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A STUDY ON E-RECRUITMENT IN HR CONSULTANTS WITH SPECIAL

REFERANCE TO MAGNES MANAGEMENT CONSULTANTS

Submitted in partial fulfillment of the requirement for the award of the


degree of Master of Business Administration

By

LATHA PRIYADHARSHINI.A
(2014MBA27)
Under the guidance of
Dr. M. Nagarenitha

DEPARTMENT OF MANAGEMENT STUDIES

Fatima College (AUTONOMOUS)


Mary Land, Madurai-625018
(College with Potential for Excellence)
JANUARY - 2016

Fatima College (AUTONOMOUS)


DEPARTMENT OF MANAGEMENT STUDIES
Mary Land, Madurai-625018.

BONAFIDE CERTIFICATE

This is to certify that the project work entitled A Study On E-Recruitment In HR


Consultants With Special Referance To Magnes Management Consultants, is a bonafide
record of work done by Latha Priyadharshini (2014MBA27) submitted in partial fulfillment
of the requirement for the Degree of Master of Business Administration, 2014-2016.

Signature of the Faculty Guide


(Dr. M. Nagarenitha)

Signature of the Director


(Dr. P. Uma)

Fatima College (AUTONOMOUS)


DEPARTMENT OF MANAGEMENT STUDIES
Mary Land, Madurai-625018.

LATHA PRIYADHARSHINI.A
(Reg No: 2014MBA27)

DECLARATION

I hereby declare that the project done under the title A Study On E-Recruitment In HR
Consultants With Special Referance To Magnes Management Consultants submitted
for the award of the degree of Master of Business Administration is my original work and
that no part of this report has been submitted fully or partly for any other recognition earlier.

Signature of Candidate

ACKNOWLEDGEMENT

First and foremost I would like to thank God almighty whose blessings made me to complete
the training successfully.
It is a great pleasure to acknowledge my sincere thanks to Sr. Fatima Mary Kanikai,
Principal, Fatima College, Madurai for giving this great opportunity.
I express my sincere thanks to DR Sr. G. Celine Sahaya Mary, Dean Professional Courses,
Fatima College, Madurai for giving the opportunity to get practical knowledge about our
theoretical studies.
I also thank Dr. P. Uma, Director, Department of Management Studies for the successful
completion of this project work.
I am indeed greatly thankful to my faculty guide for guiding me to successfully complete the
project.
I wish to express my gratitude to all the staff members in the Department of Management
Studies for their encouragement in completing this training.
I express my deepest gratitude and special thanks to the MD of Magnes Management
Consultants, Mrs. Rajalakshmi Manivanan who allowed me to carry out my project at
their esteemed organization.
I express my deepest gratitude to the staffs at Magnes Management Consultants for helping
me & giving necessary advices and guidance during my project period.

TABLE OF CONTENTS
CHAPTER

PARTICULARS

1.1. Introduction

1.2. E-Recruitment

1.3. Industry profile

1.4. Company profile

14

2.1. Review of literature

18

2.2. Need for the study

23

2.3. Objectives

24

2.4. Scope of the study

25

2.5. Limitations

26

3.1. Research methodology

27

3.2. Research design

27

3.3. Methods of data collection

27

3.4. Tools used for analysis

28

Analysis and interpretation

28

5.1. Findings

68

5.2. Suggestions

70

5.3. Conclusion

71

References

72

Annexure

73

Page. No

List of Tables
TABLE TITLE

Page No.

4.1

Gender wise Classification

32

4.2

Classification on the Basis Of Age

34

4.3

Classification on the Basis Of Education

36

4.4

Classification on the Basis Of Designation

38

4.5

Classification on the basis of sourcing of candidates

4.6

Classification on the basis of Fastest Mode Of Applying Job

42

4.7

Classification on the basis of Effective Way Than The Old Traditional


Method

44

4.8

Classification on the basis Cost saving

46

4.9

Classification on the basis of Reduction In Employee Turnover

48

4.10

Classification on the basis of Job Portals & Social Network More


Accessible

50

4.11

Classification on the basis of Qualified Candidate In Competitive Market

52

4.12

Classification on the basis of Organization Success

54

4.13

Classification on the basis of Impact Of E-Recruitment

56

4.14

Classification on the basis of Key Limiting Factor Of E-Recruitment

58

4.15

Classification Of Respondents On The Basis Of Preferred Over


Recruitment Website

60

4.16

Table showing the weighted average of factors effecting e-recruitment

40

62

4.17

Relationship between large pool of candidates and performance of the


organization

64

4.18

Relationship between corporate image and large pool of candidates

65

4.19

Relationship between time saving in e-recruitment and quality of the


candidate

67

List of Charts

S.No

CHART TITLE

Page No.

4.1

Gender wise Classification

33

4.2

Classification on the Basis Of Age

35

4.3

Classification on the Basis Of Education

37

4.4

Classification on the Basis Of Designation

39

4.5

Classification on the basis of sourcing of candidates

4.6

Classification on the basis of Fastest Mode Of Applying Job

43

4.7

Classification on the basis of Effective Way Than The Old Traditional


Method

45

4.8

Classification on the basis Cost saving

47

4.9

Classification on the basis of Reduction In Employee Turnover

49

4.10

Classification on the basis of Job Portals & Social Network More


Accessible
Classification on the basis of Qualified Candidate In Competitive
Market

4.11

41

51
53

4.12

Classification on the basis of Organization Success

55

4.13

Classification on the basis of Impact Of E-Recruitment

57

4.14

Classification on the basis of Key Limiting Factor Of E-Recruitment

59

CHAPTER 1

1.1 INTRODUCTION
Human Resources, or HR, consulting is a branch of management consulting that focuses on
the process of effectively utilizing personnel to obtain the goals of the organization. At its
best, HR consulting helps to develop a human resources model that addresses the specific
needs of the business in a manner that serves the best interests of both the company and the
employee work force. A professional and effective HR consultant will be able to advise
companies in a wide range of issues that can help the business to become a more productive
and unified company.
A wide range of skills are of use as part of the process of HR consulting. The HR consultant
may have a background in such disciplines as accounting and finance, legal matters as they
relate to personnel issues, health and benefit packages, and management education. A human
resources consultant may also hold credentials in the specific area of human resources.
HR consulting is of benefit to businesses of every size and description. Start-up companies
may require guidance in establishing policies and procedures that comply with applicable
laws as they relate to hiring and firing personnel. Small companies may find that calling in a
HR consultant to assist in taking a nascent program to a new level, such as developing
an employee handbook, will create many benefits in terms of productivity. HR consulting
may be of help to larger corporations in establishing grievance mediation processes or
evaluating the current size of the human resources team and making suggestions on how to
reorganize the department to best advantage.
Clients may choose to hire a HR consulting firm or consultant for a specific task or as a way
of enhancing the overall human resources function. The consultant or firm may contract to
address the specific issue and remain involved until the issue is fully resolved. In other
situations, the firm or consultant may contract with the client to revamp the entire HR effort,
devoting anywhere from three months to a year to the project.
The ultimate goal of HR consulting is to leave the client with a solid and fully efficient
human resources department. The department will have specific guidelines and procedures
that can adapt to any type of personnel issue and all employees assigned to the department
will have a clear understanding of their duties and responsibilities. When HR consulting is
fully successful at attaining these goals, the consultant becomes redundant and is no longer
needed in order for the company to competently deal with human resource issues.

1.2 E-RECRUITMENT
Online recruitment is the process of matching people to appropriate jobs, using the Internet.
The most common form of online recruitment is the advertisement of job openings on job
sites and corporate sites. This may generate a lot of responses, but simply attracting large
numbers of potential candidates is only part of the online recruitment process. The real
benefit of online recruitment is apparent when recruiters streamline the recruitment process.
Online recruitment uses the power of the internet to match people to jobs. Fundamentally, it
is about advertising vacancies on either job sites or corporate websites. At this very basic
level it is particularly effective at getting a high level of response. While it may generate
hundreds more applications than traditional print advertising, simply attracting more
candidates is only part of the job.
The real strength and power of online recruitment, when done properly, lie in harnessing
internet technology to not just attract candidates but to deal with them too. In this sense it is
also about streamlining the recruitment process -so busy HR departments can give a better
recruitment service to their colleagues in finance, marketing, sales and manufacturing. Plus it
frees up more of their time for more value-added tasks.
A specialist software provider, such as HR Portal, can develop application programmes for
recruiters that will save time, effort and money. They can automate the pre-selection process
by setting 'killer questions' (that only the top candidates will answer correctly), profiling and
scoring, psychometric tests and automatic CV scans to look for key words such as
qualifications and experience.

FACTOR INFLUENCING E-RECRUITMENT


1. It's cost-effective
Placing job advertisements on the Internet is a lot cheaper than placing them in newspapers,
magazines and other media. Using social media like Facebook and Twitter can even make
publicising a position an essentially free exercise for companies, if it is linked to a Web site
on the company's Web site where candidates can view the job specs, input their CVs, apply
and follow up.

2. Clear communications
Press insertions have word and space limits that can lead to unclear messages. On the
Internet, there is no word limitation and all relevant details can be expressed unambiguously.
In addition, the automated application process can immediately provide feedback to
candidates who are under-qualified or not suitable for the position.
3. Broader search, deeper pool
The Internet's virtually instantaneous global reach means companies have the advantage of
reaching a much broader pool of candidates, which increases the chances of finding the right
candidate. Candidates can also permit recruiters to keep their CVs on file, and even update
them from time to time. This means that recruiters have a deeper pool of candidates on which
to call for future positions.
4. Improved standardisation and compliance
The information provided by candidates is obtained in a standard, uniform format, which
facilitates easy comparison. This allows for more objective adjudication of candidates in
order to compile shortlists, and provides an auditable data trail, which assists with regulatory
compliance.
5. Faster time-to-appointment
Automating recruitment administration, like posting a job opening complete with all the
specifications on the Internet, takes only a few minutes. Delivery time and response time are
immediate. The prospective candidates can visit the company site, post their CVs and expect
responses through e-mails. As mentioned above, e-recruitment can also cut out all nonappropriate candidates automatically, producing a shortlist within minutes, rather than days
of reading through 200 CVs.

BENEFITS OF E-RECRUITMENT
Online job exchanges are very commonly used for online recruiting. The advantage is that
applicants can upload their CVs and other documents quickly and easily, smaller online job
exchanges, online recruiters who advertise through the huge online portals no longer select
applicants personally but use computer programs instead.
Cost efficient: Advertisements in internet when compared to newspaper, magazines, and
employment agencies is considerably cheap. As in the other sources continuously one has to
revise the advertisement, for example a company wanted their ad to appear on every Sunday

for a month thus was suppose to pay for four advertisements. But for internet it is not
applicable.
Time saving device: Time to deliver; to communicate is minimized by this. Response is
direct and immediate without any delay. Beforehand the postal services, fax was one way
communication and was time consuming. Phones provided two way communications but
resume management, communicating worldwide were not possible.
Widens the search: In the era of globalization the reach cannot be restricted at one place.
It provides global reach that also within a fraction of second. Truly the process supports the
definition of recruitment by creating a vast pool of potential candidates.
Provides clarity: Advertisements in employment news, other newspapers, magazines will
have word limit, thus sometimes is misinterpreted. For an example a company advertisement
announced vacancy for computer skilled person which was interpreted as MIS job which was
rather a job for computer skilled receptionist. The advertisement was not clear enough to
explain the full profile. In internet the word limitation is not there, the idea, opinion, profile
can be expressed as anyone like.
Scope for better match: Information in detail is provided with clarity therefore suitable
candidate match is possible. The search is widened link with other websites are possible,
these attracts the candidates and after the job profile matches, the candidates apply.
Standardization: The information of the candidates are collected in a standard format.
Beside collecting the data it also consolidates information received from various sources.
Reservoir: It acts as the reservoir of information. From the job profile to candidate profile
is available along with past applicant data.
Lessen paper work: As the data collection, filing, administrative work are done
electronically thus paper work or documentation has been lessened.

MODERN TRENDS OF E-RECRUITMENT


Speedy communication: Company and the prospective employee can communicate with
each other via the blogs. Thus blogs, podcasts, vodcasts are being considered a tool of erecruitment. No more the process can be blamed for being one way communication like
mails, faxes only being speedy as done electronically. Podcasts are the services of digital
media files. Vodcasts are the video podcasts.
Candidates preference: History states that employers had the privilege to be selective in
hiring process, especially in screening resumes but were not always fair. Because of the time
constraint it was not possible to go through all the applications. Today the candidates can
choose their employers as not only the financial state is known to them but also the culture is
known. Applying for the Organization will no more be influenced only by the image.
Search engine advertisement: Print ad is phasing out due the popularity of search engine
ads. Pay-per-click is not only convenient but also more attractive.
RSS feed: Job boards are embracing RSS feed. Hot jobs, Google deserves special mention.
Google offers one to upload the jobs on Google Base even when one doesnt have their own
site. RSS can be read using software RSS reader. It is a family of web feed formats use to
publish frequently updated works. Such as blog entries, news headlines in a standard format.

CRITERIA FOR EFFECTIVE E-RECRUITMENT


The requirement for it is to benefit the selection procedure. Thus to make the process
effective, the Organizations should be concerned about various factors. Among them most
important are- Return on investment (ROI) should be calculated to compare the costs and
risks. It facilitates to evaluate benefits and to calculate the estimated return.
Recruitment policy should be flexible and proactive, to adapt market changes. The
companies will have their own mix and match sources according their objective. The
guideline to be provided in the policy.
Unemployment rate, labour turnover rate are considered. As the whole process depend on

the availability of candidates in the market. For every post, position it is not viable to spend
too much of time. These rates will determine whether to be stringent or lenient.
Impact of supplying compensation details to be considered. That is the wage, salary,
benefits, when disclosed on line then it should follow the legal norms. Chance for negotiation
will not be there. Compensation rate of the company not only reaches to the candidates but
will be known to all.
Precautions to be taken for resume screening. Words that discriminates gender, age,
religion etc to be avoided. For an example, recent college graduates only in an ad are not
preferable.
Review the results periodically and also update regularly to achieve a better result.
Otherwise pool of candidates will remain static and will not serve the purpose.
Organizations need to selective while choosing the sites. It refers to whether it is required
to be giving to the job search sites like www.monster.com or in their own site. When special
skill candidates are searched then generic job search sites to be avoided.
The most procuring and largest online job search engines are Shine.com, Naukri.com,
CareerBuilder.com, Monster.com, Hotjobs.com, Global job boards, which are widely known
to both the applicants and employers across the world.

1.3 Industry Profile


International Scenario:
Oscar Wilde was known to say that he had only one use for advice: to pass it on to someone
else. We have no way of knowing whether he meant tips from his consulting editors.
Seriously, though, well-informed guidance is a precious commodity for lesser mortals of
present day. Business people and organisations around the world now depend on the wise
counsel of expert consultants for their survival and growth.
Corporations dont mind paying between $200 and $500 an hour for the deep insights that

these experienced, knowledgeable, and innovative professionals offer.


But consulting as a profession or formal business didnt formally come into being until the
late nineteenth century
True, the biblical kings had prophets and the Greeks had their oracles; Mauryan Emperor
Chandragupta had Chanakya, and Akbar had Birbal. Even the mafia had their consigliere. But
consulting took institutional shape only around the Industrial Revolution.
The first recognized consulting firm was established in 1890 by Arthur D. Little, and it
specialized in technology. In 1898, Coopers and Lybrand (todays PricewaterhouseCoopers)
was set up for accounting consultancy. In 1914, Booz Allen Hamilton became the first
management consultancy to engage with both the government and the industry.
In the same year, 1914, Arthur A. Anderson founded an accounting practice that onced
employed the largest number of consultants. The Enron scandal pulled it down. But its
consulting division (now Accenture) was hived off before the implosion happened.
James O. McKinsey established McKinsey and Company, the first exclusive management
and strategy consultancy, in 1926. After the death of McKinsey in 1937 at the age of 48, his
associate, Marvin Bower, ran the firm. Bower boosted the professional status of consultants
by insisting on their using appropriate business language; it was he who started the practice
of hiring business-school graduates in place of established management consultants.
Consulting firms played a significant role during the Great Depression in the 1930s, when
companies sought their wisdom to put their troubles behind. Good times came again for
consultants during the end of World War II, when they were gratefully remembered for their
wartime assistance to the government.
After Cold War ended, when businesses began to look for opportunities overseas, they sought
the help of consulting firms to do well in the new market. The strategies the consulting firms
developed made their way to the curriculum of top business schools around the world. The
new MBAs paid them back when they started their careers and rose up the hierarchy: they
brought in more consultants.
However, consulting firms have had to face two major setbacks since 2000the dotcom
crash (2000-02), when high-tech and dotcom companies were forced to let them go, and the
credit crisis (2009-11), when most Western governments, heavily under debt from trying to

fund financial companies out of their troubles, were forced to cut down on their dependence
on consultants.
They have recovered, but not fully. The growth rate in the US is yet to pick up, the Arab
countries are still only recovering from the drop in oil prices, and the Chinese story has taken
a sombre turn. However, Indonesia, Singapore, Taiwan, and South Korea seem to be doing
well enough to contract consultants for many projects.
Despite its predicaments, the consulting industry, in 2014, recorded revenues of nearly $415
billion worldwide, from all types of consulting, including management and strategy
consulting, information technology, other technical and scientific fields, and human
resources. Of this, the US accounted for about $191 billion.
Accounting services brought in an additional $152 billion in that country in the same year.
According to Plunkett Research, global revenues from consulting will soon be around $449
billion. Indias consulting and outsourcing industry, put together, had revenues of $89 billion
in 2014.
Today, many of the old-warrior consulting firms still thrive, mainly providing management
and strategy advice, along with new and smart groups and independent consultants, providing
clear road maps for general business, information technology, accounting, marketing, and a
host of other functions. But they face tougher and more demanding clients, who insist on
proof of their efficacy in their operations and bottom lines.
Consultants have risen to the challenge. Instead of leaving town after handing in particularly
bulky reports, they are staying on and implementing their own recommendations. Not only
that: they are now prepared to become stakeholders in the businesses they are confident they
have improved.
Categories of consulting firms
Academics and industry experts categorise the best consulting companies and
consultants as:
1. The industry elite
The industry elite counsel the top management of mega corporations on business strategy,
and include Arthur D. Little, A. T. Kearney; Bain and Co, Booz-Allen and Hamilton, the

Boston Consulting Group, Mercer Management Consulting, and Monitor and Co.
2. The Big Four
The Big Four provide strategy advice too, but they also focus on implementation, particularly
in the case of their IT clients. This group consists of Deloitte Consulting, Ernst and Young,
KPMG, and Pricewaterhouse Coopers.
3. Boutique firms
Boutique firms specialise in particular fields of consultancy. Examples are Oliver Wyman
(financial services), Gartner (research), MarketBridge (sales), and APM (healthcare).
4. IT specialists
IT specialists provide planning and implement projects related to computer systems,
telecommunications, and the Internet. They include IBM, Accenture, and the Big Four.
5. Human resource advisers
HR advisers offer solutions for employee management, compensation, and pension
programmes. Hewitt Associates, Mercer, the Hay Group, and Towers Perrin are among the
top firms.
6. Independents
Independents are experienced business management experts who are hired for their special
functional talent. Instead of hanging up their boots, they hang up their own shingles, very
profitably.
After a fulfilling career, many former executives use their resources to help out corporations
and smaller companies. They comprise about 45 percent of all consultants, and typically
work from their own small offices or even a spare room at home.
Types of Consulting Services
Consultants walk into offices and find new ways of doing things. They provide insights on
how to increase profits and how to reduce costs and debts, how to improve work flow and
how to bring in change where necessary, how to use technology to improve operations and
how to get the most out of their employees through training and benefits.

Some of the services that consultant companies provide have found mention in the section
above on categories of firms. But heres a list of services that are most sought after:
Management/strategy: Management consultants suggest and implement methods to improve
the strategies, operation efficiency, and policies of their clients.
Human resources: HR consultants help companies get the best from their workforce and help
ensure that employee benefits bring the results that management desires.
Technology: Technology consultants facilitate the integration of the latest technologies with
their clients businesses, lending a hand in the installation, maintenance, and management of
tech tools.
Marketing: Companies call in marketing consultancies to help promote and sell their products
to their target customers using state-of-the-art strategies.
Legal/accounting: Legal and accounting consultants well-versed in company and tax laws are
sought after by corporations to ensure compliance and to prepare their documents.
Media/public relations: Businesses are keen to present their best image to customers and
clients and use the services of media consultants. The advent of social media has made image
management a sensitive issue for which the knowledge and experience of media experts are
required.
Financial/investment: Investment consultants are aware of developments in the financial
world and can guide individuals and organizations in making good decisions on where to
place their funds. Consultants are also active in the fields of publishing, designing, public
policy, and careers, to name a few.

INDIAN SCENARIO
At the end of the Cold War, American and other Western corporations employed consultants
from Asian nations, including India, before venturing to explore these new markets.
In India, after the liberalization of the economy, consultants were hired by Indian companies
that wanted to expand their operations abroad. Now, Indian consultants, particularly those in
the IT world, are most sought after, not only in India but also by world powers, for

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developing their global businesses.


Today, TCS, Infosys, Wipro have offices all over the world, and they give US and European
consultancies a run for their money. Among other major IT consulting and outsourcing
companies in India are Tech Mahindra, HCL Technologies, Genpact, Mphasis, and Mindtree.
The Indian consulting story began in the 1990s when C. K. Birla requested McKinsey to
devise a turnaround project for Hindustan Motors. Soon, McKinsey opened an office in
Delhi, employing about 100 consultants.
According to an estimate, there are now over 10,000 big and small consulting firms in India,
6,000 of them in the four metros of Delhi, Mumbai, Chennai, and Kolkata.
According to the Associated Chambers of Commerce and Industry, the Indian consulting
industry is expected to record revenues of Rs. 27,000 crore by 2020. One estimate says that
between 500 and 600 high-value consulting contracts, worth $250 million to $300 million,
are awarded every year by Indian companies, including 30 or 40 projects worth over $2
million each.
As in many other sectors, low cost was the first major initial advantage of Indian consulting
companies and consultants. But their major clients and their partners abroad have found that
Indian consultants have other advantages, such as professionalism, industriousness,
willingness to learn, and adaptability to technology. Their competitors have started to view
them as worthy equals.
However, they suffer from shortcomings, too. Among them are poor brand equity, experience
in foreign markets, ability to maintain quality, and low level of R&D. But they can overcome
these difficulties and emerge more powerful in the global scenario if they adopt the best
practices in the industry and improve their knowledge resources and data warehousing.
Consultancy agencies offer services and guidance related to any area against payment. This is
primarily a particular type of service which is offered under a contract for services, separated
from other contracts by the nature of the work carried out like medical, legal and IT
consultancy. Nevertheless consulting firms have their specialized sectors that they render
services for considering the expertise and experience that this field commands.

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Types of Consultancy services:


There are several different types of consulting in the market namely Management Consulting;
Strategy Consulting; Human Resources Consulting; IT consulting; Corporate Finance &
Financial Advisory; Consultant Engineers; Marketing Consulting; Consulting in Politics and
the Public Sector; Real Estate Consulting. Each type has its own focus, knowledge, and
techniques.
Management Consulting: This service is specialized in offering companies and start-ups with
expertise in setup and development, operations, finance, economics, market analysis,
marketing, and branding. Management consultation can range from one consultant donning
many hats in a small scenario to a diverse team in a large one. A management consultant is
mainly aimed on developing strategies and fine-tuning them both for the requirements of the
business and the individual demands of the team.
Strategy Consulting: It is one of the core components of management consulting services. In
small- to mid-size scenarios, both the strategy consultant and the management consultant will
often be one in the same, while in large business scenarios, the management consultation
team will mostly include a specialized strategy consultant.
HR Consulting (Human Resources consulting): This is also a key component of management
consulting, but it has expanded into its own specialization to meet the more complex and
specialized businesses demands. There is a great deal of overlap between in the services
provided by firms specializing in HR consulting, IT consulting, and management consulting.
IT Consulting: It offers businesses with the tools essential to best leverage information
technology, as well as provide experience and advice. On behalf of the company, an IT
consultant will often implement, deploy, and administer IT systems.
Corporate Finance: With Corporate Finance Consulting, start-ups, small businesses and
public traded companies are able to achieve the perfect financing structure with the right
mixture of debt and equity.
Engineering Consulting: Provides value creating knowledge in different industries. Its main
areas include production as well as the construction sector. These industries account for a
major stake of the economy.
Marketing Consulting: Marketing consulting with its deep knowledge and a solid experience

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in how to plan an optimal marketing mix, help firms to sell their products and services.
Politics and Public Sector Consulting: In the recent years, consulting in Politics and the
Public sector has become an important market for consulting services.
Real Estate Consulting: Real Estate Consulting renders various services and assist in
acquiring and selling property. It also helps to develop Real Estate construction projects e.g.
specialized tenancy solutions.
Construction Consulting: Construction consulting is a specialized form of business
consultation, which concentrates on all forms of construction, most notably building
construction.
Government Consulting: Government consulting is a diverse form of consultation. Firms that
offer these types of consultation services are often highly specialized and focused as the
consulting required by governments is far more elaborate than the consulting demanded in
the business sector.
Governments also take advantage of consultation services, like for security and war-related
strategies, which are not required in the business world. The needs of a civil agency are much
different from the needs of a law enforcement agency.
Besides this, there are consulting firms who specialize in interfacing with governments
around the world and offer these services to businesses.
Governments also hire consulting firms to act as liaisons between them and businesses in the
private sector. Often government agencies have business contracts with these businesses.
Prime examples of these contracts are the defense contracts between manufacturers and a
countrys military.
TENDERSINFO also is an example of a consulting firm which operates within the public
procurement domain and offers bid consultancy services. Bid consultancy services are
offered to companies in order to assist them to bid successfully for Government Tenders and
Projects worldwide.

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1.4 Company Profile


Magnes an ISO 9000:2008 Certified organisation Incorporated in the year 2013is aimed
at emerging as the worlds best resource management company. The core business being
Recruitment, and also service their clients on their other HR outsourcing requirements.

The headquater in Madurai, the Temple city, is an end to end HR solution company
having its focus on Recruitment, Temporary staffing and HR solutions. Magnes is one of
the fastest growing HR consultants in India.

Magnes Services
Recruitment Solution
With over a decades experience in the HR industry, we are focused on identifying the
right manpower to support our clients at the right time. At Magnes, we concentrate on
recruitment operations to provide a high-quality professional recruitment service across
all markets we specialize.
We have fully integrated recruitment and selection processes which include detailed
assignment briefing and fully validated testing procedures such as psychometric
assessments and behavioral interview techniques. Extensive reference checking enables
us to select and refer only those candidates that ideally match our clients needs.
Magnes follows the 5S concept of Recruitment which is the reason behind the
6th S-Success.

STUDY - Magnes does an in-depth research study on clients background and its
portfolio. It elaborately analyzes the recruitment requirements of each of its clients to
procure effective manpower.

SCOUT- Magnes follows time-tested methodologies to source profiles which include


Internal Database Search, Networking Sites, Advertisements, Job camps, Job Portals, and
References. Magnes has a set of well-experienced professionals to work exclusively on
these sourcing methods.

14

SCREEN - Magnes validates each and every profile in its Database. We screen our
candidates by meeting them in person which helps us understand their profile better. This
understanding helps Magnes in processing the candidates whenever required.

SORT Magnes has adequate knowledge to understand the client requirements and takes
massive efforts to validate the profiles accordingly. Magnes short lists only the matching
profiles for further processing.

SCHEDULE -Magnes is good at Client Anchoring and Key Client Management. We are
in continuous touch with our clients and candidates which helps us in scheduling
interviews at the right time and this approach results in better selection ratios.

Temporary staffing solutions

We provide end-to-end solutions in the temporary staffing space. Temp staffing is top
trending today because it helps improve:

Focus on core / critical activities

Can be adapted to the seasonal nature of businesses

Helps counter business uncertainties

Demand of scale up and scale down of businesses

Associate Edge:

First time job opportunity

Pathway for Temps to become Perm

Family insurance coverage

Timely payroll processing

Training & development as per need

Statutory Compliance

Service Offerings:

Recruitment Support / Migration

Systematic On-boarding and Induction

15

Payroll Management and Compliance

Employee Assessment

Associate Skill Enhancement / Training


HR solutions
Magnes is an Expert Training Partner for Institutions such as Engineering, Arts & Science
and Management.

Our core competencies are:

Ability to identify/understand the needs of employers across industry verticals.

Map out the skills and knowledge required to perform a job better and achieve greater
effectiveness.

Design, develop and deliver courses to address the gaps.

Processes we follow at campus training:

Assess the students capabilities and personality.

Customize the training module to suit the student.

Expose students to the requirements of employers.

Impart short-term intensive training programs that boost up their career &
employability skills.

Make them ready to land their dream job.

We help management students prepare for both their technical as well as personal
interviews by bringing in industry experts from the Finance, HR, Systems, Operations
and Marketing background. Magnes can also handle soft skills training for engineering
students, thus preparing them for successful placements.
Todays students are stressed out with multiple focuses. We have experts in Psychology
who can train them on handling stress and overcoming the same perpetually.

16

Local Competitors for Magnes Management Consultants

RMR Manpower Consultancy

Insoll Consultancy Services

Samad Consultancy Services

Global Manpower Consultancy

TKS Solution

KC Solution

Vishwanathans HR Consultancy

Smart work consultants

17

CHAPTER 2

2.1 REVIEW OF LITERATURE


Schreyer & McCarter (1998) e-recruitment refers to the recruitment process, including
placing job advertisements, receiving resumes, and building human resource database with
candidates and incumbents.From the relevant literature, the words e-recruitment, online
recruitment, cyber recruiting, or Inter-net recruiting are synonymous. They imply the formal
sourcing of job information online (Ganalaki, 2002).
Hoffman (2001) defined e-recruitment as The utilization of the Internet for candidate
sourcing, selection, communication and management throughout the recruitment process.
Hogler (1998) and HR Portal (2003) defines that, employers can electronically advertise
jobs, scan and store resumes, conduct test, and contact qualified applicants by using the
power of the Internet to match people to jobs.
Vidot (2000) defined that, e-recruitment is the use of Internet to attract high quality
candidates; reiterate their company profile and branding and streamline application and
selection processes.
Researchers and practitioners recognize that the online recruitment process is complex in
nature, mediated by organisational, legislative, social and political requirements and
expectations (Courtis,1994; Hinton et; 2000) with a multiple number of stages, activities and
characteristics (Barber,1998; Breaugh, 1992; Carlson, Connerley, and Mecham, 2002; Rynes,
1991). This complexity hasled to the criticism of research on the online recruitment that most
studies are too simplistic in nature when compared to real-life complexities (Rynes & Barber,
1990), particularly when the cost associated with recruitment are estimated at being
equivalent to one-third of a new hires annual salary (Spencer, 1984; Taylor et al.; 1987).
The major criticism has been the attempt by researchers and practitioners to render the
participants, the people and organisations, as objects that are controllable and manageable
units when applied to rational and scientific methods 9Hinton et al.,2000).
Gatewood et al. (1993) acknowledged that online recruitment is a more complex concept that
is influenced by the job choice process of applicants in terms of the series of decisions made
about which jobs and organization to pursue for future employment. Undertaking good
quality online recruitment research is therefore important and something this study will do,
taking into account the applicant decision-making process.

18

In acknowledging the complexities of the online recruitment process, an overview of the five
key stages of the process was made by Breaugh and Starkes (2000) framework. These
research streams focus on investigating the relationships across the process stages that may
affect recruitment outcomes. The online recruitment streams are identified as recruiter
effects, administrative policies and procedures effects, and recruitment source effects.
If the company is doing a fine job at designing their employment offer and their website
page, it will attract more job seekers and the firm will be able to chose from a bigger pool of
applicants (Kerrin & Kettley, 2003). Furthermore, the better the image of the organization is,
the more job seekers will be drawn to the website and potentially apply
Another factor that determines how successful an enterprise can be when attracting potential
knowledge is the prominence of the corporate brand (Parry & Tyson, 2008)
A difficult decision to make for an enterprise is to attribute a budget for strategies such as e
recruitment tools implementation. This is especially true for SME since their investment and
financial possibilities are significantly more limited than those of larger companies (Kim &
O'Connor, 2009).
According to an IES study conducted in 2003, the high start-up and maintenance costs of
advanced e-recruitment integration can be afforded mostly by larger technology-driven
enterprises
Time, commitment and adequate staff are also important factors for a successful insertion
(Kerrin & Kettley, 2003). Altogether this means, that for an SME to turn towards Internet
technology for recruitment support is not only a strategic decision, but also a question of
financial capacity
Furthermore, with the integration of e-recruitment tools come certain risks. Indeed, the
implementation process should never be over; it requires constant development and the risks
of malfunctioning and technical issues at the beginning are considerable, because the system
is usually rather complex. This process needs time and adjustments, which bring further costs
to take into account (Kim & O'Connor, 2009).
Another serious issue that has been brought with the use of e-recruitment tools is the one of
the quantity and quality of the applications companies receive through those new channels.
Implications of e-recruitment in small and medium sized businesses 17 Whether a firm uses

19

job boards and/or their own website or e-recruitment system, the number of entering
applications may be extremely large and the problem turns toward selecting the ones that
present the best quality potential. In order to face the quantity issue, good and effective
selection tools are necessary. These, again, are to consider soon in the implementation
process, otherwise the HR staff will be quickly overloaded by the multitude of potential
candidates. And choosing such tools can be somehow complex, because there are numerous
possibilities (Bartram, 2000
Bringing online recruitment tools into a company can cause several changes within the
organization. Here are the most significant ones: the existing software to which the new
technology is added may be offline (Kim & O'Connor, 2009), the staff must be trained to deal
with the new methods and possible issues (Cappelli, 2001), and a cultural approach towards
the recruitment process has to be presented (Kerrin & Kettley, 2003). As Cappelli (2001)
says: the adoption of e-recruitment is about more than just technology. By that he meant
that not only the technical capabilities and knowledge of a company have to revised and
deepened, but also the workforce. For instance, companies should train HR staff to deal with
Internet communication issues, or provide educated staff to support the employees during the
transition (Holm, 2012; Kim & O'Connor, 2009)
online posting has made work conditions and information relatively more available. This
means that individuals can compare their work situation to other similar ones. This, in turn,
can lead to companies fearing to loose some of their employees and having their competitors
hiring them from the organization (Singh & Narang, 2008). On the other hand, a worker can
be concerned about his employer hiring him away or replacing him with a better-suited
candidate, which then further increases his propensity to leave. Such worries can deter a
firms working atmosphere and relationships between staff and head management (Cappelli,
2001)
E-recruitment has additionally brought another legal and social issue. There is a possibility
that online recruiting may discriminate some categories of applicants. This is especially true
for enterprises using selection tools on top of recruiting tools with their HR system. For
instance, if a company uses psychometric tests, minorities in terms of ethnic affiliation,
competences and mental abilities could be rejected because of the limited number of profiles
the tests utilize (Dhamija, 2012; Cappelli, 2001). Some also argue that e-recruitment

20

discriminates lower skilled individuals, because of their potentially lower interest in online
search (Kinder, 2000)
Kumar & Pandya (2012) said that, in the case of a HRIS (Human Resource Information
System), it is proven that with such integration development, both the administrative load of
work and the costs for the recruiting activities are significantly reduced. Kumar & Pandya
(2012) also claim that an HRIS decreases the need for HR staff
The most obvious advantages would certainly be the time and cost savings they generate
(Kim & O'Connor, 2009). Indeed, the duration of the whole recruitment process is
considerably cut down, thanks to the faster exchanges of information. Applications are sent
within seconds thanks to the Internet, by addressing it directly to the recruiters e-mail
address or by using a job portal as an intermediary, for instance. Same with the answer of the
recruiter and further exchanges; this saves time to both the recruiter and the applicant.
Moreover, the cost of electronic job posting is usually lower than the one of printed media,
employment agencies, headhunters and other traditional recruitment means (Malinowski,
Keim, & Weitzel, 2005). However, the posting of job offers on job boards can be expensive;
most of them charge considerable amounts for the posting of an employment advertisement.
Nevertheless, as it will be discussed later on in this paper, the effectiveness of this erecruitment mean is ordinarily worth the fee
Another significant advantage is the one of diminishing the administrative burden of the HR
department (Kerrin & Kettley, 2003). Since part of the e-recruitment can be automated by
integrating tools to the corporate information system, some tasks will be automated and
therefore reducing significantly the bureaucratic load of work which, in addition, also saves
time (Malinowski, Keim, & Weitzel, 2005)
Mencken & Winfield (1998) explored the advantages and disadvantages of informal and
formal recruiting practices in external labour markets. The authors found that quality was a
strong motivator than cost for informal recruiting. The findings from the regression analysis
also demonstrated that the quality of applicants was more salient for hiring managers in the
private sector.
Vinky Sharma, JBS, JIIT, Feb2011 8 Smith (1999) had worked upon e-recruitment where he
had tried to conceptualise that internet helps employers better target prospective employees.

21

The author mentioned that the career web, which small companies may consider expensive,
could still be less costly than multiple newspaper ads [95].
Galanaki (2002) had conducted a descriptive study on the decision to recruit online, involving
99 UK IT companies whose shares were traded in London stock exchange. A survey was
carried out, in the form of a postal questionnaire, followed by an interview to which 34
companies replied. The author found that internet agencies provide the company with fewer
but substantially better applicants than traditional recruitment agencies [33].
A study conducted by Connerley, Carlson, & Mecham (2003) on the evidence of differences
in applicant pool quality addressed the research need by examining the attraction outcome of
firms competing head-to-head for recruits for similar positions. Results of an analysis suggest
that applicant quality can vary substantially within and across job families [24].
A research by Matthews (2006) on the recruitment of law students by the United States
Internal Revenue Service described how by moving up the start data of its campus
recruitment efforts it was able to fill jobs more easily and with better quality individuals
According to the Pew Internet Research reported by NAS insights (2006), about 72 per cent
of American adults were online. That translated to over 145 million people. This was a wide
audience, and the Internet proved to be an integral part of employee recruitment because
there was no faster, simpler, or more cost effective way to reach thousands of qualified
candidates. In fact, 44 per cent of online Americans were looking for information about a job.
The Internet allowed HR Managers to reach these candidates 24 hours a day, 7 days a week

22

2.2 Need for the study


Effectiveness of Online Recruitment in the perspective of the employees of the company,
Senior managers. A general analysis of how useful e-recruitment is for the appropriate
placement enhancing the productivity of a firm. E-recruitment is a paradigm shift from a
general HR recruitment process. The purpose of the study is to analyse the existing system
and to suggest suitable measures and recommendations for the improvement of the system.

23

2.3 OBJECTIVES

To study the E-Recruitment process in Magnes Management Consultants.

To anlysing the Factor influencing the effectiveness of E-Recruitment.

To offer the suggession based on the study.

24

2.4 Scope of the study


This study aims at assessing employees opinion on of e-recruitment, to find out the
effectiveness e-recruitment at Magnes Management Consultants. This study measure the
factors like Cost, time, deeper pool, efficient candidates.

25

2.5 LIMITATIONS

The study is timebound, and may not be applicable after the passage of time.

The organization follows other source of recruitment.

26

CHAPTER 3

3.1 RESEARCH METHODOLOGY


Research is the systematic investigation into and study of materials and sources in order to
establish facts and reach new conclusions. Its purpose is to find answer to question through
the applicants of scientific method .It pursuit of the track with the help of the study and
observation.

3.2 Research design


It is a framework or blueprint for conducting a research project. It details the procedures
necessary for attaining the information needed to structure and/or solving research problem.
In this study descriptive research design is adopted.

Descriptive research
Descriptive research is conclusive in nature. This means that descriptive research gathers
quantifiable information that can be used for statistical inference on the target audience
through data analysis. As a consequence this type of research takes the form of closed-ended
questions, which limits its ability to provide unique insights. This method is used to reveal
and measure the strength of a target groups opinion, attitude, or behaviour with regards to a
given subject.

Justification
It is adopted to obtain the views, ideas and limiting factors faced by Recruiters

3.3 METHODS OF DATA COLLECTION


There are two sources of data. Primary data collection uses surveys, experiments or direct
observations. Secondary data collection means collecting information from a diverse source
of documents or electronically stored information.

27

Primary Data
Data observed or collected directly from first-hand experience is called primary data. A
primary data required for this study was collected through a set of standard questionnaire.

Secondary Data
Published data and the data collected in the past or other party is called secondary data.
Secondary data was collected through various magazines, journals and internet.

Census Method
Census and sampling though both serve the purpose of providing data and information about
a population. In Census, entire population is taken into account and as such it is most
accurate. It is obvious that when whole population is taken into account, data collection is
called Census Method.

Justification
The data are collected from the all recruiters in the Magnes management consultants. The
total number of recruiter in the concern is 30.

3.4 TOOLS USED FOR ANALYSIS


i)

Percentage analysis method

ii)

Garrett Ranking

iii)

Correlation

iv)

Regression

v)

Chi-square

vi)

Weighted Average

I) Percentage Analysis
Percentages are often used in data presentation for they simplify numbers, reducing
all of them to a 0 to 100 range. Though the use of percentages, the data are reduced in the
standard form with base equal to 100 which fact facilitates relative comparisons.

28

Formula:
Individual respondents
Percentage

X 100

Total number of respondents

II) GARRETT RANKING TECHNIQUE:


Garrett Ranking technique has been used to rank the preferences given by the
respondents regarding bond deposit. In order to merit the ranks assigned by the respondents
were converted into scores by using Garrett Ranking Technique. The percentage position of
each rank was found by using the following formula

100( Rij 0.5 )


Percent position =
Nij

Where,
Rij = rank given for the variables by the jth respondents.
Nij = number of variable ranked by the jth respondents.
The percentage position of each rank thus obtained is converted into scores by
referring to the table given by Henry Garrett. Then for each factors the scores of individual
respondents are added together and divided by the total number of respondents to arrive at the
mean scores. The mean scores thus obtained from each factor were arranged in the
descending order.

29

III) Correlation
In probability theory and statistics, correlation also called correlation coefficient,
indicates the strength and direction of a linear relationship between two variables, in general
statistical as age correlation (or) correlation to the departure of two variables.
Formula:

R = N xy - ( x) ( y)/ N x2 (x)2 * N y2 - (y)2

IV) Regression
A statistical measure that attempts to determine the strength of the relationship
between one dependent variable (usually denoted by Y) and a series of other changing
variables (known as independent variables). Regression uses one independent variable to
explain and/or predict the outcome of Y.
Formula: Y = a + bX
Where:
Y= the variable that we are trying to predict
X= the variable that we are using to predict Y

V) Chi-square
A chi-square test is any statistical hypothesis test in which the sampling distribution of
the test statistic is a chi-square distribution when the null hypothesis is true, or any in which
this is asymptotically true.
Formula:
X2= (O - E) 2/E

Where O is the Observed Frequency in each category

E is the Expected Frequency in the corresponding category

df is the "degree of freedom" (n-1)

X2 is Chi Square.

30

VI) Weighted Average Method


It can be defined as an average whose component items are multiplied by certain
values (weights) and the aggregate of the products are divided by the total of weight
Formula

X = WX /W

31

CHAPTER 4

ANALYSIS AND INTERPRETATION


TABLE 4.1
GENDER WISE CLASSIFICATION

Gender

No of respondents

Frequency

Male

30

Female

21

70

Total

30

100

Source: Primary Data

INERENCE
From Table 4.1, it is inferred that out of 30 respondents 30% of the respondents
are male, 70 % of the respondents are female.

32

CHART 4.1
GENDER WISE CLASSIFICATION

Gender
70%

30%

Male

Female

33

TABLE 4.2

CLASSIFICATION ON THE BASIS OF AGE

Age

No of respondents

Frequency

20-25

14

46.6

25-30

12

40

30-35

6.7

35-40

3.3

Above 40

3.3

Total

30

100

Source: Primary Data


INFERENCE
From Table 4.2, it is inferred that out of 30 respondents 46.6% of the respondents are
of age 20-25, 40 % of the respondents are 25-30, 6.7% of them are 30-35, 3.3% of them
belonged to 35-40 age group and 3.3% of them are above 40 years of age.

34

CHART 4.2
CLASSIFICATION ON THE BASIS OF AGE

Age
Frequency
46.6%
40%

6.7%

20-25

25-30

30-35

3.3%
35-40

35

3.3%
Above 40

TABLE 4.3
CLASSIFICATION ON THE BASIS OF EDUCATION
Education

No of respondents

FREQUENCY

UG

26.7

PG

22

73.3

30

100

School
Diploma

PH.D
Total
Source: Primary Data
INFERENCE
From Table 4.3 it is observed that 26.7% of the respondents has completed their UG,
73.3% are post graduates.

36

CHART 4.3
CLASSIFICATION ON THE BASIS OF EDUCATION

Education
FREQUENCY
73.3%

26.7%

School

Diploma

UG

PG

37

PH.D

TABLE 4.4
CLASSIFICATION ON THE BASIS OF DESIGNATION
Occupation

No of respondents

Frequency

Executive

23

76.7

Team Leader

16.7

Manager

6.6

30

100

Tellecaller
Admin
Total
Source: Primary Data

INFERENCE
From Table 4.4 it is observed that 76.7% of the respondents are Executive, 16.7% ,
6.6%, are Team Leader and Manager respectively.

38

CHART 4.4
CLASSIFICATION ON THE BASIS OF DESIGNATION

Designation
6%
Executive

17%

TL
Manager
Tellecaller
Admin

77%

39

TABLE 4.5
CLASSIFICATION ON THE BASIS OF SOURCING OF CANDIDATES

Websiets

No of respondents

Frequency

Job Portals

13

43.3

Eee Referrals

6.7

15

50

30

100

Social Network
All the above
Others
Total
Source: Primary Data
INFERENCE
From Table 4.5 it is found that 43.3 % of the candidates are sourced from Job portals,
6.7% of the candidates are sourced from Employee referrals, 50% of the candidates sourced
by Job portals, Employee referrals and Social network.

40

CHART 4.5

CLASSIFICATION ON THE BASIS SOURCING OF CANDIDATES

Sourcing of Candidates
Frequency
50%
43.3%

6.7

Job Portals

E'ee referrals Socila network All the above

41

Others

TABLE 4.6
CLASSIFICATION ON THE BASIS OF THE FASTEST MODE OF APPLYING
JOB

Opinion

No of respondents

Frequency

Strongly agree

20

Agree

18

60

Neutral

20

30

100

Disagree
Strongly Disagree
Total
Source: Primary Data
INFERENCE
From Table 4.6 it is found that 20% of the recruiters strongly agreed, 60% agreed, and
20% neutrally said that online recruitment is the fastest mode for applying job.

42

CHART 4.6
CLASSIFICATION ON THE BASIS OF THE FASTEST MODE OF APPLYING
JOB

Fastest mode of applying job


Frequency

Strongly Disagree

Disagree
Neutral

20%
60%

Agree
Strongly agree

20%

43

TABLE 4.7
CLASSIFICATION ON THE BASIS OF E-RECRUITMENT COST SAVING
ACTIVITY FOR ORGANISATION
Opinion
No. of Respondents
Strongly agree
7
Agree
18
Neutral
5
Disagree
Strongly
Disagree
Total
30
Source: Primary Data

Frequency
23.3
60
16.7

100

INFERENCE
From Table 4.7 it is found that 23.3% of the recruiters strongly agreed and 60% agreed
and 16.7% of them fairly agreed that e-recruitment is the cost saving activity for the
organization.

44

CHART 4.7
CLASSIFICATION ON THE BASIS OF E-RECRUITMENT COST SAVING
ACTIVITY FOR ORGANISATION

Cost saving Activity


Strongly agree

Agree

Neutral

17%

Disagree

23%

60%

45

Strongly Disagree

TABLE 4.8
CLASSIFICATION ON THE BASIS OF REDUCTION IN RECRUITMENT
COST

Opinion
No. of Respondents
Strongly agree
12
Agree
15
Neutral
3
Disagree
Strongly
Disagree
Total
30
Source: Primary Data

Frequency
40
50
10

100

INFERENCE
From Table 4.8 it is found that 40% of the respondents strongly agreed and 50% agreed
and 10% of them fairly agreed that e-recruitment reduce the recruitment cost.

46

CHART 4.8
CLASSIFICATION ON THE BASIS OF REDUCTION IN RECRUITMENT
COST

Reduction in recruitment cost


Series1
50%
40%

10%

Strongly
agree

Agree

Neutral

47

Disagree

Strongly
Disagree

TABLE 4.9
CLASSIFICATION ON THE BASIS OF REDUCTION IN EMPLOYEE
TURNOVER

Opinion
Strongly agree
Agree
Neutral
Disagree
Strongly Disagree
Total
Source: Primary Data

No. of Respondents
4
6
19
1

Frequency
13.3
20
63.3
3.3

30

100

INFERENCE
From Table 4.9 it is found that 13.3% of the respondents strongly agreed, 20% agreed,
63.3% fairly agreed and 3.3% disagreed that e-recruitment leads to reduction in employee
turnover.

48

CHART 4.9
CLASSIFICATION ON THE BASIS OF REDUCTION IN EMPLOYEE
TURNOVER

Reduction in E'ee Turnover


Strongly agree

Agree

Neutral

Disagree

3% 13%

20%
64%

49

Strongly Disagree

TABLE 4.10
CLASSIFICATION ON THE BASIS OF JOB PORTALS & SOCIAL NETWORK
MORE ACCESSIBLE

Opinion

No of respondents

Frequency

Strongly agree

19

63.3

Agree

11

36.7

30

100

Neutral
Disagree
Strongly Disagree
Total
Source: Primary Data
INFERENCE
From Table 4.10 it is found that 63.3% of the recruiters strongly agreed and 36.7%
agreed that job portals and Social networking site more accessible for the candidates.
.

50

CHART 4.10
CLASSIFICATION ON THE BASIS OF JOB PORTALS & SOCIAL NETWORK
MORE ACCESSIBLE

Jobprotals and social networking


Accessible for candidates
Frequency

63.3%
36.7%

Strongly
agree

Agree

Neutral

51

Disagree

Strongly
Disagree

TABLE 4.11
CLASSIFICATION ON THE BASIS OF QUALIFIED CANDIDATE IN
COMPETITIVE MARKET

Opinion

No of respondents

Frequency

Strongly agree

Agree

27

Neutral

14

46

Disagree

20

30

100

Strongly Disagree
Total
Source: Primary Data
INFERENCE
From Table 4.11 it is found that 7% of the recruiter strongly agreed, 27% agreed and
46% of them neutrally said the e-recruitment give the quality candidate in the competitive
market and 20% disagreed about the quality candidate.
.

52

CHART 4.11

CLASSIFICATION ON THE BASIS OF QUALIFIED CANDIDATE IN


COMPETITIVE MARKET

Frequency
7%
20%

Strongly agree

Agree

27%

Neutral
Disagree
Strongly Disagree
46%

53

TABLE 4.12
CLASSIFICATION ON THE BASIS OF FOR ORGANIZATION SUCCESS

Opinion

No of respondents

Frequency

Strongly agree

10

Agree

13

43.3

Neutral

14

46.7

30

100

Disagree
Strongly Disagree
Total
Source: Primary Data
INFERENCE
From table 4.12 it is found that 10% of the recruiter strongly agreed, 13% agreed and
46.7% of them neutrally said the e-recruitment helps the success of the organization.
.

54

CHART 4.12
CLASSIFICATION ON THE BASIS OF FOR ORGANIZATION SUCCESS

Organisatin Success
50
40
30
Frequency

20
10
0
Strongly
agree

Agree

Neutral

Disagree

55

Strongly
Disagree

TABLE 4.13
CLASSIFICATION ON THE BASIS OF IMPACT OF E-RECRUITMENT

Impacts
No. of Successful
candidates

No of respondents

Frequency

23.3

30

14

46.7

30

100

Cost per hire


Time taken to close
position
Candidate& E'er
satisfaction
All the above
Total
Source: Primary Data

INFERENCE
From table 4.13 it is found that 46.7% of the recruiters agreed that impact of erecruitment are No. Of successful candidates, Cost per hire, time taken to close position,
Candidates and employer satisfaction and 30% of the recruiter said that candidate and
Employer satisfaction
.

56

CHART 4.13
CLASSIFICATION ON THE BASIS OF IMPACT OF E-RECRUITMENT

Impact of E-recruitment
Frequency
46.7
30
23.3

No.of
Successful
candidates

Cost/hire

Time taken Candidate&


to close
E'er
position
satisaction

57

All the
above

TABLE 4.14
CLASSIFICATION ON THE BASIS OF KEY LIMITING FACTOR OF ERECRUITMENT

Limiting Factors
Cultural Approach

No of respondents

Frequency

20

6.7

19

63.3

10

30

100

Lack of Knowledge
Internet Usage
CV over flow
Commitment of
senior mgt
Total
Source: Primary Data

INFERENCE
From Table 4.14 it is found that the Key limiting factor are CV over flow, 20% is due to
cultural approach, 10% said Commitment of senior management and 2% said that due to
internet usage.
.

58

CHART 4.14
CLASSIFICATION ON THE BASIS OF KEY LIMITING FACTOR OF ERECRUITMENT

Key limiting factor of e-recruitment


Cultural approach

lack of knowledge

Internet usage

CV over flow

Commitment of senior mgt.

10%

20%

7%

63%

59

4.15 CLASSIFICATION OF RESPONDENTS ON THE BASIS OF PREFERED OVER


RECRUITMENT WEBSITE
The statistical tool Garrett ranking is applied to analyze the preferred online recruitment
website type. The table: 4.15 shows, the rank assigned by the respondents for the most
preferred type.

S.No

Particulars

Total Score

Rank

Percentage

Naukri

2078

27.4

Shine

1947

II

25.7

Magnes Jobs

1510

III

19.9

Monster

930

12.3

LinkedIn

1095

IV

14.48

Source: Primary data

INFERENCE
Table (4.15) defined that the respondents has given the first rank to Naukri, second
rank and third rank had been given Shine, Magnes Jobs and fourth, fifth to LinkedIn and
Monster respectively.

60

CHART 4.15
CLASSIFICATION OF RESPONDENTS ON THE BASIS OF PREFERED OVER
RECRUITMENT WEBSITE
Percentage
27.4

25.7
19.9
14.48
12.3

Naukri

Shine

Magnes Jobs

61

Monster

LinkedIn

TABLE 4.16
TABLE SHOWING THE WEIGHTED AVERAGE OF FACTORS INFLUENCING
E-RECRUITMENT
Factors
influencing ERecruitment

Strongly
Agree

Strongly
Agree Neutral Disagree Disagree WX

WX/W

Rank

(5)

(4)

(3)

(2)

(1)

19

117

7.8

III

18

122

8.1

II

12

15

129

8.6

19

115

7.6

IV

14

11

114

7.7

16

113

7.5

VI

Qualified
Candidate
Cost saving than
news paper Ads
Reduction of
recruitment cost
Time saving in
collecting the
quality of resume
Increase the
performance of the
organization
Reduction in
employment turn
over

62

From the above table it can be inferred as following


Rank

Factors influencing E-Recruitment

Reduction in recruitment cost

Cost saving than news paper Ads

Qualified Candidates

Timesaving in collecting the quality of resume

Increase in performance of the organization

Reduction in employment turnover

INFERENCE
From the above table it is inferred that the highest ranked factor influencing e-recruitment is
Reduction in Recruitment cost and Reduction in employment turnover ranked 6th .

63

CORRELATION
Correlation between large pool of candidates through e-recruitment and
performance of the organization
H0 = there is no relationship between large pool of candidate and performance of the
organization
H1= there is relationship between large pool of candidate and performance of the organization

TABLE 4.17
Large Pool of
candidates

Large Pool of
candidates

Performance of the
organisation

Pearson
correlation
Significance
N
Pearson
correlation
Significance
N

Performance of the
organization

1.00
30
.27
.152
30

.27
.152
30
1.00
30

INFERRENCE:
The above table shows that correlation between large pool of candidates through erecruitment and performance of the organization about e-recruitment system. The coefficient
of correlation value is -.27 and sig value (2 tailed) is 0.152. Since the value of P is greater than
0.05 (0.152 > 0.05) therefore we accept the null hypothesis and conclude that no relationship
between large pool of candidate and performance of the organization.

64

REGRESSION

Comparison between corporate image for e-recruitment and the large pool of
candidates collected through e-recruitment

Ho There is no relationship between corporate image for e-recruitment and the


large pool of candidates collected through e-recruitment

H1 - There is relationship between corporate image for e-recruitment and the


large pool of candidates collected through e-recruitment
TABLE 4.18
Model Summary

Model

R Square
0.02

Adjusted R Square

.000016

Std. Error of the


Estimate

-.04

.73

a. Predictors: (Constant), Corporate image

ANOVAb
Sum of
Squares

Model
1

Regression

df

Mean Square

0.00

.00

Residual

14.96

28

.53

Total

14.97

29

a. Predictors: (Constant), Corporate


image
b. Dependent Variable: Large pool of candidates

65

Sig.
0.01

.928

Unstandardized
Coefficients
Model

Standardized
Coefficients

Std. Error

Beta

Sig.

(Constant)

1.94

.37

.00

5.25

.000

Corporate
Image

0.01

.15

.02

.09

.928

a. Dependent Variable: Better to avoid sarcastic remarks

INFERENCE
Since the value of P is greater than 0.05 (0.928 > 0.05) therefore the null hypothesis is
accepted and conclude that there is no significant relationship between Corporate Image and
large pool of candidates collected through e-recruitment.

66

CHI-SQUARE TEST

Comparison between time saving to collect quality resume and the Quality
of the candidate

Ho There is no relationship between time saving to collect quality resume and the Quality
of the candidate
H1 - There is relationship between time saving to collect quality resume and the Quality of
the candidate
Significance level is 0.05
Test Statistics:
Table 4.19

Statistics
Pearson Chi square
between time saving
to collect quality
resume and the
Quality of the
candidate

Value

DF

Significance

2.28

0.684

Inference:
Since the P-value (0.684) is greater than the significance level (0.05), we cannot accept the
null hypothesis. Thus, we conclude that there is a relationship between time saving to collect
quality resume and the Quality of the candidate

67

CHAPTER-5

5.1 FINDINGS

It is found that 70% of the respondents are female.

It is observed that 46.7% of the respondents fall under age category 20-25.

It is found that 73.3% of the respondents had completed their PG.

76% of the respondents are Executives.

It is noted that 50% of the respondents are sourcing through Job portals, Social network,
and Employee referrals.

It is found that 46.7 % of the respondents agreed that e-recruitment effective than old
traditional method.

40% of the respondents agreed that e-recruitment support the qualified candidate in the
organization.

60% agreed that online recruitment is cost saving activity.

50% of the respondents agreed that e-recruitment reduce recruitment cost.

63.3% of the respondents fairly agreed that e-recruitment leads to reduction in employee
turnover.

It is found that 63.3% strongly agreed that applying through job portal and Social website
more accessible for the candidates.

It is observed, 46.7% of the respondents neutrally agreed that e-recruitment give qualified
candidate in the competitive market.

It is inferred, 46.3% of the respondents neutrally agreed that organization get success
through e-recruitment.

68

It is found that 46.7% of the respondents agreed that no. of successful candidates, cost per
hire, time taken to close position and candidate and employer satisfaction are the impact
of e-recruitment.

It is observed that 63.3% of the Key limiting factors of e-recruitment are CV over flow;
especially those not match with job profile.

The recruiters give first rank to naukri for preference over e-recruitment website.

From the weighted average it shows that first rank for reduction in recruiting cost and
least to reduction in employee turnover.

There is no relationship between large pool of candidate and performance of the


organization.

There is positive regression between the corporate image and the large pool of candidates.

It is inferred that there is a relationship between time saving to collect the resume and
quality of the candidate

69

5.2 SUGGESTIONS

Based on the above findings the researcher recommends that:

Monthly analysis of this process be made like how genuine are the profile, how many
candidates have been placed.

E-recruitment multiple level of security to avoid duplication, and genuine profiles.

Very secured online chat is advisable for the recruiters and the candidates for handling
enquiries.

70

5.3CONCLUSION
.

The study was conducted to kow the effectiveness of e-recruitment or online recruitment.
Specifically, the study aimed to determine the extent of recruitment done through the
electronic medium, to identify the services and operation of major job portals. This project
can go for further research on the perception of candidates.

71

REFERENCES
http://majidmehmood5.blogspot.in/2013/06/questionnaire.html
http://www.slideshare.net/sandeepmudgal/e-recruitment-and-selection-process-of-halinfotech
http://www.iese.edu/research/pdfs/DI-0439-E.pdf
https://diuf.unifr.ch/main/is/sites/diuf.unifr.ch.main.is/files/documents/studentprojects/S-2014_Celine_Deillon_0.pdf
http://www.researchersworld.com/vol3/issue3/vol3_issue3_2/Paper_05.pdf
http://www.ijaiem.org/Volume3Issue11/IJAIEM-2014-11-07-17.pdf
https://books.google.co.in/books?id=jVgGAQAAQBAJ&pg=PA401&lpg=PA401&dq=A
pplicant+preferences+for+Webbased+versus+traditional+job+postings&source=bl&ots=hHPRK6fuwz&sig=Pm4zeXe5
VzmLWvXVQaW9WcSsIA&hl=en&sa=X&ved=0ahUKEwi0_6fypfnJAhUBkY4KHTB
WCLAQ6AEIRTAI#v=onepage&q=Applicant%20preferences%20for%20Webbased%20versus%20traditional%20job%20postings&f=false
http://www.jiit.ac.in/uploads/Synopsis%20-%20Vinky%20Sharma.pdf

72

ANNEXURE

A study on E-Recruitment in HR with special reference to Magnes HR


Consultants
1. Name:
2. Age: 20-25

25-30

3. Gender: Male

30-35

35-40

Above 40

Female

4. Qualification: School

Diploma

5. Designation: Executive

UG

TL

PG

Manager

Ph.D
Tele caller

Admin

6. How the candidates are mostly sourced from?


Job portals
All the above

Employee referrals

Social media

Any other Please sepcify

7. Rank the recruitment website according to the


Naukri
Shine
Magnes jobs
Linkedin
Monster

8. Do you agree that e-recruitment is the fastest mode is to apply for job?
Strongly Agree

Agree

Neutral

Disagree

Strongly disagree

9. Do you think that E-Recruitment is an effective way to gather quality resumes than
the old traditional method of gathering?
Strongly Agree

Agree

Neutral

73

Disagree

Strongly disagree

10.
Do you agree that E-Recruitment supports in bringing better qualified
candidates in an organization?
Strongly Agree

Agree

Neutral

Disagree

Strongly disagree

11. Do you agree that large pool of candidates can be collected through e-recruitment?
Strongly Agree

Agree

Neutral

Disagree

Strongly disagree.

12. Do you agree that posting of jobs online is cost saving activity for the organization
instead of advertising in the newspaper?
Strongly Agree

Agree

Neutral

Disagree

Strongly disagree

13. Do you agree that E-Recruitment reduces the Recruitment and Selection cost?
Strongly Agree

Agree

Neutral

Disagree

Strongly disagree

14. Do you agree that E-Recruitment saves time in collecting quantity of Resumes?
Strongly Agree

Agree

Neutral

Disagree

Strongly disagree

15. Do you agree that qualified candidate hired through E-Recruitment increases the
performance of an organization?
Strongly Agree

Agree

Neutral

Disagree

Strongly disagree

16. Do you agree that qualified candidate recruited through E-Recruitment leads to
the reduction in employee turnover?
Strongly Agree

Agree

Neutral

Disagree

Strongly disagree

17. Do you agree that applying through job portals and social networking sites is more
accessible to the candidates?
Strongly Agree

Agree

Neutral

Disagree

74

Strongly disagree

18. Do you agree that in the competitive market E-Recruitment helps in recruiting
qualified candidate?
Strongly Agree

Agree

Neutral

Disagree

Strongly disagree

19. Do you agree that E-Recruitment plays an important role in organization success?

Strongly Agree

Agree

Neutral

Disagree

Strongly disagree

20. Do you agree that corporate image is the reason for preferring E-Recruitment by
the company
Strongly Agree

Agree

Neutral

Disagree

Strongly disagree

21. Which are the following measures is mostly used to evaluate the impact of Erecruitment?
Number of successful applicants
Cost per hire
Time taken to close position
Candidate satisfaction
Employer satisfaction

22. According to you the key limiting factor to e-recruitment is:


Cultural approach towards the organisation towards recruitment
Lack of knowledge about e- recruitment
Internet usage by target audience
CV over flow, especially those not match with job profile

75