Internship Report on

A STUDY ON IMPACT OF SOCIAL MEDIA IN RECRUITMENT

at
UNISYS GLOBAL SERVICES

Submitted By:

PANKAJ JANGID
1RE13MBA31
VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELGAUM

In partial fulfillment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION
Under the guidance of
INTERNAL GUIDE

EXTERNAL GUIDE

Prof. Madhu B K
Assistant Professor

Mr. M. V. Kotappa
Director - Recruiting

Department of MBA
Reva Institute of Technology and Management
Rukmini Knowledge Park, Kattigenahalli,
Yelahanka, Bengaluru-560064.
Batch. 2013-2015

April 2015


UNISYS

Unisys India Private Limited

Regd. Office: 'Purva Premier'
135/1, Residency Road,
Bengaluru - 560 025
Karnataka, India

Tel: +91 (80) 4159 4000

Fax: +91 (80)4151 0040
Web: www.unisys.com
Email: unisysindia@unisys.com
CIN: U74899KA1994PTC048023

Date: March

TO WHOMSOEVER

ih, 2015

IT MAY CONCERN

This is to certify that Pankaj Jangid, second year M.B.A. student of Reva
Technology & Management, Kattigenahalli, Bangalore, has successfully
project training in Recruitment Department on topic "Impact of Social
Recruitment at Unisys" from December 8th, 2014 to March ih, 2015. During
of the project work he was punctual, cooperative and disciplined.

Institute of
completed
Media in
the period

We wish him good luck in future.

r Unisys Global Services - India

M. V. Kotappa
Director - Recruiting

Bengaluru
(SJR): 4th & 5th Floor, Block 'WARP', SJR I Park, Whitefield Area, No. 13, 14 & 15, K.R. Puram, Bengaluru - 560 066, Kamataka, India Tel: +91 (80) 4032 3333, Fax: +91 (80) 6616 4200
(SEZ Unit I): Special Economic Zone(Unit I), Gopalan Global Axis Bleck, 3rd floor, ABC(Block G), Plot No 152, EPIP Zone, Hoodi Village, K.R.Puram Hobli, Whitefield, Bangalore - 560066
(SEZ Unit II): Special Economic Zone(Unit II) Gopalan Global Axis Block, 4th floor, ABC(Block G), Plot No 152, EPIP Zone, Hoodi Village, K.R.Puram Hobli, Whitefield, Bangalore - 560066
Hyderabad:
(SEZ Unit I): Special Economic Zone (Unit I), 7th Floor of Block 2, DLF Cybercity, Plot no 129 to 132, Gachibowli, Hyderabad-500019, India Tel: +91 (40) 6624 1000, Fax: +91 (40) 6634 1371
(SEZ Unit II): Special Economic Zone (Unit II), Ground and First Floor of Block 2, DLF Cybercity, Plot no 129 to 132, Gachibowli, Hyderabad-500019, India Tel: +91 (40) 6624 1000, Fax: +91 (40) 6634 1371
Mumbai:
Unit No. 204, 2nd Floor Inizio, Plot bearing CTS No. 479, 479/1 to 479/17 Cardinal Gracious Road, Chakala, Andheri East, Mumbai, Maharashtra 400099. Tel: +91 (22) 66681800, Fax: +91 (22) 66681801

REVA
Institute of Technology
& Management

CERTIFICATE

This is to certify that Mr. PANKAJ JANGID bearing USN. lRE13MBA31, is a

bonafide student of Master of Business Administration
(Batch.2013-2015),

affiliated

to

Visvesvaraya

course of the Institute

Technological

University,

Belgaum. Internship report on "A STUDY ON IMPACT OF SOCIAL MEDIA IN

RECRUITMENT

AT UNISYS GLOBAL SERVICE" is prepared by him under the

guidance of PROF. MADHU B K, in partial fulfillment of the requirements for the

award of the degree of Master of Business Administration

of Visvesvaraya

Technological University, Belgaum, Karnataka.

Pro.
adliu B K
Assistant Professor
Dept. ofMBA

Dr. Sunilkumar S Manvi

Principal
Reva,ITM

REVA INSTITUTE OF TECHNOLOGY AND MANAGEMENT

Rukmlnl Knowledge

Pak

Post, Bengaluru-550054

Yelahanka

' , +91 80 5558 7553, 54, 55

+91 80 2847 8539
www.revainstitution.org

Rukmini Educational
Charitable Trust

REGDOFFICE
DlvyaSree Chambers,
I; 11

O'Shaugnessy

'f': Wing

Road

TEl

+91 802221

FAX

+91 80 2222 8840

3344

Bcngaluru550025

.:>

A Unit of DlvyaSree

DECLARATION

I, Pankaj Jangid, hereby declare that the Internship Report entitled" A Study On
Impact of Social Media in Recruitment" with reference to Unisys Global
Services Bengaluru, prepared by me under the guidance of Prof. Madhu B K,
faculty of MBA Department, Reva Institute of Technology and Management and
external assistance by Mr. M. V. Kotappa, Director- Recruiting, Unisys Global
Services, Bengaluru.
I also declare that this Internship work is towards the partial fulfillment of the
university

regulations

for the

award

of degree

of Master

of Business

Administration by Visvesvaraya Technological University, Belgaum.

I have undergone a summer project for a period of twelve weeks. I further declare
that this project is based on the original study undertaken by me and has not been
submitted

for

the

award

of

any

degree/diploma

from

any

other

Universityllnstitution.

Place: Bengaluru
Date: 13,04,2015

lRE13MBA31

ACKNOWLEDGEMENT
A few words to thank all those who have supported me in the completion of this
Project.

My sincere thanks to Professor B. Diwakar Naidu & HOD of MBA-VTU, REVA

Institute of Technology and Management, for giving me this opportunity to
undertake this Project.
I express my special thanks and deep regards to my internal guide Prof. Madhu B
K, for her exemplary guidance, monitoring and constant encouragement
throughout the course of this project. I also extend my special thanks to all the
faculties of department for their continuous and valuable support throughout the
project.

I would also like to express my sincere gratitude to Mr. M. V. Kotappa, DirectorRecruiting, for considering me to work with the Unisys team and successfully
complete the internship, which gave me a very good knowledge.

Place: Bangalore
Date:

Pankaj Jangid
USN: 1RE13MBA31

TABLE OF CONTENT

Chapter

TOPICS

Pg no.

Executive Summary

1 -1

Introduction

2 -5

Industry and Company Profile

6 - 30

Theoretical Background of the Study

31 - 39

Data Analysis & Interpretation

40 53

Open Ended Question

54 - 54

Summary of Findings, Suggestions and

Conclusion

55 - 57

Bibliography
Annexure

LIST OF TABLE
SL no.

Pg no.

Table showing age group of the employees

40

Table showing methods used to source job seekers

41

Table showing SMR Effectiveness over Traditional

Methods

42

Table showing recruiting candidates through social media

43

Table showing Cost Effectiveness of SMR

44

Table showing levels targeted to Recruit through SNS

45

Table showing response through SNS

46

Table showing real time response through Social

Networking Sites

47

Table showing responses matching the Job requirements

48

10

Table showing level of satisfaction gained through SMR

49

11

Table showing whether candidates Recruited through

SNS reliable

50

12

Table showing future existence of SMR

51

13

Table showing whether social media considered an

effective tool in recruitment

52

14

Table showing the role of Social Networking Sites in

recruitment

53

LIST OF GRAPH
SL no.

Pg no.

Graph showing age group of the employees

40

Graph showing methods used to source job seekers

41

Graph showing SMR Effectiveness over Traditional

Methods

42

Graph showing recruiting candidates through social

media

43

Graph showing Cost Effectiveness of SMR

44

Graph showing levels targeted to Recruit through SNS

45

Graph showing response through SNS

46

Graph showing real time response through SNS

47

Graph showing responses matching the Job requirements

48

10

Graph showing level of satisfaction gained through SMR

49

11

Graph showing reliability of recruited candidates

50

12

Graph showing future scope of SMR

51

13

Graph showing whether social media considered as an

effective tool in recruitment

52

14

Graph showing the role of SNS in recruitment

53

EXECUTIVE SUMMARY
Recruiting the best candidates is critical to any companys success today and many exciting tools
have been created to help them find and source the key talent. But choosing the best suitable too
can become a tricky job for employers. Social media recruitment makes real time engagement
possible and allows companies to develop deeper connections with clients in ways that were
previously not possible. SMR is very upcoming trend in the market in used in recruiting the right
candidates for the right kind of job
The company which I selected for my internship report is Unisys Global Services, which began
its operations in India in 1994 with an office in Mumbai. Five years down in line, it has scaled up
tremendously, both in terms of headcount and infrastructure to become a truly integral part of the
companys global delivery organization.
The main purpose of internship report is to find out the Impact of Social Media Recruitment in
Unisys which can help in optimizing the cost and maximize the output. This study is done with
the following objectives:

To measure the effectiveness of SMR concept at Unisys

To understand how it can replace other modes of recruitment like advertising etc
Based on above objectives the questionnaire was developed and distributed using a random
Sampling technique to the recruitment team of Unisys to determine the effect of social media
recruitment in hiring candidates for the job vacancies. The analysis of the report is carried out by
using different charts and figures to understand the outcome of using social media recruitment in
the organization.
Unisys is implementing social media recruitment in one or the other way to recruit candidates
with an intension to target right kind of candidates for the right kind of job which will optimize
the cost in the organization.

1|Page

CHAPTER-1
INTRODUCTION
1.1 INTRODUCTION ABOUT THE INTERNSHIP
This report is a description of my internship carried out compulsory component of MBA at
Visvesvaraya Technological University, Belgaum. The following report describes the activities
carried out during the full-time internship at Unisys Global Services, Bangalore.
This internship report contains my activities that have contributed to achieve a number of my
goals. The company has helped me in many terms like, they used my skills and knowledge which
gained throughout my course, and also helped me in gaining some of the skills which I need to
work in a professional environment.
In the following chapters of the report I started with the objectives, purpose of the study and the
literature review followed by the industry overview and company profile, and the activities
carried out in the company. Other chapters includes the theoretical background of the study and
the analysis done on the data collected through questionnaire using percentage method by doing
a study on Social Media Recruitment followed in Unisys and its effectiveness on the recruiters.
Finally I gave a conclusion on the internship experience according to my learning goals.
In preparing this internship report, I have put all my efforts and tried my level best to get
maximum knowledge about service industry. Despite of my all the coherent efforts, I do believe
that there will always be a room for improvement in the efforts of learner like me.

2|Page

1.2 TOPIC OF THE STUDY

A STUDY ON IMPACT OF SOCIAL MEDIA IN RECRUITMENT AT UNISYS GLOBAL
SERVICE which is done to know the effectiveness for recruiting the candidates and whether it
optimizes cost and saves time and currently if it will benefit the organization.
1.3 NEED FOR THE STUDY
To find the effectiveness of Social Media for recruiting the candidates and to analyze the impact
of social media in proportionate to the cost, time and effort in recruitment and further by
exploring new recruitment procedure in talent hunting.

1.4 OBJECTIVES OF THE STUDY

The objective of the study is as under
To measure the effectiveness of SMR at UNISYS
To understand how it can replace other methods of recruitment like newspaper &
advertisements etc.
To study the contribution of SM in recruitment

1.5 SCOPE OF THE STUDY

The study is conducted in Unisys Global Services to find the effectiveness of social media
recruitment which would benefit the organization by doing a study whether it can help in
targeting the right kind of candidates for a right kind of job in a stipulated period of time which
can fulfill the need and requirements of the organization for a longer period of time.

1.6 RESEARCH METHODOLOGY

1.6.1 Descriptive Study:
Questionnaire is prepared to do the survey & analysis is done in the form of percentage and has
given clear view & feedback about the Social Media Recruitment.

3|Page

1.6.2 Sample Population:

In Unisys there are overall of 120 employees in HR department in which around 60 recruiters in
recruitment department.
1.6.3 Sample Size:
As a survey is done in recruitment department so overall 60 recruiters are targeted to do the
study
1.7 DATA COLLECTION:
1.7.1 Primary Data
Survey was done by preparing a questionnaire & information is been collected through
recruitment department of Unisys, Richmond Circle, Bangalore
1.7.2 Secondary Data
These are the source which is readily available. It consists of published records and reports.
Collection of data is done through Unisys website and through various articles published in
various sources (magazines, books, internet and newspaper)
1.8 LITERATURE REVIEW
Acas, Anne Sharp the Chief Executive, quoted that (2013) "Organisations are getting more
sophisticated about using social media when recruiting new employees. He referred to
employers of the company that they should not be afraid to use social media tools, but instead
they need to consider the potential issues at the fullest extent. For instance, the use of social
media is increasing at a rapid rate that has made the employers to think more strategically and
tactically about the companys whole recruitment process and to the extent it has been
appropriate and relevant to seek information about a potential employee's private life as part of a
fair process but still in my study it has led me to consider the scope of findings of Acas in Social
Media Recruitment.

4|Page

J.J Ramo, D.E Prochaska (2012)-Broad Reach and Targeted Recruitment has used Facebook for
an Online Survey of Young Adult Substance Use and that gave an indication through their study
in the success of individual ads and potential concerns despite wide variations about the sample
representativeness. The Facebook social media tool was useful during the research and also cost
effective with respect to recruitment source for young-adult smokers for completion of the
survey in terms of the usage of tobacco and other substances. The current findings support me
and helped to use the Facebook as a viable social media recruitment option for assessment of
health behavior in younger generation.
S.W. Pyakurel S Pitt (2014) - The effectiveness of recruitment tactics with regard to general
practitioners survey had high response rates. A systematic review although helped the
investigator that improved reporting and further trials. The sequential mixed mode trials and
social media guided me to some extent to determine the effectiveness of recruitment strategies on
GPs response rates to surveys.

1.9 LIMITATIONS OF THE STUDY

The sample size is too small to reflect the opinion of the whole organization.
The answers given by the respondents have to believed and taken for granted as truly
reflecting their perception.

Time was a major constraint.

In view of the limited time available for the study, only social media recruitment could be
studied.

5|Page

CHAPTER - 2
INDUSTRY PROFILE
Information Technology (IT) industry in India is one of the fastest growing industries. Indian
IT industry has built up valuable brand equity for itself in the global markets. Information
Technology industry in our India comprises of software industry and information technology
enabled services (ITES), which also includes business process outsourcing (BPO) industry. India
is considered as a break new ground in software development and a preferred destination for
Information and Communication Technology-enabled services.

Information Technology industry in India was laid in 1974, when the mainframe manufacturer,
Burroughs, asked its India sales agent, Tata Consultancy Services (TCS), to export programmers
for installing system software for a U.S. client. The IT industry originated under critical
conditions in the Indian market. Local markets were absent and government guiding principle
toward private enterprise was friendly. The industry was begun by Bombay-based conglomerates
which entered the business by supplying programmers to global IT firms located overseas.

At that point of time Indian economy was state-controlled and the state remained unfriendly to
the software industry through the 1970s. Import tariffs were high and software was not measured
an "industry" so that exporters were ineligible for bank finance.

Government policy towards Information Technology sector changed when Rajiv Gandhi became
Prime Minister in 1984. His New Computer Policy (NCP-1984) consisted of a wrap up of
reduced import tariffs on hardware and identification software exports as a "deli census
industry", like henceforth eligible for bank finance and freed from license-permit raj, permission
for foreign firms to set up wholly-owned, export-dedicated units and a project to set up a chain of
software parks that would offer infrastructure at below-market costs. These policies laid the
foundation for the development of a world-class IT industry in India.

6|Page

Today, Our Indian Information Technologies companies such as Tata Consultancy Services
(TCS), Wipro, Infosys, and HCL etc all are renowned in the global market for their IT
competency. Some of the major factors which played a key role in India's emergence as key
global IT player are -

Indian Education System

The Indian education system places strong prominence on mathematics and science, which
resulting in a large number of science and engineering graduates from our India every year.
Mastery over quantitative concepts coupled with English proficiency has resulted in a skill set
that has enabled India to collect the benefits of the current international demand for Information
Technology.

High Quality Human Resource

Indian programmers are known for their good technical and analytical skills and their willingness
to accommodate clients. India also has one of the largest pools of English-speaking
professionals.

Competitive Costs
The cost of software development and other services in India is very competitive as compared to
the West.

Infrastructure Scenario
Indian IT industry has also gained immensely from the availability of a robust infrastructure
(telecom, power and roads) in the country.

In the last few years Indian IT industry has seen tremendous growth. Destinations such as
Bangalore, Hyderabad and Gurgaon have evolved into global IT hubs. Several IT parks have
come up at Bangalore, Hyderabad, Chennai, Pune, Gurgaon etc. These parks offer Silicon Valley
type infrastructure. In the light of all the factors that have added to the strength of Indian IT
industry, it seems that Indian success story is all set to continue.

7|Page

History and Evolution of IT Industry: The evolution of IT industry can be studied in

4 phases: Phase I: Prior to 1980The software industry was literally nonexistent in India until
1960. Software used in the computers till that time, were in built with the systems. Government
protected the hardware industry through high tariff barriers and licensing. However, in the West,
the need for software development was gradually being felt as the software in built in the system
was not sufficient to perform all the operations. The Government of India therefore, realized the
potential for earning foreign exchange. In 1972, the government formulated the Software Export
Scheme. This scheme made the provision of hardware imports in exchange of software exports.
TCS became the first firm to agree to this condition. The year 1974 marked the beginning of
Software exports from India. Phase II: 1980- 1990Despite the government initiatives, the
software exports were not picking up because of two reasons mainly:

The exports of software,

was heavily dependent on the imports of hardware, which was costly as well as the procedure for
obtaining the same was very cumbersome.

Secondly, there was a lack of infrastructural

facilities for software development. To counter these, the government formulated a New
Computer Policy in 1984, which simplified import procedures and also reduced the import duty
on hardware for software developers. In an attempt to make, software industry independent of
the hardware industry, the government in 1986, formulated Software Policy which further,
liberalized the IT industry. According to this policy, the hardware imports were de-licensed and
were also made duty free for the exporters. This along with the world wide crash in the hardware
prices reduced the entry barriers substantially. In 1990, government established Software
Technology Parks of India. This scheme was formulated to increase the exports of software and
services.

8|Page

List of IT companies in Bangalore:

Aditi Technologies

Infinite Computer Solutions

3i Infotech

Accel Frontline Ltd

Amazon

Cognizant Technology Solutions

Hexaware

HCL Technologies

iGate

Infinite Computer Solutions

Infosys

Larsen & Toubro Infotech

Microland

MindTree

Plivo

Sasken

Tata Consultancy Services

Tech Mahindra

ThoughtWorks

Wipro

MphasiS

Tally Solutions

Langoor (company)

9|Page

COMPANY PROFILE

Background& Inception of the company:

Unisys has a long history in the technology industry. The company traces its roots back to the
founding of American Arithmometer Company (later Burroughs Corporation) in 1886 and
the Sperry Gyroscope Company in 1910. Unisys predecessor companies also include the Eckert
Mauchly Computer Corporation, which developed the world's first commercial digital
computers, the BINAC, and the UNIVAC.
In sept.1986 Unisys was formed through the merger of the mainframe corporations Sperry and
Burroughs, with Burroughs buying Sperry for $4.8 billion. The name was chosen in an internal
competition when an intern, Charles Ayoub, came up with the UNISYS acronym from United
Information Systems. The merger was the largest in the computer industry at the time and made
Unisys the second largest computer company with annual revenue of $10.5 billion. At the time
of the merger, Unisys had approximately 120,000 employees.
In addition to hardware, both Burroughs and Sperry had a history of working on U.S.
government contracts. Unisys continues to provide hardware, software, and services to various
government agencies.
Soon after the merger, the market for proprietary mainframe-class systemsthe mainstream
product of Unisys and its competitors such as IBMbegan a long-term decline that continues, at
a lesser rate, today. In response, Unisys made the strategic decision to shift into high end servers
(e.g., 32 processor Windows Servers), as well as information technology (IT) services such as
systems integration, outsourcing, and related technical services, while holding onto the profitable
10 | P a g e

revenue stream from maintaining its installed base of proprietary mainframe hardware and
applications.
Important events in the company's history include the development of the 2200 series in 1986,
including the UNISYS 2200/500 CMOS mainframe, and the Micro A in 1989, the firstdesktop
mainframe, the UNISYS ES7000 servers in 2000, and the Unisys blueprinting method of
visualizing business rules and workflow in 2004.
Principal Products and Services:
Unisys brings together services and technology into solutions that solve mission-critical
problems for organizations around the world.
In the Services segment, we provide services to help our clients improve their competitiveness,
security and cost efficiency. Our services include outsourcing, systems integration and
consulting, infrastructure services and core maintenance.

In outsourcing, we manage customers' data centers, computer servers and end-user

computing environments as well as specific business processes.

In systems integration and consulting, we consult with clients to assess the security and

cost effectiveness of their IT systems and help them design, integrate and modernize their
mission-critical applications to achieve their business goals.

In infrastructure services, we provide design, warranty and support services for our

customers' IT infrastructure, including their networks, desktops, servers, and mobile and wireless
devices.

In core maintenance, we provide maintenance of Unisys systems and products.

In the Technology segment, we design and develop servers and related products to help clients
reduce costs and improve the efficiency of their data centre environments. As a pioneer in largescale computing, Unisys offers deep experience and rich technological capabilities in
transaction-intensive, mission-critical environments. We provide a range of data centre,
infrastructure management and cloud computing offerings to help clients virtualize and automate
their data-centre environments. Product offerings include enterprise-class servers, such as the
ClearPath family of servers and the ES7000 family of Intel-based servers, as well as operating
system software and middleware.
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To drive future growth, Unisys is focusing its resources and investments in four targeted market
areas: security; data center transformation, including our server business; end user outsourcing;
and applications modernization.
The primary vertical markets Unisys serves worldwide include the public sector (including the
U.S. federal government), financial services and other commercial markets including
communications and transportation.
We market our products and services primarily through a direct sales force. In certain foreign
countries, we market primarily through distributors. Complementing our direct sales force, we
make use of a select group of alliance partners to market and complement our services and
product portfolio.
The 139-year history of Unisys is one of reliable, technically excellent, tenacious people
people helping businesses and governments protect their assets and apply information
technology to achieve new levels of competitiveness and success.

Unisys India:

Unisys began its operations in India in 1994 with an office in Mumbai. In

2004, Unisys started its global sourcing operations in Bangalore. Five years down the line, it has
scaled up tremendously, both in terms of headcount and infrastructure to become a truly integral
part of the companys global delivery organization. Its state-of-the-art facilities in three locations,
Bangalore, Mumbai and Hyderabad, boast of a unique combination of mature processes, sharp
focus on tools and a team of highly talented and motivated employees who are engaged in a
diverse range of functions including product development, application design and migration,
customer support, enterprise computing and field operations back office. They strive to provide
unparalleled customer satisfaction with high-quality, cost-effective and end-to-end solutions,
aligned to the Unisys global focus areas.
Unisys operates under the four domains of Security, Data Center Transformation and
Outsourcing, End User Outsourcing and Support Services and Application Modernization and
Outsourcing by subdividing its activities into the following business units.

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1. Managed Service Center (MSC): MSC at UGSI handles the full spectrum of end user
service support. This delivery model, globally ISO 20,000 certified cuts across, Level 0:
End user IT Self Help support Level 1: End user IT Service Desk, Level 2: End user
Remote solution support. They also have the ITIL delivery team that supports global
client base on ITIL standards and processes across, Incident, Problem, Change, and
Request management.
2. MSC also supports the back end activities for the globally diverse field engineering
organization, helping them procure spare parts and resolve customer issues on time.
3. Enterprise Computing Group (ECG):
4. Unisys transforms customers data centers to make IT operations more agile, secure and
efficient while reducing the overall costs. Unisys delivers Converged Remote
Infrastructure Management services that help in remotely monitoring, managing and
providing a comprehensive view of entire IT infrastructure to customers. Remote
management services provide monitoring and management for Server management,
Storage management, Database management, Messaging management and Network
management.
5. Software Development Group Apps (SDG A):
6. The

Software

Development

Group

is

responsible

development,

testing

and

implementation of various projects across geographies, business domains and customers.

This group has a consulting practice as well and is engaged in some key consulting
projects in India and in other geographies.
7. Global Infrastructure Technology Outsourcing Solutions (GITOS):
8. GITOS provides solutions and tools that are utilized by GOIS operations team in
delivering services to the client. These new solutions and innovative products and
services give Unisys-GOIS the competitive advantage.

13 | P a g e

9. Project Management Practice: This is a new practice set up in UGSI in 2009 to nurture
the project and program management profession in terms of competency assessments,
processes and tools, Knowledge management and Best Practice sharing for the PM
community within Unisys.
10. Sales and Marketing Services: This group provides a comprehensive array of services
and capabilities that ensure in depth, customized, high-quality research, collateral and
strategic inputs for the Global sales, Marketing and Solution Management teams, Unisys
Corporation. This team has been structured into three sub divisions: Marketing Services,
Presales Services and Solution Management Services.
11. SDM Practice: The SDM practice is a consortium of Service Delivery Managers and
Service Line Managers. The practice works towards unleashing the power of individual
leadership and enhancing teamwork by contributing to the global SDM Community.
12. UGSI Architect Practice: This is a newly formed group which designs, develops and
implements enterprise level, cutting edge solutions in some of the largest computing
environments in the world.
13. Business Operations: The group is responsible for strategic and business planning,
forecasting, tracking through dashboards and analytical reporting and course correction
recommendations as required. Team consists of Financial, Process and Operations
Management domains.
14. Global Technology Center India (GTCI): An integral part of Unisys TCIS organization
providing state of the art research, development, solutions, and services. GTCI is
dedicated to realizing the objectives of TCIS.

14 | P a g e

Management Team:
J. Edward Coleman Chairman & CEO: J. Edward Coleman was named chief executive officer
of Unisys Corporation and appointed chairman of the Board of Directors effective October 7,
2008. Prior to joining Unisys, Ed was CEO of Gateway, Inc., where he successfully restructured
the company through a series of strategic initiatives and tightly focused the business on its core
markets, culminating in its acquisition by Acer Inc.
Quincy Allen SVP / Chief Marketing and Strategy Officer: Quincy Allen was elected Senior
Vice President and Chief Marketing and Strategy Officer by the Board of Directors in July
2012. In this role, Quincy is responsible for the development of business and marketing
strategies to drive sustainable profitable growth.
Patricia A. Bradford SVP, Worldwide Human Resources: Patricia A. Bradford is a senior
vice president of the corporation and has served as vice president, Worldwide Human Resources
since January 1, 2005.
Dominick Cavuoto SVP / President, TCIS / President, WW Strategic Services: Dominick
Cavuoto was elected a senior vice president by the Board of Directors in February 2009.
Currently Dominick serves as president of Technology, Consulting and Integration Solutions
(TCIS) organization. In this role he has overall management responsibility for the TCIS business,
which provides systems integration, consulting and technology products and services to clients
worldwide.
Ted Davies SVP / President, Federal Systems: Edward "Ted" Davies was elected a senior vice
president by the Board of Directors in February 2009. Currently Ted serves as president of
Federal Systems, which delivers a broad range of services and solutions to U.S. government
clients, including consulting, systems integration, managed services and outsourcing.
Ron Frankenfield SVP / President, Global Managed Services: Ron Frankenfield was elected a
senior vice president by the Board of Directors in December 2010. Currently Ron serves as
president of Global Managed Services with responsibility for driving profitable growth in the
company's outsourcing and infrastructure services businesses.
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Janet B. Haugen SVP & Chief Financial Officer: Janet Brutschea Haugen was elected a
corporate senior vice president and Chief Financial Officer in July 2000. In that role, she is
responsible for executive management and oversight of the financial, information technology and
procurement operations of the corporation.
Suresh Mathews SVP & Chief Information Officer: Suresh Mathews was named a senior vice
president and appointed Chief Information Officer by the Board of Directors in February 2009.
M. Lazane Smith SVP, Corporate Development: M. Lazane Smith was named senior vice
president, Corporate Development, by the Board of Directors in March 2009. In this role, Lazane
is responsible for the evaluation and potential divestiture of non-core assets as well as for
rationalizing Unisys geographic presence.
Nancy S. Sundheim SVP, General Counsel & Secretary: Nancy Straus Sundheim was elected
senior vice president and general counsel of Unisys in 2001. Nancy has been an officer of the
company since 1999.
Scott A. Battersby VP & Treasurer: Scott A. Battersby was elected corporate vice president
and corporate treasurer by the Board of Directors in October 2000. Scott provides overall
treasury leadership with worldwide responsibility for cash management, risk management,
capital markets, as well as investment banking and rating agency relationships.
Scott W. Hurley VP & Corporate Controller: Scott W. Hurley was named corporate vice
president and corporate controller by the Board of Directors in February 2008. In this role he is
responsible for global accounting operations, corporate accounting and reporting, and corporate
operations analysis.
Kumar Prabhas - Managing Director India: Prabhas has a rich repertoire of experience
spanning close to 23 years in the IT industry. As the Managing Director, Prabhas contributes
significantly to the companys development of their offshore operations. Prabhas current
responsibilities include helping Unisys India continue its robust growth in the region.

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Nature of the Businesses Carried:

Unisys combines expertise in:

Consulting

Systems integration

Outsourcing

Infrastructure

Server technology

Expertise is used to focus on four areas of market demand, client need, and this is where
they have the greatest strength:

Security: helping clients secure their operations- people, places, assets and data to create

more reliability and less risk

Data Center Transformation and Outsourcing: increasing the efficiency and

utilization of their data centers

End User Outsourcing and Support Services: enhancing support to their end users and

constituents through their devices and desktops

Application Modernization and Outsourcing: modernizing their mission-critical

business applications

Vision, Mission and Quality Policy:

Vision:
Enabling our clients to do MORE with LESS

Mission:
Service driven and technology enabled. Provide total value added solutions to client needs in
focused market.

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Quality:
Unisys operates data centers around the world that are certified on global standards for service
quality and excellence. Those certifications include ISO 9001:2008, ISO 20000-1:2005, and ISO
27001 standards. Unisys data centers follow Global Process Standards (GPS) for ITIL processes.
In addition, Unisys supports and manages data centers at client-owned facilities.

Products & Services:

Unisys transformational product setAgile Business Suite and Business Information
Serverhas been designed with the client in mind and provides advanced reporting, information
mining, program management, modellers, debugging, and scripting capabilities.
Security
At Unisys, they assess, design, develop, and manage mission-critical solutions that secure
resources and infrastructure for governments and businesses. Their approach integrates resource
and infrastructure security, creating the most effective and efficient security environment
possible.

Location, Perimeter and Surveillance Security

Unisys Location, Perimeter and Surveillance solutions deter, protect, detect, and help clients
react faster and recover after events so they are stronger than they were before. They do this by
knitting together sensors (e.g., cameras, perimeter fence sensors, radar, biometric and identity
capture devices, etc.), information, central command, and back office into an integrated whole.

Secure Commerce and In- Transit Visibility

Global supply chains are hyper-connected models of efficiency and risk. Each link in the supply
chain is subject to a variety of threatsfrom strikes to storms, from fraud to terrorismyet only
5 percent of containers can be inspected.
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Law Enforcement and Public Safety

Collaboration across the criminal justice network is paramount today. Criminal histories need to
be shared across agencies. As information sharing improves, law enforcement and corrections
can work more effectively and respond faster to emergencies. Unisys can help make critical
decisions and improve productivity at every point of the criminal justice process.

Managed Security Services

Unisys offers a compelling yet simple value proposition: They manage security better and more
affordable than their clients. Their experts process hundreds of millions of events each day.
Data Center Transformation and Outsourcing
Unisys helps transform data canters and make the right IT sourcing decisions by leveraging
transformational services and outsourcing capabilities to achieve maximum return. They help to
strategically prioritize and deliver modernization initiatives that make operations more agile,
secure, and efficient while lowering overall costs.

Cloud Solutions

Cloud computing has suddenly jumped to the top of mind of most enterprises and this interest is
driven by a desire to significantly improve business and IT agility, and lower IT costs.

IT Automation Solutions

IT Automation Solutions provide near real-time provisioning of physical and virtual server
resources to address business demand variations based on time of day, reaction to service
interruptions, unanticipated surge in demand or disaster recovery.

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Virtualization and Consolidation

There can be significant cost savings realized in the consolidation and virtualization of
infrastructure. The Unisys experience in the data centre, when combined with understanding of
the underlying technologies, enables clients to achieve the cost benefits while mitigating the
associated risks.

Data Management and Storage

Unisys provides essential services and solutions for data lifecycle management initiatives that
include storage infrastructure, disaster recovery, and data protection. They match the right
technology to clients business requirements so they can lower the cost of their infrastructure,
confidently protect their data, and reduce backup times.

Enterprise Computing Solutions

Enterprise Computing Solutions enable organization to keep pace with challenging real-time
demands of server and storage capacity, management and administration. They employ a wide
range of service models from traditional enterprise computing services to Platform as a Service
(PaaS) with a choice of on-site and remote infrastructure resource delivery.

ClearPath and Enterprise Servers

Around the world, IT organizations use Unisys Enterprise Servers and ClearPath mainframes to
meet their toughest computing challenges. Whether clients are looking for a powerhouse
virtualization platform or best-in-class database and online transaction processing capabilities,
they have got the system to deliver the results needed.

End User Outsourcing and Support Services

Unisys enables organizations and its end users to achieve higher levels of productivity through a
focused portfolio of offerings, including flexible end-user support solutions, device and software
support, security, mission-critical compute and storage solutions, and robust service desk and

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remote management solutions. All together, the Unisys portfolio provides reliable, global
solutions designed to help end users achieve the highest productivity possible.

End-user Support Solutions

Unisys End-user Support Solutions provide enterprises with a single point of contact for
hardware and software technology needs. They offer a wide range of services and greater choice
and variety of technology at the organization and the end-user level. They ensure computers run
at maximum efficiency, allowing people to be more responsive to customers, colleagues, and
suppliers.

Infrastructure Support Solutions

Unisys Infrastructure Support Services provide the hardware and software support required to
maintain reliable end user computing and networking environments. They focus on security
serves to minimize the risks of a globally connected world. They cover every aspect of the IT
infrastructure support lifecycle from installations to complete maintenance services.

Managed Security Services

The Unisys Managed Security Services portfolio focuses on solving security problems giving
time to focus on core organization and strategic initiatives. Unisys provides a unique
combination of network and application security, vulnerability, risk and compliance management
services, delivered on a common, standards-based, global infrastructure.

Platform as a Service Solutions

Unisys global capabilities are optimized to provide mission critical enterprise compute and
storage Platform as a Service (PaaS) solutions that are accessible anywhere around the world.
They offer economies of scale and configurability without enterprise having to be involved with
the underlying technology.

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Business Service Management

Built on ITIL-based automated processes and globally integrated support, Unisys Business
Service Management solutions provide with services and best practices that work together to
provide organization with optimized service delivery. Service Desk capabilities serve as the
foundation for accelerating and maximizing value while lowering organizations IT costs and
risk.

Recent projects:
Consumerization of IT: A study sponsored by Unisys and conducted by IDC, which revealed
the gap between the activities and expectations of new generation of I Workers and the ability
of organizations to support their. The results showed that organizations continue to work with
standardized command needs and control IT models of the past and are not able to profit from
the widespread use of newer networked technologies.
Security Index: A biannual global study that provides statistically relevant insights into the
attitudes of consumers on a wide range of security related issues, including: National security including concerns related to terrorism and health epidemics. Financial security - regarding
financial fraud and ability to meet personal financial obligations. Internet security - related to
spam, virus, and online financial transactions. Personal security - concerning physical safety and
identity theft.
Cloud 20/20: Unisys Corporation launched Cloud 20/20, an annual technical paper contest for
tertiary students from India, in October 2009. The contest allows students to explore the
possibilities and complexities of cloud computing in areas such as automation, virtualization,
application development, security, consumerization of IT and airports. The contest has drawn
participation from universities across India two years in a rowwith over 570 institutes taking
part in 2009 and more than a thousand in 2010.Cloud 20/20 is open to research students and
post-graduates as well as pre-final and final year engineering students in Computer Science,
Information Technology and other related areas. The contest culminates in an event where five
finalists present their papers before a panel of judges that comprise academicians and
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technologists. Prizes include the latest technology gadgets, internship projects and career
opportunities with Unisys. The latest version of the contest is currently underway.
Social Collaboration: Unisys was in the news for enhancing social collaboration within the
organization. The company has used social media tools successfully, to become more agile, to
share knowledge, and to increase the speed of innovation. Unisys was one of five companies
featured in a new info graphic on The Social Media Marketing Blog; Unisys was noted for using
social media internally for effective collaboration and a boost to company productivity.

Competitors Information:
There are plenty of software companies in India which have been doing well. However, some of
the top Indian software companies can be listed as:

Tata Consultancy Services

Wipro Limited

Infosys

HCL Technologies

Tech Mahindra

Patni Computer Systems

I-flex Solutions

MphasiS

L&T InfoTech

IBM India

Accenture

Hewlett-Packard Company

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Infrastructural Facilities:
The infrastructural facilities provided to the employees are:
1.

Good working condition that makes working easy.

2.

Cubicles provided for each employee with the personal systems/ Laptop.

3.

Office automation: Unisys has provided many facilities for convenience of

employees like Personal Computers or laptops, Printer, Photocopier, Fax, Courier desk
etc.

10.

4.

Other facilities: Lifts, Smoke detectors, Parking facility, Visitors lounge etc.

5.

Hi-tech workstations and lab facilities are provided to the employees.

6.

Travel and transport help desk is made available.

7.

Concierge services are also provided.

8.

24 hours ATM

9.

Unisys has one of the best Cafeterias for their employees.

Sports facility and GYM is also available for the employees for the recreational activities.
11.

First aid facility in case of emergencies and accidents.

12. They have a Security facility for 24 hrs for the safety of employees and the company.
13. A medical department is situated at the office premises to ensure the Health and
Hygiene of the employees.

Achievement/Awards:
2011 Unisys unveils Stealth Solution for Secure Virtual Terminal, a solution residing on a
federal government-certified USB device to protect mobile users data and make it is readily
available only to those authorized to view it.

Unisys rolls out its most powerful ClearPath mainframes ever the Libra and

Dorado 800 Series featuring innovations designed to handle clients growing missioncritical workloads and enable mobile users to access data center resources more easily.

Unisys Stealth Solution for Networks achieves EAL-4+ certification from the

National Security Agency as a secure solution for protection of data-in-motion.

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2010 - Unisys debuted secure partitioning (s-Par), a Unisys-developed virtualization

technology for Intel processor-based ClearPath servers. This capability enables ClearPath users
to make more efficient use of special-purpose processors called specialty engines to stream line
resource management and speed up system response. Unisys launched the Unisys Hosted Secure
Private Cloud Solution. Managed in a Unisys services center, this solution gives clients the
primary benefits of both provider-hosted clouds and private clouds: respectively, fast access to
IT resources without purchasing additional infrastructure, and greater control over critical
business assets.
2009 Unisys announces new, focused strategy building on the companys strengths in the
growing markets of security, data center transformation and outsourcing, end user outsourcing
and support services, and application modernization.

Building on the companys new strategy, Unisys refreshes its solution portfolio

with innovative new services and technologies including Converged Remote

Infrastructure Management, Smart On-site, and a range of new ClearPath enhancements.

Unisys completes security certification for multi-client outsourcing centers where

14 centers worldwide help outsourcing clients maintain stringent security for businesscritical information while lowering operational costs.
2008 Unisys helps Beijing Airport prepare for the 2008 Olympic Games by serving as the
master systems integrator for a brand new Terminal 3 to handle soaring traffic.
2007 Unisys opens a data center with innovative green design from energy-efficient
servers to restoration of prairie lands. The revamped outsourcing facility cuts carbon footprint
and promotes sustainability.

The Unisys Security Index goes global. The Unisys Security Index is an ongoing

global measure of consumer opinion on various issues related to national, personal,

financial and Internet security.
2006 Unisys develops its breakthrough Unisys Security Index to provide a snapshot of
consumers sense of security in four areas national, personal, financial and Internet security.
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ES7000/one Enterprise Server gives clients a foundation for achieving a Real-

Time Enterprise. Based on Intel Xeon MP and Itanium 2 technology, the ES7000/one lets
enterprises run Windows and Linux in their data centers.
2004 3D Blueprinting is introduced a new way of seeing the inner workings of an
organization that makes predicting the outcome of change more a matter of analysis than of
guesswork.
2001 Customers are entering into long-term contracts with Unisys, resulting in outsourcing
business with organizations such as Lloyds TSB, Northwest Airlines, Air Canada, California
State University Systems, BMW Bank, HSBC, and GE Capital Bank.
2000 Unisys begins shipping ES7000 servers the first in the market to take advantage of
Windows 2000 Datacenter Server's support for 32-processor scalability. We launched iPSL,
Intelligent Processing Solutions Limited, positioning the company as one of the major providers
of outsourced financial services in the world.
1998 Unisys launches initiative to bring enterprise-class capabilities to Windows NT
environments. As part of this plan, we announced Cellular Multi-Processing (CMP), which will
bring such enterprise-class capabilities as high-speed I/O, partitioning, and cross-bar architecture
to Intel-based Windows NT servers.
1997 Unisys Windows NT servers lead industry in price/performance.
1995 Unisys introduces ClearPath Heterogeneous Multi-Processing (HMP), enabling
customers to integrate A Series and 2200 Series applications and databases with UnixWare and
Windows NT applications and databases on a single platform.
1994 Services and solutions become the company's single largest business.
1993 Unisys introduces 2200/500, the first mainframe based on complementary metal oxide
semiconductor (CMOS) technology.
1992 Unisys forms unit to deliver IT services.
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1989 Unisys introduces Micro A, the first desktop, single-chip mainframe.

1986 Sperry and Burroughs merge to form Unisys Corporation. Sperry introduces 2200 Series,
forerunner of the current ClearPath HMP IX system.
1984 Burroughs introduces A Series, forerunner of the current ClearPath HMP NX system.
1980 Burroughs golf scoring service first introduced at the 109th Open Championship
Muirfield, Scotland.
1976 Sperry introduces first cache memory disk subsystem.
1965 Sperry introduces the 1108, the first multiprocessor computer.
1961 Burroughs introduces the B5000 Series, the first dual-processor and virtual memory
computer.
1960 Sperry introduces the 1100 Series, forerunner of the 2200 Series.
1959 Burroughs pioneers use of magnetic ink character recognition (MICR).
1955 Sperry and Remington Rand merge to form Sperry Rand.
1953 Burroughs introduces first 10-key adding machine. Remington Rand introduces UNIVAC
1103, the first commercial use of random access memory (RAM).
1952 UNIVAC makes history by predicting the election of Dwight D. Eisenhower as U.S.
president before polls close.
1951 Remington Rand delivers UNIVAC computer to the U.S. Census Bureau.
1950 Remington Rand acquires Eckert-Mauchly Computer Corp.
1949 Remington Rand produces 409, the worlds first business computer. The 409 was later
sold as the UNIVAC 60 and 120 and was the first computer used by the Internal Revenue
Service and the first computer installed in Japan.
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1946 ENIAC, the world's first large-scale, general-purpose digital computer, developed at the
University of Pennsylvania by J. Presper Eckert and John Mauchly.
1933 Sperry Corp. formed.
1930 Working closely with Lt. James Doolittle, Sperry Gyroscope engineers developed the
artificial horizon and the aircraft directional gyro which quickly found their way aboard airmail
planes and the aircraft of the fledgling commercial airlines. TWA was the first commercial buyer
of these two products.
1928 Burroughs ships its one millionth adding machine.
1927 Remington Typewriter and Rand Kardex merge to form Remington Rand.
1925 Burroughs introduces first portable adding machine, weighing 20 pounds. Remington
Typewriter introduces America's first electric typewriter.
1923 Burroughs introduces direct multiplication billing machine.
1911 Burroughs introduces first adding-subtracting machine.
1910 Sperry Gyroscope Co. founded to manufacture and sell navigational equipment.
1909 Remington Typewriter Co. introduces first "noiseless" typewriter.
1905 American Arithmometer renamed Burroughs Adding Machine Co.
1886 American Arithmometer Co. founded to manufacture and sell first commercially viable
adding and listing machine, invented by William Seward Burroughs.
1873 E. Remington & Sons introduces first commercially viable typewriter.

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Future Growth and Prospects:

Unisys is focusing its resources and investments in four targeted market areas: security; data
centre transformation, including our server business; end user outsourcing; and applications
modernization.
The primary vertical markets Unisys serves worldwide include the public sector (including the
U.S. federal government), financial services and other commercial markets including
communications and transportation.
They market their products and services primarily through a direct sales force. In certain foreign
countries, they market through distributors. Complementing direct sales force, Unisys makes use
of a select group of alliance partners to market and complement services and product portfolio.

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SWOT Analysis of UNISYS:

STRENGTHS:

WEAKNESS:

Ability to innovate.

Highly skilled human resources.

Cost competitiveness.

Low switching costs.

Quality telecommunications structure.

Consumers concern over lack of security.

Due to convenience of services there is

Over diversification.

No frequent update to latest technology

and features.

a strong response of customers.

Maximum usage of Social Networking.

Quality standards such as ISO 9000,

SEI CMM etc.

OPPORTUNITIES:

THREATS:

Adult working population is good for

the growth of the company.

government.

Popularity of internet is increasing all

Copy right issues abroad.

over the globe.

Data security systems.

Growing international players in the

global market.

Might face problems with the foreign

Place for innovators.

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CHAPTER-3
THEORITICAL BACKGROUND OF THE STUDY

3.1 Recruitment
Recruitment refers to the overall process of attracting, selecting and appointing suitable
candidates for jobs. Recruitment is a vital function of human resources management, which can
be defined as the process of searching the right talent and stimulating them to apply for jobs in
the organization.
According to Dale Yoder
Recruitment is the process to discover the sources of manpower to meet the requirements of the
staffing schedule and to employ effective measures for attracting that manpower in adequate
numbers to facilitate effective selection of an efficient working force.
Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified
applicants for the future human resources needs even though specific vacancies do not exit.
Recruitment of candidates is the function preceding the selection which helps create a pool of
prospective employees for the organization so that the management can select the right candidate
for the right job from this pool. The main objective of the recruitment process is to be
accomplished more quickly the selection process.
Recruitment is almost central to any management process and failure in recruitment can create
difficulties for any company including an adverse effect on its profitability and inappropriate
levels of staffing or skills. Inadequate recruitment can lead to workforce shortages, or problems
in management decision making and the recruitment process could itself be improved by
following management theories. The recruitment process could be improved in sophistication
with Rodgers seven point plan, Munro-Frasers five-fold grading system, psychological tests,
personal interviews etc. Recommendations for specific and differentiated selection system for
different professions and specializations have been given.

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3.1.2 Need for Recruitment

The need for recruitment may be due to the following reasons
Vacancies: due to promotions, transfers, retirement, termination, permanent disability,
death and labour turnover.
Creation of new vacancies: due to growth, expansion and diversification of business
activities of an enterprise.
In addition, new vacancies are possible due to job respecification.
The recruitment and selection is the major function of the human resources department and
recruitment process is the first step towards creating the competitive strength and the strategic
advantage for the organizations. Recruitment process involves a systematic procedure from
sourcing the candidates to arranging and conducting the interviews with required resources and
time. A general recruitment process follows
The recruitment process begins with the human resource department receiving requisitions for
recruitment from any department of the company. These contain
Post to be filled
Number of persons
Qualifications required
Preparing the job description and job specification
Locating and developing the sources of required number and the type of candidates
Short-listing and identifying the prospective employee with required characteristics
Arranging the interviews with the selected candidates
Conducting the interview and decision making

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3.2 Social Media:

Social media is a collection of online platforms and tools that people use to share content,
profiles, opinions, insights, experiences, perspective and media itself, facilitating conversations
and interactions online between groups of people.
Social Media is the platform/tools.
Social Networking is the act of connecting with the people on social media tool.
Social Media Marketing is how businesses join the conversation in an authentic and
transparent way to build relationship.
Companies have to adopt new HR Strategies and practices so as to constantly evolve and grow.
In this context, existing recruitment strategies have to be replaced by the new strategies. It has
been observed by HR Specialists that social networking sites are effective job search tools and
that in just few years job advertisements in newspapers will be replaced by online job boards.
Even job fairs are finding stiff competition in the social media. It has been noticed that a lot of
companies have their own formal pages on these websites, where job seekers can learn about the
organization business, culture, ethics etc. Hence recruiters have a large pool of talent from this
source from which they can search for the prospective candidates.
In the years to come social networking sites will soon be an indispensable part of the hiring
process. It is cost effective, does not require setting up an office and forms an effective tool for
recruiters. In the age of social networking sites growing at a rapid rate, there are many
opportunities that can be gained through it other than networking. It not only helps to open
avenues for a job seeker previously unheard of, but also for the employer as it is very easy to
search for a prospective candidate. Increasingly, organizations are resorting to social media arena
to get the right and viable candidate for a vacant position. Social media recruitment not only
helps to find candidates for high level positions but it is also very useful to find candidates for
lower level jobs. There is a severe shortage of qualified people, especially in the IT Industry.
This means that the companies have to focus on recruitment strategies and also keeping their
attrition rates low. Every company faces the challenge of trying to recruit the best talent from the
job market in relation to declining supply.

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3.3 Social Media Recruitment

As a recruiter needs the most talented, qualified and largest applicant pool, leveraging on the
social media recruitment (SMR) to tap potential talent is called Social Media Recruitment. HR
Managers and recruiters these days click on the web and open a page on Facebook or Twitter not
to update their friends or chat with the known circle, but to search for a talent pool to match their
companys recruitment. SMR is becoming a major source for recruitment and a buzzword in the
corporate world. Increasingly, companies are taking to the social media arena to get the right and
viable candidates for positions at various levels. In just few years, newspapers advertisements
shall be almost replaced by online job portals. Now, active recruiting at job fairs has met its
competitions in the social media. This new system of finding, screening and recruiting new
candidates has unbelievable power to advance goals at a value price. If people think that
youngsters these days are surfing social networking sites for entertainment, they may be wrong.
Besides personal association with friends and relatives, websites such as Facebook, LinkedIn and
Twitter are promising as an effective job search tool for Indian job seekers. They use these sites
not just to check on job openings, but also to understand the prospective organization work
culture, system, founder, objectives, policies and activities, so that they know the company when
they attend interviews. Strategies and tactics, but instead should supplement the solid recruiting
practices companies already have in place.
I do believe in integrating the traditional recruiting strategies with social media strategies. It is
important to maintain the pieces that have resulted in successful hires to date.

3.3.1 Facebook
Facebook is an online social networking service launched on February 4th 2004 by Mark
Zuckeberg, while Facebook might seemingly have a reputation on a site where long lost friends
connect, businesses are using it for recruiting purpose, particularly to promote their employment
brand and excite people about possibly working at their companies. Facebook offers a variety of
mediums for companies to communicate their messages and corporate culture from simple text
and mini blogs, to photos, video and audio clips, to polls and surveys. Facebook is optimal for
engaging people. Aside from promoting corporate culture, companies are also posting jobs on

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their Facebook pages, or at least linking users back to their corporate web sites for career
opportunities and applications.
A fairly high conversion rate exists from expressions of interest in a position posted on
Facebook, to clicking on the job, to filling out an application, to moving into an interview. To be
effective, though. Hartley said companies need to actively attract Friends by keeping their
content fresh and engaging.

3.3.2 LinkedIn
LinkedIn started out in 2002 and it officially launched on May 5th, 2003. On LinkedIns most
basic level, companies can search for talent and establish relationship with potential candidates
for free. To get started, a firm must simply create a profile for its business on the web site.
Companies may go a step further, though, and purchase a business account for bonus features
like posting jobs, sending private messages directly to any LinkedIn user regarding career
opportunities, saving and managing profiles of prospects and asking for introductions to people
inside target companies. It also offers an exclusive corporate recruiting package with additional
custom options and account management. Further, the company offers webinars on how to better
leverage LinkedIn to acquire talent on its web site. LinkedIn discussion group specific to real
estate management or a position that needs to be filled is one effective way to scout potential
candidates. Posting jobs on LinkedIn necessitates clear and accurate job descriptions said
Drain Hartley Director of client management at Intrepid Learning Solutions in Seattle. He
mentioned hiring managers wanting successful results must truly understand the desired
qualification for a position before posting a job.
The beauty of LinkedIn is there are more than 300 million users, Hartley said. Your net could
be so broad; you can wind up with a huge number of candidates. Be very clear what youre
looking for.

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3.3.3 Twitter
Twitter might be overrun with celebrities and prominent individuals 140-character-long
thought. Businesses are using it in variety of ways, including to recruit talent. Many companies
simply post open jobs to their twitter account with a compressed URL for the corporate Web site,
which followers can link to for more information. Businesses may also search for talent on
Twitter, just not to the level they can search on LinkedIn Hartley Said.
Still companies are able to identify candidates by querying for competencies, companies,
activities or key words; as well as sending direct messages to potential candidates. Twitter offers
a special guide called Twitter 101 for businesses on bow to use the site to their advantage, along
with best practices and case studies. The information is available on the Twitter Web site.
Determining Twitters effectiveness might be difficult, however. Despite todays more than
284million registered users, a study released in January from RJ Metrics indicates about 10 to 15
million accounts are actually active. Twitter had 75 million registered users 25 percent of which
had no followers and upward of 40 percent had 1 to 5 followers.
I recommend active communication especially during the job posting process - he said. You
have to respond. Otherwise, it doesnt set the company up for process.

3.3.4 Whatsapp:
Whatsapp can be a useful tool for recruiting the candidates for any organization. Whatsapp is an
instant messaging service for cell phones. Its available for iPhone, Android, Blackberry, Nokia
phones and etc. Whatsapp uses phones Internet connection and even supports audio and video
transfer. There are various other communication tools but they tend to have limitations in terms
of platform support, accessibility, cost, and speed. Whatsapp avoids these issues by making use
of the same data plan.

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Whatsapp can be used in recruiting prospective candidates in the following ways

With the help of Whatsapp recruiters can confirm interviews with candidates or clients
without having to rely on email or any other mode of communication.
Whatsapp can help in reaching out the recruiting partners for communication updates
such as - Thanks for forwarding that resume etc.
Whatsapp can connect with clients for issues that are time-sensitive and/or happen
outside normal working hours.
At present, everyone are relying more and more on their mobile phones and are connected to
them from very early in the morning until very late at night including weekends. In the recruiting
process, recruiters are continuously facing the problem of delayed responses due to the huge time
zone differences. Using a tool like Whatsapp can help get faster answers to time-sensitive
questions.

Top three social media tools -

Date
Launched

Social Networking
Sites

Registered
Users

Characteristics

February 2004

Facebook

1.23B

Personal, Informal, & Multimedia

May 2003

LinkedIn

300M

Business-like, Formal & Text Base

Twitter

284M

Fast Moving, direct, Minimalist.

15 July 2006

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3.4 Benefits of Social Media in Recruitment:

Job candidates can be searched geographically and found with higher accuracy with the
help of social media recruitment.
Available jobs can get filled more rapidly, lowering vacancy rates because of social
medias high usage rate and immediate response time.
Social media recruitment has a low cost with high Return on Investment.
Large number users of social media are college students; its creating a great way to attract
fresh talent for entry level positions.
Open positions will be seen and read by a larger number of qualified candidates.

3.5 CHALLENGES OF ADAPTING SOCIAL MEDIA RECRUITMENT

The Challenges can be broadly classified as:
1. Managerial Challenges.
2. Organizational Challenges
3. Technical Challenges
4. Legal Challenges

1. Managerial Challenges: The managerial challenges includes

a) Any technology would remain unused without user acceptance. It is important that hiring
and recruiting managers are knowledgeable and comfortable about the use of recruitment
through Social media. Organizations must hence conduct a comprehensive training
program for HR managers to help them use the online recruitment tool without any
difficulty.

b) SM recruitment has helped companies to retrieve and store talented applicants faster, but
always failed to screen the applicants sufficiently. Therefore hiring and recruiting
managers have to review each of the applications manually before interviewing a
candidate and performing an assessment.

38 | P a g e

2. Organizational Challenges: The organizational challenges include

a) Most qualified applicants are often passive job seekers, who are presently employed but
may be interested in new job opportunities. A strategy to recognize passive job seekers
and motivate them to apply must be developed;

b) It is critical to benchmark the best management practices and develop a set of metrics that
measure the effectiveness of various methods of recruitment.

3. Technical Challenges
a) Lack of privacy and security of information discourages the posting of job applications
by job seekers. While security is one of the biggest challenges with job applicants, top
most companies do not specify it openly on the career website.

b) The databases of job must be designed to minimize redundant data and optimize the
performance of job search by a candidate. This can be done by understanding the
recruiters and applicants search behavior.
4. Legal Challenges
a) There is a need for employer liability for not violating employment discrimination laws
and the laws are similar to applicant background checks and laws restricting false
advertising.

39 | P a g e

CHAPTER-4
TABLE NO-4.1
AGE GROUP OF THE EMPLOYEES
Age

No. of Respondents

18-25
25-35
35-45
45& Above
Total

Percentage (%)

18
26
10
6
60

30.00
43.33
16.66
10.00
100.00

INTERPRETATION:
From the above table it has been analyzed that 30% of respondents belong to the age
group of 18-25, 43.33% of the respondents belong to the age group of 25-35, 16.66% of the
respondents belongs to the age group of 35-45, 10% of the respondents belong to the age group
of 45 & above in Recruitment Department in the organization.

GRAPH NO-4.1
GRAPH SHOWING AGE GROUP OF EMPLOYEES
Age group of the employees
50

43.33

40
30
30
Percentage (%)

16.66

20

10
10
0
18-25

25-35

35-45

45& Above

INFERENCE:
From the above graph it is inferred that the majority of the workforce is composed of age
group between 25-35 in the recruitment department which means youngsters are given opportunity
in Unisys to explore themselves with good career opportunity and growth in the organization.
40 | P a g e

TABLE NO-4.2
METHOD USED TO SOURCE JOB SEEKERS

Particulars

No. of Respondents

Percentage (%)

Newspapers

6.66

Job portals

28

46.66

Social media sites

16

26.66

Recruitment agencies

12

20.00

Total

60

100.00

INTERPRETATION:
From the above table we can identify that 6.66% of the respondents use newspaper,
46.66% of the respondents use job portals, 26.66% of the respondents use SMS and 20% of the
respondents use recruitment agencies to recruit the candidates.

GRAPH NO-4.2
GRAPH SHOWING METHODS USED TO SOURCE JOB SEEKERS
Methods used to source job seekers
50
45
40
35
30
25
20
15
10
5
0

46.66

26.66
20
Percentage (%)
6.66

Newspapers

Job portals

Social media
sites

Recruitment
agencies

INFERENCE:
From the above graph it can be analyzed that social media is the second best tool to
source the candidates in the recent times. It is may be because of cost effectiveness, quality
profiles and easy sourcing.

41 | P a g e

TABLE NO-4.3
SMR MORE EFFECTIVE THAN TRADITIONAL METHODS
Particulars

No. of Respondents

Percentage (%SS)

18
26
10
6
0
60

30.00
43.33
16.66
10.00
00.00
100.00

Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
Total
INTERPRETATION:

From the above table we can analyze that 30% of the respondents strongly agree, 43% of
the respondents agree, 16.66% of the respondents are neutral, 10% of the respondents disagree
that SNS recruitment is more effective than Traditional methods.

GRAPH NO-4.3
GRAPH SHOWING EFFECTIVENESS OF SMR OVER TRADITIONAL METHOD

Effectiveness over traditional methods

50
45
40
35
30
25
20
15
10
5
0

43.33
30
16.66

Percentage (%)
10
0

Strongly
agree

Agree

Neither agree
nor disagree

Disagree

Strongly
disagree

INFERENCE:
The above graph shows that Social Media recruitment is more effective when compared
to the Traditional Methods as it saves time and the cost incurred is optimized and according to
changes in technology and trend in the present market scenario it is useful for the organization.

42 | P a g e

TABLE NO-4.4
UNISYS RECRUITING CANDIDATES THROUGH SOCIAL MEDIA
Particulars

No. of Respondents

Percentage (%)

Regularly
Very often
Sometimes
Very rarely
Never
Total

20
26
8
6
0
60

33.33
43.33
13.33
10.00
00.00
100.00

INTERPRETATION:
From the above table we can conclude that 33.33% of the respondents use regularly social
media to recruit candidates, 43.33% very often, 13.33% sometimes, 10% very rarely to recruit
candidates from Social Media.

GRAPH NO-4.4
UNISYS RECRUITING CANDIDATES THROUGH SNS

Candidates recruited through social media

50
45
40
35
30
25
20
15
10
5
0

43.33
33.33

Percentage (%)
13.33

10
0

Regularly

Very often

Sometimes

Very rarely

Never

INFERENCE:
Recruiters commonly use both internal & external source of recruitment. From the above
graph we can conclude that recruiters at Unisys prefer to use social media since it matches the
organizational needs and requirements by placing the right candidate with right skill set.
43 | P a g e

TABLE NO-4.5
COST EFFECTIVENESS OF SMR
Particulars

No. of Respondents

Percentage (%)

Extremely Cost Effective

Somewhat Cost effective
Neutral
Costly
Extremely Costly
Total

16
21
17
6
0
60

26.66
35.00
28.33
10.00
00.00
100.00

INTERPRETATION:
From the above table we can conclude that 26.66% of the respondents says that it is
extremely cost effective, 63% respondents says that it is somewhat cost effective & neutral, and
10% of the respondents says that it is extremely costly.

GRAPH NO-4.5
GRAPH SHOWING COST EFFECTIVENESS OF SMR
Cost effectiveness of SMR
40
35
30
25
20
15
10
5
0

35
26.66

28.33
Percentage (%)
10
0

Extremely
Somewhat
Cost Effective Cost effective

Neutral

Costly

Extremely
Costly

INFERENCE:
From the above graph we can infer that most of the respondents believe that SMR is the
most cost saving and less effort reaching the right pool of talent. The majority of the recruiters
prefer to use SMR for its cost effectiveness.

44 | P a g e

TABLE NO-4.6
LEVELS TARGETED TO RECRUIT THROUGH SNS
Particulars

No. of Respondents

Percentage (%)

Junior Level
Middle Level Management
Senior Level Management
Total

9
14
37
60

15
23.33
61.66
100.00

INTERPRETATION:
From the above table we can analyze that 15% of the respondents use SNS to recruit
junior level, 23% of the respondents use SNS to recruit Middle level & 61.66% of the employees
use SNS to recruit senior level in the organization.
GRAPH NO-4.6
GRAPH SHOWING LEVELS TARGETED TO RECRUIT THROUGH SNS
Levels of recruited profiles

15%

Junior Level
23%

62%

Middle Level
Management

Senior Level Management

INFERENCE:
Recruitment for senior level management cannot be easily made through traditional
methods of recruitment. From the above graph it is clear that majority of the respondents use
social networking sites to recruit senior level employees who are expertise in specific areas.

45 | P a g e

TABLE NO-4.7
RESPONSE THROUGH SOCIAL NETWORKING SITES
Particulars

No. of Respondents

Percentage (%)

2
32
20
6
0
60

3.33
53.33
33.33
10.00
00.00
100.00

Excellent
Good
Average
Below Average
Not at all
Total
INTERPRETATION:

From the above table we can analyze that 3.33% respondents says that the response is
Excellent, 53.33% of the respondents says the response is Good, 33.33% of the respondents said
that the response is average and 10% respondents says that response is below average.
GRAPH NO-4.7
GRAPH SHOWING RESPONSE THROUGH SNS

Response through SNS

60

53.33

50
40

33.33

30
Percentage (%)

20
10
10

3.33

0
Excellent

Good

Average

Below
Average

Not at all

INFERENCE:
From the above graph we can infer that the response through Social Networking Sites is
good at present as the organization is able to reap the benefit by using Social Media Recruitment
by targeting right kind of people for the right job.

46 | P a g e

TABLE NO-4.8
REAL TIME RESPONSE THROUGH SNS
Particulars

No. of Respondents

Percentage (%)

16
12
26
6
0
60

26.66
20.00
43.33
10.00
00.00
100.00

In few hours
In a day
In a week
In a fortnight
In a month
Total
INTERPRETATION:

From the above table we can analyze that 26.66% of the respondents said that it takes few
hours to get a response, 20% respondents said that it takes one day to get the response, 43% of
the respondents said that it takes a week to get response & 10% of the respondents said it take
fortnight to get the response.
GRAPH NO-4.8
GRAPH SHOWING REAL TIME RESPONSE THROUGH SNS
Real time response
50
45
40
35
30
25
20
15
10
5
0

43.33

26.66
20

Percentage (%)
10
0

In few hours

In a day

In a week

In a fortnight In a month

INFERENCE:
From the above graph we can conclude that it takes 1-7 days to get the response from the
candidates to the recruiters through SNS as it is a good sign that Social Media Recruitment does help
to source the candidates which the organization wants to target and stimulate them to apply for the
job in the organization.
47 | P a g e

TABLE NO-4.9
RESPONSES MATCHING THE JOB REQUIREMENT
Particulars

No. of Respondents

Percentage (%)

2
24
8
26
0
60

3.33
40.00
13.33
43.33
00.00
100.00

Always
Almost
Usually
To a certain extent
Not at all
Total
INTERPRETATION:

From the above table we can analyze that 3.33% of the respondents said the responses always
match the job requirement, 40% of the respondents said that almost it matches the requirement, 12%
of the respondents said that usually it matches with the requirement & 27% of the respondents said
that to a certain extent responses does matches.

GRAPH NO-4.9
GRAPH SHOWING RESPONSES MATCHING THE JOB REQUIREMENTS

Responses matching job requirement

50
45
40
35
30
25
20
15
10
5
0

43.33
40
26

24
13.33
8

3.33
2
Always

No. of Respondents

Almost

Usually

To a
certain
extent

Percentage (%)
0
Not at all

INFERENCE:
From the above graph we can infer that almost the responses matches with the job
requirement which is good for the company as they can target the right kind of people for the right
kind of job which is according to the need and requirement of the organization.
48 | P a g e

TABLE NO-4.10
LEVEL OF SATISFACTION THROUGH SOCIAL
MEDIA RECRUITMENT
Particulars

No. of Respondents

Percentage (%)

Yes
No
Total

42
18
60

70.00
30.00
100.00

INTERPRETATION:
From the above table we can analyze that 70% of the respondents are satisfied with the usage
of SMR and 19% of the respondents are not satisfied with the usage of SMR.

GRAPH NO-4.10
GRAPH SHOWING THE LEVEL OF SATISFACTION THROUGH SMR

80

70

70
60
50
Percentage (%)

40

30

30
20

10
0
Yes

No

INFERENCE:
From the above graph we can infer that the level of satisfaction in using Social Media
Recruitment is high at Unisys since it meets all the expectations of recruiters. Recruiters feel that
Using Social media in recruitment is helping them reach the right candidates.

49 | P a g e

TABLE NO-4.11
CANDIDATES RECRUITED THROUGH SNS RELIABLE
Particulars

No. of Respondents

Percentage (%)

Yes
No
Total

52
8
60

86.66
13.33
100.00

INTERPRETATION:
From the above table we can analyze that 86.66% of the respondents said that the candidates
are reliable and 13.33% of the respondents said that the candidates are not reliable those are recruited
through SNS.
GRAPH NO-4.11
GRAPH SHOWING RELIABILITY OF RECRUITED CANDIDATES

Reliability of the candidates

100

86.66

80
60

Percentage (%)

40
13.33

20
0
Yes

No

INFERENCE:
The above graph we can conclude that the majority of the respondents recruited through
Social Networking Sites are reliable as it provides and targets the right kind of candidates for
right job which is beneficial for the organization.

50 | P a g e

TABLE NO-4.12
IN FUTURE SNS FOR RECRUITING WILL INCREASE
Particulars

No. of Respondents

Percentage (%)

12
38
8
2
0
60

20.00
63.33
13.33
03.33
00.00
100.00

Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree
Total
INTERPRETAION:

From the above table we can analyze that 20% of the respondents strongly agree, 63% of
the respondents agree, 13.33% of the respondents are neutral and 3.33% of the respondents
disagree that in future SNS for recruiting will be a important tool for the organization.
GRAPH NO-4.12
GRAPH SHOWING FUTURE SCOPE OF SMR

63.33

70
60

Percentage (%)

50
40
30

20
13.33

20

3.33

10

0
Strongly
agree

Agree

Neither agree
nor disagree

Disagree

Strongly
disagree

INFERENCE:
Recruiters prefer SMR for its performance in getting right skill mix to the organization.
From the above graph we can conclude that recruiters at Unisys strongly believe that demand for
Social Media Recruitment will increase in future.
51 | P a g e

TABLE NO-4.13
WHETHER SOCIAL MEDIA CONSIDERED AN EFFECTIVE TOOL IN
RECRUITMENT
Particulars

No. of Respondents

Percentage (%)

Yes
No
Total

52
8
60

86.66
13.33
100.00

INTERPREATION:
From the above table we can conclude that 86.66% of the respondents said that social
media should be considered as an effective tool in the recruitment and 13.33% respondents said
that social media should not be considered as an effective tool in the recruitment.

GRAPH NO-4.13
GRAPH SHOWING WHETHER SOCIAL MEDIA CONSIDERED AS AN EFFECTIVE
TOOL IN RECRUITMENT

100

86.66

80
60
Percentage (%)
40
13.33

20
0
Yes

No

INFERENCE:
From the above graph we can conclude that majority of the respondents agrees with the
statement that social media should be considered as an effective tool in recruiting the candidates.

52 | P a g e

TABLE NO-4.14
TABLE SHOWING THE ROLE OF SNS IN RECRUITMENT
Particulars

Extremely

Important

Important
Facebook
Twitter
LinkedIn

Slightly

No Important

Total

Important

08
04
19

32
13
27

16
33
12

04
10
02

60
60
60

INTERPRETATION:
From the above table it is clear that 32 respondents think Facebook plays an important
role in SMR. 33 respondents say Twitter is also slightly important and 27 respondents feel that
LinkedIn also play a major role in SMR.
GRAPH NO-4.14
GRAPH SHOWING THE ROLE OF SNS IN RECRUITMENT
Role of SNS
35

33

32

30

27

25
16

Important
13

15
10

Extremely Important

19

20

12

10

8
4

Slightly Important
No Important

0
Facebook

Twitter

LinkedIn

INFERENCE:
It is clear from the above graph that Social Networking sites help the recruiters to source
quality profiles and Recruiters strongly feel that these networking sites are extremely important
in their job. From this it is obvious that Social Networking sites are at the great advantage for the
recruiters in order to source the right candidates.
53 | P a g e

Open Ended Question

Q - Please state what you believe to be a benefit of recruiting through social media.

Since, it is an open ended question. The respondents have given multiple views regarding the
benefit of recruiting through Social Media. Here are the most 4 common answers provided by the
respondents were as follows
Cost effective
Time effective
Connect to passive candidates
Easy way to attract the fresh pool of talent

54 | P a g e

CHAPTER-5

5.1 MAJOR FINDINGS:

Majority of the respondents belongs to the age group 25-35 in the recruitment department
which means youngsters are given opportunity in Unisys to explore themselves with good
career opportunity and growth in the organization.

Majority of the respondents use Social Networking Sites to recruit candidates & LinkedIn
is preferred more when compared to other Social networking Sites.

The recruiters use Social Media Recruitment to target senior level Employees who has
excellent skills & experience.

The response through Social Networking Sites is good at present & it usually takes 1-7 days
to get the response from the candidates to the recruiters through Social Networking Sites.

Almost the responses match with the job requirement which is good with the employees and
the company perspective.

The respondents are satisfied with the implementation & usage of Social Networking Sites
and the respondents recruited through SNS are reliable.

Social Media Recruitment is a modern and very useful method of recruiting candidates as it
saves time and cost for the organization.

55 | P a g e

5.2 SUGGESTIONS:

The effectiveness of Social Media in recruitment should explain to all the employees and
persuade them to use for recruitment as it will benefit the organization. Company can
organize training for developing the hr team to use accurate content and industry specific
sites.

Content of advertising on Social Networking Sites is significant for recruitment. While

posting the advertisement about job opening, it's recommendable to also include the
company current growth information and growth prospect in future to attract more talent
for given job.

Recruiters can build more networks with the help of employees those who are actively
involved in social media which helps in quality sourcing.

Network site like LinkedIn is professional site commonly used to achieve the specific
profiles. So such types of sites are identified to reach maximum applicants.

Once the candidate is been selected through SMR, it must be updated in the site and also
take the feedback from the selected candidates about the effectiveness of SMR.

Recruiters can ask the selected candidates to link their personal contacts with the
Companys Social networking group which helps in building network.

56 | P a g e

5.3 CONCLUSION:
Unisys is a worldwide information technology company that is expanding drastically all over the
globe. It is involved in constant time to time recruitment and it is now become a huge challenge
to source and hire the right fit to the organisation.
As Unisys knows that Social Media Recruitment is an emerging trend in the market and around
the globe its been utilized as a part of recruiting candidates where it attracts the interested
candidates to be a part of the Organization.
The effectiveness of social media recruitment were identified over traditional methods of
recruitment and suggestions are given for further improvement.
Most of the respondents are satisfied by implementing Social Media Recruitment as a tool to
target interested & skilled candidates to fulfill the vacancies in the Organization.

57 | P a g e

BIBILIOGRAPHY

Name of the book

Human Resources
Management

Websites
www.unisys.com
www.wikipedia.com
http://www.websm.org
http://www.acas.org.uk
http://www.jmir.org

Publishing
Himalaya Publishing
House

Author

Dr.P.Subba Rao

ANNEXURE

QUESTIONNAIRE

Dear Sir/Madam,

I Pankaj Jangid, currently pursuing my MBA final year from Reva Institute of
Technology & Management needs to conduct a survey on Impact of Social Media in
Recruitment followed in Unisys for the Internship work towards the partial fulfillment of the
university regulations for the award of degree of Master of Business Administration by
Visvesvaraya Technological University, Belgaum.
I kindly request you to respond to the following questions. The information provided by you will
be used only for academic purpose and confidentiality of your opinion will be maintained.

Name:

_________________

Gender:

Male [ ] Female [ ]

Designation:

_________________

Years of Exp: _________________

Age:
a) 18 - 25
b) 25 - 35
c) 35 - 45
d) 45& Above

PART-B

1. Which of the following have you used/do you use most often to source potential job seekers?
(Pick one)
a. Newspapers
b. Job portal (e.g. Monster)
c. Social media websites
d. Recruitment agencies

2. Do you find social media recruitment more effective over traditional recruitment methods?
a.
b.
c.
d.
e.

Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree

3. How often your company recruit through social networking sites?

a.
b.
c.
d.
e.

Regularly
Very Often
Sometimes
Very rarely
Never

4. How cost effective is social recruiting to your organization?

a.
b.
c.
d.
e.

Extremely cost effective

Somewhat cost effective
Neutral
Costly
Extremely Costly

5. For which level mostly the recruitment is done, through social networking sites?
a. Junior level
b. Middle level management
c. Senior management level
6. How is the response that you get through social recruiting?
a.
b.
c.
d.
e.

Excellent
Good
Average
Below Average
Not at all

7. How fast is the real response time for a recruitment post/ad on a social networking site?
a.
b.
c.
d.
e.

In few hours
In a day
In a week
In a fortnight
In a month

8. Do the responses from the candidates match the job requirement?

a.
b.
c.
d.
e.

Always
Almost
Usually
To a certain extent
Not at all

9. Are you satisfied with the recruitment through social networking?

a. Yes
b. No
10. Are the candidates recruited through Social Networking Sites Reliable?
a. Yes
b. No.

11. Do you think, in coming years recruitment through social Networking Sites will increase?
a.
b.
c.
d.
e.

Strongly agree
Agree
Neither agree nor disagree
Disagree
Strongly disagree

12. Do you think Social media is considered as effective tools in recruiting the candidates?
a. Yes
b. No

13. In your opinion, how great of a role do each of the following social media platforms have in
the recruitment process?
Extremely
Important
Slightly
NO Important
Important
Important
Facebook
Twitter
LinkedIn

14. Please state what you believe to be a benefit of recruiting through social media. Mention any
three benefits.
a)
b)
c)