G. L.

BAJAJ
INSTITUTE OF MANAGEMENT & RESEARCH
Approved by A.I.C.T.E & Affiliated to Uttar Pradesh Technical
University, Lucknow
Plot No. 2. Knowledge Park III, Greater Noida Uttar Pradesh 201308

Summer Training Project Report

ON

SOURCING AND RECRUITMENT PROCESS

WITH SPECIAL REFERRENCE TO
GODREJ, DIRECT SALES

Partial fulfillment of the award of degree of

Master of Business Administration (MBA)
From: Uttar Pradesh Technical University, Lucknow

Under the guidance of:

Submitted By:

Niladari. S. Chatterjee

Yasmeen Fatima

Pankaj Chikara (Godrej)

Roll No. 1480170230

Session 2014-2016

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Date :

TO WHOM IT MAY CONCERN

This is to certify that Ms. Yasmeen Fatima students of G.L.BAJAJ College, MBA I Year
(2014-2016) undertook

a project on the topic "A project report on Sourcing and

Recruitment" with special reference to GODREJ, Direct Sales under my supervision and
guidance.
This project report is an outcome of extensive study on the above subject and by their own
effort as well as dedication.
I recommend this to be evaluated and accepted.

B.B AGARWAL
(Associate Chief Manager)

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ACKNOWLEDGEMENTS

Any piece of research ,being a team work,is almost impossible to complete without the help
of others.It was learning experience to complete our training at GODREJ,DIRECT SALES.
This study also became possible through the whole hearted co-operation of many people as
well as the wellwishers.We deem it as an act of immense pleasure to acknowledge them here.
First and foremost we would like to thank our respected Dean Dr Mukul Gupta and Head of
Department Dr. Deepa Gupta for giving us opportunity to do Summer Internship Training in
Godrej.
Secondly, We would like to express our heartfelt gratitude to Mr. B.B AGARWAL ,
NILADARI. S. CHATTERJEE, PANKAJ CHIKARA and ARIJITA MUKHERJEE of
GODREJ DIRECT SALES , our guide, for constant guidance and suggestions.
Thirdly, I am also deeply indebted to my classmate from College, whose help, stimulating
suggestion and encouragement helped in all the time of research and in completion of project.
Lastly, We also acknowledge the constant support of our parents and our friends.

Date :
Place:
Yasmeen Fatima

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CONTENTS:

INTRODUCTION
PROFILE OF ORGANISATION
CONCEPTUAL & THEORITICAL BACGROUND
MODEL DEVELOPMENT AND DEVELOPMENT
HYPOTHESIS
ACTIVITIES PERFORMED DURING RESEARCH
JOB DESIGN
RESUME
DAILY VISIT REPORT
DATA ANALYSIS AND INTERPRETATION
FINDING
CONCLUSION
SUGESSION
APPENDIX

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CHAPTER 1:
Introduction To The
Study.

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ABOUT THE STUDY

I am Yasmeen Fatima of MBA has undertaken this study as it is a part of Uttar Pradesh
technical university syllabus. I started with the deciding of the project title and then
formulating all the objectives for my study. I considered my study for GODREJ & BOYCE
MANUFACTURING CO LTD . I covered the area of South Delhi and Greater Noida for
fulfilling my project requirements and data collection .The project consist of brief analysis
about Sourcing and Recruitment process in Godrej, Direct Sales. This project comprises of
field study and collection of primary data from the candidate to whom we sourced.

1.1 STATEMENT OF PROBLEM

The problem considered in this research is that instead of having a huge brand image Godrej,
Direct Sales is not able to find candidates for Sales Executive Job from market which is a
problem in front of the company.

1.3 SIGNIFICANCE OF THE STUDY

It will help the company to sourced and recruit the sales executive which will help to balance
the gap arise due to manpower turnover .

1.5 SCOPE OF THE STUDY

The study has been conducted in the company GODREJ & BOYCE MFG. CO. LTD,
GODREJ BHAWAN, SHER SHAH SURI MARG, OKHLA,NEW DELHI 110065 INDIA..
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The findings are confined only to this company which cannot be generalized to any other
companies.

1.6 RESEARCH METHODOLOGY

It refers not only to the research methods but also to the logic behind the methods used in a
given research study. Research is closely related to finding, selecting, structuring and solving
problem. The research was done on the Sourcing and Recruitment for sales executive in Delhi
city. The data was collected through questionnaire method.

1.7 TYPE OF RESEARCH

Meaning of research:
Research in common parlance refers to a search for knowledge. Once can also define
research as a scientific and systematic search for pertinent information on a specific topic. In
fact, research is a part of scientific investigation. The Advanced Learners Dictionary of
Current English lays down the meaning of research as a careful investigation or inquiry
especially through search for new facts in any branch of knowledge.It is a qualitative type of
research.

1.8 DATA SOURCE

1.8.1PRIMARY DATA
The primary data were collected by interaction with various customers those who were
entertained in activities. For this a questionnaire was formed through the deep study of
subject matter. Questions were formed after taking into consideration language and clarity.
After forming the final questionnaire research was conducted. As a result of this research
primary data was collected which was unorganized and unsystematic so collected which was
interpreted in the form of pie charts to have a clear understanding of the data.

1.8.2 Tools for Primary Data Collection

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 QUESTIONAIRRE METHOD
The major motive of taking this method was that it covers large population at a time. One can
have direct contact with the respondents. The questionnaire was prepared with both closed
multiple choice questions and open ended questions for suggestion. This questionnaire was
used to take personal interview of the employees.

1.8.3 SECONDARY DATA

Secondary data collection was done by research that is by studying company website. The
data was collected from internet. Secondary data is collected by someone other than the user.
Common sources of secondary data for social science includes censuses, surveys,
organizational records and data collected through qualitative methodologies or qualitative
research. Primary data, by contrast, are collected by the investigator concluding the research.
Secondary data analysis saves time that would otherwise be spent collecting data and,
particularly in the case of quantitative data, provides larger and higher-quality databases than
would be unfeasible for any individual researcher to collect on their own. In addition to that,
analysts of social and economic change consider secondary data essential, since it is
impossible to conduct a new survey that can adequately capture past change and/or
developments.

1.8.4 TOOLS FOR SECONDARY DATA COLLECTION

In most of the studies the investigator finds it impracticable to collect first hand information
on all related issues and as such he/she makes use of data collected by others. The secondary
data has been collected by the following procedures.
SECONDARY SOURCES

INTERNET:- www.google.co.in , www.godrej.com and www.wikipedia.org

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1.9 SAMPLE SIZE

Sample size taken in my study is 50 candidates.
Sample sizes may be chosen in several different ways:

Expedience -For example, include those items readily available or convenient to collect.
Using a target variance for an estimate to be derived from the sample eventually obtained.
Using a target for the power of a statistical test to be applied once the sample is collected.

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CHAPTER 2:
Profile Of the
Organization.

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THE GODREJ GROUP

Established in 1897, the Godrej Group has its roots in India's Swadeshi movement. Our
founder, Ardeshir Godrej, lawyer-turned-serial entrepreneur failed with a few businesses,
before he struck gold with the locks business that you know today. One of Indias most
trusted brands, with revenues of USD 4.1 billion, Godrej enjoys the patronage of over 600
million Indians across our consumer goods, real estate, appliances, agri and many other
businesses. You think of Godrej as such an integral part of India that you may be surprised
to know that over 25 per cent of our business is done overseas.
We promise Godrejites a culture of tough love; take serious bets on them and differentiate
basis performance. We also understand that our team members play multi-faceted roles and
so, we strongly encourage them to explore their whole selves. Our canvas is growing. In fact,
our Vision for 2020 is to be 10 times the size we were in 2010. We truly believe that while
our amazing past distinguishes us, we are only as good as what we do next.

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In conjunction with our vision for brighter living for all our stakeholders, we have
developed a long-term vision for playing our part in creating a more inclusive and greener
India. We have named this the Good & Green vision. By 2020 we aspire to do the
following:
1. Ensuring employability

India has 600 million people below the age of 25 out of which only 80 million (13%) are
employable. The effort is going to be on skilling these people such that they become
employable.
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Our Goal: To train 1 million rural and urban youth in skilled employment to increase their
wage

earning

potential.

2. Creating a greener India

In order for our businesses to truly become sustainable, efforts will be focused on creating
carbon neutral, zero waste, water positive and energy efficient businesses.

Our Goal: To become carbon neutral and water positive, achieve zero waste to landfill,
reduce specific energy consumption and increase our renewable energy sources.
The Godrej Group has already been working on these goals as we are signatories to the CII
code for Mission of Sustainable Growth (MSG) which is a 10-point program for
ecologically sustainable business growth.

3. Innovating for good & green products

A good product/ service is that which addresses a critical issue for people living below the
poverty line. The issue could be related to health, hygiene, water, sanitation, housing,
education or livelihoods.

A green product / service is that which reduces energy, water or material consumption by
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20%, GHG emissions by 20%, eliminates toxic materials or uses 100% recyclable,
renewable and / or natural material.

Our Goal: To have a third of our portfolio revenues comprise good and/or green products
and services defined as products that are environmentally superior or address a critical
social issue (e.g., health, sanitation, disease prevention) for consumers at the bottom of the
income pyramid.

GODREJ :INDIA CULTURE LAB

The Godrej India Culture Lab is a fluid experimental space

that cross-pollinates ideas and people to explore what it
means to be modern and Indian. We are based in Vikhroli,
Mumbai, at the Godrej headquarters. The Lab was launched
in January 2011 as an attempt to create an alternative
intellectual hub in Mumbai city that would serve as a catalys
t for conversations about contemporary India, by brokering
interactions between academia, the creative industries, the
corporate world and the not-for-profit sector.
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ParmeshShahani, the founder of the Lab says, India is an

important world power. Its contemporary culture needs to be
chronicled, amplified and debated across interdisciplinary
silos. Hopefully the conversations that we enable will lead to
insights, connections and serendipitous collaborations among
its participants."

The Labs interactions take the shape of curated events of different sizes, most of which are
held within the Godrej campus in Vikhroli and are free and open to attend for all Godrej
employees as well as members of the general public (RSVP is required for non-Godrej
attendees). These include regular monthly events like the Friday Fundas speaker and
performer series, and Film and Book Clubs, with filmmakers and authors in attendance
respectively
.
The Lab also organizes larger events within Mumbai including full day conferences like
Urban (Re)Imagination (January 2011), or events like the Kenya Hara (February 2012) and
Tadao Ando lectures (May 2012). Many of our events like the Museum of Memories
(December 2012) are hard to categorize. (This was a pop-up one-day only event with
performances, music, theatre, tea, yoga, live art, graffiti, videos, dance, robots, alternate
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reality games, and much more set in a 60,000 square foot warehouse that was destroyed the
following day). In addition to the above, we periodically host invitee-only closed-door salons
where we assemble multiple stakeholders around a particular theme (such as Indian design,
or technologies of change) to engage with each other.

VISION
Godrej in Every Home and Workplace

MISSION
Enriching Quality of Life Everyday Everywhere

VALUES
Integrity Trust To Serve Respect Environment

GODREJ & BOYCE

In 1897 a young man named Ardeshir Godrej gave up law and turned to lock-making.
Ardeshir went on to make safes and security equipment of the highest order, and then
stunned the world by creating toilet soap from vegetable oil. His brother Pirojsha Godrej
carried Ardeshir's dream forward, leading Godrej towards becoming a vibrant, multibusiness enterprise. Pirojsha laid the foundation for the sprawling industrial garden township
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now called Pirojshanagar in the suburbs of Mumbai, where the Godrej Group has its
headquarters.

Godrej & Boyce Mfg. Co. Ltd., the holding company of the Godrej Group, started its
journey with the manufacture of high quality locks in 1897. Today, we have 15 diverse
business divisions offering consumer, office, and industrial products and services of the
highest

quality

to

every

corner

of

India

OUR BUSINESSES:
Appliances
AV Solutions (Prima)
Construction
Electricals & Electronics
Furniture (Interio)
Lawkim Motors
Locks
Material Handling
Precision Engineering
Precision Systems
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and

across

the

globe.

Process Equipment
Security Solutions
Storage Solutions
Tooling
Vending (Prima)

We value integrity, trust, service and respect for individuals and for the environment. We
pride ourselves for being one of Indias most respected corporate houses known for our
philanthropy and initiation of labour reforms besides being recognized for our fair,
transparent and ethical dealings. Our people are our assets who are groomed to deliver their
best. What makes us special? At Godrej, its more than a career. Its an opportunity to live
your dreams and be part of a culture that nurtures ambition, challenges and provides
freedom to operate and express your ideas.

The Godrej Group touches the lives of 400 million Indians who use at least one of our
products every single day. Our commitment to quality, attention to detail and customer
centricity has helped us earn the trust of generations of Indians

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BOARD OF DIRECTORS :

Jamshyd Godrej

Jamshyd Godrej is the Chairman of the Board of Godrej & Boyce Mfg. Co. Ltd. He
graduated in Mechanical Engineering from Illinois Institute of Technology, USA. He is the
Chairman of Aspen Institute India.

Adi Godrej

Adi Godrej is Chairman of the Godrej Group. The Godrej Group is mainly privately held,

an over 100 year-old family conglomerate, with operations in India and several other

countries.

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Nadir Godrej

Nadir Godrej is the Managing Director of Godrej Industries and Chairman, Godrej

Agrovet. He is also a Director of numerous firms including Godrej & Boyce, Godrej Foods

and Godrej Consumer Products.

Kavas Petigara

Kavas Petigara is a Chemical Consultant and a businessman. He is the Managing Partner

of Scitech Corporation. He has been associated with chemical and allied business activities

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in India and abroad for many years.

Vijay Crishna

Vijay Crishna is the Executive Director of Lawkim Motors Group. He joined Lawkim Ltd,

a bankrupt light engineering company taken over by the Godrej Group at the behest of

N.P. Godrej in 1977 after eight years of management experience in Kolkata.

Phiroze Lam

Phiroze Lam is the Executive Director & President of the Company and has been

associated with the Company since 1975. Prior to joining Godrej, he was a partner in the

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Solicitors firm of Payne & Co.

KyamasPalia

KyamasPalia is the Executive Director (Finance) of the Company and has been associated

with the Company since 1970. He holds a Masters Degree in Commerce and a Diploma in

Managerial Accounting from the Mumbai University, and a Ph.D. in Business

Administration from the Oklahoma State University, USA.

Pradip Shah

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Pradip Shah started IndAsia, a corporate finance and private equity advisory business, in

April 1998. IndAsia entered into a joint venture with AMP in 2001 for the private equity

business in India. Prior to starting IndAsia, he helped establish the Indocean Fund in 1994

in association with affiliates of Chase Capital Partners and Soros Fund Management.

Anita Ramachandran

Anita Ramachandran founded Cerebrus Consultants, a well known HR consulting firm in

1995, focused on consulting in Rewards management, Organization development and

Strategic HR. Cerebrus has a national presence with offices in the five metros and has 70

HR professionals.

Anil Verma
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Anil Verma is the Executive Director (Personnel & Administration) of the Company and

has been associated with the Company since 1983. He is an Engineering graduate and has

an MBA from the prestigious Indian Institute of Management, Ahmedabad.

Navroze Godrej

Navroze directs strategy and innovation at Godrej & Boyce, India. His belief that the

innovation process can be used for identifying hidden opportunities which can ameliorate

the lives of people in unforeseeable ways led him to set up the Innovation Centre at Godrej

& Boyce.

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KekiElavia

Mr. KekiElavia is a Chartered Accountant in Public Practice. He retired as a Senior Partner

of M/s. Kalyaniwalla&Mistry- Chartered Accountants. He was associated with this firm

for more than 40 years and was also a partner of S. R. Batliboi& Co- Chartered

Accountants, for a brief period

Godrej Industries
India's leading manufacturer of oleochemicals making more than a hundred chemicals for
use in over two dozen industries. Its products also include edible oils, vanaspati and bakery
fats.

Godrej Properties
One of Indias leading real estate development companies focusing on residential,

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commercial and township development.

Godrej Consumer Products

A major player in the Indian FMCG market with leadership in personal care, hair care,
household care and fabric care segments.

Godrej Agrovet
Diversified agribusiness company with interests in animal feed, oil palm plantations, agro
chemicals and poultry. It is indias largest animal feed company.

Godrej Nature's Basket

Godrej Nature's Basket, a retail venture under Godrej Industries Ltd, is today India's
foremost retail destination for fine and gourmet foods and beverages from across the world.

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Started in 2005 as a single fresh food store, it has today morphed into a much admired chain
of premium Gourmet Stores strategically located at high street locations in Mumbai,
Delhi/NCR, Pune, Hyderabad and Bangalore.
Other Companies
Godrej Infotech
Godrej Efacec Automation & Robotics
Geometric
International Operations

PRODUCTS OF GODREJ AND BOYCE MFG CO LTD

Refrigerator

Frost Free

Direct Cool

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Air Conditioner

Window AC

Split AC

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Washing Machine

Fully Automatic

Semi Automatic

Microwave Ovens

Convection

Grill & Combination

Solo
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Medical Refrigerators

Other products of godrej

Furniture
Furniture
home,

for
office,

educational
institutions,
establishments,
labs, hospitals,
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shipyard...

FMCG

Real Estate
Residential,
commercial
and

township

developments.

Agri

AV Solutions

Animal feed, Display

oil

palm solutions, audio

plantations,

video

agrochemical

conferencing

s and poultry.

solutions,
electronic copy
boards.
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Batteries

Chemicals

Godrej

and Oleochemicals

GP Batteries and surfactants.

offer a range
of

zinc

chloride,
alkaline &
rechargeable
batteries and a
range

of

chargers.

Construction Electricals and

Electronics
Variety

of

construction
services

Industrial

like automation,
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real

estate power

development,
ready

distribution,

mix compressed air

concrete,

solutions

horticulture

green business

and

&

enviro- commissioning.

tech.

IT &

Locks

Software
Solutions

Locking
solutions

for

Solutions for different

engineering
and

security needs

service to

industry.

ensure

optimum
safety.Some of
the well known
brand...

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Material

Motors

Handling
Specialized
Counter

custom

balance

compressor

trucks,

motors.

forklift

Calibration

trucks,

built

&

tyre Inspection

handlers,

all Services

terrain trucks, 17025

(ISO
accre...

attachments
and
accessories.

Precision

Aerospace

Engineering
Machining

&

Critical

fabrication,

custom-built

heat & surface

precision

treatment,

engineering

assembly,
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equipments
for

testing

&

multiple supply

of

applications.

complex...

Process

Security

Equipment

Solutions

High pressure Safes, lockers,

vessels,

heat banking

exchangers,

automation

columns,

products,

heavy walled electronic

reactors

and security

other

systems,

custom...

premises
security & hitech

doors.

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Storage

Tooling

Solutions
Die

casting

Warehousing

dies,

press

solutions,

tools,

automation

purpose

and

machines

consulting.

engineering

special
and

services.

Vending
High quality table top beverage
vending machines, services and
beverages.

GODREJ, DIRECT SALES

Direct sales means the marketing of consumer product and services directly to the consumer
generally in their homes , at their work place and other places away from permanent retail
location usually through sales representatives and demonstration of the product
.
Benefits :
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Research shows some of the most popular reasons why companies choose direct sales .
Direct sales is a good way to own a business thus catering to gainful self employment.
Women empowerment and point of purchase
Convenience to customer
Direct sales offers flexible work schedules
Direct sales is a good way to earn extra income
Direct sales is a medium to attract customers through attractive schemes and prices.

Direct selling is the sale of a consumer product or service, person-to-person, away from a
fixed retail location, marketed through independent sales representatives who are sometimes
also referred to as consultants, distributors or other titles. Direct sellers are not employees of
the company. They are independent contractors who market and sell the products or services
of a company in return for a commission on those sales.
Orders are usually placed in person or via the consultants Web page. Sometimes the phone is
used to place orders or reorders, but only about 12% of sales take place this way. Home
shopping parties are the most widely recognized sales method, where friends, family or
acquaintances get together for a few hours to learn about or sample a range of products or
services. However, the majority (about 70%) of the direct selling industrys sales actually
occur using a one-to-one approach where one seller may present the products or services to a
single consumer.
Just about any product or service can be purchased through direct selling somewhere in the
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world. Many people think of cosmetics, wellness products and home dcor as products that
are often sold through direct sales, but add to that countless other product categories
including kitchen products, jewelry, clothing, organic gardening supplies, spa products,
scrapbooking supplies, rubber stamps and much, much more.
Direct selling should not be confused with other types of sales that take place away from a
fixed retail location such as magazine sales, home repair services, telemarketing,
wholesaling, real estate sales, or work-from-home businesses such as envelope stuffing or
product assembly.

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CHAPTER 3:
Conceptual Or
Theoretical
Background

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SOURCING:
Sourcing is the process of finding resumes within the recruitment process. Recruiters, both
third party and corporate, need to find qualified candidates for their open job orders,
oftentimes with very unique or niche work experience. Sourcing refers to the initial part of
recruiting (actually finding the candidates through a variety of methods.)

some recruiter perform the sourcing function through to placement; other recruiting
professionals specialize in only one aspect of the recruitment cycle.

Professional recruiters who specialize only in the initial procurement of names and candidates
are called sourcers.

Many larger companies and specialist staffing firms employ teams of sourcing

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professionalsthat concentrate only on the initial procurement of candidates.

The sourcers then hand off the candidates to a different department of team of recruiters
which handle qualification, interview, and placement.
Sourcing is many times used to refer to highly specialized talent searches.

For example, a company might be looking for an individual with a background in

mechanical engineering who understands object oriented programming. Recruiting and
sourcing professionals understand how to source this specialized talent through a variety of
means.
Sourcing professionals will often have a comprehensive understanding of Internet
sourcing tactics.
They will mine candidate lists from the Internet and also source talent from competing
companies. To ascertain the best keywords and background to look for, a solid understanding
of the job requirements are necessary.

Effective sourcing, therefore, requires a much deeper understanding of the industry and job
order that they are working on than simply looking at clusters of resume keywords. To source

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candidates productively, an experienced sourcing professional knows the best places to look
for great talent and the kind of experience to look for in individual resumes.

However, sourcing is also more than specialized resume search and candidate name
generation. Sourcing is also an integral part of any companys overall hiring and talent
acquisition strategy. Sourcing also refers to the strategy surrounding large portions of hiring
effort.

For example, it might be necessary to source the next generation of management talent
through a comprehensive college recruiting program. A company might need to formulate a
sourcing strategy for skilled machine operators in a certain city where they open a plant.
Sourcing is therefore not relegated to unique searches, but the term can encompass deep
organizational talent strategy issues and in general, the practice and need to acquire human
talent for any source of business need.
With the trend of globalization, sourcing strategy is at the forefront of recruiting issues.
Recruiting talent in different countries and in different languages presents a very difficult
challenge for any talent acquisition team. You can imagine that recruiting professionals
would not know where to begin to find talent overseas in a market that they do not
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understand. In many cases, the sourcing team might be local to the actual hiring effort, and
then send qualified candidates to a centralized corporate recruiting team. Modern sourcing
efforts are an incredibly complex aspect of the global talent supply chain. Effective sourcing
strategies not only leverage effective employment brands and marketing efforts, but take into
consideration hyperlocal factors of economy, education, and specialization of labor markets.

In the recruiting industry, therefore, sourcing when referred to as a tactic, often means
the practice of finding specialized candidates on the Internet or through phone work.
When referred to as a strategy, sourcing can mean a number of different broad hiring
initiatives or approaches to particular labor markets. Because of factors contributing to
increased complexity in sourcing, the trend of specialization within the recruiting function
continues unabated. Sourcing as a separate function will most likely continue, and the
sourcing role will continue to develop as a challenging and unique profession

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SOURCING RESOURCES

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Among larger employers, the resume search aspect of the recruitment process is
sometimes
delegated to specialized recruiters. Sourcing professionals specialize in finding resumes
through online recruiting and advanced use of search engines.
Tenured sourcers also add value to organizations by building competitive intelligence,

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creating lists for future hiring, generating referrals, and mapping out local and industry hiring
demand and compensation. Additionally, sourcing professionals will often consult with
employers to reduce recruitment costs and design and implement efficient recruitment
tactics.

Sourcing refers to finding job candidates through use of recruiting techniques. The
critical step of discovering candidates is performed by either an internal recruiter,
agency, or a designated sourcing professional (referred to as a sourcer).

Candidate sourcing activity usually ends when all of the information for a potential employee
is received by the candidate sourcer. To further develop potential employees, companies will
sometimes have a second person contact the people on the list to pre-screen the candidate
based on the job requirements and determination of the candidate interest level in hearing
about new job opportunities. This is called "candidate profiling" or "candidate prescreening".

Websites specifically used for candidate sourcing include LinkedIn, Facebook, Twitter,
internal ATS/CRM systems, ZoomInfo, Google, and large job boards, such as Monster,
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Careerbuilder and Indeed. Networking is a primary tool of an aggressive recruiter;

each
contact should be considered a network node that links a network of related contacts.

Sourcing professionals use one contact as leverage to discover the list of related industry
contacts. By doing this, sourcers generate large lists of potential candidates for which to
further profile and interview.

Sourcing is a talent management discipline which is focused on the identification,

assessment and engagement of skilled worker candidates through proactive recruiting
techniques. Professionals specializing in sourcing are known primarily as Sourcers; but
also Internet Recruiters, Recruiting Researchers or Talent Scouts.

The actual act of sourcing for candidates is performed by either a recruiter (be it an internal
corporate recruiter or agency recruiter) or a dedicated recruiter just focused on the sourcing
function. The definition of sourcing needs to be clearly defined by what it is, as much as what
it is not. Candidate sourcing activity typically ends once the name, job title, job function and
contact information for the potential candidate is determined by the candidate sourcer. To

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further develop a list of names that were sourced some companies have a second person then
reach out to the names on the list to initiate a dialogue with them with the intention of prescreening the candidate against the job requirements and gauging the interest level in hearing
about new job opportunities.

This activity is called "candidate profiling" or "candidate pre-screening". The term candidate
sourcing should not be confused with candidate research.
In some situations a person that "sources" candidates can and will perform both 'primary' and
'secondary' sourcing techniques to identify candidates as well as the candidate profiling to
further pre-screen candidates but there is a growing market for experts solely focused on
"telephone sourcing", "internet sourcing/researching" and candidate profiling.
The actual act to source candidates can usually be split out into two clearly defined
techniques: primary sourcing and secondary sourcing.

PRIMARY (PHONE)
In recruiting and sourcing, this means the leveraging of techniques (primarily the phone) to
identify candidates with limited to no presence of these individuals in any easily accessible
public forum (the Internet, published list, etc.). It requires the uncovering of candidate
information via a primary means of calling directly into organizations to uncover data on
people, their role, title and responsibilities. The term "phone sourcers" or "phone name
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generator" or "telephone names sourcer" generally applies to the utilization of primary

sourcing techniques.

SECONDARY (INTERNET)
In recruiting and sourcing, this means using of techniques (primarily Internet research and
utilizing advanced Boolean operators) to identify candidates. Individuals in the recruiting
industry that have deep expertise in uncovering talent in the harder to reach places on the
internet (forums, blogs, alumni groups, conference attendee lists, personal home pages, social
networks etc.). With the boom of social networks and the more people sharing information
about themselves on the internet the amount of data has become unmanageable. Many time
sourcers turn to application to help them data mine this information. There are application for
every majors social site that allow you screen scrape informationThe term "internet sourcer",
"Internet name generator" or "internet researcher" generally applies to the use of secondary
sourcing techniques.

Sourcing for candidates refers to proactively identifying people who are either a) not actively
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looking for job opportunities (passive candidates) or b) candidates who are actively searching
for job opportunities (active candidates), though the industry also recognizes the existence of
'active candidate sourcing' using candidate databases, job boards and the like.

Though there has been much debate within the staffing community as to how to accurately
define an "active candidate" versus a "passive candidate," typically either term is irrelevant to
a candidate sourcer as the status of any particular candidate can change from moment to
moment or with a simple phone call from a recruiter that happens to present a job
opportunity.

The status of being an "active" or "passive" candidate is fluid and changes depending on the
circumstances, including the position being offered.

Activities related to sourcing in recruiting can also be categorized into "push activities" and
"pull activities." Push activities are activities undertaken to reach out to the target audience.
This generally includes headhunting, HTML mailers, referral follow-ups, etc.

Pull activities are activities that result in applicants coming to know of an opportunity on
their own. Pull activities may include the following: advertising on a microsite with a
registration process (this makes search engines index the ad), advertising (in newspapers, on
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cable TV, through flyers/leaflets, etc.), posting a job in job portals, etc.

In summary, a push activity is akin to a direct marketing activity, whereas pull activities are
more indirect marketing of the same concept. Both ideally result in applicants becoming
interested and the interest triggering a response (applying, referring, calling, sending an SMS,
etc.). These action triggers are also sometimes referred to as Call To Action (CTA) steps.

PROACTIVE TECHNIQUES

Using Boolean operators on major search engine sites

(Google, Live.com, Yahoo!, etc.) to
identify potential candidates who might meet the criteria of the position to
be filled
based on targeted keywords. Example string in Google: "SAP consultant"
(resume | CV |
"curriculum vitae
Searching for candidates in job board resume databases using keywords related to the
position requirements.

Looking in own recruitment database.

Networking with individuals to uncover candidates. This includes the use of social
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networking tools and sites such as LinkedIn.

"Phone sourcing" or cold calling into companies that might contain individuals that

match the key requirements of the position that needs to be filled.

REACTIVE TECHNIQUE

Reviewing candidates who have applied to positions through the

corporate/agency web site
Processing an employee referral
Corporate recruiter receiving candidates from employment agencies
Screening candidates at a career fair

INTERNET RESEARCHING

Internet research is a highly specialized field that takes time to master. Many of the best
sourcers started out as recruiters who found they enjoy the thrill of the hunt more than the
rest of the process and became successful because of their heightened research skills and
abilities. Another common origin for strong sourcers is from professions where research or
investigative skills are an imperative (journalists, librarians, fact-checkers, academic

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researchers, etc.), which is a common skillset within the field of competitive intelligence.

Several recruiters can rely on the same sourcer to generate leads and fill their pipelines with
pre-screened or pre-qualified candidates. Sourcers are often the initial point of contact with a
candidate, qualifying whether they are a real job seeker or just a job shopper. As a result,
sourcers are uniquely positioned to sell or pre-close candidates before the candidates enter
the rest of the recruitment process.

TELEPHONE SOURCING

Phone sourcing is using the telephone to gain information about a topic or person. In
personnel sourcing, the telephone is used to locate persons with specific titles or job functions
inside specific organizations. It is considered "primary" research and as such is not to be
confused with the practice of finding information elsewhere (on the Internet) and then using
the telephone to "check" it for verification (is the person "still there"; has the person's title
changed?). True phone sourcing is practiced by a minority in the personnel sourcing
community and requires a mastery of verbal communication techniques.

Telephone sourcing brings forth the majority of the existing workforce that are not locatable
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on the Internet.

"Not locatable" means that a potential candidate cannot be located (tracked)

on the Internet because that potential candidate has not left a footprint large enough to
include information that would link them to a specific (boolean) inquiry.

It is a recognized fact that some industries/professions are better represented than others on
the Internet; Information Technology (IT) and Recruiting being some of the most well
represented.

DIVERSITY SOURCING

Corporate recruiters specializing in the sourcing of candidates for inclusion in a diverse

candidate pool. Methods include searching for specific keywords found on resumes, sourcing
from affinity groups and researching other communities.

ACQUISOURCING

Acqui-sourcing (adjective) meaning (acquisition + sourcing) translates to sourcing for

acquisition; is a newly coined term, word or phrase, that is in the process of entering common
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use. Acquisourcing is a solution for companies that are interested in acquihiring. There
is a school of thought that as demand increases for talent (especially technical talent) it
becomes harder and harder to recruit (acquire) that talent. Some companies are turning to a
technique called acquihiring wherein they acquire whole workforces by purchasing a
company just to acquire that company's workforce. Many times product lines and market
verticals are discarded in this process - the (only) objective being to acquire a talented
workforce. acqui-hiring (acquisition + hiring) translates to hiring by acquisition.

Acquisourcing is the function of searching out (sourcing) those companies to be purchased

(specifically for their workforces) by identifying and speaking with their owners about their
willingness to be acquired by another company. It is new terminology in the recruiting,
market development, competitive intelligence and mergers & acquisitions (M&A) space.

One feature that is driving acquihiring and the need for acquisourcing is the desire to acquire
whole teams inside companies because there is recognition emerging that development
efforts are many times enhanced by a team that already works well together.

Acquisourcing is a process that identifies a potential acquisition candidate followed by a live

approach to the owner(s) with an inquiry as to their interest in being acquired by (or
partnering with) another company.
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ADVANCED CANDIDATE SOURCING:

WHAT ARE THE PROCESSES FOR CANDIDATE SOURCING?

Sourcing in recruitment refers to the identification and uncovering of candidates through

proactive recruiting methodologies. Talent sourcing strategies are formulated to fit a certain
industry and targeted profiles so that the best candidates from both active and passive talent
pools will be found. A successful talent sourcing strategy needs a few ingredients: dedicated
sourcing resources, sourcing expertise and a supporting technology.

The first step in candidates sourcing is to identify a number of potential candidates for an
open position. Nowadays recruiters are also using social networks to identify candidates.
This approach is limited because their work is not entirely dedicated to candidates sourcing.
Only a few companies have recruitment departments with a dedicated sourcing function with
the focus, training and expertise to source effectively - And those that do have a very limited
capacity.

At Serendi we regard the sourcing function as success critical and that is why we
have a ratio of 2:1 - two sourcing consultants to support one recruitment consultant.
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A professional talent sourcing strategy implies that all niches and candidate channels on the
web are searched for potential candidates. This means to contact and network extensively and
comprehensively with all appropriate profiles, to leverage professional networking sites and
sources like LinkedIn, Xing, Viadeo and Twitter and social networking sites and sources like
Facebook and MySpace. Searching these sites and the open web can be difficult and most
search strings when written are not well designed resulting in hundreds of results - so the
knowledge of how to build the right search strings is essential.

Once the pipeline of candidates has been built they need to be contacted. This requires an
email address, telephone number or the acceptance to connect on a network (social or
professional).

A dialogue is initiated to evaluate the interest of the candidate. Some of them will not be
interested in a new position, some will not have the required skills and some will not respond.
.

On average around 30 potential candidates need to be identified and contacted to close

one position
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Is it worth all the effort? Definitely yes! Not only is the pool of potential candidates much
bigger with passive candidates, but we increase the likelihood of identifying more top talent
who would never be found through traditional sources like job boards.

And with an increased talent pipeline open positions can get closed faster, which
significantly reduces the time to hire.

However to keep talent sourcing efficient and cost effective professional setup, technology
and experience are needed.

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Candidate Sourcing Best Practices

I firmly believe that candidate identification is the most critical step in the
talent.acquisition/recruiting life cycle you cant build a relationship with, receive a referral
from, network with, or hire someone you havent found in the first place.
From the very beginning of my recruiting career, Ive leveraged technology for talent
identification. Ive learned that searching databases, the Internet, and social media offers
intrinsic advantages over other methods of candidate sourcing, and Ive compiled a list of
what I believe are the top 10 best practices for searching for candidates.
So whether youre searching LinkedIn, Twitter, Facebook, Monster, your ATS/CRM, or
youre Googling for candidate leads on the Internet following and integrating these search
best practices into your candidate sourcing routine can dramatically increase your ability to
more quickly find more of the right people.
In particular order the steps are:
1.THINK BEFORE YOU SEARCH
Give me six hours to chop down a tree and I will spend the first four hours sharpening the
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axe. Abraham Lincoln

Thats become one of my favorite quotes to use when stressing the importance of thinking
before throwing some keywords together and hitting search.
Too many sourcers and recruiters are unknowingly picking up dull axes and begin taking
swings. Im not sure if youve ever tried chopping down a tree with a dull axe, but
its neither efficient nor effective, and it requires considerably more effort than necessary. If
you just take the time to think, develop some semblance of a search strategy, and experiment
with various searches (sharpen your axe!) you can get to more relevant results more
quickly.
For many hiring profiles, you should spend at least 10 -20 minutes thinking about and
researching your search strategy, as well as experimenting with search strings and reviewing
the results for relevance before you start using the results to begin making calls.
Here is how you can sharpen your axe before you take your first cut:
1.

Analyze, interpret, and fully understand the job opening/position requirements.

2.

Adhere to the Cardinal Rule of Candidate Sourcing: take your understanding of the
position and intelligently select titles, skills, technologies, companies, responsibilities,
terms, etc. to include (or purposefully exclude!) in a query employing appropriate
Boolean / Extended Boolean operators, query modifiers, and semantic search
techniques.

3.

While reviewing the results of your initial searches to assess relevance, scan the
results for additional and alternate relevant titles, search terms, phrases, and companies
that you can incorporate into your next search

4.

Based upon the observed relevance of and intel gained from each successive
search, modify the search strings appropriately and run them again.

5.

Repeat steps 3 and 4 until an acceptably large volume of highly relevant results is
achieved.

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You should always take time to analyze your search criteria to assess the possibility that your
search terms may not find all qualified candidates, and in fact might actually be eliminating
viable candidates. I have found that the more time I spend on the front-end of a search, the
more relevant my results become, which in turn increases my productivity by enabling me to
find more and better candidates more quickly. Imagine that!
.
2: DO NOT OVERANALYZE RESUMES:
Chances are that the people you are trying to find and recruit are not professional resume
writers. Whether they are software engineers, lawyers, physical therapists, project managers,
or database administrators they are NOT professional resume writers, nor do I think
we should expect them to be.
Writing a great and 100% complete resume isnt easy. What is easy to forget to add some of
your responsibilities and every little detail of your professional experience (applications,
environments, etc.). Candidates may not think to express every last bit of their experience in
their resume and if youre looking specifically for one of those little bits and its not there,
its all too easy to assume that the person who wrote the resume doesnt have the requisite
experience youre looking for. Dont make assumptions about candidates from their resumes
give them the benefit of the doubt. Ever hear the phrase, Dont judge a book by its cover?
Resumes are by nature imperfect and are poor representations of a persons experience and
capabilities, so I suggest you apply what I call the 10-second rule: Dont read resumes
scan them. If you cant absolutely disqualify/rule out a candidate based on reviewing their
resume in 10 seconds, pick up the phone and call them.
Youll be pleasantly surprised. Youll call people you would not likely have called before, and
youll find out that some of those candidates actually DO have the skills and experience you
need it just wasnt obviously or explicitly expressed in their resume.
Always remember you (and/or your clients) hire PEOPLE, not PAPER.

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3: DO NOT RUN OVERLY GENERIC/BASIC SEARCHES:

If you run generic searches with perhaps one title and a couple of basic keywords youll be
sure to get correspondingly generic and basic results. Ive heard many a recruiter complain
about getting too many results. People making this mistake unknowingly increase the size
of the Hidden Talent Pool of candidates they dont find.
Dont rely solely or heavily on title-based searches. Not all companies use the same titles for
the same roles and responsibilities so making this mistake contributes to you populating
Hidden Talent Pools with every candidate that matches your hiring profile or job order but
has a title that you didnt think of and include in your search. See best practice #1 above.
Dont rely solely on using skill/tech terms (e.g., Java, Oracle, Accounts Payable, SOX, etc.)
when creating your Boolean search strings. Technical terms such as programming languages,
operating systems, and databases will only give you results of people who mention those
terms in their resumes. Mentioning buzz words does not imply any degree of responsibility or
capability.
The most effective searches reach beyond skill/technology term matching and into the realm
of semantic search by include responsibility terms (administer, configure, create, manage,
reconcile, coordinate, design, etc.) and environmental terms (enterprise, host*, etc.) where
applicable. This is the first step in moving beyond simple buzz-word bingo.

4: SEE EACH RESUME AS MORE THAN A POTENTIAL MATCH FOR THE

POSITION YOURE WORKING ON :
Any source of candidates you have access to can be leveraged in much the same way as
LinkedIn can every person is actually a conduit to a larger network of people. So even if a
particular resume or social media profile youre reviewing doesnt appear to be an ideal
match they actually might be (see #3 above), and they may know someone who is.
If you find yourself scanning a search result that appears to be under- or over-qualified
remember to not make assumptions about candidates based on their resume/profile, and also
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be aware that people who are in fact too junior or too senior for your current needs might fit
future needs. Additionally, people who are either too junior or too senior for a particular
position might work with or know someone who is an exact match.

5: RUN MULTIPLE SEARCHES ACROSS MULTIPLE SOURCES:

Now matter how strong your sourcing skills are or how many times youve recruited for the
same position, you should always run multiple searches. Its impossible for one Boolean
search to find all qualified candidates.
It is also critical to leverage every resource you have available to you. You may be in love
with LinkedIn, but the best candidates for that special position youre working on may be
tucked away in your database/ATS, or on Twitter!
If you think youve exhausted a particular source of candidates believing that youve found
all of the available matches and cannot find any more youre wrong. Invariably youve left
behind Hidden Talent Pools of people who do match your positions, but you could not find
them because your Boolean search strings and perhaps even your entire search strategy made
it impossible to do so.
Being aware of this is a major step on the path towards sourcing enlightenment. See best
practices 1 and 3.

6: SEARCH ALL RESUMES :

Im aware that there are MANY users of resume databases (online or internal) who focus
specifically on resumes posted/entered in the last 30 days, assuming these are the candidates
to target because they are on the market.
You do NOT know anything about a candidate until you establish contact with them. Just
because their resume was posted yesterday, it does not mean they are actively seeking a
new position. Ive spoken to many people who happened to recently post their resume into
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my own database on on a job board, and once I made contact, they explained they were just
checking to see whats out there. Doesnt sound too active to me!
Also, just because a resume is 3-6+ months old you have NO idea what their job search
status is. You cannot safely assume they are not looking and are off the market.
They could be:
1.

Still passively looking, having not found the right match yet.

2.

Available because they are finishing up a contract position they took 3-6 months ago.

3.

In a new position, but extremely unhappy because its nothing like they were led to
believe it would be.

4.

In a new position, but their a) boss is leaving, b) position is in jeopardy due to layoffs,
c) division is being acquired, etc. you get the drift.

Ultimately, you should want to find the BEST candidates possible, regardless of silly job
search status labels (active, passive, blech!). Everyone is a candidate!
Never limit yourself to only searching resumes posted in the last 30 days some of the best
passive and active candidates have resumes 31 to 365 + days old.
And most people dont call them.

7: DONT BE A SOURCING SNOB :

Despite popular opinion to the contrary, job board resume databases are not filled with
desperate, low quality candidates. In fact, its statistically impossible. There are plenty of A
candidates available in each and every job board resume database major or niche.
If your experience suggests otherwise, perhaps its your searches or your search strategy. If
you go fishing in the ocean and dont catch the particular species of fish you were hoping to,
would you be able to assume that there were no fish of that type in the ocean that day? Of
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course not. Just because YOU didnt catch the fish you were looking for, it doesnt mean they
werent there to be caught.
And if youre the type who believes that the job board resume databases are filled with
active candidates, you might be surprised to know that approximately 75% of all resumes
in the major job boards resume databases are dated over 30 days old. Some are 2-4+ years
old. Are they still active candidates? Do you think anyones calling them?
Dont be a sourcing snob. As I pointed out in best practice 6 your goal should be to find
the BESTpossible candidates, regardless of what side of the tracks they live on.

8: DONT SUBMIT THE FIRST 2 -3 CANDIDATES YOU FIND/SPEAK WITH :

Sound crazy? I can hear someone asking, Why shouldnt I submit the first candidates I find
that fit the requirements?
Well, ask yourself this whats the statistical probability that the first two people you find
and speak to magically happen to be the BEST candidates you can possibly find? Or the most
closeable and controllable?
Recruiting candidates should not be conducted on a FIFO basis, but on a BIFO (Best In, First
Out) basis. Find and speak to 10-15 candidates and then submit your BEST.
Talent selection based on FIFO methods is like a single person walking into a bar and leaving
with the first person that speaks to them. There is no selection.
You saw it here first. Think about it.

9: SEEK TO CONTINUALLY IMPROVE YOUR CANDIDATE SOURCING SKILLS

As a sourcing/recruiting professional, one of your goals should be to get better at what you do
on a daily basis. Not just meeting your objectives and KPIs but actually improving your
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sourcing and recruiting skills and ability.

As a sourcer/recruiter, you can perform deliberate practice, which is specifically designed to
improve performance by getting you out of your comfort zone and continually stretching you
just beyond your current ability. Ever hear the cliche of, If youre not getting better, youre
getting worse?
Unfortunately, when most people practice on the job, they are just doing what theyve
always done, going through the same old motions which does nothing
to improve performance. Unlike many professional athletes, most business professionals
(including sourcers and recruiters) do not go to work every day specifically trying to get
better at what they do. Its something many people may talk about, but very few people
actually do.
Be one of those few.

10: SPEND 80% OF YOUR SOURCING TIME USING HIGH-YIELD SOURCES:

Why spend a lot of time trying to squeeze blood from a stone? I feel there are many sourcers
and recruiters spending too much time focusing on intrinsically low-yield candidate sources.
For example some people spend countless hours searching the Internet for candidate leads
at the expense of not heavily/effectively leveraging their internal resume database/ATS.
While you can certainly find great people on the Internet, the Internet is not indexed
specifically to enable sourcing and requires many tricks and tweaks to yield relevant results.
If you have access to an ATS or internal resume database its specifically designed to store
and retrieve resumes, and probably has more local and more qualified candidates than the
Internet, and might actually have a better search interface enabling more precise searching to
find more of the right people more quickly.
To top it off, your ATS/CRM is filled with people that have already expressed interest in your
company (at some point in time) and with candidates that you or other sourcers/recruiters
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found elsewhere and entered in! And when it comes to finding candidates on the Internet vs.
the job board resume databases, see these two articles for an eye-opening apples-to-apples
comparison of Monster vs. Google search results, see Monster vs. Google Round
1 and Round 2. Facts are facts, folks.
High yield sources of candidates are 1 Highly Searchable, and 2 Deep on candidate data. Of
the social networking sites out there, LinkedIn is the most searchable and has the deepest
candidate data, and you dont need more than a free account to leverage it like a rock star.
Also if you have access to any of the major job boards they have highly effective search
capability, actually have a larger percentage of passive job seekers than active, and they
have some fantastic candidates see best practices 6 and 7.

RECRUITMENT!

Recruitment is a positive process of searching for prospective employees and stimulating

them to apply for the jobs in the organisation. When more persons apply for jobs then there
will be a scope for recruiting better persons.
The job-seekers too, on the other hand, are in search of organisations offering them
employment. Recruitment is a linkage activity bringing together those with jobs and those
seeking jobs. In simple words, the term recruitment refers to discovering the source from
where potential employees may be selected. The scientific recruitment process leads to higher
productivity, better wages, high morale, reduction in labour turnover and enhanced
reputation. It stimulates people to apply for jobs; hence it is a positive process.
Recruitment is concerned with reaching out, attracting, and ensuring a supply of qualified
personnel and making out selection of requisite manpower both in their quantitative and
qualitative aspect. It is the development and maintenance of adequate man- power resources.
This is the first stage of the process of selection and is completed with placement.

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Definition:
According to Edwin B. Flippo, It is a process of searching for prospective employees and
stimulating and encouraging them to apply for jobs in an organisation. He further elaborates
it, terming it both negative and positive.
He says, It is often termed positive in that it stimulates people to apply for jobs, to increase
the hiring ratio, i.e. the number of applicants for a job. Selection, on the other hand, tends to
be negative because it rejects a good number of those who apply, leaving only the best to be
hired.
In the words of 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.
In personnel recruitment, management tries to do far more than merely fill job openings. As a
routine the formula for personnel recruitment would be simple i.e., just fill the job with any
applicant who comes along.

PROCESS OF RECRUITMENT:
Recruitment Process Passes through the Following Stages:
(i) Searching out the sources from where required persons will be available for recruitment. If
young managers are to be recruited then institutions imparting instructions in business
administration will be the best source.
(ii) Developing the techniques to attract the suitable candidates. The goodwill and reputation
of an organisation in the market may be one method. The publicity about the company being
a professional employer may also assist in stimulating candidates to apply.
(iii) Using of good techniques to attract prospective candidates. There may be offers of
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attractive salaries, proper facilities for development, etc.

(iv) The next stage in this process is to stimulate as many candidates as possible to apply for
jobs. In order to select a best person, there is a need to attract more candidates.

FACTORS INFLUENCING RECRUITMENT:

All enterprises, big or small, have to engage themselves in recruitment of persons. A number
of factors influence this process.

Some Of The Main Factors Are Being Discussed Below:

1. Size of the Enterprise:

The number of persons to be recruited will depend upon the size of an enterprise. A big
enterprise requires more persons at regular intervals while a small undertaking employs only
a few employees. A big business house will always be in touch with sources of supply and
shall try to attract more and more persons for making a proper selection. It can afford to
spend more amounts in locating prospective candidates. So the size of an enterprise will
affect the process of recruitment.

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2. Employment Conditions:
The employment conditions in an economy greatly affect recruitment process. In underdeveloped economies, employment opportunities are limited and there is no dearth of
prospective candidates. At the same time suitable candidates may not be available because of
lack of educational and technical facilities. If the availability of persons is more, then
selection from large number becomes easy. On the other hand, if there is a shortage of
qualified technical persons, then it will be difficult to locate suitable persons.
3. Salary Structure and Working Conditions:
The wages offered and working conditions prevailing in an enterprise greatly influence the
availability of personnel. If higher wages are paid as compared to similar concerns, the
enterprise will not face any difficulty in making recruitments. An organisation offering low
wages can face the problem of labour turnover.
The working conditions in an enterprise will determine job satisfaction of employees. An
enterprise offering good working conditions like proper sanitation, lighting, ventilation, etc.
would give more job satisfaction to employees and they may not leave their present job. On
the other hand, if employees leave the jobs due to unsatisfactory working conditions, it will
lead to fresh recruitment of new persons.
4. Rate of Growth:
The growth rate of an enterprise also affects recruitment process. An expanding concern will
require regular employment of new employees. There will also be promotions of existing
employees necessitating the filling up of those vacancies. A stagnant enterprise can recruit
persons only when present incumbent vacates his position on retirement, etc.

MAIN CONTENTS OF RECRUITMENT:

1.JOB ANALYSIS:

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In situations where multiple new jobs are created and recruited for the first time, or the nature
of a job has substantially changed, a job analysis might be undertaken to document
the knowledge, skills, abilities and other characteristics (KSAOs) required or sought for the
job. From these the relevant information is captured in such documents as job descriptions
and job specifications. Often, a company already has job descriptions for
existing positions. Where already drawn up, these documents may require review and
updating to reflect current requirements. Prior to the recruitment stage, a person specification
should be finalized to provide the recruiters with the project's requirements and objectives.

2. SOURCING
Sourcing is the use of one or more strategies to attract or identify candidates to fill job
vacancies. It may involve internal and/or external recruitment advertising, using appropriate
media, such as local or national newspapers, specialist recruitment media, professional
publications, window advertisements, job centers, or in a variety of ways via the internet.

Alternatively, employers may use recruitment consultancies or agencies to find otherwise

scarce candidateswho, in many cases, may be content in their current positions and are not
actively looking to move. This initial research for candidatesalso called name generation
produces contact information for potential candidates, whom the recruiter can then discreetly
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contact and screen.

3. SCREENING AND SELECTION

Recruiters typically assess suitability for a job by looking for a candidate with the KSAOs
(see above) desirable for that job. They determine these via one or more of:

Screening rsums or curriculum vitae (CVs)

Job applications

Biographical information blanksassessments that ask for a more extensive

background than applications

RECRUITMENT PROCEDURE:

Before going to recruitment, careful study is needed about jobs which are to be kept under
recruitment. Careful study is nothing but doing Job analysis which is otherwise called as
collection of every information about the job so as to figure out exact candidate needed to

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perform said job.

HR manager needs careful attention and should be diligent while going for recruitment of
human resource, since it grabs attention of prospective employees at large. However it is not
so easy to find out skilled people. Hence various tests in selection process helps to identify
potential candidate needed for an organisation.

Coming to procedure for recruitment, it depends on nature and size of organisation. But
concept of recruitment is one and same.

Recruitment does in various modes which are basically categorised into two out of that first
one is internal recruitment and external recruitment, which are elaborately explained in
detailed below.
Whatever the mode of recruitment preferred by an organisation, it should be clear in what
An organisation needs and easily understandable by prospective employees at large so as to
avoid frivolous and unsolicited applications which will consume lot of time for an
organisation to identify them. Hence organisation should be clear and thoroughly check
before posting recruitment
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Basic contents of Recruitment notification;

It contains brief about an organisation which is recruiting.

Contains number of posts/jobs lying vacant in an organisation.

Contains number of jobs in reserved category. (especially in government

organisation

jobs are allotted to reserved category).

Contains information about gender needed for the jobs. (For example: Male
or
female)

Contains information about educational qualification needed to qualify for

applying to job.

Contains information about work experience needed. (points from 2 to 6 are

nothing

but called as Job specifications, it is a statement that describes about

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specifications

needed by a candidate to have qualified for a applying said job)

It contains most important information that is, Job description, which is the
statement of information about duties and responsibilities of the job
.

Contains information about salary particulars, employee benefits and other

allowancesto be provided.

Selection tests which must be passed by candidates so as to have job.

In planning recruiting activities, an organization needs to know how many applicants must be
recruited. Since some applicants may not be satisfactory an others may not accept the job
offers, and organization must recruit more applicants than it expects to hire. Now we will
discuss the different sources of recruitment that are available to organization:

Recruitment sources
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Internal Recruitment

External Recruitment

Promotions

College recruitment

Transfers

Competitors and other firms

Employee Referrals

Employment agencies

Former Employees

Labour unions

Retrenched Employees

Executive search firms

Professional associations
Internet recruitment
Media sources

Basically organizations are available by the two main sources of recruitment which
are: Internal vs. External Recruiting
Advantages and disadvantages are associated with promoting from within the organization
(internal recruitment) and hiring from outside the organization (external recruitment) to fill
openings. from within generally is thought to be a positive force in rewarding
good work, and some organizations use it well indeed. However, if followed exclusively, it
has the major disadvantage of perpetuating old ways of operating. In addition, there are equal
employment concerns with using internal recruiting if protected-class members are not
already represented adequately in the organization.

THE SOURCING AND RECRUITMENT PROCESS IN DIRECT SALES :

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The recruitment process begins when you know you need someone new in the Department,
either because an existing staff member has left, or because there is new work to be done. It
doesn't finish until after the appointment has been made.
The main stages are identified in the below flow chart
The hiring process is the process of reviewing applications, selecting the right
candidates to interview, testing candidates, choosing between candidates to make the
hiring decision and performing various pre-employment tests and checks.
During the hiring process, a human resources manager will use the following steps to
determine the best possible fit for the job:

1. Review job applications

2. Test candidates
3. Interview selected candidates
4. Choose candidates based on a pre-determined selection criteria
5. Perform background and reference checks

6. Send selected candidates for a health check

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What is the Hiring Process?

In this lesson, we will explore the recruiting process used by human resource managers to
review applications, test and interview candidates, perform reference checks and request
health checks.
The Hiring Process in Action
Bark's Dog Bone Company needed to hire another baker. Mr. Pugsley, human resource
manager, received over 200 applications. He knew he had to use a process to select the best
possible candidate. But what should he do next?

The first step Mr. Pugsley will take is to review the applications. Application review means
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reading each application that is received to determine whether the candidate possesses the
skills, education, experience or other qualifications needed for the job.
separate those candidates into who will be interviewed and who will be retained on file for a
period of time.

Testing candidates will be the next step and generally involves testing candidates for job
skills or knowledge to determine whether the candidate is qualified for the position. Tests
might include personality tests, skills tests and physical tests. We choose several
candidates and sent them all for testing. Once he receives the results of the testing, he will
narrow down the selection to fewer candidates.

Interviews are scheduled next. An interview is a meeting between the job seeker and the
employer to evaluate whether the candidate has the right qualifications for the job. Although
testing provided Mr. Pugsley with a good idea of whether the candidates would be right for
the job, the face-to-face interview will tell him more about the candidate, like personal
hygiene, timeliness and manners. Once the interviews have been completed, candidates will
be selected on the basis of the results of the testing and the interview. This step will narrow
the pool of candidates down even more. A set of pre-determined criteria is developed and
may include skills, knowledge, experience and education.

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Choosing a candidate is done by comparing the candidate's qualifications to a predetermined list of qualifications or criteria necessary to perform the job. Sometimes the
candidate selection is done by one person. Sometimes a committee peruses the applications
and interview notes and makes the decision. carefully review his interview
notes and test results for all of the candidates and make the final decision.
Once the right candidate is chosen, background checks and reference checks are
necessary.

Performing background checks generally involves checking a candidate's credit

score, criminal record, education record and military record. These checks are done to verify
that what a candidate states on his application is actually true and can be verified. If a
candidate does not provide truthful information or lies about any of the information he
includes in his application, it is generally grounds to rescind the job offer.

Reference checks generally involve contacting references, who are usually professional
acquaintances that the candidate worked for in the past. Some common reference check
questions are length of employment, salary, work ethic and reason for separation.

IN THIS INTERVIEW THREE MAIN FACTORS ARE VERY IMPORTANT:

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COMMUNICATION
REPUTATION
APPROACHABILITY

We believe that these factors are precursors of peoples trustworthiness rather than
antecedents of affective commitment because they reflect patterns of behaviors signaling that
people from a firm are trustworthy.

COMMUNICATION
First, studies in various domains have documented that effective communication, defined as
the exchange of formal as well as informal (tacit) information, serves as a key vehicle to
build trust among parties.

REPUTATION:

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According yo me without effective communication skill no one will co-ordinate with us.
A second factor consists of the approachability of the people from the respective firms.
Approachability can be defined as the extent to which people of the respective firms are
easily reachable and whether their responses are timely. Although we did not retrieve this
factor in models of trust or commitment, it emerged repeatedly throughout our interviews.
We posit that approachability is an antecedent of trust because being approachable and
reachable is a concrete example of the reliability and predictability components that are
essential to knowledgebased trust.

APPROACHABILITY:
Third, HR managers do not rely solely on firsthand experience about the vendors
trustworthiness (signaled by the approachability and effective communication of people at the
HR vendorWe posit that HR managers will use others assessment of the fairness of an HR
service firm as an important informational element in assessing the trustworthiness of people
from that firm

. A stratified (in terms of region and industry) random sample of 20 Placement agencies,5
ngos10 private colleges was drawn from this list. Research assistants made telephone calls to
the department of these companies and asked whether they outsourced some of their

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recruitment and selection-related activities to an HR vendor.

Next, they asked the HR professional who was responsible for outsourcing (HR manager or
manager recruitment and selection) to complete the survey. A total of 20 respondents agreed
to participate in the study. Apart from time constraints, the primary reason for not
participating in the study was that the company did not outsource recruitment and selection
related activities.

Participating HR manager received the hyperlink to the survey, wherein they were told to
complete the survey with one specific HR vendor in mind. To increase the variation in the
sample of HR vendors and avoid positive response bias, HR managers were prompted to
think of either a short-term or a long-term partnership.

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CHAPTER :5
ACTIVITIES
PERFORMED
DURING
RESEARCH

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We started with training by detailed knowledge of all the appliance of Godrej from

1-12 June 2015 in guidance of Ms.ARIJITA MUKHERJEE.

Following were the appliances we were trained upon : CHOTUKOOL

REFERIGERATORS
WASHING MACHINE
WATER PURIFIERS
MICRO OWENS
AIR CONDITIONER

From 13thjune we started performing field job that is sourcing and recruitment of
sales
executive in godrej direct sales.We visited number of Placement agencies, NGOs,
Colleges in order to source candidates for Sales Executive Job in Godrej Direct
Sales.

FOLLOWING ARE THE SUMMARY OF DAILY VISIT REPORT OF

SOURCING AND RECRUITMENT OF SALES EXECUTIVE IN GODREJ
DIRECT SALES:
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 FIRSTLY ,We chalked out the plan by printing detailed Job Description of Sales
Executive Job in Godrej Direct Sales. Then we visited some of the Placement
agencies, NGOs, Colleges of our targeted area ie, SOUTH DELHI and GREATER
NOIDA.

SECONDLY, In our training period we went some of the Placement Agencies such
as :
1. VIVID FOUNDATION : Not got positive response.
2. MAVEN WORKFORCE: Met Komal mam and got positive response as she
3. assured that she will provide candidates soon for Sales Executive Job in
4. Godrej Direct Sales.

4. SHIVA CONSULTANT : Met Shiva sir , provided him all relevant

5.
information and he provided two candidates for Sales Executive Job in Godrej Direct
6.
7. Sales but both were rejected in interview.
5. ETASHA: Met USHA mam and MINI mam , provided her all relevant
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information and she provided five candidates for Sales Executive Job in Godrej Direct
Sales and all were selected.
5. PERSONEL JUNCTION: Invalid address .no such placement agencies
exist here.

we also visited Colleges which are as follows:

1. JAMIA MILIA UNIVERSITY : We got the permission letter for interacting
2. with students of Jamia by Registrar as well as Placement Officer. As a result
we got positive response from the students and three students came for an
interview.
3. SAMBHU DAYAL COLLEGE : Given all relevant information but they will
4.
5. provide candidates in bulk after summer vacations.
6. MMH COLLEGE: They dont respond anything.

7. FMG COLLEGE : They will inform us in few days.

8. PIIT COLLEGE : They were not interested in such proposals.
9. GNIBM: They were interested and may provide candidates in bulk.
10. HIMT COLLEGE : Given all information and they will inform us in few
days.
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11. PRIYADARSHNI COLLEGE : Talked to concern person and he will let us

know after few days.

LASTLY, We also contacted and reminded all the Placement agencies, NGOs,
Colleges to whom we visited till now in order to provide some more candidates for
sales executive job.
We uses following JOB DESCRIPTION and INITIAL SCREENING by following details
given below :

DESIGNATION: SALES EXECUTIVE

Door to Door sales

Tele sales

LOCATION: Delhi NCR

KEY RESULT AREA: Target Achievement

Profitable Business
No Escalation (Complaints)

Door to Door :12th pass

Tele Sales: 12th pass to Graduate

QUALIFICATION:

EXPERIENCE:
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0-1 Year

ESSENTIALS:

Bike with Authentic Driving Licence

SALARY: Delhi:CTC-Rs 11238

NCR:Rs9010

SKILLS REQUIRED:

Effective Communication skills

Presentable loop Effective sales skill

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RESUME
NAME :

PHOTO
FATHERS NAME :

QUALIFICATION:

CONTACT NUMBER:

ADDRESS:

ACHIEVEMENTS , if any:

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 EXPERIENCE , if any:

WHY TO JOIN GODREJ DIRECT SALES?

CANDIDATES SIGNATURE

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 LIST OF CANDIDATES WHICH WE SOURCED:

SR NO.
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18

CANDIDATES

CONTACT

RESULT

NAME
PACHDEO
NISAR AHMED
ANAND
NANDLAL
YOGESH
SHIV
SONU
ATUL
DEEPAK
VIKAS
AKASH
PRADEEP
DEEPAK
RAVI
SACHIN SHARMA
UMA KANT
GOPAL
SOORAJ

NUMBER
9555671273
8933972847
7838710106
9782174521
9717652206
9873199295
8826735663
8586989409
8800176961
9654467365
9711180255
9953472524
9717416954
9560666652
9953582866
8802189335
9818239240
7503436169

REJECTED
REJECTED
REJECTED
SELECTED
SELECTED
SELECTED
SELECTED
REJECTED
SELECTED
SELECTED
SELECTED
SELECTED
SELECTED
SELECTED
SELECTED
SELECTED
SELECTED
SELECTED

The rapid growth of HR outsourcing exemplifies that for many organizations the decision to
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either make or buy HR activities swings toward the latter. Hence, it is pivotal that
researchers also shift their attention from identifying conditions related to the initial
outsourcing decision to psychological factors related to the continuity of the HR outsourcing
relationship. This study takes a first step in this direction by examining which factors are
related to HR managers commitment to continue the HR outsourcing relationship. Our
conceptual model distinguished between continuance and affective commitment. These two
forms of commitment are grounded in different theoretical frameworks

DESIRE
MOTIVATION
COMMITTMENT

Namely, transaction-cost economics theory and social exchange theory, respectively.

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One key conclusion of our study was that positive, affective-based motivations for continuing
the outsourcing relationship (i.e., the desire for a relationship to continue) were related to a
qualitatively strengthened outsourcing relationship instead of negative motivations (i.e.,
constraints that keep it intact). In fact, affective commitment based on perceived value
congruence was related to the depth and frequency of outsourcing. Conversely, continuance
commitment based on specific investments was unrelated to outsourcing outcomes

They are not in line with assumptions underlying transaction-cost economics theory.
According to social exchange theory, the development of affective commitment and personal
relationships provides a mechanism other than dependency and switching costs to prolong the
relationship between partners. Our findings are also consistent with recent research revealing
that a shared vision can help partner organizations to believe that their goals are cooperatively
related so that they do not feel threatened by opportunistic behavior .
In fact, perceived shared values were significantly related to the development of an affective
bond with people from the partner firm.

. First, an explanation for the fact that continuance commitment was not related to
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outsourcing outcomes might be that in selection-related services, HR managers typically

make human capital investments instead of physical capital investments.

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CHAPTER:5
DATA ANALYSIS
&INTREPETATION:

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UNIVERSE:
The research work was accomplished in Gr. Noida and South Delhi.

SAMPLING UNIT:

The sampling unit was the colleges,universities,placement agencies and coaching institutes
Where we accomplished our my sourcing and recruitment process.

SAMPLE SIZE:
Sample size was 70-80

TYPES OF SAMPLING:
I took convenience sampling

RESEARCH DESIGN:
After this I design the method of Data collection;primary Data was collected by questionnaire
and scheduling method,observation,and Personal interview &secondary data was collected by
the websites.then I decided how much I needed for the research work.i collected 80
samples.Then I decided how to process and analyse the data after complete these work I
found some conclusion.on the basis of my conclusion I gave my suggestion to the company.

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1. Does your organization plan the recruitment policy?

S.NO

OPINION

NO OF

PERCENTAGE

RESPONDENT
1
2

Yes
No

45
0

100%
0%

WRITTEN RECRUITMENT POLICY:

1st Qtr
2nd Qtr

100 People said that the plan recruitment policy.

2. Do you think recruitment policy is helpful in achieving the goals of

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the organization?
S.NO

OPINION

NO OF

PERCENTAGE

RESIDENT
1

Yes

15

No

50%
20%

To some extent

30%

YES
NO
TO SOME EXTENT

3. Direct methods of recruitment and selection practices are most suitable?

S.NO

OPENION

NO OF

PERCENTAGE

1
2

YES
NO

RESPONDENT
60
30

95%
5%

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NO. OF RESPONDENT
YES

NO

5%

95%

4. Are you satisfied with the present recruitment and selection process for the post of
sales executive?
S.NO

OPENION

NO OF

PERCENTAGE

1
2

YES
NO

RESPONDENT
40
55

58%
42%

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RESPONDENT
YES

NO

42%
58%

5. Do you think the direct recruitment and selection practices is quite long process?
S.NO

OPENION

NO. OF

PERCENTAGE

1
2

YES
NO

RESPONDENT
25
70

89%
11%

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RESPONDENT
YES

NO

11%

89%

6. .Are you interested in this sales executive post?

S.NO
1
2

OPENION

NO. OF

PERCENTAGE

YES
NO

RESPONDENT
38
60

8%
92%

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YES

NO

8%

92%

7. could you easily navigate the website and easily find the application form?

S.NO
1
2

OPENION

NO OF

PERCENTAGE

YES
NO

RESPONDENT
80
20

80%
20%

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RESPONDENTS
YES

NO

20%

80%

8. .Did you feel that the there was enough information in the job pack(advert job
description and and person specification?to give you a clear of what the job entailed?
S.NO

OPENION

NO OF

PERCENTAGE

1
2

YES
NO

RESPONDENT
75
20

78.94%
21.05

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RESPONDENT
YES

NO

21%

79%

9. .Do you read our rewards and benefits?

S.NO

OPENION

NO. OF

PERCENTAGE

1
2

YES
NO

PERCENTAGE
39
24

92%
8%

RESPONENT
YES

NO

8%

92%

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10. .Did this impact on your decision to apply for a job on godrej co.
S.NO
1
2

OPENION

NO OF

PERCENTAGE

YES
NO

RESPONDENT
80
18

%
%

YES

NO

4%

96%

11. Did you attend an interview?

S.NO
1
2

OPENION

NO OF

PERCENTAGE

YES
NO

RESPONDENT
50
30

62.5%
37.5%

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RESPONDENT
YES

NO

38%
63%

12. After being notified of the interview.did u have adequate time in order to make
arrangement to attend?
S.NO
1
2

OPENION

NO OF

PERCENTAGE

YES
NO

RESPONDENT
10
90

10%
90%

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RESPONDENT
YES

NO

10%

90%

13. were you able to access the co. building and car parking without any difficulties?

S.NO

OPENION

NO. OF

PERCENTAGE

1
2

YES
NO

RESPONDENT
67
25

95%
5%

RESPONDENT
YES

NO

5%

95%

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FINDINGS
SUGGESTIONS
AND
CONCLUSION

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FINDINGS:
.

We found that sourcing is a best and difficult job for HR Managers.

We were interacted many big institutions like JAMIA placement incharge Dr.RIHAN
KHAN SURI who helped us a lot issued a letter of campus Drive without any
difficulties.This institutions can also provides best candidates for other post.

We were found that mostly candidate who were interested in sales executive post
but they were X pass.

We found that mostly candidate wont able to work with CTC.

We were also found that most of the placement agencies are fraud like vivid

foundation and other real agencies who were deal with co.on contract basis.

Etasha society career and development institute provides candidate without any
contract.it is a best ngo which helps poor people to improve their skills and enhanced
the capability in particular field.
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Through this Type of NGOs provides best candidates in near future.

We went to Gr.Noida colleges mostly colleges deals with MBA and B.tech students
.they were not interested in sales executive.

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CONCLUSION:

GODREJ is a well reputed co, in the market .it was established in 1897 by

ARDHESHIR GODREJ ,it has more than23 branches and 51 showroom.they have

two corporates :

GODREJ INDUSTRIES &ASSOCIATES

GODREJ & BOYCE MANUF.CO LTD.

But we have done our internship in DIRECT SALES Its a part of godrej & boyce
manuf. Ltd.

Sourcing and Recruitment is the best topic for our project.

.

it means that inducing and attracting more and more applicant to apply for job
through various sources like internal and external sources.we have done
external sources of recruitment like done campus drive in big institution like

Jamia milia,GNIBM,FMG ,MHS,Shambhudayal degree college etc.

Pasting pamphlets on roads,colleges interacting with some placement agencies

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incharge like ETASHA,Tempetation Ms Mini bhargava,Mr.Divyakant Sharma

,interacted with placement incharge of JAMIA Dr. Rihan khan Suri etc.

.Its a very big challenge for us.its too much difficult task but we have learned

a lot like how to prepare a JD,how to interact with big institution.how to

persuade candidate for the post of sales executive.

INTERACTED
PERSONALITIES :

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MR.RIHAN KHAN

DIVYAKANT SHARMA

MISS MINI BHARGAVA

SUGGESTION
HIRING PEOPLE REMAINS ONE OF THE BIGGEST CHALLENGES AND
MYSTERIES FOR STARTUPS

You can use various services possible to find people through internet sites like
linkedin,google,twitter,facebook,naukri.com,monster.com etc.

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Scan every result very quickly and make a snap judgement call as to whether
you want to persue a relationship or not.

If you get nibble from contracting somene,make sure you follow up instantly
otherwise its just plan rude and you can very easily damage your reputation.

Should Provides best infrastructural facilities like conducting interview in personal

office not where all the employees are engaged in working.

Should Provides petrol and diesal to tele salers with income because most of the
candidates reject the jobs of sales executives.

Build effective relationship with employee for long term.

Dont angry on employees if they are not performing the task .firstly asked the
reason why they are not doing the job well.

Keep connecting even if youre not hiring them .

You should be doing this every single day that youre actively recruiting.

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LIMITATIONS

We were failed to met other placement agencies due to invalid address.

Met KK OVERSEAS they deals only labour class people.

Some placement agencieslike JERRY VARGHESE INTERNATIONAL LTD.

they provide candidate after signing contract.

Taken out some address from google was invalid.

Went to jamia milia islamia ,got receiving but not able to met placement incharge.

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Went to various colleges in Ghaziabad and Gr.noida like Shambhudayal degree

college,MMH college,PIIT,FMG group of institution. they were interested in
providing students in bulk.

APPENDIX

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PREPARING INTERVIEW QUESTION FOR SOURCING AND

RECRUITMENT OF CANDIDATE:
Employee selection is the process of collecting and evaluating information about individual
in order to extend an offer of employment.
We were used the below questionnaire to analyse the selection process of the organization:
1.Direct methods of recruitment and selection practices are most suitable?
a.Yes
b.No
2.Are you satisfied with the present recruitment and selection process for the post of sales
executive?
a.Yes
b.No
3.Do you think the direct recruitment and selection practices is quite long process?

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a.Yes
b.No
4.Are you interested in this sales executive post?
a.Yes
b.No

5,could you easily navigate the website and easily find the application form?
a.Yes
b.No
6.Did you feel that the there was enough information in the job pack(advert job description
and and person specification?to give you a clear of what the job entailed?
a.Yes
b.No
7.Do you read our rewards and benefits?
a.yes
b.No
8.Did this impact on your decision to apply for a job on godrej co.
a.yes
b.No
9.Did you attend an interview?
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a.yes
b.No
10.After being notified of the interview.did u have adequate time in order to make
arrangement to attend?
a.Yes
b.No

11.were you able to access the co. building and car parking without any difficulties?
a.Yes
b.No

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BIBLIOGRAPHY:
www.google.com
www.wiipedia.org
www.linked.com
www.script.com
www.godrej.com
www.yahoo.com/question-answer/

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