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A STUDY ON EFFECTIVENESS OF RECRUITMENT AND SELECTION PROCESS, SPi TECHNOLOGIES, PUDUCHERRY

ABSTRACT
A STUDY ON EFFECTIVENESS OF RECRUITMENT AND SELECTION PROCESS in SPi technologies was used to study the existing recruitment and selection process and various factor involved in it. Both primary and secondary sources were used to collect data. The primary data is collected from both employers and employees of SPi technologies through a well constructed questionnaire. The secondary data was collected from various journals, magazines, articles, various sites and company records. From the analysis it was inferred that the organization gave preference to internal sources rather than external sources. Some of the employees felt that the company would still fasten the process. From the study it was found that the employers and employees are satisfied with their present recruitment and selection process

TABLE OF CONTENTS LIST OF TABLES LIST OF CHARTS CHAPTER TITLE PAGE NO. 1 INTRODUCTION 1 2 REVIEW OF LITERATURE 6 3 OBJECTIVES OF THE STUDY 13 4 RESEARCH METHODOLOGY 14 5 DATA ANALYSIS AND INTERPRETATION 17 6 FINDINGS, SUGGESTIONS AND RECOMMENDATIONS OF THE STUDY 43 7 CONCLUSION 45 8 LIMITATION OF THE STUDY AND SCOPE FOR FURTHER STUDY 46 ANNEXURES 1. QUESTIONNAIRE 2. BIBLIOGRAPHY LIST OF TABLES
TABLE NO TITLE PAGE NO. 5.1.1 Respondents based on years of experience 17 5.1.2 Classification based on sources organization rely heavily 18 5.1.3 Employees channel preference to post the resume 19 5.1.4 Employees preference of sources that reaches soon 20 5.1.5 Employees opinion about response after recruitment 21 5.1.6 Employers opinion about the process for identifying job vacancies

22 5.1.7 Employers opinion about job analysis 23 5.1.8 Classification about sources organization use mostly 24 5.1.9 Classification regarding screening of candidates 25 5.1.10 Employees opinion about final satisfaction 26 5.1.11 Employers rating about the process 27 5.2.1 Table regarding panel member as referee and rating about recruitment & selection process[observed count] 28 5.2.2 Table regarding panel member as referee and rating about recruitment & selection process[expected count] 28 5.2.3 Table regarding panel member as referee and rating about recruitment & selection process[Chi-square calculation] 29 5.2.4 Table regarding recruitment cost and rating about recruitment & selection process[observed count] 30 5.2.5 Table regarding recruitment cost and rating about recruitment & selection process[expected count] 30 5.2.6 Table regarding recruitment cost and rating about recruitment & selection process[chi-square calculation] 31 5.2.7 Table regarding medical examination and rating about recruitment & selection process[observed count] 32 5.2.8 Table regarding medical examination and rating about recruitment & selection process[expected count] 32 5.2.9 Table regarding medical examination and rating about recruitment & selection process[chi-square calculation] 33 5.2.10 Table regarding recruitment sources organization use 34 and final decision about appointment[observed count] 5.2.11 Table regarding recruitment sources organization use and final decision about appointment [expected count] 34 5.2.12 Table regarding recruitment sources organization use and final decision about appointment [chi-square calculation] 35 5.3.1 Table regarding recruitment sources organization use and source preferred effective by the employer[rank correlation calculation] 36 5.3.2 Table regarding test & interview process and satisfaction about selection technique used[rank correlation calculation]

38 5.3.3 Table regarding questions given prior to the interview and comfortableness with the interviewer[rank correlation calculation] 40 5.4.1 Table regarding employers and employees final opinion about recruitment & selection process[F-test calculation] 42

LIST OF CHARTS
CHARTNO TITLE PAGE NO. 5.1.1 Respondents based on years of experience 17 5.1.2 Classification based on sources organization rely heavily 18 5.1.3 Employees channel preference to post the resume 19 5.1.4 Employees preference of sources that reaches soon 20 5.1.5 Employees opinion about response after recruitment 21 5.1.6 Employers opinion about the process for identifying job vacancies 22 5.1.7 Employers opinion about job analysis 23 5.1.8 Classification about sources organization use mostly 24 5.1.9 Classification regarding screening of candidates 25 5.1.10 Employees opinion about final satisfaction 26 5.1.11 Employers rating about the process 27

CHAPTER-I INTRODUCTION
1.1 COMPANY PROFILE 1.2 SPi Technologies As an Organisation under Study Recruitment function of HR department in BPO companies is taking much attention due to attrition rate. SPi technologies is not out of the order in this respect. In this organisation attrition rate is 45-50 percent. To find out the reasons for this, a study is conducted to find the effectiveness of recruitment and selection process. 1.3 About SPi Technology On July 10, 2006, ePLDT acquired 100 per cent of SPi's shares. Together with ePLDT's Ventus Group, it is one of the world's largest full service BPO companies with a wide range of voice and non-voice BPO solutions, the broadest global delivery network with 26 locations spanning North America, Europe, and Asia ,11,000 dedicated employees , 4,500 in voice and 6,500 in non-voice ,and 7 years of quality and customer service .SPi deploys its core competencies across the markets, like Banking, Financial Services and Insurance, Government, Healthcare, Information Technology, Legal, Media, Not-for-Profit Organizations, Publishing, Retail and Travel. 1.4 Value Proposition SPi is a leading global BPO provider with numerous locations across the United States, Europe, and Asia. With over 6,900 employees worldwide, it delivers scalable and innovative content outsourcing solutions to diversified markets. 1.5 Solutions. People. Innovation. Three simple words that say who SPi is, what they do and how SPi does it.

1.6Seamless. Professional. Invaluable. For more than 150 global BPO clients, SPi is improving operating efficiency, lowering costs, and strengthening competitive positioning in their respective marketplaces. 1.7 Security. Precision. Integrity. Internationally respected standards and methodologies provide a base line for every project it takes on (ISO 9001:2000, ISO/IEC 27001:2005, CMMi Level 5, Six Sigma). 1.8 Specialists. Partnerships. Intelligence. Need a strategic BPO partner? It responds to your complex content management needs with holistic, custom-created solutions that exceed our expectations, both today and for the long term. 1.9 Brand Story On April 3, 2006, SPI Technologies renewed its brand and became simply SPi. Its new brand moves us from four distinct businesses to a single brand and is designed to showcase the growing array of high quality services we offer today in the Healthcare, Legal, Publishing and Transaction markets. Building on its 27 year tradition of innovative business process outsourcing (BPO) solutions, SPi brand has been broadened to showcase their people and their values, as well as our business. Its brand is the visual expression of what they do and how they do things. It not only represents its brand promise: "SPi is a leading global BPO provider. It delivers valuable and innovative content outsourcing solutions to diversified markets," it also reflects the essence of who they are, its aspirations, and what drives its business. 1.10 Global Presence: (Global Platform. Total Quality) Spanning the United States, Europe, and Asia, SPi has built a robust and scalable international operating platform. 1.11 Publishing (Global Resources. Customer-Centric Solutions) SPi seamlessly blends years of in-depth domain knowledge with global resources and the latest technologies to offer end-to-end editorial, content production and business process outsourcing solutions. Its clients include a wide variety of publishers, including not-forprofits, university presses, commercial and database publishers, as well as content aggregators. 1.12 Need a strategic content outsourcing partner? Its unique onshore/offshore business model ensures that it can consistently deliver high quality, cost-effective, end-to-end publisher-specific solutions in the following areas: Journal Solutions Book Solutions Content & Information Solutions SPi have a long history of partnering with its clients. Its wide array of publishing solutions support the creation, conversion, enhancement, management and presentation of its clients' information, whether in print, electronic, or database format. With its broad industry and process knowledge, robust tools, time-tested methodologies and scaleable technology and facilities, it routinely delivers results that enhance the value of all types of published and enterprise content for our clients. 1.13 Concerned about quality It delivers peace of mind. Our credentials speak for themselves: ISO 9001:2000 CMMi Level 5 Six Sigma Best In Class Business Continuity Practices 1.14 Client List

SPi has over 150 global clients, ranging from Fortune 1000 companies to internationally respected professional societies and associations, law firms, universities, and government agencies. Their selected client list speaks for itself. Accruent ,American Association of Petroleum Geologists ,American Geophysical Union ,American Institute of Physics ,American Speech-Language-Hearing Association ,Cambridge University Press, McGrawHill ,Oxford University Press ,Springer ,University of Chicago Press ,University of Michigan ,Yale University Press. 1.15 SPi Technologies in India SPi technologies entered Indian market by acquisition of KOLAM software in Pondicherry. SPi technologies have their other subsidiary in Delhi, Chennai, Kolkata and Coimabatore.Their clients for Indian operations are Springer,Elsavier,Tata Mcgraw Hills and Oxford University Press.Coimbatore subsidiary deals with Medical transcription. 1.16 SPi Technologies in Pondicherry SPis Indian headquarters is Pondicherry facility. The total number of employee working in Pondicherry facility is 769, working under three shifts. The reason behind launching their subsidiary in Pondicherry was: Pondicherrys location Low cost of living was taken in to consideration. Pondicherry governments schemes like tax holidays Less competition. SPi technologies have only one competitor in Pondicherry, Integra software. 1.17 HR Team Human resource department is in Pondicherry. It holds a centralised function for all the other SPi technologies subsidiaries (except Coimbatore facility). The HR team is lead by the senior manager . He is next to vice president Indian operations in the hierarchy. He leads a HR team of four managers (recruitment, Pondicherry), four assistant manager and four executive. 1.18 HR Functions Human resource department play a major and vital role in the company. HRD is in Laporte Street, Pondicherry. All the HR related function for Indian operation is take care by this department in Pondicherry. They practice a centralized function. Some of the HR functions in SPI technologies are: Human resource planning Job analysis and design Recruitment Selection Orientation and placement Training and development Performance appraisal and job analysis 1.2 INTRODUCTION TO THE STUDY The study was conducted in SPi TECHNOLOGIES, Puducherry to find the effectiveness of recruitment and selection process. Recruitment and selection process is a crucial factor in any organization for selecting the right person for the right job. The study intends to find how effectively recruitment and selection process followed in the organization. The study on effectiveness of recruitment and selection process provides the organization to know how effectively the process is going on because attrition rate is one of the major factors in call centers.

CHAPTER - II REVIEW OF RELATED LITERATURE


2.1 Recruitment Definition Recruitment refers to the process of finding possible candidates for a job or function, usually undertaken by recruiters. It also may be undertaken by an employment agency or a member of staff at the business or organization looking for recruits. Advertising is commonly part of the recruiting process, and can occur through several means through online, newspapers, using newspaper dedicated to job advertisement, through professional publication, using advertisements placed in windows, through a job center, through campus interviews, etc. 2.1.1 Recruitment Meaning Employing the right staff is an important human resource challenge faced by all employers. Recruitment is an expensive business, which includes the cost of advertising and the cost of current employees time interviewing and selecting the right candidate. Good recruitment and selection can result in: a] reduced labour turnover b] reduced absence c] reduced stress levels A recruitment process should be: a] efficient - cost effective in method and sources b] effective - producing enough suitable candidates c] fair - ensuring that decisions are made on merit without discrimination. 2.2 Recruitment and Selection 2.2.1 Definition Recruitment is the process of identifying and attracting a group of potential candidates from within and outside the organization to evaluate for employment. Once these candidates are identified, the process of selecting appropriate employees for employment can begin. 2.2.2 Recruitment and Selection Practices Better recruitment and selection strategies result in improve organizational outcomes. The more effectively organizations recruit and select candidates, the more likely they are to hire and retain satisfied employees. 2.2.3 Purpose a) The objectives of this study were to: 1. Identify general practices that organizations use to recruit and select employees. 2. Determine which recruitment and selection practices are most effective. 3. Determine how the recruitment and selection practices affect organizational outcomes. b) Recruitment is the process of identifying and attracting potential candidates from within and outside an organization to begin evaluating them for future employment. Once candidates are identified, an organization can begin the selection process. This includes collecting, measuring, and evaluating information about candidates qualifications for specified positions. The study, based on survey results from 162 members of the DDI HR Benchmark Group, addresses the following issues. a. General recruitment and selection profiles.

b. Recruitment strategies. c. Organizational offerings and their impact on prospective employees. d. Current and future selection practices. f. Outsourcing recruitment and selection activities. g. Barriers to effective recruitment and selection. 2.2.4 General Profile a) Findings Overview Although internal candidates typically stay in positions and are more successful than external candidates, organizations fill positions with external candidates, on average, 13 percent more often than internal candidates. In the next two years: a.75 percent of the organizations surveyed plan to increase spending on recruiting. b.68 percent of the organizations plan to increase their spending on selection. c.Almost half of the organizations plan to significantly change their current approach to both recruitment (47 percent) and selection (41 percent) within the next two years. 2.2.5 Recruitment Strategies a) Findings Overview Organizations were asked what strategies they use to recruit both managerial/professional and non management candidates. a. For recruiting managerial/professional candidates, the Internet is the most popular advertising medium, used by 76 percent of the organizations surveyed. b. Organizations regularly utilize internal resources (e.g., internal job postings and employee referrals) when recruiting both internal and external candidates. c. Different kinds of agencies are used to recruit for positions at different levels. i) Temporary and government agencies are used mainly to recruit non management candidates. ii) Employment agencies, colleges, and professional organizations are used more often to recruit managerial/professional candidates. 2.2.6 Organizational Offerings The quality of an organizations offerings affects its ability to attract job candidates. a. Organizations believe they offer candidates a strong company reputation (69 percent) and high-quality benefits packages (65 percent) and learning opportunities (55 percent). b. Many organizations do not offer stock options (37 percent) or child care options (36 percent). 2.2.7 Best Practices Organizations with the most effective recruiting strategies were 15 to 19 percent more likely to offer candidates high-quality options such as: Potential for advancement, Company reputation, Stocks, Benefits package etc. . 2.2.8 Current and Future Selection Practices a) Findings Overview Organizations were asked to indicate how extensively they use several selection practices and how much they anticipate using them in the future. a. Most organizations make extensive use of applications (89 percent), manual resume screening (80 percent), and reference checks (75 percent) in their selection systems. b. Less than 20 percent of organizations currently use testing or assessment methods

extensively in their selection process 2.2.9 Barriers to Effective Recruitment and Selection a) Findings Overview The surveyed organizations report that the top barriers to effective recruitment and selection of candidates are: a. Shortage of qualified applicants (62 percent). b. Competition for the same applicants (62 percent). c. Difficulty finding and identifying applicants (48 percent). By Sheila M. Rioux, Ph.D., and Paul Bernthal, Ph.D. 2.3 Search & Selection 2.3.1 Introduction The search and selection process is the foundation for all future employee relations activities. As such, a considerable amount of employee resources is rightfully spent on working on screening committees and in hiring employees. This document has been developed to assist hiring supervisors, committee members and others in defining effective search and selection processes, thereby maximizing the efforts to identifying and attracting the best candidates. 2.3.2 Planning As will become evident in further review of this document, planning is an essential component to nearly every step of the search and selection process. We must plan the way the position can meet the needs of the department while appropriately using available resources, plan a recruitment strategy, and plan a screening strategy and, finally, a selection strategy. a) Needs assessment The first step in any process is to determine the goals that you would like to accomplish. In Search and Selection, this process usually takes one of two forms: 1) An addition to staff In the event that the job is new and has not been graded before, it will be necessary for the supervisor to complete the Position Analysis Questionnaire, which will identify the job responsibilities and competencies required, as well as aid in establishing the appropriate salary grade for the position. 2) A replacement of staff. The time when a current employee vacates an existing position can be an optimal time to review the organization and determine if a reallocation of position responsibilities is appropriate. Often, a juggling of responsibilities within a unit can create promotional opportunities, new skills, job enrichment and could better match the remaining incumbents skills with the skills required for the position. 2.3.4 Identification of minimum requirements and preferred qualities During the posting and recruitment process, the college identifies and announces minimum requirements for fulfilling the responsibilities of the position as well as those qualities which the supervisor believes will lead to further success in the position. 2.3.5 Development of Screening Materials Once the position requirements and preferred qualities are identified, it should be easy for the supervisor to identify the screening questions. Since the committee should only be asking questions which related to the decision of who to forward to the supervisor in the next step of the process, the only topics the committee needs to address are those which have been identified by the supervisor as being either preferred or necessary qualities (as defined in the Notice of Vacancy). The three parts to the screening process

a) Paper review b) Interviews with the candidates c) Interviews with each, respective candidates references 2.3.6 The interviews with the candidates As addressed previously, the interview questions should cover specific areas of concern. In the previous section, sample interview questions are offered for the hiring supervisor in developing the interview questionnaire. Similar to developing the rating scale in the paper review process, the supervisor will assign maximum point values to each question, based on their relative importance to other criteria being reviewed. Qualities that could fall into this category include: ability to adapt to change ability to display a positive outlook ability to follow instructions 2.3.7 Development of Recruitment strategy Even though s/he is not part of the screening process, the hiring supervisor steers the search by developing the recruitment criteria, the position requirements and preferred qualities, the rating scales and interview questions. The recruitment strategy is the stage where the hiring supervisor determines, with assistance from Human Resources, the timing for the search as well as the way that the position vacancy will be communicated. 2.4 Recruitment Metrics Recruitment can be an expensive and time-consuming endeavor, and understanding the value of the results means knowing whether or not the time and money are being used effectively. A few common recruitment metrics: 1) New Hire Quality: Three to six months after hire, the hiring manager should complete an evaluation of the new employee that compares expectations prior to recruiting with the actual performance of the employee. Facets of quality to be evaluated include knowledge and skills, performance, experience, motivation, multitasking abilities, learning curve, customer compatibility, and organization compatibility. 2) Recruiting Cost Ratio: The RCR is used to determine average HR spending on recruiting activities in relation to the starting compensation of new hires (positions filled) that result from staffing activities.This metric calculates the Total Recruiting Costs (both internal and external) and divides it by the Total Compensation Recruited (the sum of the base annual compensation of the positions filled through recruitment). 3) Recruiting Efficiency: Closely related to RCR is the metric for Recruiting Efficiency. Recruiting Efficiency gives a percentage in relation to complete efficiency, which is considered to be 100%.

CHAPTER- III OBJECTIVES

To study the existing recruitment and selection process the organization is using. To study various factors involved in recruitment and selection process. To study the methods and techniques used in recruitment and selection process. To study and identify how the present process affect organizational outcomes. To find employers and employees opinion about present process and provide a suggestion for improvement.

CHAPTER - IV RESEARCH METHODOLOGY


4.1 DATA COLLECTION: 4.1.1 Sources of data collection: 4.1.1.1 Primary data Primary data are collected afresh and for the first time. It is the data originated by the researcher specifically to address the research problem. In this study, primary data is collected primarily to understand the existing recruitment and selection process the organization is using. 4.1.1.2 Secondary Data Secondary data is collected from internet, registers, records, journals, articles, magazines and annual reports of the organization 4.1.1.3 Data collection Instrument: Questionnaire Design begins with an understanding of the capabilities of a questionnaire and how they can help in research. If it is determined that a questionnaire is to be used, the greatest care goes into the planning of the objectives. 4.2 DATA SAMPLING: Data sampling process includes the following steps that are sequentially shown Define the Target Population Define the Sampling frame Determine the sample size Execute the sampling process 4.2.1 Sample Size Design It refers to the number of elements to be included in the study. A sample design is a definite plan for obtaining a sample from a definite population. It refers to the technique or the procedure the researchers would adopt in selecting items for the sample. It is determined before data is collected. In this study 50 samples is collected from the employers. 50 samples is collected from employees. 4.2.2 Sampling Process Convenience Sampling: A convenience is obtained by selecting convenient population units. The method of convenience sampling is also called the chunk. A chunk refers to that fraction of the population being investigated which is neither by probability nor by judgement but by convenience. x2= ? [O-E] 2/E R= 1- 6 ? D2 / N3 -N 4.3 TOOLS FOR ANALYSIS: Percentage Analysis Chi-square analysis Correlation F-test 4.3.1 Percentage Analysis: In percentage analysis, charts like bar chart and pie charts are used to graphically represent the results from percentage analysis of the questionnaire 4.3.2 Chi-Square Analysis The chi-square is one of the most widely used non-parametric tests in statistical work. The Chi-Square was first used by Karl Pearson in the year 1900.

It is defined as Chi-square test is applicable to a very large number of problems in practice. With the help of this test we can find out whether two or more attributes are associated or not. 4.3.3 Correlation: Correlation analysis deals with the association between two or more variables. Correlation does not necessarily imply causation or functional relationship though the existence of causation always implies correlation. By itself it establishes only co variation. In this research rank correlation was used.The formula used to finn rank correlation is 4.3.4 F-Test F= S1 2 / S2
2

F-test is used to find out whether the two independent estimates of population differ significantly or whether the two samples may be regarded as drawn from the normal populations having the same variance. F is defined as

CHAPTER V DATA ANALYSIS AND INTERPRETATION


5.1 ANALYSIS USING PERCENTAGE METHOD TABLE 5.1.1 RESPONDENTS BASED ON YEARS OF EXPERIENCE Sl.no Years Respondent s Percentage% 1 0-2 years 34 68 2 3-5 years 14 28 3 6-8 years 2 4 Total 50 100 Inference 34 respondents belong to 0-2 years of experience, 14 respondents belong to 3-5 years of experience and 2 respondents belong to 6-8 years of experience. CHART 5.1.1 RESPONDENTS BASED ON YEARS OF EXPERIENCE
0 10 20 30 40 50 60 70 80

0-2 years 3-5 years 6-8 years Years of experience Perce nta ge

TABLE 5.1.2 CLASSIFICATION BASED ON THE SOURCES ORGANIZATION RELY HEAVILY Sl.no Sources Respondents Percentage% 1 Internal 30 60 2 External 20 40 Total 50 100 Inference 30 respondents said that organization rely heavily on internal sources and20 respondents said that organization rely heavily on external sources. CHART 5.1.2 CLASSIFICATION BASED ON THE SOURCES ORGANIZATION RELY HEAVILY
0 10

20 30 40 50 60 70

Internalsources Externalsources Source Perce nta ge

TABLE 5.1.3 EMPLOYEES CHANNEL PREFERENCE TO POST THE RESUME Inference 34% of employees prefer jobsites to post the resume, 40% of employees prefer company sites to post the resume, 18% of employees prefer consultancies to post the resume and 8% of employees prefer employee referrals to post the resume. CHART 5.1.3 EMPLOYEES CHANNEL PREFERENCE TO POST THE RESUME Sl.no Channels Respondent s Percentage% 1 Job sites 17 34 2 Company sites 20 40 3 Consultancies 9 18 4 Referrals 4 8 Total 50 100
0 5 10 15 20 25 30 35 40 45 Jobsites Companysites Consultancies Referrals Channels Perce nta ge

TABLE 5.1.4 EMPLOYEES PREFERENCE OF SOURCES THAT REACHES SOON Inference 38% of employees said that newspaper source reaches them soon, 8% of employees said that journals/periodicals reaches them soon, 20 of employees said that campus recruitment reaches them soon and finally 34% of employees said that employee Sl.no Sources Respondent s Percentage% 1 Newspaper 19 38 2 Journals/Periodicals 4 8 3 Campus Recruitment 10 20 4 Employee Referral 17 34 Total 50 100 referral reaches them soon. CHART 5.1.4 EMPLOYEES PREFERENCE OF SOURCES THAT REACHES SOON
0 5 10 15 20 25 30 35 40
Newspaper Journals/Magazines

Campusrecruitment Employee Referral

Sources Perc e nta ge

TABLE 5.1.5 EMPLOYEES OPINION ABOUT RESPONSE AFTER RECRUITMENT Inference Sl.no Response Respondent s Percentage% 1 Satisfied 44 88 2 Not Satisfied 6 12 Total 50 100 44 respondents are satisfied with the response given after recruitment and 6 respondents are not satisfied with the response given after recruitment CHART 5.1.5 EMPLOYEES OPINION ABOUT RESPONSE AFTER RECRUITMENT
0 10 20 30 40 50 60 70 80 90 100

Satisfied Not Satisfied

Response Perce nta ge

TABLE 5.1.6 EMPLOYERS OPINION ABOUT THE PROCESS FOR IDENTIFYING JOB VACANCIES Sl.no Process Respondents Percentage% 1 Step by step process 32 64 2 No step by step process 16 36 Total 50 100 Inference 32 respondents said that their organization follow a step by step process with certain rules and regulations in identifying job vacancies and 16 respondents said that their organization does not follow a step by step process with certain rules and regulations in identifying job vacancies. CHART 5.1.6 EMPLOYERS OPINION ABOUT THE PROCESS FOR IDENTIFYING JOB VACANCIES
0 10 20 30 40 50 60 70 S te p b y s te p p ro ce s s N o s te p b y s te p p ro ce s s

Pr o c e s s
Perce nta ge

TABLE 5.1.7 EMPLOYERS OPINION ABOUT JOB ANALYSIS Inference Sl.no Job analysis Respondents Percentage 1 Yes 35 70 2 No 15 30

Total 50 100 35 respondents inferred that job analysis is conducted for each position,15 respondents inferred that job analysis is not conducted for each position. CHART 5.1.7 EMPLOYERS OPINION ABOUT JOB ANALYSIS
0 10 20 30 40 50 60 70 80

Yes No

Job analysis Perce nta ge

TABLE 5.1.8 CLASSIFICATION ABOUT THE RECRUITMENT SOURCES ORGANIZATION USE MOSTLY Sl.no Sources Respondents Percentage% 1 Newspaper sources 15 30 2 Journals 7 14 3 Campus Recruitment 4 8 4 Employee Referral 19 38 5 Consultancies 5 10 Total 50 100 Inference 15 respondents said that their organization uses newspaper source mostly, 7 respondents said that their organization uses journals, 4 respondents said that their organization uses campus recruitment, 5 respondents said that they use consultancies and finally 19 respondents said that their organization uses employee referral mostly. CHART 5.1.8 CLASSIFICATION ABOUT THE RECRUITMENT SOURCES ORGANIZATION USE MOSTLY
0 5 10 15 20 25 30 35 40

Newspaper source Journals/Periodicals Campus Recruitment Employee Referral Consultancies

Sources Perce nta ge

TABLE 5.1.9 EMPLOYERS OPINION ABOUT SCREENING OF CANDIDATES Sl.no Screening of Respondents Percentage% candidates 1 Yes 35 70 2 No 15 30 Total 50 100 Inference 35 respondents said that all initial screening of candidates is performed by HR department and 15 respondents said that all initial screening of candidates is not performed by HR department. CHART 5.1.9 EMPLOYERS OPINION ABOUT SCREENING OF CANDIDATES
0 10 20 30 40 50 60 70 80

Yes No

Screening of candidates Perce nta

TABLE 5.1.10 EMPLOYEES OPINION ABOUT FINAL SATISFACTION Sl.no Opinion 12345 HHigiDghNlhSioyslaT y sotda iopiSststifiasnitlefaiiidtoseifnsdifeided Respo125457n013dents 4P2erce112n08046t0age% Inference: 42% of employees are satisfied with the present process, 26% of employees are highly satisfied with the present process, 10% of employees are dissatisfied with the present process, 8% employees are highly dissatisfied with the present process, and 14% employees said that they have no opinion about the process. CHART 5.1.10 EMPLOYEES OPINION ABOUT FINAL SATISFACTION
ge

satisfied Highly satisfied Dissatisfied Highlydissatisfied No opinion Final opinion about the process

TABLE 5.1.11 EMPLOYERS RATING ABOUT THE PROCESS Inference: 24% employers rated that the process is effective, 42% of employers rated that the process is very effective, 22% of employers rated that the process is not effective, 12% of employers said no opinion about the process. CHART 5.1.11 EMPLOYERS RATING ABOUT THE PROCESS
Effective Very effective Not effective No opinion Final rating about the process

Sl.no Opinion Respondents Percentage% 1 Effective 12 24 2 Very effective 21 42 3 Not effective 11 22 4 No opinion 6 12 Total 50 100 5.2 ANALYSIS USING CHI-SQUARE ANALYSIS OF EMPLOYERS OPINION REGARDING PANEL MEMBER AS REFEREE AND RATING ABOUT RECRUITMENT& SELECTION PROCESS OBSERVED COUNT: TABLE 5.2.1 EXPECTED COUNT TABLE 5.2.2 Rating about recruitment& selection
Panel member as referee Effective Very Effective Not Effective No opinion Total Yes 5 14 5 1 25 No 7 7 6 5 25 Total 12 21 11 6 50

Rating about recruitment & selection


Panel member as referee

Effective Very Effective Not Effective No opinion Total Yes 6 10.5 5.5 3 25 No 6 10.5 5.5 3 25 Total 12 21 11 6 50

CHI-SQUARE CALCULATION TABLE 5.2.3 Null Hypothesis Ho: There is no significant difference between the referee as a panel member and final O E [O-E]2 [O-E]2/E 5 6 1 0.17 14 10.5 12.25 1.17 5 5.5 0.25 0.05 1 3 4 1.33 7 6 1 0.17 7 10.5 12.25 1.17 6 5.5 0.25 0.05 5 3 4 1.33 = 5.44 rating about recruitment and selection process. Inference: Calculated value [O-E] 2/E = 5.44 Degrees of freedom (m-1) (n-1) = (2-1) (4-1) =3 The tabulated value for 3 degrees freedom at 5% level of significance is 12.98. The calculated value is lesser than tabulated value. Therefore hypothesis is accepted. ANALYSIS OF EMPLOYERS OPINION REGARDING RECRUITMENT COST AND FINAL RATING ABOUT RECRUITMENT AND SELECTION PROCESS OBSERVED COUNT TABLE 5.2.4
Rating about recruitment & selection

Recruitme nt cost
Effective Very Effective Not Effective No opinion Total Yes 6 11 5 2 24 No 6 10 6 4 26 Total 12 21 11 6 50

EXPECTED COUNT TABLE 5.2.5 CHI-SQUARE CALCULATION TABLE 5.2.6


Rating about recruitment & selection

Recruitment cost
Effective Very Effective Not Effective

No opinion Total Yes 5.8 10 5.3 2.9 24 No 6.2 11 5.7 3.1 26 Total 12 21 11 6 50

Null Hypothesis Ho: There is no association between the measurement of recruitment cost and final satisfaction about recruitment and selection process. Inference: Calculated value [O-E] 2/E = 2.11 Degrees of freedom (m-1) (n-1) = (2-1) (4-1) =3 The tabulated value for 3 degrees freedom at 5% level of significance is 12.98. The calculated value is lesser than tabulated value. Therefore hypothesis is accepted. O E [O-E]2 [O-E]2/E 6 5.8 0.04 0.68 11 10 1 0.1 5 5.3 0.07 0.02 2 2.9 0.81 0.28 6 6.2 0.04 0.65 10 11 1 0.09 6 5.7 0.09 0.02 4 3.1 0.81 0.26 = 2.11 ANALYSIS OF EMPLOYERS OPINION REGARDING MEDICAL EXAMINATION AND FINAL RATING ABOUT RECRUITMENT AND SELECTION PROCESS OBSERVED COUNT Table 5.2.7 Rating about recruitment& selection Medical Examination
Effective Very Effective Not Effective No opinion Total Yes 5 8 7 3 23 No 7 13 4 3 27 Total 12 21 11 6 50

EXPECTED COUNT Table 5.2.8 Rating about recruitment& selection Medical Examination
Effective Very Effective Not Effective No opinion Total Yes 5.52 9.7 5.1 2.76 23 No 6.48 11.34 5.94 3.24 27 Total 12 21 11 6 50

CHI-SQUARE CALCULATION TABLE 5.2.9 Null Hypothesis Ho:

There is no association between the medical examination conducted on employees and final satisfaction about recruitment and selection process. Inference: Calculated value [O-E] 2/E = 2.41 Degrees of freedom (m-1) (n-1) = (2-1) (4-1) =3 The tabulated value for 3 degrees freedom at 5% level of significance is 12.98. The calculated value is lesser than tabulated value. Therefore hypothesis is accepted. O E [O-E]2 [O-E]2/E 5 5.52 0.27 0.05 8 9.66 2.76 0.29 7 5.06 3.76 0.74 3 2.76 0.06 0.02 7 6.48 0.27 0.42 13 11.34 2.76 0.24 4 5.94 3.76 0.63 3 3.24 0.06 0.02 =2.41 ANALYSIS OF EMPLOYEES OPINION REGARDING RECRUITMENT SOURCE ORGANIZATION USE HEAVILY AND FINAL DECISIONS ABOUT APPOINTMENT OBSERVED COUNT TABLE 5.2.10 EXPECTED COUNT TABLE 5.2.11
Final decision about appointment Sources organization rely heavily Yes No Total Internal sources 25 5 30 External sources 14 6 20 Total 39 11 50

CHI-SQUARE CALCULATION TABLE 5.2.12


Final decision about appointment Sources organization rely heavily Yes No Total Internal sources 23.4 6.6 30 External sources 15.6 4.4 20 Total 39 11 50

O E [O-E]2 [O-E]2/E 25 23.4 2.56 0.11 5 6.6 2.56 0.39 14 15.6 2.56 0.16 6 4.4 2.56 0.58 =1.24 Null Hypothesis Ho: There is no association between sources organization rely heavily and final

decisions about appointment. Inference: Calculated value [O-E] 2/E = 1.24 Degrees of freedom (m-1) (n-1) = (2-1) (2-1) =1 The tabulated value for1 degrees freedom at 5% level of significance is 7.88. The calculated value is lesser than tabulated value. Therefore hypothesis is accepted. 5.3 ANALYSIS USING RANK CORRELATION ANALYSIS OF EMPLOYEES OPINION REGARDING TEST&INTERVIEW PROCESS AND SATISFACTION ABOUT SELECTION TECHNIQUE USED TABLE 5.3.1 R= 1- 6 ? D2 / N3 -N CACULATIONS: = 1- 6 * 2 23-2 = 1- 12 6 = 1-2 Sl.no X Rx Y Ry [ Rx- Ry ] D2 1 24 1 39 2 1 2 26 2 11 1 1 D2 = 2 R = -1 INFERENCE: The test & interview process and satisfaction about selection technique used is highly negatively correlated. R= 1- 6 ? D2 / N3 -N ANALYSIS OF EMPLOYERS OPINION REGARDING RECRUITMENT SOURCE ORGANIZATION USE AND SOURCE PREFERRED EFFECTIVE BY THEM TABLE 5.3.2 CACULATIONS: Sl.no X Rx Y Ry [ Rx- Ry ] D2 1 15 4 14 4 0 273614 341834 4 19 5 15 5 0 552720 D2 = 8 R= 0.6 = 1- 6 * 8 53-5 = 1- 48 120 = 1-0.4 INFERENCE: The recruitment source organization use and source preferred effective by them is positively correlated.

ANALYSIS OF EMPLOYEES OPINION REGARDING QUESTIONS GAVE PRIOR TO THE INTERVIEW AND COMFORTABLENESS WITH THE INTERVIEWER TABLE 5.3.3 CACULATIONS: Sl.no X Rx Y Ry [ Rx- Ry ] D2 1 12 1 23 1 0 2 38 2 27 2 0 D2 = 0 R= R 1 =- 6 1? D 2 / N3 -N = 1- 6 * 0 23-2 = 1- 0 6 = 1-0 INFERENCE: If the questions given prior to the interview means then the comfortableness with the interviewer will be increased. So it is highly positively correlated. 5.4 ANALYSIS USING F-TEST ANALYSIS OF EMPLOYEES AND EMPLOYERS OPINION REGARDING FINAL SATISFACTION ABOUT RECRUITMENT AND SELECTION PROCESS NULL HYPOTHESIS H0: The two populations have the same variance. Table 5.4.1 Samples1 X1 X1 X1 2 Samples2 X2 X2 X2
2

12 0.5 0.25 21 11 12 1 21 8.5 72.2 5 13 3 9 11 -1.5 2.25 5 -5 25 6 -6.5 42.2 5 4 -6 36 7 -3 9 F=1.28 F= 1.28 X1 2 = 117 X2 2 = 200 X1 is employees opinion about the process and X2 is employers rating about the process. S1 2 = 50 S2 2 = 39

F = S1 2 / S2
2

INFERENCE: For v1=4 and v2=5, F0.05=6.23. The calculated value is less than the tabulated value. Therefore hypothesis is accepted. It means the two different populations have the same variance.

CHAPTER - VI 6.1 FINDINGS OF THE STUDY

A majority of the respondents prefer to post their resume through company web sites and job sites. The percentage analysis shows that the organization relies heavily on internal sources. Most of the employees said that a newspaper source reaches them soon. A majority of employees inferred that they are satisfied with the response given after recruitment. Most of the employees said that the final decisions about appointment should be based only on merit. A majority of employers inferred that there organization is following a step by step process with certain rules and regulations in identifying job vacancies. The percentage analysis shows that the organization is conducting job analysis and job description for each job position. A majority of employers said that there organization using newspaper and employee referral sources mostly. Most of the employers inferred that they are measuring the cost for the recruitment sources by comparing the validated budget versus approved budget. The correlation analysis shows that the questions asked in the interview and comfortableness with the interviewer is positively correlated. Most of the employees are satisfied with the present recruitment and selection process. A majority of the employers inferred that the present recruitment and selection process is effective.

6.2 SUGGESTIONS AND RECOMMENDATIONS


From the study, it is found that majority of the employees prefer to post their resume in companies website. So the company can have exclusive career link in its website to post resume. By using a separate link with resume screening software, the resumes can be screened and managed effectively. From the study, it is found that newspaper is the effective medium to advertise for recruitment. Since this company focus on candidates from Pondicherry, they can advertise for mass recruitment. Relocation is the main problem for a candidates rejecting an offer. So by providing a good salary and accommodation, relocation problem can be solved. Thus the recruitment process can be made effective by retaining the recruited candidate. Some of the employees said that the response given after recruitment is not satisfactory. If the recruitment feedback mechanism is not effective, there is high

risk of loosing good candidates to other companies. So they can give the response for candidates immediately whether they are short listed or rejected. It is found that the company is not conducting the medical examination for employees during selection process. They can conduct medical examination in order to prevail themselves if any problem happens to the employees.

CHAPTER-VII CONCLUSION
This project A STUDY ON EFFECTIVENESS OF RECRUITMENT AND SELECTION PROCESS was helpful to know about the recruitment and selection process in E-Publishing Company. This study inferred that most of the employers and employees are satisfied with the present process. This study was helpful to study the sources of recruitment and selection techniques & methods used. The study on recruitment and selection is more an ART rather than a process. HR professional is having a big responsibility to hire a best person from the available talent pool. At the same time, one needs to be cost conscious. The employer should judge on individual merits and set the same standards for all. In the present scenario, It is the biggest challenge for a HR manager to hunt for talent. .

CHAPTER VIII 8.1 LIMITATIONS

The entire study applies only to the specific concern. The period for study is one month, so the detailed analysis about the process is difficult. The study was made only with limited number of samples. The respondents may give false information.

8.2 SCOPE FOR FURTHER STUDY


The Project throws light on the need for learning about recruitment and selection process. This study will be useful to find out the sources and techniques used in the recruitment and selection process. It will be helpful for the company to know the effective sources and techniques in recruitment and selection process.

ANNEXURE - I A STUDY ON EFFECTIVENESS OF RECRUITMENT AND SELECTION PROCESS IN SPi TECHNOLOGIES


EMPLOYER PERSONAL DETAILS 1. Name : 2. Designation : 3. Age: a) 18 -25 b) 26 35 c) 36 -45 d) above 45 4. Marital status: a) Married b) unmarried 5. Educational Qualification: a) Below Hr. Sec. b) Hr. Sec c) ITI or others d) UG OR PG 6. Years of Experience: a) 0 2 years b) 3 5 years c) 6 8 years d) Above 8 years

RECRUITMENT 1. What type of process are there for identifying job vacancies in your organization? a) Follow step by step process with certain rules. b) No step by step process. c) Not aware. 2. Is job analysis conducted for each position? a) Yes b) No 3. Do you give consideration to internal candidates for all jobs before outside recruitment begins? a) Yes b) No 4. Do you accept late applications? a) Yes b) No 5. Is there any job description for each vacancy including the purpose, tasks and responsibilities? a) Yes b) No 6. What kind of recruitment sources does your organization use? a) Newspaper sources b) Professional journals/periodical c) Campus recruitment d) Employee referral e) Consultancies 7. Which recruitment source do you prefer very effective from the above? 8. Does your organization measure the cost of these recruiting sources? a) Yes b) No If yes specify, 9. To whom are the performance measure and recruiting costs are usually communicated? a) Finance department b) Accounts department c) Administration department 10. Identify any one factor which affects you to recruit best candidate? a) Image of the organization b) Government influence c) Internal organizational policies d) None of the above SELECTION 11. Do you have any standard pattern in selection process? (From initial interview to final placement) a) Yes b) No 12. Does HR department perform all initial screening of candidates? a) Yes b) No 13. How many candidates are typically interviewed before final placement? a) 10 b) Below 10 c) Above 10 d) None of the above 14. Are panel interviews are used? a) Yes b) No 15. Can you allow a referee as a panel member? a) Yes b) No 16. Are reference checks considered on all candidates? a) Yes b) No 17. Are candidate telephone interviews, teleconferencing or video conferencing conducted before personnel interview?

a) Yes b) No 18. What type of tests are mostly used in your organization during selection process? a) Personality tests b) Psychometric tests c) Judgement tests c) Ability tests d) Not aware 19. Do you professionally validate the tests used in selection process? a) Yes b) No 20. What your organization will do if short listed applicant cannot be interviewed on the scheduled day? a) Offer another date, location. b) Will hold the applicant and used whenever needed. c) Consideration may be given to exclude that person from the process. d) No opinion. 21. Does your organization conduct medical examination for employees during selection process? a) Yes b) No 22. Finally rate the recruitment and selection process used in your organization a) Effective b) Very effective c) Not effective d) No opinion A STUDY ON EFFECTIVENESS OF RECRUITMENT AND SELECTION PROCESS IN SPi TECHNOLOGIES EMPLOYEE PERSONAL DETAILS 1. Name : 2. Designation : 3. Age: a) 18 -25 b) 26 35 c) 36 -45 d) above 45 4. Marital status: a) Married b) unmarried 5. Educational Qualification: a) Below Hr. Sec. b) Hr. Sec c) UG or PG d) ITI or others 6. Years of Experience: a) 0 2 years b) 3 5 years c) 6 8 years d) Above 8 years RECRUITMENT AND SELECTION 1. Did you visit the website of this company before coming for the interview? a) Yes b) No 2. What is your experience in this company? a) 0 2 years b) 3 5 years c) 6 8 years d) Above 8 years 3. Which sources your organization rely heavily for recruitment? a) Internal sources b) External sources 4 .Which channel do you prefer easy to post your resume? a) job sites b) company websites c) consultancy

d) referrals 5. Through which source did you get recruited in this company? a) Newspaper sources b) Professional journals/periodicals c) College recruiting d) Employee referral e) Internal computerized applicant database 6. Which type of recruitment sources reaches you soon? a) Newspaper sources b) Professional journals/periodicals c) College recruiting d) Employee referral 7. Have you ever rejected an offer in any company? a) Yes b) No 8. State the reason for rejecting the offer. a) relocation b) salary c) growth d) others 9. State the reason for accepting the offer in this organization? 10. Are you satisfied with the response given after recruitment? a) Yes b) No 11. Are you satisfied with the selection techniques used in your organization? a) Yes b) No If No means give reason: 12. Do you feel that the test and the interview process is lengthy? a) Yes b) No 13. What type questions they asked you in the interview? a) Relaxing questions b) Tough questions c) Icebreaking questions 14. Did they give the questions prior to the interview? a) Yes b) No 15. Did you felt comfortable with your interviewer? a) Yes b) No 16. Do all people have to be interviewed in the same way? a) Yes b) No If No means state reason: 17. The people who are all involved in the recruitment and selection process were very supportive to you a) Yes b) No 18. The final decisions about the appointment should be based only on merit? a) Yes b) No If No means state reason: 19. Does your organization provide you induction or orientation programme after placement? a) Yes b) No If yes means mention how effective and useful, 20. Finally how much you satisfied with the present recruitment and selection process followed in your organization?

a) Satisfied b) Highly satisfied c) Dissatisfied d) Highly dissatisfied e) No opinion If you are not satisfied with the present process means provide suggestion for improvement:

Annexure - II Bibliography
Books Referred 1. Christopher Mabey, Strategic Human Resource Management Edition 1. 2. K. Aswathappa, Human Resource and Personnel Management Edition 1. 3. Donnelly , Managing Human Resource Edition 1 4. Statistical methods by S.P.Gupta Sites Visited 1. www.spi.com 2. www.citehr.com 3. www.explorehr.com