcher directly collects data that have not
been previously collected. It includes:
Personal observations.
Discussions with recruiters of consultancies.
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Secondary data:
These are sources containing data, which have collected and complied for
another purpose. The secondary data consists of already compiled statistical
statements and reports whose data may be used by the researchers for the
studies. The data is collected through the following:
HRM textbooks.
HR magazines- HRM review.
HR websites
Other articles from web sites and newspapers.
RESEARCH INSTRUMENT
The data collection was through interview with recruiters of consultancies. Some
personal observations were also made while the interview was conducted for
applicants. A structured questionnaire was used to collect the data.
SAMPLE SCHEME
The study conducted on Recruitment and Selection process in IT industry, was
restricted to four consultancies. A structured questionnaire was used to collect
data from 25 recruiters of the consultancies. A convenience sampling
technique was used. So the sample size for the study is 25 recruiters. The
study is restricted to four consultants.
s
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METHOD OF DATA ANALYSIS
The data collected from various sources are analyzed and understood. Some
software was used for analyzing the data. They are MS WORD and MS EXCEL.
MS WORD is used for typing all the information and MS EXCEL was used for
presenting tables and graphs.
LIMITATIONS OF THE STUDY
1. Time constraint.2. The study was limited to only four consultancies.
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Chapter-3
REVIEW OF LITERATURE
CORPORATE RECRUITMENT- AN ART OR A TASK
A recruiter must unlearn and relearn recruiting
Many HR department/HR manager/ corporate recruiters/job consultants etc are
commonly called recruiter, view recruitment as a building block of the
organization and pay the price. The high supply of unemployed population
provides the employer an ample choice to make, but at the same time they
should not ignore employees values.
Each company tries to train and promote people in their functional areas but
tremendous effort has to be made to network these people. The emphasis should
be laid on recruiting diverse manpower in terms of the skill they possess.
The success of any organization depends largely on its workforce. The
organization has to guide the employers to work with full commitment in order to
realize the organizations goals. Changes in the corporate values will have a
lasting impact on the values of the employees. This calls for creative and flexible
recruitment policies in order to retain the talented workers.
In the milieu, people have been caught in these constant corporate shifts inworking out their priorities and react accordingly. Some of major changes
highlighted are:
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1. Employees directing major level of energy away from career and
corporate, climbing toward family and children.
2. Todays fast moving generation is getting to move towards self- reliance.
3. Candidates prefer to choose smaller companies because candidates
prefer fear about being lost to future rightsizing (growth)- small is
appealing.
4. Keep pace by upgrading oneself on the career front.
5. New opportunity with exit plan in place.
6. Candidates are looking for organizations, which are in tune with their own
value system.
THE GOAL OF RECRUITERS
Recruiters should not be just made to advertise vacancies, short-list applicants,
conduct interviews and send appointment letters. They should be made
conscious that they are laying the foundation of the organization. They should notbe asked to choose the best of the available, but should be expected to choose
the most appropriate of the best.
Recruiters should not make false commitments to the applicants about their
perks, future promotions, transfers etc
WHAT SHOULD RECRUITERS DO?
Gone are the days when just a small advertisements in the newspaper fetched
companies a large pool of applications. Recruitment through reference and
newspaper advertisements have given way to online recruitment. Today
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employees choose the best companies to work for. Every recruiter tries to attract
the minimum number of applications from genuine candidates.
It is very essential for a recruiter to make sure that their organization gets noticed
in the clutter and for that they need to build the brand identity of their organization
in the job market. They need to advocate a strong reason to convince a potential
candidate to apply for the job.
On the other hand, the online facility also brings in large number of junk
applications. Here comes the skill of the recruiter in picture, to identify the
competency and suitability of the persons.
WHAT SHOULD RECRUITERS IMPROVE UPON?
The continuous improvement doesnt get restricted only to the technology
adaptation, production quality, financial status, etc., even the recruitment process
has to be continuously improved and ensured that every recruitment cycle
fetches a better employee then the previously recruited.
Just identifying the faults wont solve the purpose. Every recruiter has to evaluate
his performance on the basis of the employees performance. Even if the
employee performs well, the recruiter should not feel satisfied, but constantly try
to improve upon the activities. It should be ensured that minimum activities reap
maximum benefits.
So, it is the key responsibility of the top management that chooses the best
recruiters/team and ensures, the team further recruits the genuine and motivated
people. The paradigm shifts in the environment, future prospects, economic and
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social networking, supply-demand ratio of employees, is an indicator that
corporate recruitment is no more a daily task, but an art to be mastered upon.
THE INDIAN IT A SCENARIO
Modern organizations are facing unprecedented challenges of change.
Globalization technological innovation, the transition to a service economy, rising
expectations of the employees and the customers as well as the need to become
ethical and socially responsible are changing the architecture of the
organizations and also the way people are managed.
In the new millennium, the key to achieve organizational excellence through
HRM involves recruiting, utilizing, and retaining talent. Recruitment as a strategic
lever is intimately linked to all other subsequent HR activities.
The recruitment practices have changes over years. Earlier little systematic
recruitment research existed and it has advanced in a fragmented fashion. Lack
of methodical and professional practices along with inordinate delays were a
cause of frustration for the job applicants. The emergence of strategic human
resource management and the recognition of recruitment as a key strategic lever
led to increased research attention to recruitment issues both at the individual
and organizational level. Many organizations started exploring innovative
recruitment practices for sourcing the executives.
INDIAN IT SCENARIO
The Indian IT industry registered a double-digit growth in employment numbers
during the year 2005. This industry employs more than a million people
according to the latest survey by National Association of Software and Service
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Companies (NASSCOM). The landmark figure was crossed in the financial year
2004-2005.
According to a NASSCOM- McKinsey report, annual revenue projections for
Indias IT industry in 2008 are US$87 bn and market opening are emerging
across the four-broad sectors-IT services software products, IT enabled services,
and e-business.
Human resources are critical to the development of the Indian IT industry. In
keeping with the rapidly changing business scenario, the It companies are
recruiting not only the basis of technical knowledge, but more importantly on the
behavioral aspects (i.e. is cultural skills to fit in within the organization). The
Indian education and training content are not mapped to specific IT career
profiles. Moreover, inadequate soft skills, lack of cross-cultural exposure and
grooming and absence of a multi-disciplinary holistic outlook are some of the
problem area.
To create professionals with international level certificates and accreditation,
NASSCOM and UGS (University Grants commission) are setting up Techno-
Business Skills Development (TSD) centers within the premises of academic
institutions.
RECRUITMENT PRACTICES IN INDIAN IT INDUSTRY
The recruitment practices have undergone a metamorphism during the past two
decades. Traditional sources like advertisement in newspaper, campus interview,
and use of recruitment consultants involved considerable time and cost. At the
same time the problem of high attrition rate continued unabated. To counter
these, organizations started experimenting with more innovative methods of
talent sourcing.
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In todays fast changing scenario, organizations face stiff competition for
attracting and acquiring the right talent. Firms started releasing advertisements in
business/IT magazines, such as Business India, Business World and Dataquest
and also on television (e.g., Top-Jobs ) aspects of their corporate communication
policy. Career fairs and events with video-shows, direct contacts with HR
managers and visiting the companies for actual demonstration have also become
popular for junior management positions.
All the major IT companies have their own websites/job sites. A number of top IT
companies are tied up with leading job-portals in India and abroad. Recently IBM
started using billboards for recruitment advertisement mainly for junior and
middle-level executive positions.
Informal sources of information such as word-of-mouth and referrals are being
used by top IT companies, such as Wipro, IBM, Cognizant Technologies, and
Sky Tech etc. The Employee Referral Incentive Scheme (ERIS) has been
initiated by the top management of these companies aimed at providing
handsome monetary reward to the employees for qualified referrals.
RECRUITMENT TRENDS AND DEVELOPING APPROPRIATE
RECRUITMENT STRATEGIES
Multi-skills, flexible specialization, and self-directed work teams have made the
traditional notions of a job rather outdated. These factors are compelling
organizations to fundamentally rethink and rebuild new recruitment trends and
take new initiatives. This is because Indias Development of Information
Technology (DIT) is trying to position India as a location for innovative
engineering rather than continuing to be known merely as a source of low-cost
software development.
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In order to remain competitive, companies like Cognizant Technologies hire
fresher from other streams also and invest in their training. To improve
teamwork, preference is given to those who can add value and possesses
complementary skills.
Companies have to sell themselves aggressively and at the same time create
better image to attract the talent. Many companies resort to re-hire arrangements
wherein giving preference to ax-employees. Expatriates engineers are also a
source of recruitment to many.
Realizing the complex and varying needs, Wipro and a number of other
companies created a recruitment wing separate from HR department. This brings
focus to the resource function. To develop employees for future challenges IBM,
Motorola, and other organizations established corporate universities, which link
employees learning to organizational strategy. To reduce attrition rate many IT
companies are hiring fresher or trainees from ordinary institutes.
Some trends that are completely redefining the field of executive search and
selection include just-in-time hiring (hiring on a continual basis). Wipro InfoTech
has adopted Just-in-time approach to optimize resource costs and at time make
resources available. On-demand. The methodology used determining recruitment
numbers in Indian Companies are fast changing. Companies such as Infosys are
using quantitative methodologies based on current and projected business plan.
The use of Business Intelligence (BI), software is challenging the recruitment
scenario. Traditionally used in the areas of distribution, sales, marketing and
logistics, it is now being to make the hiring process effective. Data analysis plays
a crucial role here. BI can help recruiters
To identify zone/cities/companies/media from where they can recruit
talent.
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360 selection program.
SELECTION BY INVITATION:
Management observes the performance of key executives of competitors. If the
performance of key executives is excellent or the key executives are change
agents, the management invites such executives to join the organization by
offering attractive salary and benefits. Thus, the significant performance of the
executives forms basis for selecting them by invitation.
LEASING PRESENTLY:
The organizations need to employ specialists to take-up the highly skilled jobs.
In fact, the changes in technology demand highly skilled employees. It would be
very difficult to small organizations to employ the skilled employees as they
demand high pay. Added to this employees may not have enough work. These
factors enabled the consultancy organizations to employ experts and depute
these employees to the needy companies on lease. These consultancy
organizations are principal employers and the needy organizations draw therequired employees from the pool on lease and pay the agreed fee to the
consultancy firms. The consultancy firms pay the salary to the employees.
This type of arrangement is beneficial to the consultants, employees on lease
and the industrial organizations. The business organizations can utilize the
services of the experts with less cost. The employees get high pay and benefits.
The leasing company derives surplus from its charges and fees.
36 0 SELECTION PROGRAM:
Normally superiors administer the selection tests and interviews. They judge the
fit between the job and the candidate. But the employee skills, knowledge and
performance affect not only superiors but also subordinates and the employees
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of the same level. Hence, the organizations started involving the subordinates
and the employees of the same level in administering the employment tests and
interviews. This type of selection program is called 360 selection program.
RECRUITMENT PROCESS OUTSOURCING
MEANING:
Recruitment Process Outsourcing (RPO) is a form of business process
outsourcing where an employer outsources or transfers all or part of its
recruitment activities to an external service provider.
RPO may involve the outsourcing of all or just part ofrecruitment functions and
process. The external service provider may serve as s virtual recruitingdepartment by providing a complete package of skills, tools, technologies and
activities. Or, RPO may involve occasional recruitment support, for example
temporary, contingency and executive search services.
HISTORY:
While temporary, contingency and executive search firms have provided RPO
services for many decades, the concept of an employer outsourcing the entire
recruiting process wasn't first realized in the mid-to-late 1990S.
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It is claimed that the impetus for RPO was s shortage of skilled labour created by
the dot-com boom and RPO was created to fill the gap. However, cutting costs is
often cited as the main reason for other forms of business process outsourcing
and this may also be the case for RPO.
The use of RPO is also said be influenced by labour force trends. Workers
change employers more often than previous generations, which were often
employed by the same organization for their entire working life. De-regulated
labour markets have also created a shift towards contract and part-time labour
and shorter work tenures. These trends increase recruitment activity and may
encourage the use of RPO.
BENEFITS:
1. RPO's promoters claim that the solution offers improvement in quality,
cost, service and speed.
2. RPO providers claim that an economy of scale enables them to offer
recruitment processes at lower cost while economies of scope allows
them to operate as high-quality, specialists. Economies of scale and
scope are said to arise from a larger staff of recruiters, databases of
candidate resumes, and investment in recruitment tools and networks.
3. RPO solutions are also claimed to change fixed investment costs into
variable costs that vary with fluctuation in recruitment activity. Companies
may pay by transaction rather than by staff member, thus avoiding under-
utilization or sacking recruitment staff when activity is low.
PROBLEMS:
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1. Outsourcing of company processes may fail or prove a poor organizational
fit. Improperly implemented RPO could reduce the effectiveness of
recruitment.
2. The costs charged for recruitment transactions may total more than the
cost of the internal recruitment department.
3. RPO service providers may fail to provide the quality or volume of staff
required by their customers.
4. Placing all recruitment in the hands of a single outside provider may
discourage the competition that would arise if multiple recruitment
agencies were used.
5. An RPO solution may not work if the company's existing recruitment
processes are performing poorly. An RPO solution may not work if theservice provider has inadequate recruitment processes or procedures to
work with the client.
6. RPO may not resolves difficulties that organizations have hiring staff when
potential employees perceive them negatively. This will instead require
improved branding and an adjustment of image.
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7. Organizations with efficient hiring process that are viewed as employers-
of-choice by potential staff may stand to gain negligible benefits from
RPO.
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WHAT ARE PSYCHOMETRIC TESTS?
Psychometrics is a part of psychology concerned with determining a persons
aptitude towards different kinds of jobs. Psychometric tests are designed to
produce a quantitative assessment of one or more psychological attributes like
reasoning ability, interests, propensity, and disposition, etc.
A psychometric test is a structure technique used to generate a careful sample of
behaviour. This behavior sample is used to make inferences about the
psychological attributes of people, who have been tested on attributes like
intelligence, self esteem etc. By definition, psychometric tests may vary from
organization to organization. Myers Briggs Type Indicator (MBTI) and PF 16
are two common types of tests. However, the objective remains the same: to
screen candidates at the initial stage of recruitment. In a majority the
psychometric tests, there are statements or situations to which a person
responds. There are also tests which have pictures and abstracts. The experts in
the field advise Psychometric tests are highly reliable and the success rate is
high, provided a standardized test is being used and depending on the objective
it is developed for. However, psychometric testing should not be used as a stand
alone technique.
Tests essentially fall into two main groups, ability and personality. Personality
testing helps to build a profile of characteristic, behavioral style and personality.
Ability and aptitude testing measure natural talent, and current and future
potential. Psychometric tests are usually given in the form of paper and pencil
questionnaires, but can also be computer-administered. In its simplest form, a
test will have a set of questions or tasks for the subject to complete, known as
test items. However, simulations like intray exercises which may consist of
memos, letters, etc that give feedback on the abilities like organizing, decision,
decision making and written communication are becoming increasingly popular in
testing used by employers, says a Manager- Recruitments, of a large company.
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ADOPTING PSYCHOMETRIC TESTS:
The prime objective of the test is to penetrate deeper and deeper into the
candidates psyche. The multistage test strives to find out the most from a
candidate. Some of the most important thing about the people cannot be easilydone by observation and interviews. His/Her attitude, personality characteristics,
abilities and aptitude cannot be viewed directly. Psychometric assessment is
assessing a person and also measuring the psychological differences between
people asserts a HR Professional. Also the results have shown that the accuracy
level through psychometric tests is nearly 85% whereas through traditional
modes, it is around 65%.
The business scenario in India is getting more complex. Companies are also
realizing that domain knowledge is not tha only trait a candidate needs to have;
key attributes like EQ also play significant role in creating a win-win situation for
all concerned. Psychometric testing is a useful tool while planning development
programs for employees. It can also be used as an additional source of
information as an behavioral aspects of a candidates personality as an aid for
making hiring decisions post the interviews.
Psychometric Testing in India (like all over the world) is bound to grow rapidly-
but there is a need to train qualified psychometric assessors.
However psychometric tests are not a panacea to all the recruitment maladies.
They should not be used as a standalone technique and should be used as one
of the special options of recruiters. At the same time, professionals also need to
be specially trained to carry out tests. If this is done, candidate selection and
hiring will become a whole lot less tedious.
Testing is also growing more sophisticated; apart from detailed questionnaires,
data mining like finding out more about the music someone likes, the books they
prefer to read and even the e mail IDs they choose can say a lot about an
individual and his personality if used prudently. If used inappropriately, these
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tests can be quite useless and possibly harmful said a psycho-analysis expert in
the field.
DIFFERENT TYPES OF PSYCHOMETRICS TESTS USED IN
SELECTION PROCESS
Tests are classified into five types. They are:
(i) Aptitude tests
(ii) Achievement tests
(iii) Situational tests
(iv) Interest tests
(v) Personality test
1. APTITUDE TESTS:
These tests measure whether an individual has the capacity or latent ability to
learn a given job if given adequate training. Aptitudes can be divided into general
and mental ability or intelligence and specific aptitude such as mechanical,
clerical, manipulative capacity etc.
Intelligence Tests:
These tests in general measure intelligence quotient of a candidates. In detail
these tests measure capacity for comprehension, reasoning, word fluency, verbal
comprehension, numbers, memory and space .Other factors such as digit spans
both forward and backward, information known, comprehension, vocabulary,
picture arrangement and object assembly.
Though these tests are accepted as useful ones, they are criticized against
deprived sections of the community. Further, it is also criticized that these tests
may prove to be too dull as a selection device.
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2. ACHIEVEMENT TESTS:
These tests are conducted when applicant claims to know something as these
tests are concerned with what one has accomplished These tests are more
useful to measure the value of specific achievement when an organizationwishes to employ experienced candidates.
These tests are classified into:
(a) Job Knowledge test; (b) Work sample test.
Job Knowledge Test:
Under this test a candidate is tested in the knowledge of a particular job. For
example, if a junior lecturer applies for the job of a senior lecturer in commerce,
he may be tested in job knowledge where he is asked questions about
Accountancy principle, Banking, Law, Business Management etc.
Work Sample Test:
Under this test a portion of the actual work is given to the candidates as a test
and the candidate is asked to do it. If a candidate applies for a post of lecturer inManagement he may be asked to deliver a lecture on Management Information
System as work sample test.
Thus, the candidates achievement in his career is tested regarding his
knowledge about the job and actual work experience.
3. SITUATIONAL TEST:
This test evaluates a candidate in a similar real life situation. In this test the
candidates is asked either to cope with the situation or solve critical situations of
the job.
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(a) Group Discussion:
This test administered through group discussion approach to solve a problem
under which candidates are observed in the areas of initiating, leading, proposing
valuable ideas, conciliating skills, oral communicating skills, coordinating andconcluding skills.
(b) In Basket:
Situational test is administered through in basket The candidate, in this test, is
supplied with actual letters, telephone and telegraphic message, reports and
requirements by various officers of the organization, adequate information about
the job and organization. The candidates is asked to take decisions on various
items based on the in basket information regarding requirements in the
memoranda.
4. INTEREST TEST:
These tests are inventories of the likes and dislikes of candidates in relation
to work, job, occupations, hobbies and recreational activities. The purposes of
this test is to find out whether a candidate is interested or disinterested in the job for which he is a candidate and to find out in which area of the job
range/occupation the candidate is interested. The assumption of this test is
that there is a high correlation between the interest of a candidate in a job and
job success. Interest inventories are less faked and they may not fluctuate
after the age of 30.
5. PERSONALITY TESTS:
These tests prove deeply to discover clues to an individuals value system,
his emotional reactions and maturity and characteristic mood. They are
expressed in such traits like self-confidence, tact, emotional control, optimism,
decisiveness, sociability, conformity, objectivity, patience, fear, distrust,
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initiative, judgment dominance or submission, impulsiveness, sympathy,
integrity, stability and self-confidence.
(a) Objective Tests:
Most personality tests are objective tests as they are suitable for group testing
and can be scored objectively.
(b) Projective Tests:
Candidates are asked to project their own interpretation of certain standard
stimulus situations basing on ambiguous pictures, figures etc, under these
tests.
Personality tests have disadvantage in the sense that they can be faked by
sophisticated candidates and most candidates give socially acceptable answers.
Further, personality inventories may not successfully predict job success.
EMPLOYEE REFERRALS IN RECRUITING
Employee referral -is a system where an existing employee refers the resume of
his or her contact for an opening in the same organisation.
Indian companies started looking at employee referrals from the end 2001.
However, no one was really active till recently. On an average employee referrals
account for over 40% of Indias IT hiring and its likely to cross 60% in the next
couple of years.
With the cost of hiring starting to burn deep holes in their pockets, Indian tech
corporates are betting high on the Bring your Buddy policy.
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When recruitment is outsourced a single, entry level hire costs a minimum of Rs.
20,000, while this can go over Rs. 50,000 in those with 1-3 years experience and
even a couple lakhs of rupees in case of senior-level recruits. When the same
hiring is routed through employee referrals, the cost comes down by 80%. Thats
where referrals getting employees to recommend their friends, family members
and relatives etc.,make great financial sense to enterprises.
Many IT companies have already put a 40% bar on outsourced hiring, and are
busy dishing out attractive bonuses and cash incentives for employees to
encourage referrals. Bringing buddies to work fetch employees between Rs.
10,000 to Rs. 50,000 depending on the position, profile and package, of the
recruit.
Advantages:
It saves time in sourcing the resumes from different job portals and
database etc.
It ensures right kind of candidate for right job.
It is cost effective.
If a candidate is referred and is selected, the person who referred will berewarded, if the candidate servers continiously for more than 3 months.
For multiple referrals, there are quarterly sshemes of rewards, the awards
of which are over and above the monetary rewards. For 1-15 referrals and
the highest prize is a bike.
Employee referrals acts as an employee morale for an individual in the
organisation. In turn that employee works for the prouductivity of the
organisation.
Employee referrals account for around 40% of lateral hiring in Infosys. Its quality
and cost-effective way of hiring said the VP & Head of HR Infosys Technologies.
Referrals reduce costs by over 60% and brought in around 2,000 of Patnis
recruits, of the total recruitment of 4,400.
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Wipro Technologies, said employee referrals are also an effective tool to stem
the tide of attrition. When friends work together, they are seen to be less likely to
leave a company soon. Referrals help culture adaptation and tech familiarity.
HR-global head of TCS says the number of those hired through the employee
referral channel has increased in the last two years by almost 175% in the
company and expect this to increase further by 50% this year despite a higher
recruitment base.
SAP Labs India hired 60% of its 3,000 fresh recruits through referrals as against
30% the previous year. Cisco hires 55% to 60% of employees through referrals
in India. Employees are the best means to attract new talent because they
understand the culture and psyche of the organization.
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Chapter-4
IT INDUSTRY STUDY
RECRUITMENT AND SELECTION PROCESS IN IT
INDUSTRY
In the new millennium, the key to achieve organizational excellence through
HRM involves recruiting, utilizing and retaining talent. Recruitment as a strategiclever is a intimately linked to all other subsequent HR activities.
Recruitment is a process to discover the sources of manpower to meet the
requirements of the staffing schedule and to employ effective measured for
attracting manpower in adequate number to facilitate effective selection of an
working force.
Recruitment is the discovering of potential applicants for archial or anticipated
organizational vacancies.
Selection procedure employs several methods of collecting information about the
candidates qualifications, experience, physical and mental ability, nature and
behaviour, knowledge, aptitude and the liking for judging whether a given
applicant is or is not suitable for the job. Therfore, the selection procedure is not
a single act but is essentially a series of methods or steps by which different
types of information can be secured through various selection techniques. At
each step, facts may come to light, which are useful for comparision with the job
requirement and employee specifications
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STEPS OF HIRING IN IT INDUSTRY
MANPOWER REQUISITION FORM
A detailed job analysis is conducted to identify the skills required to do a job, the
sources, which can be tapped and hence making the sourcing focused. Hence
the primary objective of the generation of the manpower requisition form is to
identify what the job entails and what an incumbent employee must posses to
perform successfully on the job.
Contents of manpower requisition form
Job description Job specification
Job title Education
Location Experience
Job summary Behavioral skills
Duties Specific functional skills
Job role Industry required experienced
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STRATEGY DEVELOPMENT
Once it is known the number and type of recruits are required consideration is
given to
1. Sources or recruitment to be considered
This step would enable analyzing cost benefit of recruitment-
Job Portals
Internal Candidates
Advertisement on company websites
Campus placements
Walk-ins
2. Companies where the required hires may be employed- keeping the
information about the companies where in the desired applicant would be
employed helps in sourcing the candidates on a job portal.
3. Time constraint- time frame is laid down for each step in recruitment. It
also helps in control and evaluation of the process.
This gives the staffing members involved a clear idea of any requirement or
hurdles in the process.
C. SOURCING RESUMES FOR REQUIREMENT
1. JOB PORTALS
The most preferred job portals by the industry are Naukri.com,
Monster.com and Times of India.com.
Following are the services provided by it:
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Search resumes
a) Advanced search: go through the entire CV and search for
the specific details like current employer, designation, key
skills, experience etc. the search should be comprehensive
and powerful. It should be focused depending on the
requirement of the recruiter.
b) Full resume search: search the entire CV. The search should
be broad nothing important about the applicant should be
missed.
c) Role search: head hunt using the role and designation of the
applicant to get the targeted results.
d) Basic search: it is useful for the initial search. Yields targeted
results for instance sales manager.
Review/manage/modify job postings
Keywords that describe the job, fields to be searched and dates
can search postings.
Repost inactive jobsKeywords that describe the job, fields to be searched and dates,
job types Can search posting.
D. EMPLOYEE REFERRALS
This position is made open to existing employees for referring friends and family.The documents containing the details of manpower requisition from are pasted
on various notice boards through out the premises of the organization and also
mailed to all the employees of the company. They also mention the name, e-mail
address and contact number of the staffing partner concerned.
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The response is captured on a excel sheet containing the details of the employee
referred, name of the candidate who is being referred, his or her experience,
qualification, skills, location. The employee who refer suitable candidate are
awarded the referral amount is given only after the candidate completes its three
months of services in the organization.
E. COMPANY WEBSITE
The open position is also published at the company website. This is done
through the help of corporate communication department. The details regarding
the position, contact details and minimum qualifications and skills required for the
job are given and response is received. The response is received and is sorted
out in the same manner as employee referral. The details of the candidates are
maintained in an excel sheet and used as source of database. This is revised
regularly.
F. DATABASE
The database is maintained in an excel sheet format and consists of resumes
sent to the business manager with details of candidates profile, comments of the
manager, interview date etc. if the requirement is such that a candidate is found
not suitable for a position in one business unit, is found suitable for another unit,
the candidate is then found reconsidered for an opening in the organization. By
applying various filters of qualification, experience, position or employer the data
is made accessible in recruitment database. The database should be updated
regularly in terms of qualification of the candidate and resumes should be sent to
business manager.
An updated database is one of the important efforts to be made to streamline the
hiring process.
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SELECTION PROCESS IN IT INDUSTRY
1. SELECTION TESTS:
The tests that are conducted are purely technical and aim at knowing the
technical know-how of the candidate. The test is conducted only for those
candidates with less than three years of experience. Following are the
tests conducted:
Technical paper-one hour.
Aptitude test-30 minutes.
English paper-10 minutes.
Staffing team changes the paper every three months changes test paper.
The cut- off mark is hence different for different papers.
2. TECHNICAL ROUND OF INTERVIEW:
The most favored is selection technique used by most of the
organizations. Interview is an in-depth formal conversation conducted toevaluate the applicants acceptability. It is considered to be an excellent
selection device. Its popularity is because of its flexibility; it can be
adapted easily to managerial skilled, unskilled and profession employees.
It allows a two-way exchange of information, the technical team about the
applicant also learns about the organization.
The selection interview consists of an extensive technical discussion;
where in the technical team asks various technical questions to the
applicant.
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The applicant is also asked to make presentations, draw technical
diagrams etc. it is necessary that a panel of at lest three people take the
interview so that subjectivity is not included.
Initially the colleagues of vacant profile take the interview and then only
there is a final interview by project manager or senior manager.
3. HR ROUND OF INTERVIEW:
The HR round of interview is not just a formality, apart from salary
discussions and negotiations and various non-technical abilities such as
ability to work under stress, decision-making skills and time management
are assessed in the HR round of interview.
The HR round is to ensure that the candidate and the organization is not a
mismatch in terms of work culture, aspirations etc.
After discussing about the candidate with the technical team HR gives its
final decision.
4. SELECTION DECISION:
After obtaining the information through preceding steps, selection
decision-the most crucial part of all steps must be made. The views of
managers will be generally considered in the final selection because it is
he who will be for the performance of new employee. The HR teams also
play a crucial role in the selection process.
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5. REFERENCE CHECKS:
The organization requests the names, address and occupations for the
purpose of verifying information perhaps gaining additional background
information of an applicant.
Although listed on the application form, references are not usually
checked until an applicant has successfully reached fourth stage of
sequential process.
Previous employers, colleague can act as good references. Previous co-
workers are preferable because they are aware of the applicants
performance.
Reference checks serve two papooses-
To gain about the potential employee from people who have
previous experience with him or her.
To assess the potential success of a prospect.
6. MEDICAL TEST:
After selection decision and before the job offer made the candidate has to
undergo a physical fitness test. A job offer is contingent upon the
candidate being fit after physical examination.
Following are the objectives of physical fitness test-
To detect if the individual carries any infectious disease.
The test assists in determining whether the applicant is physically fit
to perform the work.
Medical check-up protects with health detects from undertaking
work that could be detrimental to them or otherwise endanger the
employers property.
Finally, medical examination will protect employer from workers
compensation claims that are not valid because the injuries or
illness were present when the employee was hired.
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7. JOB OFFER:
The final step in the selection process is the job offer. This offer is made
through an offer letter. The offer letter is final confirmation from the
organization as to the person has cleared all selection criteria except the
medical test.
Following are the contents of the offer letter:
Designation.
Date of joining.
Location.
Business unit.
Salary break up.
Timing of office.
Documents to be brought while joining medical to be conducted.
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TABLE- 1
SOURCING OF RESUMES FOR REQUIREMENTS
Sources No of recruiters % Of sources used
Job portals 5 20
Advertisements 5 20
Database 3 12
Employee referral 9 36
Consultancy 3 12
Total 25 100
Source: survey data
Analysis: It is observed that 36% of the resumes are sourced through employee
referral, 20% of the resumes are sourced through job portals, 20% of them
trough advertisements, 12% of the resumes are sourced through database and
12% of them are sourced through consultancies.
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CHART-1
SOURCING OF RESUMES FOR REQUIREMENTS
sourcing of resumes for requirements
20 20
12
36
12
0
5
10
1520
25
30
35
40
job portals advertisements database employee
referral
consultancies
Sources
P
ercentage
ofsources
Inference: From the chart we can infer that most of the resumes are sourced
through employee referral and other resumes through job portals, advertisementsand some through database and consultancy.
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TABLE-2
FACTORS CONSIDERED AT THE TIME OF RECRUITMENT
Factors No of recruiters % of factors
Technical knowledge 8 32
Qualification 4 16
Work experience 4 16
Communication skill 2 8
All the above 7 28
Total 25 100
Source: Survey data
Analysis: It is observed from the table that, 32% of them prefer technical
knowledge at the time of recruitment, 28% of them prefer all the above-
mentioned factors, 16% of them prefer for qualification, 16% of them work
experience and 8% of them prefer for communication skill at the time of
recruitment.
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CHART-2
FACTORS CONSIDERED AT THE TIME OF RECRUITMENT
Factors considered at the time of recruitment
32
16 16
8
28
0
5
1015
20
25
30
35
technical
knowledge
qualification work
experience
communication
skill
all the above
Factors
Percentag
e
offactors
Inference: From the chart we can infer that all the factors like technical
knowledge, qualification, work experience, communication skill is considered at
the time of recruitment. Most preferred is technical knowledge at the time of
recruitment.
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TABLE-3
LEVEL OF ACCEPTANCE FOR RECRUITMENT PROCESS BEING
OUTSOURCED FOR NEW ORGANIZATION
Acceptance No of recruiters % of acceptance by
recruiters
Yes 20 80
No 5 20
Total 25 100
Source:Survey data
Analysis: It is observed that, 80% of the recruiters feel that recruitment process
should be outsourced for new organization and 20% of the recruiters feel that
recruitment process should not be outsourced for new organization.
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CHART-3
LEVEL OF ACCEPTANCE FOR RECRUITMENT PROCESS BEINGOUTSOURCED FOR NEW ORGANIZATION
Acceptance for recruitment process outsourced for new
organisation
yes
80%
no
20%
yes no
Inference: From the chart we can infer that most of the recruiters feel thatrecruitment should be outsourced for new organization.
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TABLE-4
IMPLEMENTATION OF MODERN TECHNOLOGY IN
RECRUITMENT MAKES RECRUITMENT PROCESS EASY
Acceptance No of recruiters % of acceptance
Yes 18 72
No 7 28
Total 25 100
Source: Survey data
Analysis: It is observed that 72% of the recruiters feel that implantation of
modern technology in recruitment makes the process easy and 28% of them feel
that its implantation is not easy.
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TABLE-4:
IMPLEMENTATION OF MODERN TECHNOLOGY IN
RECRUITMENT MAKES RECRUITMENT PROCESS EASY
7228
0
20
40
60
80
Percentage of
acceptance
yes no
Acceptance
Implementation of modern technology in recruitment makes
recruitment process easy
Inference: From the chart it is observed that most of the recruiter feels that
implementation of modern technology in recruitment makes the recruitment
process easy.
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TABLE-5
FACTORS INFLUENCING CANDIDATES TO JOIN AN
ORGANIZATION
Influential factors No of recruiters % of influential factors
Pay package 6 24
Corporate image 3 12
Abroad opportunities 1 4
All the above 5 60
Total 25 100
Source: survey data
Analysis: It is observed that 60% of recruiters feel that all the above factors like
attractive pay package, corporate image and abroad opportunities influences a
candidate to join an organization, 24% of them feel that they join for attractive
pay package, 12% of them feel that they join for corporate image of the
organization and 4% of them feel that they join for abroad opportunities.
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CHART-5
FACTORS INFLUENCING CANDIDATES TO JOIN AN
ORGANIZATION
Factors influencing candidates to join an organisation
24
12
4
60
0
10
20
3040
50
60
70
pay package corporate image abroad opportunity all the above
Factors
Percentage
offactor
Inference: From the chart it is observed that all the factors like attractive pay
package, corporate image, and abroad opportunities etc influences a candidate
for joining an organization.
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TABLE-6
OPINION FOR RECRUITMENT PROCESS BEING OUTSOURCED
FOR NEW ORGANIZATION
Opinion No of recruiters % of opinions
Good 14 56
Average 7 28
Poor 4 16
Total 25 100
Source: Survey data
Analysis: It is observed that, 56% of the recruiters opines that it is good
to outsource their recruitment, 28% of them feel recruiting is average when
outsourced and 16% of them feel that recruitment process when
outsourced it will be poor.
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CHART-6
OPINION FOR RECRUITMENT PROCESS BEING OUTSOURCED
FOR NEW ORGANIZATION
opinion for recruitment process being outsourced
good
61%
average
25%
poor