INTRODUCTION The human resources are the most important asset of the organization.

The success or the failure of an organization is largely depending on the caliber of the people working therein. Without positive and creative contributions from people, organizations cannot progress and prosper. In order to achieve the goals a Software service providing company needs to recruit people with requisite skills, qualification and experience. While doing so, such companies have to keep the present as well as the future requirements of the organization in mind.

Recruitment is the process of locating and encouraging potential applicants to apply for existing or anticipated job openings. It is actually a linking function, joining together those with jobs to fill and those seeking jobs. Recruitment logically aims at attracting a large number of qualified applicants who are ready to take up the job if its offered, offering enough information for unqualified persons to self-select themselves out.

Recruiting the right people is becoming a difficult task since it is hard to identify the people who will stay with the company for reasonable amount of time. A lot of money is spent in recruitment activity to find the right person to fit the job. Hence, the study is directed towards identifying the present recruitment and selection policy and its effectiveness in terms of the number of people hired. When the employees are placed they should be provided with Induction programme in the organization. This will enable them to know the companys policies, procedures and other employees in the organization, which is very important for a person to work well. The primary objective of the industry is to drive the maximum results from all the Sources in that sources manpower plays a vital role which they would work according to their skills and knowledge. Requirement is a LINKING ACTIVITY bringing together those with jobs and those securing jobs.

DEFINITION: According to EDWIN FLIPPO, Recruitment is the process of Searching for prospective employees and stimulating them to apply for jobs in the organization.

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Objectives of Recruitment To catch the attention of the people with multiple talent and know-how, who will meet up present organizational objectives, To make the talent understand the organization by giving him an overview, To communicate modernism at all stage of the company

Purpose of Recruitment To encourage the bunch of applicants at the less cost. To assemble the companys authorised and communal compulsion relating to the task of its employees. To acquire the correct applicant at great and to prepare the candidate with deprived requirement

Need for Recruitment Opportunities because of appraisal, relocation withdrawal, extinction, lasting disability, demise and attrition. Formation of novel situations because of development, extension and diversification of production of a company.

Sources of Recruitment The sources of recruitment may be grouped into: 1. Internal sources 2. External sources The Internal sources are classified into following category Promotions Transfers Job rotation Rehires and recalls

The External sources are classified into following category Employment agencies Walk-ins Employee referrals Professional associations Page | 2

This is shown in figure: 1

FIGURE 1

PROCESS OF RECRUITMENT

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OBJECTIVE OF THE STUDY

Primary objective: To study the Recruitment Practices and policies of TAYSEER CONSULTANTS PVT. LTD.

Secondary objectives:

1. To know the recruitment methods of employees in TAYSEER CONSULTANTS PVT. LTD.

2. To find out the most and least effective method of recruitment.

3. To find out the satisfaction level of employees with the recruitment method followed to them.

4. To find out the satisfaction level of employees in terms of working conditions, salary etc as mentioned at the time of recruitment.

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NEED OF THE STUDY In todays scenario, companies have realized that by continuously developing and training their recruiters so that they can acquire core competences needed for competitive advantage and flexibility. Hence in order to analyze various practices and activities taken up by the company. The study was carried out at TAYSEER CONSULTANTS PVT. LTD., located at Chennai. This project contains a detailed view of recruitment and selection adopted by the organization by which they enable to continuously acquire, organize and develop knowledge and skills for self-development as well as for the development of the organization. For the purpose of the study primary data is obtained through questionnaire and secondary data is obtained from books, internet, magazine etc. The questionnaire was administered to 110 employees.

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SCOPE OF THE STUDY

Human resources are the most valuable asset of any organization. Therefore such an asset should be retained to the maximum level possible. Retention is made possible only with proper selection. When recruitment is done appropriately, the other following tasks become easier. Therefore this project is confined to study the recruitment procedure of TAYSEER CONSULTANTS PVT. LTD. and what the candidates perceives or feels about the recruitment procedure of the company. It also gives a brief insight into other aspects pertaining to the organization like employee recruitment, training, retention etc.., So recruitment procedure is neither independent nor mutually exclusive but they are closely inter related to one another. Therefore an exclusive study of one of them becomes meaningless unless integrated with the others.

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LIMITATIONS OF THE STUDY

1. The study is restricted to TAYSEER CONSULTANTS PVT. LTD alone.

2. Due to time constraint the whole population could not be considered.

3. The study considered only 110 samples.

4. The employees could not contribute more time. Some of the employees are not willing to answer

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INDUSTRY PROFILE
Introduction: In India, the software boom started somewhere in the late 1990s. Most of the Indian software companies at that moment offered only limited software services such as the banking and the engineering software. The business software boom started with the emergence of Y2K problem, when a large number of skilled personnel were required to fulfill the mammoth database-correction demand in order to cope up with the advent of the new millennium.

The profile of the Indian IT Services has been undergoing a change in the last few years, partly as it moves up the value chain and partly as a response to the market dynamics. Ten years ago, most US companies would not even consider outsourcing some of their IT projects to outside vendors. Now, ten years later, a vast majority of US companies use the professional services of Indian Software engineers in some manner, through large, medium or small companies or through individuals recruited directly.

The market competition is forcing organizations to cut down on costs of products. The professional IT services on the other hand are becoming increasingly expensive. The offshore software development model is today where onsite professional services were ten years ago. There is a high chance (almost a mathematical certainty), that in less than ten years, the vast majority of IT services (software development being just one of them) from developed countries, will be, one, outsourced and two, outsourced to an offshore vendor.

Despite the global economic slowdown, the Indian IT software and services industry is maintaining a steady pace of growth. Software development activity is not confined to a few cities in India. Software development centers, such as Bangalore, Hyderabad, Mumbai, Pune, Chennai, Calcutta, Delhi-Noida-Gurgaon, Vadodara, Bhubaneswar, Ahmedabad, Goa, Chandigarh, Trivandrum are all developing quickly. All of these places have state-of-the-art software facilities and the presence of a large number of Overseas vendors. Indias most prized resource is its readily available technical work force. India has the second largest English-speaking scientific professionals in the world, second only to the U.S. It is estimated that India has over 4 million technical workers, over 1,832 educational institutions and polytechnics, which train more than 67,785 computer software professionals every year. The Page | 8

enormous base of skilled manpower is a major draw for global customers. India provides IT services at one-tenth the price. No wonder more and more companies are basing their operations in India.

The industry is in an expansion mode right now, with dozens of new offshore IT services vendors emerging everyday, the industry has a high probability of being subjected to the 80:20 rule in not too distant a future. In perhaps another ten years, 80 percent of all outsourced offshore development work will be done by 20 percent of all vendors, a small number of high quality, trusted vendors. Only a few select countries and only the most professional companies in those countries will emerge as winners. India will definitely be the country of choice for offshore software development. We have the potential to become and remain the country of choice for all software developments and IT enabled services, second only to the USA. The third choice could be far distant.

India is among the three countries that have built supercomputers on their own. The other two are USA and Japan. India is among six countries that launch satellites and do so even for Germany and Belgium. India's INSAT is among the world's largest domestic satellite communication systems. India has the third largest telecommunications network among the emerging economies, and it is among the top ten networks of the world.

To become a global leader in the IT industry and retain that position, we need to constantly keep moving up the value chain, focusing on finished products and solutions, rather than purely on skill sets and resumes. We need to be able to package our services as products, rather than offering them as raw material. We need to be able to recognize and build up on our strengths and work on our weaknesses. The Indian Information Technology (IT) and IT Enabled Services (ITES) success story and its paradigm changing impact on global service delivery is now a well acknowledged fact. However, much of the success achieved by the sector has been attributed to the meteoric growth in exports that has overshadowed the latent opportunities unlocked and growth observed in the domestic market over the past few years.

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Spotlight on the Domestic IT Services Market Opportunity:

Domestic demand for IT in India is witnessing a gradual transformation from being predominantly hardware driven towards a solutions oriented approach resulting in a growing emphasis on services. In fact, revenue growth in the services segment alone has reported faster growth than that for the overall domestic IT market (including hardware, software and services) over the past few years. As depicted in the following chart, this trend is expected to continue over the forecast period.

Growth of IT Spending in India

The liberalization of Indian economic policy, de-regulation of key sectors and progressive moves towards further integrating India with the global economy has been a key driver of increased IT adoption in the country. This is best reflected in the fact that most indigenous players in telecom and banking, two key sectors with significant multinational corporation (MNC) participation, have significantly upgraded their levels of IT adoption to offer best-inclass services comparable to those offered by the global competition and these two sectors together account for approximately 35-40 percent of the domestic spend on IT services.

Similar competitive pressures in other more recently deregulated service sectors such as airlines and insurance, and the uptake in the manufacturing and industrial sectors; and the several large e-governance initiatives launched by the government under the National EPage | 10

Governance Plan (NEGP) are expected to provide sustained growth in domestic demand for IT services over the next few years. Over the next five years, domestic spending on outsourced IT services is projected to more than double, from INR 103 billion in 2004 to over INR 238 billion in 2009.

Five Year Revenue Forecasts for Key Service Lines in the Domestic Market (INR Million)

Systems integration and network integration make up a high growth-large size category within the IT services engagements. These services will continue to be prime drivers of the domestic IT services market in the enterprise segment due to the increasing growth in the enterprise application implementation and increased demand for network integration from telecom & banking verticals.

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Domestic IT Services Revenues by Key Vertical Markets (2010)

The financial services, communications and media, and manufacturing verticals accounted for over 3/4th of the revenues earned by service providers in the domestic IT services market in 2010.

The growth projections for IT service revenues in the domestic market may be further accentuated by addressing some basic issues highlighted by the findings of the surveys conducted as a part of this study.

A significant portion of the domestic corporate IT spends still lies in-house, predominantly driven by a perceived lack of focus by service providers on the domestic market and a perceived absence of value generated by outsourcing.

It is estimated that in-house spending on IT services (including training costs, salaries of inhouse IT staff and associated overheads) still accounts for more than half of the corporate IT spend in India, while the outsourced / vendor addressed spends account for just 45 percent of the total.

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Comparison of the Vendor Addressed Market and the In-house Spend by Key Services (INR Million)

During the research study, IDC undertook in-depth interviews with CIOs. There was a strong perception among a majority of the CIOs that domestic customers were not a focus area for IT service providers and that the IT service providers rarely offer Indian customers the kind of commitment and expertise that they provide their large (and necessarily more lucrative) global customers. The CIOs also strongly believe that the potential of the domestic market is still not appreciated by many of the IT services players.

Further, there continues to be a relative poor awareness of the potential of using IT as an enabler of competitive advantage. As cost arbitrage is not a strong enough justification for outsourcing in India, the IT service providers need to clearly articulate their value proposition and relate it to business benefits. IT services vendors should be able to assist the CIOs to focus on generating business value from IT investments, by offering total solutions and end-to-end services.

As the level of IT investment increases, there is a change in the perceived role of IT from a support function to an enabler of competitive advantage. There is increasing pressure on the CIO(s) to justify the IT investment by demonstrating the value delivered from IT investments. The increased expectations from IT, requires them to move from routine IT operations to strategic IT management. The challenges they face in making this Page | 13

transformation has to do with the existing complexities in their IT environments, which make the IT departments and the CIOs spend most of their time and effort in day-to-day operations. The IT services vendors have a key role to play in helping the CIOs make this transformation. New offerings and service delivery models need to be developed that can assist the CIOs in streamlining their IT operations to such a level that they can then devote their IT investments and efforts to transformational initiatives.

Verticalised solutions are becoming increasingly important, and IT service vendors need to develop domain skills and offerings.

Verticalisation of IT services is a definitive emerging trend and users are demanding services tailored to their needs. Mature IT customers are today looking for total solutions that can solve their business challenges rather than at IT hardware, software, and services as discrete elements.

IT vendors today, need to develop new or customize existing offerings to address the specific needs of each vertical/market segment. Such an approach, based on solution-orientation, is enabling IT service providers to offer sustainable value to customers.

While the larger services vendors have specific vertical practices and teams, the medium- and small-sized IT services vendors need to focus on select verticals and develop their skills in these.

Service providers need to extend strong end-to-end service capabilities to domestic customers, as the IT services market moves to high-value, annuity engagements.

The evolution of the IT services landscape is defined by the market graduating from lowvalue long-term services (such as basic maintenance and support) to high-value one-time services (such as system integration) and then on to high-value long-term services (such as discrete and end-to-end IT outsourcing).

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The vendors who will gain from this shift are those who will have the capability to offer endto-end services.

The transformation that is needed Larger and mature IT users are increasingly looking for end-to-end IT services and this will be a major growth engine for the market. This market segment will be dominated by a few large IT services vendors who have the size and the capabilities to address this demand.

The development of the domestic IT services market will need to become more broad-based. To achieve sustained development, new verticals will need to be penetrated as it is not sufficient to increase business from only the currently addressed verticals.

A large proportion of the current IT services market is predicated on the banking, financial services and telecom verticals. While IT services for these verticals will continue to show strong growth, new verticals will need to be developed to increase the rate of growth of the IT services market in India.

As the Indian economy opens further opens up, other verticals including manufacturing, travel and tourism, healthcare, entertainment will increasingly look towards IT to increase competitiveness. For both new and existing verticals, the small and medium business (SMB) segment will represent an important source of growth for the domestic IT services market.

While cost savings have been the primary driver of offshore outsourcing, vendors do not have comparable differences in labour costs to leverage while serving the domestic market. As a result, the primary motivation for the domestic market, in its early years of evolution are not cost savings but access to specialist skills and freeing client resources to focus on the core business. Scalability and process efficiency is expected to return some degree of cost savings in the domestic market as well. However this may not compare with the levels achieved by overseas (e.g. US/UK) clients.

Notwithstanding its relatively smaller contribution to the industry revenues, this segment has over the past twelve-eighteen months witnessed a noticeable increase in interest and activity on the part of customer organisations as well as service providers. While the market activity (contracts announced and deals known to be in the negotiation stages) signal growth in the Page | 15

segment, like in IT services, future growth may be accentuated if a few lingering issues are addressed.

Some of the key findings from the ITES-BPO leg of the user-organization survey conducted by IDC as a part of this study include:

While BPO/ITES penetration (to external/independent entities) is still very low, a sizeable proportion of end user organisations have an internal division to focus on these specific business processes indicating growing adoption of process based workflow. This is a critical stage in the maturity of user organisations for them to consider / be able to outsource.

Willingness to move from an in-house captive sourcing model to outsourcing is very low. Satisfaction with existing systems, lack of trust in outsourced service providers, high cost of services, unavailability of suitable vendors and lack of skilled personnel (with vendors) being the most commonly cited reasons for not looking at outsourcing.

Demonstrated focus on serving the domestic market and showcased examples of successful engagements with domestic customers are key factors that would make outsourcing a more attractive alternative for end users.

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CHAPTER 2

COMPANY PROFILE

Tayseer Consultants is a reputed, government licensed manpower recruitment company since 1986 with an ever-growing list of satisfied clients. We specialize in the recruitment of Doctors & other Medical Staff, Engineers, Professionals and Skilled and Unskilled Labourers. Recruitment and Placement are two corporate values which we take to heart and enunciate the following: To our Clients, we strive to provide value added services to help them realize their respective goals through recruitment of best available manpower. We conduct ourselves with professionalism, integrity and dependability in ensuring the ideal solution to fulfill clients' requirements. Total Client Satisfaction is the cornerstone of our service philosophy. To the Recruits, we aim to provide outstanding service in helping access to the best possible job opportunities overseas To our Employees, we endeavour to provide a working environment that promotes teamwork and rewards individual contribution to the overall business growth plans.

Our presence is not confined to INDIA alone (Head office in New Delhi & Branch office at Chennai) as we have offices at Colombo and Liaison offices at Jeddah, Riyadh, Dubai, Abudhabi, Singapore & Kualalumpur Ever aware of the competitiveness in the manpower recruitment industry, we have achieved considerable successes in providing our clientele with manpower from India, Sri Lanka, Bangladesh and Nepal who are known to possess the following qualities: High standard of professional competence and technical knowledge. Experienced and knowledgeable in carrying out their duties and responsibilities. Excellent work ethics with a mindset to contribute more than what is expected. Imbued with a long-term career outlook with companies that recognize efficiency, performance and productivity. Possess a strong will to excel and to succeed.

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From the start of recruitment to final deployment, the following services are rendered to pave the way for the smooth and successful recruitment process to take place. Maintains computerized database in various disciplines (doctors, nurses, technicians, engineers, skilled and unskilled labourers, etc.,) Conduct Manpower Search, and On-Site Recruitment, organize job fairs and advertise placements, etc, and internet online postings for specific job vacancies. Pre-select candidates by short-listing. Administer trade tests (if required), conduct personal interviews for individual assessment. Evaluate and verify credentials and documentary submissions such as Training & employment certification, transcript of records, police records, etc. To arrange booking of hotels for delegates, meet and assist them at the time of arrival and departure and provide means of transportation and to ensure a comfortable stay while in India and other countries. Prepare candidates for interviews with employer and/or his representative. To Arrange and conduct medical and laboratory tests to determine health and fitness levels of candidates. To arrange and conduct TRADE TESTS for certain categories at a Technical Institutes/Work Shops And/or Trade Test Centers. Psychological test will be provided as per Company requests. Regularly send its clients various weekly reports to help them monitor the progress of the recruitment. Facilitate visa or work permit issuance from host country through employer Coordinate with employer for post deployment arrangements such as accommodation, transport, etc. Provide assistance through Pre-Departure Orientation Seminars (PDOS). Coordinate with principals for air line booking of selected workers. Airport departure assistance for candidates.

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Hierarchy

Chairman

Managing Director Chief Consultant Director Chennai Director Colombo Director Overseas

Director Delhi

Admin Staff

Admin Staff

Admin Staff

Associate & Liaison Offices

Consultant s & Training Centers

Management Team Chairman Mr. Ibnu Soud Shahbdeen M.A. Managing Director Mr. Nasir Hassan Arvi, M.A. Chief Consultant Capt. Ameer Ali, M.A. Directors Mr. Tasneem Hasan Arvi (Delhi Operations) Mr. Sheik Ismail, DME(Chennai Operations) Mr. Hassan Iqbal (Colombo Operations) Mr. Abdul Rahman. M.C.A.,(Overseas Operations)

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Our Latest Clients

Ministry of health, Saudi Arabia Ministry of Interior, Saudi Arabia Al Ewan Medical Company, Riyadh Abdul Lathif Jameel Group, Jeddah Freyssinet Saudi Arabia ETA, Saudi Arabia Arabian Food Supplies, Saudi Arabia Spinneys, Abudhabi UAE Packaging Solutions Factory, Saudi Arabia

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REVIEW OF LITERATURE

Survey 1: A survey on recruitment and selection in a manufacturing sector, By Janice Jone and J.Stewart black on August 2003, Flinders University of South Australia, Australia

Objectives- The principal objective of the study is to compare and contrast the recruitment and selection technique for small and medium sized enterprises in the Australian manufacturing sector Methodology- A longitudinal sample of 800 small and medium sized enterprises were selected which have embarked upon different growth and development pathways, the data was collected through questionnaires directly from enterprises Findings- The statically analysis reveals Moderate and high-growth in small and medium sized enterprises development pathways Differences in requirement

Conclusion Thus recruitment and selection is essential for small and medium sized enterprise gowth. The results show that small and medium businesses contribute to economic development and growth.

Survey 2: Strategies to improve recruitment to research studies, By Mapstone j, Elbourne d, Robert I in the year 1970

Summary- Researchers do many untested things to try to increase recruitment into studies. Many studies fail to recruit their planned number of participants, using effective ways to improve recruitment would be of benefit to research community and society. Fifteen trails of methods aimed at participants were identified, but the results are not easily generalizable. Background- Research studies are essential to improve health care. However many fail to recruit their planned number of participants. There are many interventions that researchers try to improve recruitment .Finding which ones are effective would be beneficial to the research community and society. Objectives- To qualify the effects of strategies to improve participation in research studies

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Data collection and analysis- They extracted data on the method evaluated, nature of the population, nature of the study to be recruited into, randomization or quasi-randomization method, allocation concealment, numbers and proportions in each group. They used risk ratios and 95% confidence interval to describe the effects in individual trails and assessed heterogeneity of these rations between trials. Results- They identified 15 eligible trials, including a total of 33,719 participants .All strategies were aimed at participants for healthcare studies. No strategies were identified at the level of research collaborators or ethics committees. Trails of monetary incentives, an additional questionnaire at invitation and treatment information on the consent form demonstrated benefits; these specific interventions from individuals trials are not easily generalizable. Conclusion- On the evidence it is not possible to predict the effect most interventions will have on recruitment. Finders and researchers should ensure that the evaluations of recruitment strategies are incorporated into research studies.

Survey 3: Who gets the job? Recruitment and selection at a 'second-generation' Japanese Automotive components transplant in the US- Steven E. Gump Abstract Literature on Japanese transplant manufacturing firms in the automotive sector often emphasise the importance placed on attitude as opposed to skills in the hiring decisions for line workers. In this paper, a case study of one second-tier components supplier for a major Japanese automotive assembler in the Midwestern United States provides the opinions of senior managers and human resource associates regarding recruitment and selection practices. In-depth interviews, carried out over a two-week period in August 2000, are used to develop an understanding of the recruitment and selection process for line workers as well as to investigate the desired skills and value of previous Japanese experience. Results of the case study analysis are compared with two models from the literature: (I) a model of recruitment and selection at Japanese automotive-related firms in Japan and (2) a model of recruitment and selection at Japanese transplant automotive-related firms abroad. Deviations from the two models point not to a new paradigm of 'second-generation' Japanese transplants - those that have moved into regions quite familiar with Japanese firms and related management and production methods - but rather to overall weaknesses in the stereotypical models. Managerial opinions within the case study firm place limited value on familiarity with a

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Japanese environment, considering such experience secondary to attitudes and work ethics that are in line with the philosophy of the case study firm.

Survey 4: Recruitment Strategies Managing/Effecting the Recruitment Process - By Margaret A. Richardson

Abstract Recruitment, as a human resource management function, is one of the activities that impact most critically on the performance of an organisation. While it is understood and accepted that poor recruitment decisions continue to affect organisational performance and limit goal achievement, it is taking a long time for public service agencies in many jurisdictions to identify and implement new, effective hiring strategies. In some areas, existing laws inhibit change; in others, the inhibiting factor is managerial inertia. This paper discusses some of the strategies that organisations can and do employ to ensure the existence of the best possible pool of qualified applicants from which they can fill vacancies as and when required. It will identify the advantages of each of the strategies, highlight the drawbacks of its use and offer suggestions for ensuring its utility.

Survey 5: Recruitment Process - (Dowling and Schuler, 1990) Abstract Recruitment is a 'linking function' - joining together those with jobs to fill and those seeking jobs It is a 'joining process' in that it tries to bring together job seekers and employer with a view to encourage the former to apply for a job with the latter. The basic purpose of recruiting is to develop a group of potentially qualified people. To this end, the organization must communicate the position in such a way that job seekers respond. To be cost effective, the recruitment process should attract qualified applicants and provide enough information for unqualified persons to self-select themselves out. Recruitment involves searching for and obtaining potential job candidates in sufficient numbers and quality so that the organisation can select the most appropriate people to fill its job needs.

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Recruitment In this information age, the importance of human capital and human asset cannot do ignored; rather it is that line of business that could lead any organization to attain heights. This is the factor that makes difference between one organization and another. Getting the right person at the right place and then retaining him is the main area of concern in todays corporate world. Hence, the emphasis is being laid to device policies and programmes in such a manner that it leads to retention of the desired manpower and thus contributes towards organizational development. Each organization is now thriving to attain the best person i.e. the knowledgeable worker and leverage their wisdom towards the achievement of the organizational objectives. Nobody wants to have the third best or the second best, but to have he best person in the organization it becomes very difficult to retain them.

Certain great leaders who have made their mark in corporate world by their actions say that every organization can acquire the same machinery, the same infrastructure etc. but what makes the difference in one organization to another is the manpower it possess which cannot be copied down.

Considering the aspect of sourcing, no organization should ever think that once it has acquired the best talent created favorable conditions to retain them they would not require going in for sourcing activities. Hence this should be kept in mind that sourcing is a continuous process, on outgoing one and will have its existence till the organization functions. The talent that we have acquired and retained is through its sourcing only. Unless and until a person is sourced from outside, how will the organization get the best. To have the best it is essential to acquire it from outside. There has been tremendous change in the technology and for the organization to surviving in this changing scenario; it has become very essential that they keep up with the pace with the changes in the technology, the change in the culture etc. Taking for example no organization can even think of operating without the use of information technology, now it becomes very difficult and costly affair to train the people within the organization at different level to learn how to make use of this technology. Hence sourcing is done and the best talent is acquired so that the person not only takes case of changing technical needs of the organization but also be able to make other employee learn from him.

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RESEARCH METHODOLOGY An innovative research can be carried out to link different objectives laid in order to arrive at specific policy recommendations. The study was conducted depending upon the scope of research tools and assessment was linked to the policies, programs and procedures of recruitment and selection followed in TAYSEER CONSULTANTS PVT. LTD. A tailor questionnaire was prepared and all the information was collected in person to avoid superficial answers that normally employees tend to give if their answers are negative. Therefore for the purpose of studying the recruitment and selection process at TAYSEER CONSULTANTS PVT. LTD. a small scale survey was made using the information provided by the organization.

Research design- Research design is a plan, structure and strategy of investigation conceived so as to obtain answer to research questions and to control variances. The function of research design is to provide for the collusion of relevant evidences with minimal expenditure of effort, time and money. Descriptive research has been to used to meet out the objectives.

Method of Data Collection Sources of data: 1. Primary Data 2. Secondary Data Primary data: The data which is collected for the first time is primary data. For this research primary data will be collected through A Structured Questionnaire. Secondary data: The secondary data is the data which already exists. The data will be collected through company records and websites.

Questionnaire: - Questionnaire is prepared and circulated to employees to know their opinions on the recruitment and selection process followed in the organization. The questionnaire that is used for collection of data is close-ended where the employees are given options to be selected to get their feedback.

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Interview: - A personnel interview was conducted to know about the recruitment and selection activities implemented in the organization.

Observation: - Observations were done during the visits to the organization.

Sampling technique: - A men random sampling convenience sampling technique is followed to carry on the study. Sample size: - A sample size of 110 is drawn where the respondents belong to different departments of the organization.

Statistical Tools Applied After the data has been collected, analysis is made from questionnaire and tabulation method is followed. Tabulation is a technique procedure where in data is classified and put in the form of tables. The tables thus obtained were analyzed with statistical tools like percentages and pie diagram so that interpretation would be precise and easy.

a. Percentage Method In this position of an individual observation in a distribution is described. The most convention for describing the position of an individual score in distribution of scores is a percentile method.

PERCENTAGE N = 100* (CUMULATIVE fi/n)

b. Chi-Square Chi-square applied in statistics to test the goodness of fit to verify the distribution ob observed data with assumed theoretical distribution. Therefore it is a measure to study whether two characters are dependent or independent. Thus chi-square test describes the discrepancy between actual data and expected frequencies. Application of Chi-Square

To Test the Goodness of Fit If the calculated value is less than the tabulated value at a certain level of significance, the fit considered being good and hence the hypothesis is accepted. But when it is vice-versa, when the calculated value is greater than the tabulated value, then it is not considered being the goodness of fit. Page | 26

To Test Independence of Two Attributes This test enables to explain whether two attributes are associated or not. In this null hypothesis, the two attributes that are independent, which means that, one factor does not have any associates with each other.

In this case if the calculated value is less than its table value, then the hypothesis which means the two attributes is independent or not associated .It is vice-versa when the calculated value is greater than the tabulated value .The attributes are associated.

c. Weighted average analysis method In calculating arithmetic mean we suppose that all the items in the distribution have equal importance. Weighted average = Total of weights scored by each variable ________________________________ Total respondents

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DATA ANALYSIS & INTERPRETATION

Table: 1 Source of Recruitment

S.No 1 2 3

Response Internal source External source Both Total

No of respondents 22 55 33 110

Percentage 20% 50% 30% 100

Interpretation: 20% of employees are of the view that internal source of recruitment is followed 50% of employees think that external source of recruitment is followed 30% of employees agree that both internal and external source of recruitment is followed.

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Chart: 1

Source of Recruitment

60% 50%

50%
40% 30% 30% 20% 20% 10% 0%

Internal source

External source

Both

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Table: 2 Internal source of recruitment

S.No 1 2 3 4

Response Recommendation Present employee references Data Bank All Total

No of respondents 0 52 31 27 110

Percentage 0 47% 28% 25% 100

Interpretation: The above Table indicates that 47% of the employees think that present employee references is taken for recruitment 28% of employees are in the opinion that data bank is used for internal recruitment 25% of employees agree all the above methods are used for internal recruitment

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Chart: 2

Internal source of recruitment

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Table: 3 External sources used for recruiting People S.No 1 2 3 4 Response Advertisement Consultants Campus selection All Total No of respondents 35 25 35 15 110 Percentage 32% 23% 32% 14% 100

Interpretation: The above Table indicates that 32% of employees feel that advertisement is used for recruiting employees 23% of employees think that consultants are used for recruiting employees 32% of employees think that people get recruited through job centers 14% of employees are in the view that internship is used for recruitment employees

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Chart: 3

External sources used for recruiting people

All

14%

Campus selection

32%

Consultants

23%

Advertisement

32%

0%

5%

10%

15%

20%

25%

30%

35%

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Table: 4 Knowledge about the vacancy

S.No 1 2 3 4

Response Advertisement Consultant Job centers Internship Total

No of respondents 46 27 16 21 110

Percentage 42% 25% 15% 18% 100

Interpretation: The above Table indicates that 42% of the employees came to know about the job through advertisement 25% of the employees came to know about the job through consultant 15% of the employees came to know about the job through job centres 18% of employee came to know about the job through internship

Page | 34

Chart: 4

Knowledge about the vacancy

45% 40% 35% 30%

42%

25% 25% 20% 15% 15% 10% 5% 0% Advertisement Consultant Job centers Internship 18%

Page | 35

Table: 5 Recruitments carried out in the organization

S.No 1 2 3 4 Monthly

Response

No of respondents 26 11 18 55 110

Percentage 24% 10% 16% 50% 100

Every six months Yearly As position becomes vacant Total

Interpretation: The above Table indicates that 24% of employees think that recruitment is carried out monthly in the organization 10% of employees feel recruitment is carried out every six months 16% of employees are in the view that recruitment is carried out yearly 50% of employees are in the opinion that recruitment is carried out as position becomes vacant

Page | 36

Chart: 5

Recruitments carried out in the organization

60%

50% 50%

40%

30% 24% 20%

16% 10%

10%

0% Monthly Every six months Yearly As position becomes vacant

Page | 37

Table: 6 Reasons for Recruitment

S.No 1 2 3 4

Response Expansion New project Turnover of employees All Total

No of respondents 12 39 12 47 110

Percentage 11% 35% 11% 43% 100

Interpretation: The above table indicates that 11% employees feel recruitment is conducted when there is expansion 35% employees think that recruitment is conducted when there is a new project 11% employees feel recruitment is conducted when there is turnover of employee 43% employees agree that all the above options are reasons for recruitment

Page | 38

Chart: 6

Reason for Recruitment

All

43%

Turnover of employees

11%

New project

35%

Expansion

11%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

Page | 39

Table: 7 Reservation systems in the organization

S.No 1 2 3 4 5

Response Strongly agree Agree Neutral Disagree Strongly disagree Total

No of respondents 22 60 28 0 0 110

Percentage 20% 55% 25% 0 0 100

Interpretation: The above table indicates that 20% of employees strongly agree that the reservation system in the organization is fair 55% of employee agree that the reservation system in the organization is fair

25% of employees are neutral about the reservation system followed in the organization

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Chart: 7 Reservation systems in the organization

Strongly disagree

Disagree

Neutral

25%

Agree

55%

Strongly agree

20%

0%

10%

20%

30%

40%

50%

60%

Page | 41

Table: 8 Handling of recruitment process by competent staff

S.No 1 2 3 4 5

Response Strongly agree Agree Neutral Disagree Strongly disagree Total

No of respondents 23 32 30 13 12 110

Percentage 21% 29% 27% 12% 11% 100

Interpretation: The above table indicates that 21% of employees strongly agree that the recruitment and selection process is handled by competent staff 29% of employees agree that the recruitment and selection process is handled by competent staff 27% of employees are neutral about the recruitment and selection programme being carried out by competent personnel 12% of employees disagree that the recruitment and selection process is handled by competent staff 11% of employees strongly disagree that the recruitment and selection process is handled by competent staff

Page | 42

Chart: 8

Handling of recruitment process by competent staff

30%

29% 27%

25% 21% 20%

15% 12% 11%

10%

5%

0% Strongly agree Agree Neutral Disagree Strongly disagree

Page | 43

Table: 9 Improvement of recruitment officials

Response S.No 1 2 3 4 5 Strongly agree Agree Neutral Disagree Strongly disagree Total

No of respondents

Percentage

49 33 20 8 0 110

45% 30% 18% 7% 0 100

Interpretation: The above table indicates that 45% of employees strongly agree that the recruiting officials need to improve their skills in interview and selection 30% of employees agree that the recruiting officials need to improve their skills in interview and selection 18% of employees are neutral when it comes to recruiting officials need any kind of training to improve their skills in interview and selection 7% of employees disagree that the recruiting officials need to improve their skills in interview and selection

Page | 44

Chart: 9

Improvement of recruitment officials

50% 45% 45% 40% 35% 30% 30% 25% 20% 15% 10% 5% 0% 0% Strongly agree Agree Neutral Disagree Strongly disagree 18%

7%

Page | 45

Table: 10 Kind of training that will help officials improve

S.No 1 2 3 4

Response Communication skills Workshops Seminars Presentation Total

No of respondents 37 39 28 6 110

Percentage 35% 35% 25% 5% 100

Interpretation: The above table indicates that 35% of employees think that communication classes will help recruiting officials improve their skills 35% of employees feel that attending workshops will help them improve their skills 25% of employees feel attending seminars will help the recruiting officials to improve their skills 5% of employees agree that presentations will help them improve their skills

Page | 46

Charts: 10

Kind of training that will help officials improve

Presentation

5%

Seminars

25%

Workshops

35%

Communication skills

35%

0%

5%

10%

15%

20%

25%

30%

35%

Page | 47

Table: 11 Evaluation of employee

S.No 1 2 3 4 5

Response Strongly agree Agree Neutral Disagree Strongly disagree Total

No of respondents 12 51 45 2 0 110

Percentage 11% 46% 41% 2% 0 100

Interpretation: The above table indicates that 11% of employees strongly agree evaluation of employee helps in determining the requirements of personnel 46% of employees agree evaluation of employee helps in determining the requirements of personnel 41% of employees are neutral whether evaluation helps in determining the requirement of personnel 2% of employees disagree evaluation of employee helps in determining the requirements of personnel

Page | 48

Chart: 11

Evaluation of employees

50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Strongly agree 11%

46% 41%

2%

Agree

Neutral

Disagree

Strongly disagree

Page | 49

Table: 12 Interview pattern

S.No 1 2 3 4

Response Aptitude test Job knowledge test Written/oral test Group discussion Total

No of respondents 6 31 71 2 110

Percentage 5% 28% 65% 2% 100

Interpretation: The above table indicates that 5% of employees underwent aptitude test to get selected 28% of employee took job knowledge test to get selected 65% of employees underwent some kind of written/oral test to get into the organization 2% of employees took part in group discussion to get into the organization

Page | 50

Chart: 12

Interview pattern followed for selection

Group discussion

2%

Written/oral test

65%

Job knowledge test

28%

Aptitude test

5%

0%

10%

20%

30%

40%

50%

60%

70%

Page | 51

Table 13: Basis of selection

S.No 1 2 3 4 5

Response Strongly agree Agree Neutral Disagree Strongly disagree Total

No of respondents 39 57 10 4 0 110

Percentage 35% 52% 9% 4% 0 100

Interpretation: The above table indicates that 35% of employees strongly agree that they selection was done on the basis of technical knowledge and academic marks 52% of employees agree that they selection was done on the basis of technical knowledge and academic marks 9% of employees are neutral about the basis of their selection 4 % of employees disagree that they selection was done on the basis of technical knowledge and academic marks None of the employees strongly disagree that they selection was done on the basis of technical knowledge and academic marks

Page | 52

Charts 13:

Basis of selection

60% 52% 50%

40%

35%

30%

20% 9% 10% 4% 0 0% Strongly agree Agree Neutral Disagree Strongly disagree

Page | 53

Table: 14 Choosing the right kind of employee

S.No 1 2 3 4 5

Response Strongly agree Agree Neutral Disagree Strongly disagree Total

No of respondents 8 41 37 18 6 110

Percentage 7% 37% 35% 16% 5% 100

Interpretation: The above table indicates that 7% of employees strongly agree that management chooses the right employees for work 37% of employees agree that management chooses the right employees for work 35% of employees are neutral about the decision of management choosing the right employees 16% of employees disagree that management chooses the right employees for work 5% of employees strongly disagree that management chooses the right employees for work

Page | 54

Chart: 14

Choosing the right kind of employee

40% 35% 30% 25% 20%

37% 35%

16% 15% 10% 5% 0% Strongly agree Agree Neutral Disagree Strongly disagree

7% 5%

Page | 55

Table: 15 Interest of senior manager in new comers

S.No 1 2 3 4 5

Response Strongly agree Agree Neutral Disagree Strongly disagree Total

No of respondents 49 35 20 6 0 110

Percentage 45% 32% 18% 5% 0 100

Interpretation: The above table indicates that 45% of employees strongly agree that the senior management takes interest and spends time with the new comers after selection 32% of employees agree that the senior management takes interest and spends time with the new comers after selection 18% of employees are neutral about the senior management spending time with the new comers after selection 5% of employees disagree that the senior management takes interest and spends time with the new comers after selection None of the employees disagree that the senior management takes interest and spends time with the new comers after selection

Page | 56

Chart: 15

Interest of senior manager in new comers

45% 40% 35% 30% 25%

45%

32%

18% 20% 15% 10% 5% 0% Strongly agree Agree Neutral Disagree Strongly disagree 5% 0

Page | 57

Table: 16 Refer a friend to apply for a job in the company

S.No 1 2 3 4 5

Response Strongly agree Agree Neutral Disagree Strongly disagree Total

No of respondents 49 33 22 6 0 110

Percentage 45% 30% 20% 5% 0 100

Interpretation: The above table indicates that 45% of employees strongly agree that they would refer a friend to apply for a job at this company 30% of employees agree that they would refer a friend to apply for a job at this company 20% of employee are neutral about whether they would refer they friend for a job at this company 5% of employees disagree that they would refer a friend to apply for a job at this company None of the employee strongly disagree that they would refer a friend to apply for a job at this company

Page | 58

Chart: 16

Refer a friend to apply for a job in the company

45% 40% 35%

45%

30% 30% 25% 20% 20% 15% 10% 5% 5% 0% Strongly agree Agree Neutral Disagree Strongly disagree 0

Page | 59

Table: 17 Clarity of job requirements S.No 1 2 3 4 5 Response Strongly agree Agree Neutral Disagree Strongly disagree Total No of respondents 12 53 39 6 0 110 Percentage 11% 49% 35% 5% 0 100

Interpretation: The above table indicates that 11% of employees strongly agree that the job requirements are clear 45% of employees agree that the job requirements are clear 35% of employees are neutral whether the job requirements are clear 5% of employees disagree that the job requirements are clear None of the employee strongly disagree about the clarity of job requirements

Page | 60

Chart: 17

Clarity of job requirements

50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Strongly agree Agree Neutral Disagree Strongly disagree 11% 49% 35%

5% 0

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Table: 18 Rating the recruitment and selection procedure

S.No 1 2 3 4

Response Excellent Good Average Poor Total

No of respondents 69 33 8 0 110

Percentage 63% 30% 7% 0 100

Interpretation: The above table indicates that 63% of employees rate the recruitment and selection process as excellent 30% of employees rate the recruitment and selection process as good 7% of employees rate the recruitment and selection process as average None of the employees believe that the recruitment and selection process is poor

Page | 62

Chart: 18

Rating the recruitment and selection procedure

70% 60% 50% 40%

63%

30% 30% 20% 10% 0% Excellent Good Average Poor 7% 0

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Table: 19 Suitability of the recruitment and selection process

S.No 1 2 3 4 5

Response Strongly agree Agree Neutral Disagree Strongly disagree Total

No of respondents 45 45 16 4 0 110

Percentage 41% 41% 15% 3% 0 100

Interpretation:: The above table indicates that 41% of employees strongly agree that the method of recruitment and selection followed in their company is apt 41% of employees agree that the method of recruitment and selection followed in their company is apt 15% of employees are neutral about the suitability of recruitment and selection process 3% of employees disagree that the method of recruitment and selection followed in their company is suitable None of the employees disagree about the suitability of the recruitment and selection process

Page | 64

Chart: 19

Suitability of recruitment and selection process

Strongly disagree

Disagree

3%

Neutral

15%

Agree

41%

Strongly agree

41%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

Page | 65

Table: 20 Satisfaction level with the present salary

S.No 1 2

Response Yes No Total

No of respondents 33 77 110

Percentage 30% 70% 100

Interpretation: The above table indicates that 30% of employees are satisfied with the current compensation 70% of employees are not happy with their current compensation

Page | 66

Chart: 20

Satisfaction level with the present salary

70% No

Yes

30%

0%

20%

40%

60%

80%

Page | 67

Table: 21 Commitments promised during the interview

S.No 1 2

Response Yes No Total

No of respondents 34 76 110

Percentage 31% 69% 100

Interpretation: The above table indicates that 31% of employees said the company is managing the commitments during the interview 69% of employees said it is not.

Page | 68

Chart: 21

Commitments promised during the interview

80% 70% 60% 50% 40%

69%

31%
30% 20% 10% 0%

Yes

No

Page | 69

Table: 22 Knowledge about the vacancy

S.No 1 2 3 4

Response Friends Internet Newspaper Others Total

No of respondents 48 50 12 0 110

Percentage 44% 45% 11% 0 100

Interpretation: The above table indicates that 44% of employees said the they came to know the vacancy from their friend, 45% of employees said they got the information from internet 11% said they got the information from newspaper.

Page | 70

Chart: 22

Knowledge about the vacancy

50% 45% 40% 35% 30% 25% 20% 15% 11% 10% 5% 0 0% Friends Internet Newspaper Others 44% 45%

Page | 71

Table: 23 Candidate sourcing Most of the times Personnel references Campus recruitment Job fairs Advertisements Companies data base 64 74 33 71 59 Some times 37 33 52 36 39 Rarely 2 0 20 3 12 Never 7 3 5 0 0 Total 110 110 110 110 110

Interpretation: The above table indicates that 72% of the respondents are said that most of the times recruit candidate from campus recruitment and remaining 28% of the respondents are said that some times recruit candidate from campus recruitment, 28% of the respondents said that most of the times recruit candidate from job fairs, 52% of the respondents are some times recruit candidate from job fairs and remaining 20% of the respondents are said that rarely recruit candidate from job fairs, 66% of the respondents are most of the times recruit candidate from advertisement, 30% of the respondents are said that rarely recruit candidate from advertisement, 54% of the respondents are said that most of the times recruit candidate from companys data base, 34% of the respondents are said that some times recruit candidate from companies data base and remaining 12% of the respondents are said that rarely recruit candidate from companies data base.

Page | 72

Chart: 23

Candidate sourcing

80 74 71 70 64 60 52 50 39 36 33 30 20 20 12 10 2 0 Personnel referencesCampus recruitment Job fairs Advertisements Companies data base 7 3 0 5 3 0 0 33 59

40

37

Page | 73

WEIGHTED AVERAGE Most of the Some times Personnel references Campus recruitment Job fairs Advertisements Companies data base 236 276 112 264 216 times 96 84 141 93 102 4 0 40 6 24 7 3 5 0 0 343 363 298 363 342 34.3 36.3 29.8 36.3 34.2 2 1 4 1 3 Rarely Never Total W.A Rank

Inference Above table inferred that Advertisements and Campus recruitment secured first rank,

Personnel references secured second rank, Companies data base secured third rank and Job fairs secured fourth rank.

Page | 74

CHI SQUARE ANALYSIS

Chi-square between Age of the respondents and Feel about interview panel To find the reliability of the collected data Chi-square test has to be conducted the required hypothesis is the null hypothesis

CHI SQUARE ANALYSIS

H0 (Null hypothesis) = There is no significant relationship between the Age of respondents and their opinion about interview panel

H1 (Alternate hypothesis) = there is a significant relationship between the Age of respondents and their opinion about interview panel

TABLE 24 OBSERVED FREQUENCY:

Age/Feel about interview panel Below 25 20-40 41-50 Above 50 TOTAL

Excellent Good Satisfaction Poor TOTAL

10 16 9 11 46

12 11 6 2 31

6 12 3 2 23

5 0 5 0 10

33 39 23 15 110

Page | 75

TABLE 25 EXPECTED FREQUENCY:

Age/Feel about interview panel Below 25 20-40 41-50 Above 50 TOTAL

Excellent Good Satisfaction Poor TOTAL

9 12 8 7 36

17 9 11 3 40

5 14 3 2 24

5 3 1 1 10

36 38 23 13 110

FORMULA: CHI SQUARE = [(O-E) 2 / E]

O Observed frequency E Expected frequency (O E) = Difference between observed frequency and expected frequency. (O E) =Square of the difference

Page | 76

CALCULATION: (O-E)2 1 -2 1 0 2 4 -2 -3 -1 -3 0 4 -2 1 2 -1 1 4 1 0 4 16 4 9 1 9 0 16 4 1 4 1 (O-E) 2/ E 0.11 0.27 0.20 0 0.33 0.29 0.28 3 0.13 1 0 16 0.57 1 4 1

O 10 13 6 5 14 11 12 0 7 6 3 5 5 2 2 0 [(O-E) 2 / E] Degree of freedom

E 9 15 5 5 12 7 14 3 8 9 3 1 7 1 0 1

O-E

= 28.80 = = = (R-1) (C-1) (4-1) (4-1) 9

Calculated value

= 28.80

At 5% level of significance the table value is 16.919

Table value <calculated value H1 is accepted Hence there is a significant relationship between the Age of respondents and their opinion about interview panel

Page | 77

CHAPTER 5

FINDINGS FROM THE STUDY 50% of the employees agree that external source of recruitment is followed to employ i.e. recruiting people from outside the organization. 47% of the employees agree that present employee reference is taken for internal recruitment. 32% of the employees are in the opinion that advertisement placed in newspaper and print helps in external recruitment of employees 42% of the employees working in TAYSEER CONSULTANTS PVT. LTD. got to know about the job through advertisement placed in newspaper. 50% all the employees agree that recruitment is carried out as soon as the position becomes vacant thus recruitment in the company is carried out when position becomes vacant. 43% of the employees agree that recruitment is carried on for the above mentioned options i.e. when there is expansion or when there is a new project or when there is turnover of employees 55% of the employees strongly agree that the reservation system followed in the company is fair and not impartial. None of the employees feel the reservation system is unfair. 29% of the employees agree that the recruitment and selection process is handled by competent and well qualified staff 45% feel that the recruiting officials should improve their skills in interview and selection 35% of the employees agree that attending workshops and communication courses will help the recruiting officials improve their skills. Page | 78

 46% employees agree that evaluation helps n determining the requirement of personnel 65% of the employees took job knowledge test to get selected in the organization. 55% of the employees agree that selection is done based on technical knowledge and academic marks 37%of the employees agree that management chooses the right employees for work i.e. employees are capable enough to hold the job. 45% of the employees are in the opinion that top management takes interest with the new comers after selection process 45% of the employees strongly agree that they would refer a friend to apply for a job at TAYSEER CONSULTANTS PVT. LTD. 49% of the employees agree that the job requirements are clear . This means that the managers are very articulate and clear. 63% of the employees are satisfied with the recruitment and selection process and feel the process followed in the organization is excellent. 41% of the employees agree that the recruitment and selection process followed in the company is very apt .70% of the employees are dissatisfied with their current compensation. Hence the company should pay more attention in the employee compensation part. 69% of the employees said that the management is not keeping up the commitments promised during the interview. 45% of the employees said they got the information about the vacancy from internet and from their friends, Newspaper reach is little. Hence it is better appreciable if the company continues to publish their vacancy in internet rather than spending for newspaper ad. 74% of the respondents said advertisement and company database are the best go for candidate sourcing. Page | 79

CHAPTER 6 SUGGESTIONS & RECOMMENDATIONS

The study proved that TAYSEER CONSULTANTS PVT. LTD. has an effective Human Resource Department meeting all the manpower requirements of the company. All the recruitment and selection activities are coordinated and controlled in such a manner that all demands are met. But still the questionnaire analysis gave some loopholes regarding the functions of the HR department. According to these loopholes following suggestions were put forth to the HR department. The recruitment and selection process should be handled by more experienced staff. The recruiting officials should undergo training in order to improve their communication skills. The management should be careful while selecting the employees. They should choose the right kind of employees for wok. The company should go for campus selection as it helps to get fresh candidates who contribute new and innovative ideas which increase the organization effectiveness. To attract more people, the company should provide attractive packages, good atmosphere to work, give the employers job security and also the company should maintain good relations. Selection methods like Group Discussion should be followed for absorbing the employees in the organization. The company should select the candidates through consultancies as it helps them to get brilliant candidates as these consultancies careen out the candidates by conducting various necessary test like group discussion, aptitude test etc. Hiring employees who are high performers and who add value and profits to the company. Page | 80

CHAPTER 7 CONCLUSION The study helped to find out the drawbacks that are affecting the growth of the organization. TAYSEER CONSULTANTS PVT. LTD. should use appropriate measures to improve the organization status and the recruitment processes. The study result would help the company to identify the problem in recruitment and follow suitable methods to recruit appropriate candidate. Majority of the employees have been working in TAYSEER CONSULTANTS PVT. LTD. for a long time, because good working environment. Most of the employees are getting information about the job opportunities of TAYSEER CONSULTANTS PVT. LTD. through the sources like Employment exchange and General advertisement. Organization is taking sufficient time to process the applications of the applicants and subsequently to send the call letters. Organization is using only written test and interview as the methods of selection procedure. And the employees are satisfied with nature of tests. Most of the employees suggest - External source and direct procedure as good for recruitment. Most of the employees are suggested to improve the merit of the recruitment and selection procedure.

Page | 81

ANNEXURE QUESTIONNAIRE

Sir/Madam, I am doing my final year MBA at .. I would like to have your cooperation in filling up this questionnaire which would help me in completing my final project. I assure you that the information would be used only for academic purpose.

NAME AGE

: :

YEARS OF EXPERIENCE : DESIGNATION :

1. What source of recruitment is followed in your organization? (a) Internal source (b) external source (c) both

2. What are the internal sources used for recruiting people in your organization? (a) Recommendation (b) present employee references (c) data bank (d) all

3. What are the external sources used for recruiting people in your organization? (a) Advertisement (b) consultants (c) campus selection (d) all

4. How did you come to know about the vacancy? (a) Advertisement (b) consultant (c) Job centers (d) Internship

5. How often are recruitments carried out? (a) Monthly (b) every 6 months (c) yearly (d) as position becomes vacant

6. When does the company conduct recruitment? (a) Expansion (b) new project (c) turnover of employees (d) all

7. Does the reservation system in your organization is fair? (a) Strongly agree (b) agree (c) neutral (d) disagree (e) strongly disagree Page | 82

8. Is the recruitment and selection programme is handled by competent personnel. (a) Strongly agree (b) agree (c) neutral (d) disagree (e) strongly disagree

9. Does the recruiting officials need any kind of training to improve their skills in interview and selection? (a) strongly agree (b) agree (c) neutral (d) disagree (e) strongly disagree

10. If yes, what kind of training will help them improve their skills? (a) Communication skills (b) work shops (c) seminars (d) presentation

11. Is Evaluation of the employees helps in determining the requirements of Personnel? (a) strongly agree (b) agree (c) neutral (d) disagree (e) strongly disagree

12. What interview pattern was followed for your selection? (a) Aptitude test (b) job knowledge test (c) written/oral test (d) group Discussion

13. Do the selection process is done on the basis of technical knowledge and academic aggregate marks? (a) Strongly agree (b) agree (c) neutral (d) disagree (e) strongly disagree

14. Is management chooses the right employees for work? (a) Strongly agree (b) agree (c) neutral (d) disagree (e) strongly disagree

15. Does the senior management takes interest and spends time with the new comers after the selection. (a) Strongly agree (b) agree (c) neutral (d) disagree (e) strongly disagree

16. Would you refer a friend to apply for a job at this company? (a) Strongly agree (b) agree (c) neutral (d) disagree (e) strongly disagree

Page | 83

17. Are the job requirements are clear? (a) Strongly agree (b) agree (c) neutral (d) disagree (e) strongly disagree

18. Rate the recruitment and selection process followed in your company (a) Excellent (b) good (c) average (d) poor

19. Is the methodology adopted for recruitment and selection is apt/suitable? (a) Strongly agree (b) agree (c) neutral (d) disagree (e) strongly Disagree 20. Are you happy with the salary what you offered from the company? (a) Yes (b) No.

21. Did organization Managing commitment which is given to you at the time of interview? (a) Yes (b) No.

22. How do you come to know about openings in organization? (a) Friends (b) Internet (c) News Paper (d) Others.

23. Where do you source the candidates from? Most of the times Personnel references Campus recruitment Job fairs Advertisements Companies data base Some times Rarely Never

24. Please mention the compensation level available for fresher in the industry? 0 5000 Higher secondary level Under graduates Post graduates Professional degrees Page | 84

5000-10000

10000-15000

15000&above

25. According to you what extent should a candidate possess of the following skill?

Very Important Important Not Important Commercial awareness Written communication skills Problem solving skills Company loyalty Previous Experience Team work Presentation skills

Page | 85

BIBLIOGRAPHY

Dale Yoder, Paul D. Staudohar: (1982) Personnel management and industrial relations, Prentice-Hall, 552 Pages Edwin B. Flippo:(1976) Principles of personnel management, McGraw-Hill, 592 Pages Gatewood, R.D and Field, H.S (2001), Human Resource Selection, 5th Editon, Harcourt College Publisher. Granovetter, M.S. (1974) Getting a Job: A Study of Contacts and Careers, Cambridge, Mass: Harvard University Press Guetal, H.G. and Stone, D.L. (2005), The Brave New World of e-HR, Human Resources Management in the Digital Age, Jossey Bass, San Francisco, CA. Kaplan, R. & Norton, D., (1992) The balanced scorecard: measures that drive performance. Harvard Business Review, 70(1), 71-79. Margaret A. Richardson (1992), Recruitment Strategies: Managing/Effecting the Recruitment Process, pp.1-24

Sites Visited 1. www.sps.co.in 2. Www. scientific publishing services.com 3. www.management paradise.com 4. www.citehr.com

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