Recruitment & Selection

A DISSERTATION REPORT ON AN ANALYTICAL STUDY OF Recruitment And Selection Process

At
Pragathi consultancy Services (PCS) Submitted to Periyar University in partial fulfillment of the Requirement for
MASTER OF BUSINESS ADMINISTRATION

Under the Guidance of Mr. Santosh Branch Manager Pragathi Consultancy Service
Bangalore.

Mr.GG Pai Faculty Guide

Bangalore

By
Karthick S

(Reg No 05DBIA1049)

Recruitment & Selection

SSR College of Science , Commerce &MANAGEMENT Study Center:Periyar University BANGALORE

CERTIFICATE
This is to certify that the Dissertation Titled An analytical study of Recruitment & Selection at Pragathi Consulatancy Services. is based on an Original Project Study conducted by Mr.Karthick S of IV semester MBA Programme under the Guidance of Mr. GG.PAI This dissertation is based on original Research and has not formed basis for the award of any other Degree/Diploma By Periyar University.

(GG Pai)
Professor and Director-MBA

Recruitment & Selection

CERTIFICATE
This is to certify that the Dissertation entitled An

analytical study of Recruitment And Selection Process

Undertaken At

Pragathi Consultancy Services.

Bangalore
Submitted in Partial Fulfillment of the Requirement for the Award of the Degree of Master of Business Administration, Is a bonafide work carried out by Karthick S Reg No 05DBIA1047
UndermysupervisionandguidanceandthatnopartofthisreporthasbeensubmittedfortheawardofanyotherDegreeandthework hasnotbeenpublishedinanyscientificorpopularmagazines.

Mr.Giri

Recruitment & Selection Course Coordinator, MBA

STUDENT DECLARATION

I hereby declare that the Project Report or the DISSERTATION entitled

An analytical study of Recruitment And Selection Process

Undertaken at

Pragathi consultancy Services (PCS) Under the Guidance of

Mr. Santosh Avadhani Branch Manager Praghathi consultancy services
Bangalore.

Mr.GG Pai Faculty Guide SSRC

Bangalore

Recruitment & Selection

Submitted in partial fulfillment of the Requirement for the award of the Degree of Master of Business Administration, to Periyar University Is the result of my own effort and has not been submitted to any other institution for the award of any degree

Place: Bangalore
Date:

Karthick S

Recruitment & Selection

Recruitment & Selection SSR College of Science , Commerce &MANAGEMENT Study Center:Periyar University BANGALORE

CERTIFICATE

This is to certify that the Dissertation entitled An analytical study of

Recruitment

And Selection Process

in Praghathi Consultancy Services submitted by Karthick S in fulfillment to requirements for the Degree of Masters of Business Administration is based on the results carried out by her under my guidance and supervision.

Bangalore Date:

Signature

GG Pai

Recruitment & Selection

Faculty MBA

ACKNOWLEDGEMENT

I am pleased to record my gratitude and sincere thanks to my guide Prof. GG Pai faculty guide, SSRC, Bangalore for his sincere guidance and valuable assistance for completing this report. I would like to express my sincere thanks to mr.Giri Course coordinator SSRC, Bangalore-Periyar University for giving this opportunity. I also take this moment to express my gratitude to Mr.BV Raghunath ,Bangalore. I am also indebted to my parents and friends for their support for completing this project successfully. , , HR & Admin Professional

Recruitment & Selection

TABLE OF CONTENTS

Recruitment & Selection

Chapter Particulars No. Certificate from the Organization Certificate from the College Declaration Acknowledgement 1 Introduction 2 Company Profile 3 Research Methodology 4 Data Analysis 5 Findings From the Study 6 Suggestions and Recommendations 7 CONCLUSION 8 BIBLIOGRAPHY 9 ANNEXURE

Page No.

Introduction to HRM Evolution of HRM

Recruitment & Selection

Earlier references: In western countries HRM had its primitive beginning in 1930s. Not much thought was given on this subject in particular and no written records or documents interesting to note HRM concepts was available, in ancient philosophies of Greek, Indian and Chinese. This is not to suggest that industrial establishment and factories system, as it is known today, existed in ancient Greece, India or china. The philosophy of managing human being, as a concept was found developed in ancient literatures in general and in Indian philosophy in particular. Personnel functions: Till 1930s, it was not felt necessary to have a separate discipline of management called Personnel management. In fact, this job was assigned as part of the factory manager. Adam Smiths concept of factory was that it consists of three resources, land, labour and capital. This factory manager is expected to procure, Process and peddle labour as one of the resources. The first time when such a specialist person was used; it was to maintain a buffer between employer and employee to meet the legitimate need of employees. However, it is the employer who decided what is legitimate need of employees. In fact, the specialist person was more needed to prevent unionization of employees. This was the case before 1930-s all over the world. Environmental Influences on HRM: Since 1930s, certain developments took place, which greatly contributed, to the evolution and growth of Human Resources Management (HRM). These developments are given below: Scientific Management Labour Movements Government Regulations.

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Need for the Study : Shortage of skills. Skills and knowledge people are always on short supply. Alternatively they are too costly to hire from outside. The best alternative is to improve skill and knowledge of existing employees. Technological Obsolescence. Growth of technology takes places very fast. This will render current technology obsolete in the future. There is a great need to upgrade technology. This needs suitable training. Personal Obsolescence. At the time recruitment employees possess a certain of knowledge and skill. As time passes knowledge becomes obsolete, unless it is updated by proper training. This happens because of changes taking place in product technology, production methods, procurement of better machines, setting up of modern production lines, introduction of modern method of supervision and information processing through MIS and EDO.. Organization Obsolescence. Modern management has introduced a number of innovative steps in functions of management like planning, organizing, controlling, coordinating and directing. Organization which is impervious to such changes is bound to fail and become obsolete. Upgrading Ability of Threshold workers. Public policy provides reservation to disadvantaged sections of the society like handicapped, minorities and dependents of deceased workers etc. All these are threshold workers having less than minimum prescribed level of knowledge and skill. They require extensive training to bring them up to the minimum level of performance standard.

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Coercive training by government. In order to provide better employability chances of unemployed youth, certain governments taken initiative to mobilize resources available at pubic/government and private sectors to outside candidates. One such example is the Apprentice Training conducted by govt. of India. A part of expenditure incurred for this by private sectors are reimbursed by government. Human capital The latest thinking is to treat employees as human capital. The expenditure involved is training and developments are now being considered as an investment.

Scope of Human Resource Management The Scope of HRM is in deed fast. All major activities in the working life of worker from time of his entry in an organization until he / she leaves, come under the preview of HRM. Specifically, the activities included are Human Resource planning, Job analysis and design, Recruitment, Selection, Orientation and placement, Training and development, Performance appraisal and Job evaluation, employee and executive remuneration and communication, employee welfare, safety and health, industrial relations and the like. HRM is becoming a specialized branch giving rise to a number of specialized areas like : Staffing Welfare and Safety Wages and Salary Administration

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Training and Development Labour Relations Nature of Human Resource Management

Prospects of HRM

Employee hiring

Industrial Relations

Human Resource Management

Employee and executive Remuneration

Employee Maintenance

Employee Motivation

Scope of HRM Human Resource Management in PCS : Personnel/Human Resource of an undertaking is its important constituent. Efficiency, Profitability and in fact the very existence of the undertaking will depend on this constituents. Co-operation and dedication in performance on the part of its personnel ends in the accomplishment of its objectives. Therefore human resource is of immense importance since it involves matters such as identifying, placing, evaluating, and developing individuals at work and maintaining effective multilateral communication systems. Human resources along with financial and material resources contribute to production of goods and services in an organization.. In short HRM may

Recruitment & Selection

be defined as the art of procuring, developing and maintaining competent workforce to achieve the goals of an organization in an effective and efficient manner. Objectives of the HRM are to secure the following: 1. Industrial peace: This is secured by excellent union management relations, healthy inter-personal relationships, and promoting participative management style and good industrial and labour relations. 2. Achieve High Productivity: The underlying objective brings to increase the quantity or volume of the product or service for a given input, productivity improvement programme is very significant in a competitive environment. 3. Better quality of working life of employees: This involves both intrinsic and extrinsic factors connected with work. 4. Obtain and sustain competitive advantage through empowerment : continuous improvement and innovative steps being the two essential ingredients to achieve and sustain competitive advantage, todays industries are knowledge based and skill intensive. 5. Cordial relationship between the employer and employees. 6. Personnel research functions. 7. Proper orientation and introduction to the new employees. BACKGROUND SCENARIO William James of Harvard University estimated that employees could retain their jobs by working at a mere 20-30 percent of their potential. His research led him to believe that if these same employees were properly motivated, they could work at 80-90% of their capabilities. Behavioral science concepts like motivation and enhanced productivity could well be used for such improvements in employee output. Training could be one of the means used to achieve such

Recruitment & Selection

improvements through the effective and efficient use of learning resources. Training and development has been considered an integral part of any organization since the industrial revolution era. From training imparted to improve mass production to now training employees on soft skills and attitudinal change, training industry has come a long way today. In fact most training companies are expecting the market to double by the year 2007, which just means that the Indian training industry seems to have come of age. Organization and individual should develop and progress simultaneously for the their survival and attainment of mutual goals. So, every modern management has to develop the organization through human resource development. Employee training is the most important sub-system of human resources development. Training is a specialized function and one of the fundamental operative functions for human resources management. The market is unofficially estimated to be anywhere between Rs 3000 crores and Rs 6000 crores. What is surprising is that the Indian companies. Perception regarding corporate training seems to have undergone a sea-change in the past two years, with most companies realizing it to be an integral part of enhancing productivity of its personnel. While MNC.s with their global standards of training are the harbingers of corporate training culture in India, the bug seems to have bitten most companies aiming at increasing their efficiency. According to Ms Pallavi Jha, Managing Director, Walchand Capital and Dale Carnegi Training India, "The Indian training industry is estimated at approximately Rs 3,000 crores per annum. The NFO study

Recruitment & Selection

states that over a third of this is in the area of behavior and soft skills development. With the exponential boom in the services sector and the emergence of a full-fledged consumer-driven market, human resources have become the key assets, which organizations cannot ignore. With soft skills training gaining so much momentum, it.s imperative to understand if it serving the right purpose or not. With this background, I plan to research if training indeed is proving to be effective in the behavioral area. The following steps must form the basis of any training activity: Determine the training needs and objectives. Translate them into programs that meet the needs of the selected trainees. Evaluate the results.

There are few generalizations about training that can help the practitioner. Training should be seen as a long term investment in human resources using the equation given below: Performance = ability (x) motivation Training can have an impact on both these factors. It can heighten the skills and abilities of the employees and their motivation by increasing their sense of commitment and encouraging them to develop and use new skills. It is a powerful tool that can have a major impact on both employee productivity and morale, if properly used.

Recruitment & Selection

Introduction Recruitment
Recruitment refers to the process of finding possible candidates for a job or function, usually undertaken by recruiters. It also may be undertaken by an employment agency or a member of staff at the business or organization looking for recruits. Advertising is commonly part of the recruiting process, and can occur through several means: through online, newspapers, using newspaper dedicated to job advertisement, through professional publication, using advertisements placed in windows, through a job center, through campus graduate recruitment programs, etc. Suitability for a job is typically assessed by looking for skills, e.g. communication skills, typing skills, computer skills. Evidence for skills required for a job may be provided in the form of qualifications (educational or professional), experience in a job requiring the relevant skills or the

Recruitment & Selection

testimony of references. Employment agencies may also give computerized tests to assess an individual's "off-hand" knowledge of software packages or typing skills. At a more basic level written tests may be given to assess numeric and literacy. A candidate may also be assessed on the basis of an interview. Sometimes candidates will be requested to provide a rsum (also known as a CV) or to complete an application form to provide this evidence.

Recruitment & Selection

Recruitment Policy
Contents
1 2 3 4 Introduction Objectives Scope Principles 4.1 Awareness and training 4.2 Conflict of Interest 4.3 Identifying vacancies 4.4 Authorisation of positions 4.5 Advertisement 4.6 Selection processes 4.7 Feedback 4.8 Confidentiality 4.9 Offers of employment 4.10 Retention of Records Responsibilities Review Associated Policies and Procedures Definitions

5 6 7 8

1
1.1

Introduction

1.2 1.3

The School of Oriental and African Studies (the School) is committed to equality o opportunity in recruitment, selection, promotion and all other areas of employment. This Policy is underpinned by Procedures and Good Practice Guidelines which form the basis for its implementation. This Policy and associated Procedures aim to attract high calibre staff to the School by ensuring that recruitment and selection processes are effective, systematic, equitable and promote equality of opportunity. . . . Back to Top

2
2.1 2.2

Objectives

To ensure that recruitment and selection exercises meet the School's operationa and strategic requirements. To ensure that all appointments are made on the basis of suitability for the positio by assessment of evidence against the selection criteria for the post.

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Recruitment Plan -TABLE OF CONTENTS
I. Commitment to Equal Employment Opportunity.......................................................... 1 II. Dissemination of Equal Employment Opportunity Policy.............................................. 2 III. Responsibility for Implementation of Equal Employment Opportunity Program............. 3 IV. Identification of Areas of Concern and Resolution....................................................... 5 V. Establishment of Goals................................................................................................ 6 VI. Development and Execution of Proactive Activities...................................................... 7 VII. Monitoring Implementation of Equal Employment Opportunity Program....................... 9 VIII. Design and Implementation of Internal Audit and Reporting Systems .......................... 10 IX Compliance with Sex Discrimination Guidelines......................................................... 12 X. Guidelines on Discrimination Because of Religion or National Origin .......................... 14 XI Workforce Analysis by Department .......................................................................... 15 XII. Analysis of Major Job Groups.................................................................................. 49
Page 3

Commitment to Equal Employment Opportunity (EEO)

It has been, and will continue to be, the policy of The University of Texas System Administration (U. T. System Administration) to be an equal opportunity employer. U. T. System Administrations official EEO policy statement is included on page 15. In keeping with this policy, U. T. System Administration will continue to recruit, hire, train, and promote into all job levels the most qualified persons without regard to race, color, religion, gender, national origin or sexual orientation. Similarly, U. T. System Administration will continue to administer all other personnel matters (such as compensation, benefits, transfers, layoffs, system administration training, education, and social and recreational programs) in accordance with University policy. See Policy I.150 "Equal Employment Opportunity." U. T. System Administration strives to base employment decisions on objective standards to enhance

Recruitment & Selection

equal employment opportunity.
Page 4

Dissemination of Equal Employment Opportunity Policy

U. T. System Administration shall take appropriate steps to internally and externally disseminate its Equal Employment Opportunity Policy. INTERNAL DISSEMINATION U. T. System Administration will continue to make its Equal Employment Opportunity Policy known internally by: 1. Ensuring that the Chancellor's annual reaffirmation of policy is communicated to all employees by means of an executive memorandum. 2. Including information concerning U. T. System Administration's equal employment opportunity policy in the Regents Rules and Regulations and in the U. T. System Administration Office of Human Resources System Policy Memoranda. 3. Disseminating the policy during new employee orientation sessions. 4. Posting required Federal and State Law Posters within the U. T. System Administration facilities. 5. Including the logo "Equal Opportunity Employer" in all internal recruitment announcements, job listings, position advertisements, and memorandums. 6. Publishing the Equal Employment Opportunity Policy in the U. T. System Administration Classified Pay Plan. EXTERNAL DISSEMINATION U. T. System Administration will continue to disseminate its policy externally by: 1. Including U. T. System Administrations Equal Employment Opportunity Policy on the application for employment forms and other materials provided to prospective employees. 2. Including the logo "Equal Opportunity Employer" in all external recruitment announcements, job listings, and position advertisements. 3. Informing all recruiting sources in writing of U. T. System Administration's EEO Policy.
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Responsibility for Implementation of Equal Employment Opportunity Program

Responsibility for implementation of U. T. System Administration's policy on Equal Employment Opportunity Program rests with the Chancellor. The Chancellor delegates the responsibility of coordinating U. T. System Administration's compliance to the Director of the Office of Human

Recruitment & Selection

Resources who has the full support of executive management. General responsibility for implementation of the policy rests with U. T. System Administration officials, as well as its employees. 1. Duties of the Office of Human Resources The duties of the Office of Human Resources include, but are not limited to: a. Reviews policies and procedures, and recommends changes as necessary to ensure nondiscriminatory effect or intent. b. Develops policy statements and internal and external communication techniques. c. Assists department supervisors in the identification and resolution of areas of concern. d. Ensures compliance with federal, state, and local laws of nondiscrimination in all hiring and recruitment strategies. e. Designs and implements audit and reporting systems that measure the effectiveness of U. T. System Administrations EEO programs through statistics and demographics. f. Serves as liaison between U. T. System Administration and local, federal, and state compliance and enforcement agencies. g. Serves as liaison between U. T. System Administration and minority and women's organizations, and community action groups concerned with employment opportunities of minorities and women. h. Informs management of the latest developments in the area of equal opportunity. i. Analyzes employment practices and procedures and reviews documents related to the employment processes, in order to ensure consistency with U. T. System Administration's Equal Employment Opportunity Policy and Americans with Disabilities Act (ADA) guidelines. j. Maintains and analyzes applicant flow data to ensure equal access to employment opportunities. k. Prepares all required government reports related to equal employment opportunity.
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l. Accommodates individuals seeking information on U. T. System Administration's policies and procedures on equal employment opportunity. m. Serves as respondent to allegations of employment discrimination brought against U. T. System Administration. 2. Duties of Department Supervisors a. Identifies areas of concern and underutilization as it applies to compliance with policies and procedures, in order to establish departmental goals and objectives to ensure that equal employment opportunity exists. b. Performs periodic audits of training programs and hiring and promotion patterns in order to attain departmental goals and objectives.

Recruitment & Selection

c. Conducts regular discussions with supervisors and employees to be certain that U. T. System Administration's policies and procedures are being followed. d. Reviews qualifications of all employees under their supervision to ensure that women and minorities are given full opportunities for promotions, transfers, and training. e. Ensures that supervisors foster an supportive environment related to recruitment, promotions, transfers and training. f. Encourages minority and female employees to participate in all educational, training, recreational, and social activities sponsored by U. T. System Administration. g. Includes qualified women and minorities in committees, job assignments, and other activities that might serve to enhance individual potential or professional development.
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Identification of Areas of Concern and Resolution

In an effort to assist in the identification and resolution of areas of concern, the Office of Human Resources' on-going audit process includes an analysis and review of the following personnel matters. 1. Analysis of the workforce by ethnicity and gender. 2. Analysis of applicant flow by ethnicity and gender. 3. Review of the hiring and selection processes including job descriptions, job titles, worker specifications, application for employment forms, pre-employment forms, test administration and validity, interview procedures, referral procedures, final selection process, and similar factors. 4. Review of transfer and promotion practices. 5. Review of training programs. 6. Review and update, as required, Federal, and State law posters to include review of policy statements. 7. Equal Employment Opportunity program evaluation system. 8. Participate as a member on the U. T. System Administration Compliance Committee.
Page 8

Establishment of Goals
Our goal will be to ensure objectivity, consistency, uniformity and job relatedness through design and implementation of appropriate personnel policy and procedural systems that affect the equal employment opportunities of the U. T. System Administration employees and applicants for employment.

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Development and Execution of Proactive Activities
It is the responsibility of U. T. System Administration to identify proactive activities that will assist in the development of an Equal Employment Opportunity program. U. T. System Administration seeks to establish a long-range EEO program that will include expanded recruitment efforts and retention of women and minorities in its workforce, and to eliminate impediments to the attainment of U. T. System Administration's EEO goals. 1. Selection Process a. U. T. System Administration reviews job descriptions in order to ensure that they accurately reflect position functions and are consistent for the same position from one location to another. b. U. T. System Administration has validated job specifications for each job title in each department using only job performance criteria. These specifications are nondiscriminatory with respect to race, color, religion, gender and national origin. c. These validated job specifications are available to all supervisors involved in the recruiting, screening, selection, and promotion process. Copies of job descriptions for job openings are available to all recruiting sources. d. U. T. System Administration provides training in hiring procedures to employees involved in the recruiting, screening, and selection of employees to ensure equal employment opportunity. When a vacancy occurs, the hiring supervisor receives training materials to ensure that these processes remain non-discriminatory. e. U. T. System Administration hiring officials are given the responsibility to assure compliance and enforcement of Equal Employment Opportunity through Human Resources Policy and Procedures Memoranda: Equal Employment Opportunity I.150 and Hiring, Promotion and Transfer Procedures I.010. f. U. T. System Administration reviews the requirements of the Office of Federal Contract Compliance Programs (OFCCP) Uniform Guidelines on Employee Selection Procedures. 2. Recruitment a. U. T. System Administration announces its vacancies nationally and locally with minority and women's organizations, including, but limited to, the Urban League, NAACP, Local Minority Chambers of Commerce, libraries, National Veterans Outreach Programs, Texas Higher

Recruitment & Selection

Education Coordinating Board, Texas Rehabilitation Commission, Texas Commission for Human Rights, and Texas Workforce Commission.
Page 10

b. Senior-level administration job vacancies are disseminated through The University of Texas Job Network (UTJOBNET). The purpose of UTJOBNET is to inform employees of upward mobility opportunities in particular senior-level administrative positions. In addition, the UTJOBNET maximizes recruitment and retention efforts that foster opportunities for qualified minorities and women. c. U. T. System Administration encourages component institutions with student enrollments to support minorities and provide opportunities that support minority graduation. An increase in the graduation rates of African American and Hispanic students enhances employment opportunities for such candidates within U. T. System Administration and component institutions. d. U. T. System Administration programs which improve employment opportunities for minorities and women are encouraged. e. U. T. System Administration participates in local and surrounding area job fairs. f. U. T. System Administration maintains a World Wide Web job site. 3. Promotions a. Promotional opportunities are posted or announced. b. Formal employee evaluation programs are provided. c. "Employee evaluations" are based on job related criteria. 4. Welfare a. U. T. System Administrations facilities and social and recreation activities are open to all employees. All employees are encouraged to participate in U. T. System Administration sponsored activities.
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Monitoring Implementation of Equal Employment Opportunity Program

U. T. System Administration has developed an on-going internal audit and reporting system to monitor decisions on employment and personnel action, which includes but is not limited to, recruitment, promotion, and transfer in order to ensure adherence to the Equal Employment Opportunity Policy. An assessment of separations from employment will also be conducted to assist with future retention of women and minority employees. The following tools have been devised to assist in the assessment of U. T. System Administration's attainment of established goals.

Recruitment & Selection

EQUAL OPPORTUNITY COMPLIANCE (EOC) FORM Hiring officials are required to complete and sign an Equal Opportunity Compliance (EOC) Form prior to making a job offer, and for change in status involving promotions and transfers. This document is reviewed by the Office of Human Resources for compliance to ensure fair hiring and selection processes and good faith efforts are being made in recruitment. YEAR-END EEO A year-end EEO report shall be compiled by the Office of Human Resources. Included in the summary are applicant activity data, referral information, new hires, promotion, transfer, reclassification, and separation information by race and gender. All reports and documentation required in recruitment, hiring and selection processes, promotions, transfers, reclassifications, and separations will be maintained in accordance with U. T. System Administration's records retention plan. EXIT INTERVIEW QUESTIONNAIRE This document is administered to separating employees by the Office of Human Resources. Exit interviews provide the opportunity to address concerns that may exist in the areas of equal opportunity, fair treatment, and/or employee retention within U. T. System Administration.
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Design and Implementation of Internal Audit and Reporting Systems

It is the responsibility of the Office of Human Resources to implement and monitor an auditing and reporting system that provides for the following: 1. Maintain accurate up-to-date records on all referrals, applicants, hires, promotions, transfers, and separations by race and gender to be certain that all employees are treated on a fair and equitable basis. a. Data on applicants who apply for vacancies is collected through the administration of the voluntary Applicant Data Flow form. This voluntary form captures the applicant's race, gender, veteran status and date of birth. An analysis by such factors is conducted in order to evaluate the effectiveness of current recruiting efforts. All information voluntarily provided is kept confidential. b. Annual analysis by race and gender within each department for each EEO-6 category is

Recruitment & Selection

conducted in order to evaluate the effectiveness of current recruiting efforts to determine if stated goals and good faith efforts are being met. c. Annual analysis by race and gender within each department for each EEO-6 category is conducted in order to review internal promotion and monitor upward mobility opportunities. d. Annual analysis by name, race, gender, job title, and reason for separation within each department for each EEO-6 category is conducted in order to identify possible areas of concern and need for remedial action. e. All separating employees are requested to complete an exit interview questionnaire administered by the Office of Human Resources. The exit interviews provide the opportunity to address areas of concerns that may exist in the areas of equal opportunity, fair treatment, and employee retention within U. T. System Administration. 2. Review all selection, promotional, and training procedures to ensure that they are nondiscriminatory. a. Hiring Officials are required to complete and sign an Equal Opportunity Compliance (EOC) Form prior to making a job offer, and for change in status involving promotions and transfers. This document is reviewed by the Office of Human Resources for compliance to ensure fair and equitable hiring and selection processes and that good faith efforts are being made in recruitment. 3. Inform executive management of the effectiveness of the EEO Policy and recommendations for improvements, if necessary.
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a. A year-end EEO report shall be compiled by the Office of Human Resources. Included in the summary are applicant activity data, referral information, new hire, promotion, transfer, reclassification, and separation information by race and gender.
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Compliance with Sex Discrimination Guidelines

It has and continues to be the policy of U. T. System Administration not to discriminate on the basis of sex. To this end, we continue to do the following: 1. Recruitment and Advertisement a. U. T. System Administration actively recruits both men and women for all jobs, unless sex is a bona fide occupational qualification. Referral sources are informed that U. T. System Administration has no specific sex preference and seeks only qualified applicants without regard to race, color, gender, religion, or national origin.

Recruitment & Selection

b. U. T. System Administration actively recruits both men and women for all jobs, unless sex is a bona fide occupational qualification. Advertisements for employment in newspapers and other media do not express a gender preference. No advertisements will be placed in columns headed "Male" or "Female." All advertisements are followed by "Equal Opportunity Employer." 2. Job Policies and Practices a. Monitor written personnel policies and procedures to assure that there shall be no discrimination against applicants for employment or employees on the basis of gender. b. Employees and applicants for employment of both sexes shall have an equal opportunity to any available job that he or she is qualified to perform. Gender is currently not a bona fide occupational qualification for any job within U. T. System Administration. c. When terms and conditions of employment are the same, no distinction is made between the sexes in regard to opportunity, wages, hours, benefits, or other conditions of employment. In the area of employer contributions for insurance, pensions, and other fringe benefits, contributions shall be the same for both sexes. d. Marital status has no basis between the treatment of male and female as it relates to employment or separation from employment. Also, U. T. System Administration does not deny employment to women with young children, nor does it terminate employees of one sex in a particular job classification upon reaching a certain age. e. U. T. System Administration provides appropriate and comparable physical facilities for both female and male employees. f. U. T. System Administration follows federal and state guidelines relative to employment. g. No difference is made between women and men as to retirement age for a particular job.
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h. Both women and men are eligible for all training programs and benefits offered by U. T. System Administration. U. T. System Administration encourages women to participate in management training programs both internal and external of U. T. System Administration. 3. Seniority System a. Gender shall not be a factor in the determination of service benefits. 4. Discriminatory Wages a. No distinction shall be made between male and female in establishment of wage schedules.

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b. No restrictions shall be made on one gender regarding certain job classifications. Proactive steps shall be taken to make jobs available to all qualified employees in all classifications without regard to gender.
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Guidelines on Discrimination Because of Religion or National Origin

1. Equal Employment Policy U. T. System Administration does the following to ensure that all applicants for employment and employees are not discriminated against because of religion or national origin: a. Reviews employment practices to determine whether members of various religious and/or ethnic groups are given equal employment opportunities. b. To ensure non-discrimination based on religion or national origin, U. T. System Administration is involved in the following outreach and recruitment activities: 1. U. T. System Administration communicates its obligation to provide equal employment opportunity without regard to religion or national origin to all employees and applicants for employment. 2. Internal procedures exist at U. T. System Administration to implement equal employment opportunity without regard to religion or national origin. 3. U. T. System Administration informs all employees and applicants for employment of its commitment to equal employment opportunity without regard to religion or national origin. 4. Recruitment sources are used to provide equal employment opportunity without regard to religion or national origin. 2. Accommodations to Religious Observations and Practice U. T. System Administration accommodates the religious observances and practices of employees except where such accommodation causes undue hardship on the conduct of U. T. System Administrations business. The extent of our obligation is determined by considering business necessity, financial costs and expenses, and resulting human resources problems. 3. Non-discrimination In implementing its EEO policy regarding non-discrimination because of religion or national origin,

Recruitment & Selection

U. T. System Administration does not discriminate against any qualified employee or applicant for employment because of religion or national origin.

Workforce Analysis by Department

Employee Group Insurance Medical and Dental Applications Center Office for Community Relations Office of Academic Affairs Office of Business Affairs Office of Business Affairs H.U.B. Development Office of Business and Administrative Services Office of Development and External Relations Office of Estates and Trusts Office of Facilities Planning and Construction Office of Federal Relations Office of Finance Office of General Counsel Office of Governmental Relations Office of Health Affairs Office of Human Resources Office of Information Resources Office of Information Technology Office of Public Affairs Office of Special Services Office of the Board of Regents Office of the Chancellor Office of the Controller Real Estate Office System Audit Office System Police System Compliance Office System Airplane Operation U.T. TeleCampus University Lands Accounting Office University Lands West Texas Operations Workers/ Compensation Insurance Division The following workforce analysis display, within each department for each job group, the total number of incumbents, the total number of make and female incumbents, and the total number of male and female incumbents by ethnicity.

Analysis of Major Job Groups

Recruitment & Selection

We have supplied an analysis of all major job groups at U. T. System Administration. Those jobs having similar content, and opportunities have been grouped into five job categories: 01 Executive/Administrative/Managerial 03 Professional 04 Clerical/Secretarial 05 Technical/Paraprofessional 06 Skilled Crafts 07 Service/Maintenance The following reflects the analysis of the major job groups by job title, ethnicity and gender.

Company Profile:

Pragathi Consultancy Services

At PCS, we energetically strive to deliver the best employment options for great companies and the associates we place within them. We serve best and respected companies by sending them the highest-quality individuals for temporary, temp-to-hire and full-time positions. Companies make Pragathi their first choice for full-time, direct hire, temp-to-hire and temporary employment agencies because we're at the forefront of the ever-changing staffing industry. We meet our clients' needs - precisely, quickly and cost-effectively with the finest talent. Young and very experienced - that's probably the best way to describe us ! Pragathi helps companies in searching, selecting and managing the ever-valuable human assets. Formed in 2005, PCS enjoys an enviable reputation for delivering efficient, effective and professional solutions to meet our IT and ITES clients diverse recruitment needs. We guide the candidates too about the best opportunities in the marketplace, and constantly advise them in their career

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progression.

Pragathi Consulting brings valuable experience to benchmark, revise, implement and preach the best practices of recruiting to our clients. We will conduct business and HR process reviews to assess what works and what doesn't within the client's unique corporate environment. Pragathi Consulting will implement methods to decrease the joining time, reduce the cost-per-hire, and propose tailored solutions to streamline your recruitment process. Our services give you the opportunity to focus your expertise where it counts - on your unique business endeavors. Our goal is to ensure that our clients succeed in meeting their hiring goals with cost-effectiveness in mind. Our recruitment performance consulting services are designed to help take your company to the next level of recruitment capability. Our recruitment consultants are all senior level recruiters with years of IT and software experience in recruiting, screening, and hiring techniques that produce lasting results in IT sector. Adopt a "Do what it takes to get the job done

Clients: Skilled, experienced, high-quality professionals are always at a premium and the competition to acquire such individuals will always be fierce, especially in these booming times. At Pragathi, we believe that by fostering a positive, professional and attractive culture, we are able to attract these candidates on behalf of our clients. Relationships are at the core of our business. To successfully match candidates to clients, we believe we have to look at more than a resume. We prefer for our consultants to meet with clients at their offices. This allows us to gain an insight into a client's working culture, as well as taking a detailed brief about their company and the position they wish to fill. Our candidates are our product and we want our product to be the best. We attract prospective applicants through advertising, and intensive searching and selection through job portals, and our in-house databases, and will invite only those we judge to be of suitable quality to interact with one of our consultants for private interviews. At this point, our consultants will add a comprehensive report to the candidate's application. We use self developed enterprise recruitment software, enabling us to conduct a comprehensive search of our candidate database for the criteria specified by our clients. We also have the latest skills testing software to validate the candidate's proficiency and

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experience on all the major software technologies. We can assist in managerial aptitude and psychometric tests too. Only candidates who complete our rigorous selection process will be entered into our records and considered for a specific role or other appropriate appointments. We don't add everyone we meet to our books. For additional information, prior to interviews, clients are provided with our consultant's initial interview reports. Interviews usually take place at the client's offices, but if required, we are happy for our clients to make use of our offices. HR Team: PCS also had on Excellent HR and Development team of 50+ man power Strength across the world. About HR Team: Well Trained Staff of Four Professionals, and 2 of Business unit HR Professional, and anather Two for Training and HR operations. Organization Chart of PCS

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CEO

ManagerTTTechnical Finance HR & Admin Quality Resource

Java

Dot net

Testing

Business one

HR Organization Chart Corporate Manager- HR

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Assi Mgr-Recruitment Assi.Mgr-Documentation Documents Documents Assi.Mgr-Contract Staffing 1 Staffing 2

Recruitment

Recruitment

Recruitment

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Organization Chart of Technical Team VP- Operations

Java Team

Dot net Team

Testing Team

TSR Group

Intigrated QC

Support 1

Support 2

Support 3

Support 4

Grade Structure The grade structure is subject to change depending on the changes in the policy

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Grade Technical Group Support Group *

A B

Trainee Engineer/Developer/Designer/Analyst/Writers/Editors..

Trainee/Management Trainee Executive/System Administrator/Assoc iate

Sr. Engineer/Developer/Designer/Analyst/Writers/Editors Sr. Executive/ Administrator /Associate Team Leader -

Asst. Manager

Asst. Manager

Technical Manager/Technical Architect

Manager/Branch Manager/Regional Manager Sr. Manager/National Sales Manager

G H I

Sr. Technical Manager/Chief Architect Vice President Operations Managing Director

*Support: Accounts, HR, System Admin, Quality, Tech Support, Marketing

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Experience Level : A B 0-1 >1- 3

C D

>3-5 >5-7

>7-10

F G H

> 10 yrs, based on the expertise and managerial capabilities, technical competencies..

Registered Corporate office Pragathi Consultancy Services, #331,1st floor, 8th Cross Aavalahalli Extn, BDA Layout Girinagar

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Bangalore - 560085. INDIA

Research and Methodology

Statement of Problem: Human resource has gained a wide acceptance in the industry. The objective of the study was to access employee satisfaction. This has led to the need for more experienced and skillful employee where to be trained to meet the organization requirement. People in an organization are the most productive resource and also the most expensive organization spends on this resource in order to extract the best contribution out of them. A small judgment error in rectifying a non retainable employee could lead to decal losses in terms of time and money spend on his training and job socialization as also initial losses in terms of job held up due to vacancy in position and other related job being postponed in todays fast pace corporate world, time management being important, such errors are not called for therefore more stress is laid on efficient,

Recruitment & Selection

effective and potential worker for the organization corporate world today recruits people directly and prudently rather simply hire and fire people. The mobilization of money, the construction of factory building, the purchase and installation of machines and procurement of materials are the initial measures taken by a management in the establishment of a company. The recruitment and selection of people to man and machines and auxiliary services form a part of these initial measures. Without people to man and plant, the collection of physical resources by itself will not serve only purpose. The hiring of men and women required is more important than the marshalling of physical resources in the establishment of the company and the attainment of its objectives. Note that the hiring of people is confirmed to the initial stages in the formation of an enterprise. The employment is continuous one and it ends only when the enterprise eases to exist. More important, an enterprise grows and diversifies, and so there is great need for men and women. Recruitment and selection, therefore becomes a specialized function and is disclosed by the personnel department. In act, employments are one of the foremost functions of the human resource development. Therefore, it is necessary to know about the employment function i.e., recruitment, selection, interviews, placing and orientation of personnels. HR is the major inputs for any organization to achieve its objectives.

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Therefore its important for any organization to spend time and money till the right personnel are found. Field of study: This project work was carried out at Saptha Business Solution Pvt. Ltd., Bangalore. Research samples: IT industry plays a very important role in the economy. The sample was therefore chosen as it portrays the needs of the researchers. Research provides an insight into any study top basically evaluate and judge the data or to find the solution to any given problem a simple is representative of a group or population that identifies itself as part of it. The sample chosen for this report is Saptha Business Solution Pvt. Ltd., Bangalore. Objectives of the study: Recruitment and Selection are one of major HRM function that helps manager to keep the skilled members in the organization. Data Collection: The data collected contains primary data and secondary data. The primary data has been collected mainly by interviewing and also observation and audit. Secondary data has been obtained from published journals, company broachers, books, internet, etc.

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Limitations of the Study: 1. As the project is prepared for academic purpose only, it suffers from the limitations of time and money, due to which analytical study into all the strategies adopted by the organization was not possible. 2. 3.
4.

The study was completed with in short span of time that was The report also suffers from the limitations of exhaustiveness as All this study is limited to Saptha Business Solution Pvt. Ltd.,

available. far as the information is concerned. Bangalore only.

Data analysis
NUMBER OF RESPONDENT ACCORDING TO GENDER

GENDER MALE FEMALE TOTAL

NUMBER OF RESPONDENT 26 24 50

PERCENTAGE 52 48 100

100 80 60 40 20 0 NUMBER OF RESPONDENT FEMALE MALE

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Feed Back

The above chart shows that 52% of respondents are male and remaining 48% respondents are female

ARE SATISFIED WITH MANAGEMENT POLICIES MANAGEMENT POLICIES YES NO TOTAL NUMBER OF RESPONDENT 50 0 50 PERCENTAGE 100% 0 100%

60 50 40 30 20 10 0 POLICIES NO PERCENTAGE NUMBER OF

The above chart shows that 100% respondents are satisfied with the management policies.

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ARE YOU SATISFIED WITH MEDICAL FACILITIES BY THE COMPANY ?

MEDICAL FACILITIES YES NO TOTAL NUMBER OF RESPONDENT 50 0 50 PERCENTAGE 100% 0 100%

50 40 30 20 10 0 1 2 NO YES

The above chart shows that 100% respondents are satisfied with the medical facilities given by the company

NATURE OF RELATIONSHIP BETWEEN THE EMPLOYEES IN ORGANISATION

RELATIONSHIP EXCELLENT GOOD AVERAGE TOTAL

NUMBER OF RESPONDENT 49 1 0 50

PERCENTAGE 98% 2% 0 100%

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60 50 40 30 20 10 0 EXCELLENT AVERAGE Series2 Series1

The above chart shows 98% of the respondent had excellent employees in the organization

TYPES OF INCENTIVES PREFERRED

INCENTIVES MONETARY NON MONETARY BOTH TOTAL

NUMBER OF RESPONDENT 25 0 25 50

PERCENTAGE 50% 0% 50% 100%

30 20 10 0 Series2 Series1 MONETARY NON MONETARY BOTH

The above chart shows that 50% of respondents prefer monetary type of Incentives and another 5% of respondents

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prefer both the types of incentive i.e, monetary and non-monetary

DOES AN ORGANISATION GIVE EMPHASIS TO CAREER PLANNING

PLANNING YES NO TOTAL

NUMBER OF RESPONDENT 48 2 50

PERCENTAGE 96% 4% 100%

50 40 30 20 10 0 1 2 NO YES

The above chart shows 96% of respondents feel the organizational is for career planning

DO YOU FEEL THAT YOUR ORGANISATION IS WELL PREPARED TO MEET TODAY'S CHALLENGES

CHALLENGES YES NO TOTAL

NUMBER OF RESPONDENT 50 0 50

PERCENTAGE 100% 0% 100%

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60 50 40 30 20 10 0 YES NO TOTAL Series2 Series1

The above chart shows all the respondents agree that their organization is well prepared to meet today's challenges

DO YOU HAVE FAITH IN COMPANY'S POLICIES?

POLICIES YES NO TOTAL

NUMBER OF RESPONDENT 50 0 50

PERCENTAGE 100% 0% 100%

60 50 40 30 20 10 0 YES NO TOTAL Series2 Series1

THE ABOVE CHART SHOWS ALL THE RESPONDENTS HAVE FAITH IN THEIR COMPANY'S POLICIES

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1. Are you happy with the Recruitment process?

Recruitment Yes No Total No. of Respondents 68 7 75 Percentage 90.7 9.3 100

120 100 80 60 40 20 0 Yes No Total No. of Respondents Percentage

Feed Back:

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2. How do you feel about interview panel?

Recruitment Excellent Good Satisfactory Poor Total No. of Respondents 30 33 10 2 75 Percentage 40 44 13.3 2.7 100

120 100 80 60 40 20 0
G oo d Ex ce lle nt fa ct or y To ta l Po or

No. of Respondents Percentage

Feed Back:

Sa tis

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3. Did the Pragathi meet your expectations? Recruitment Yes No Cant Tell Total No. of Respondents 70 -5 75 Percentage 93.3 -6.7 100

120 100 80 60 40 20 0 Yes No Cant Tell Total

No. of Respondents Percentage

Feed Back:

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4. Are you happy with the salary what you offered from the company?
Recruitment Yes No Total No. of Respondents 24 51 75 Percentage 32 68 100

120 100 80 60 40 20 0 Yes No Total No. of Respondents Percentage

Feed Back:

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5. Did Pragathi Managing fulfill the commitments which are given to

you at the time of interview?

Recruitment Yes No Cant Tell Total No. of Respondents 42 13 20 75 Percentage 56 17.3 26.7 100

120 100 80 60 40 20 0 Yes No Cant Tell Total

No. of Respondents Percentage

Feed Back:

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6. How do you come to know about openings in PCS? BG Checks Friends Internet News Papers Others Total No. of Respondents 5 23 40 7 75 Percentage 6.7 30.7 53.3 9.3 100

120 100 80 60 40 20 0
Fr ie nd s In te rn Ne et ws P ap er s O th er s To ta l

No. of Respondents Percentage

Feed Back:

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7. Do you want to refer more friends to PCS? BG Checks Yes No Not Replied Total No. of Respondents 58 8 9 75 Percentage 77.3 10.7 12 100

120 100 80 60 40 20 0 Yes No Not Replied Total

No. of Respondents Percentage

Feed Back:

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8. Did you have the right Designations?

BG Checks Yes No Not Replied Total No. of Respondents 34 27 14 75 Percentage 45.3 36 18.7 100

120 100 80 60 40 20 0 Yes No Not Replied Total

No. of Respondents Percentage

Feed Back:

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9. What should be the companys main source of BG Check? BG Checks

Employment Bureau Direct Verification Third Party Verification Placement agency

Others Total

No. of Respondents 4 17 39 13 2 75

Percentage 5.3 22.7 52 17.3 2.7 100

120 100 80 60 40 20 0 Third Party Verification Employment Bureau Others

No. of Respondents Percentage

Feed Back:

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10.What should be the best recruitment sources according to your preference?

Recruitment No. of Respondents 63 4 8 75 Percentage 84 5.3 10.7 100

Internal Recruitment External Recruitment

Both Total

120 100 80 60 40 20 0 Internal Recruitment External Recruitment Total Both

No. of Respondents Percentage

Feed Back:

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11.Did you fully know about the company policies before joined in this company?
Recruitment Yes No Total No. of Respondents 10 65 75 Percentage 13.3 86.7 100

120 100 80 60 40 20 0 Yes No Total No. of Respondents Percentage

Feed Back:

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12. Did you under gone any Written Test during Recruitment? Recruitment Yes No Total No. of Respondents 75 0 75 Percentage 100 -100

120 100 80 60 40 20 0 Yes No Total No. of Respondents Percentage

Feed Back:

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13. How do you think about Recruitment and selection procedure in your

company?
Recruitment Satisfactory Unsatisfactory Total No. of Respondents 70 5 75 Percentage 93.3 6.7 100

120 100 80 60 40 20 0
fa ct or y Un sa t is fa ct or y To ta l

No. of Respondents Percentage

Feed Back:

Sa t is

Questionnaires
1) Are you happy with the Recruitment process?

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a) Yes b) No 2) How do you feel about interview panel? a) Excellent b) Good c) Satisfactory d) Poor 3) Did the Saptha meet your expectations? a) Yes b) No 4) Are you happy with the salary what you offered from the company? a) Yes b) No
5) Did Saptha Managing commitment which is given to you at the time

of interview? a) Yes b) No 6) How do you come to know about openings in Saptha? a) Friends b) Internet c) News Paper d) Others 7) Do you want to refer more friends to Saptha? a) Yes

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b) No 8) Did you have the right Designations? a) Yes b) No
9) What should be the companys main source of recruitment?

a) Employment Bureau b) News Paper ads c) Direct Recruitment d) Placement agency e) Others 10) What should be the best recruitment sources according to your preference? a) Internal Recruitment b) External Recruitment c) Both 11) Did you fully know about the company policies before joined in this company? a) Yes b) No 12) Did you under gone any Written Test during recruitment? a) Yes b) No
13) How do you think about Recruitment and selection procedure in your

company? a) Satisfactory b) Unsatisfactory

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14) What are your Guidelines to Saptha Recruitments?

15) How about HR Feed back in Saptha?

Findings from the study

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The data collected and analyzed and general observation has proven that M/S Pragathi Consultancy Services. Has done remarkable job in its Human resource development. The main findings are as follows: 1. Each and every employee is well prepared to meet todays challenges. 2. The organization gives encouragement in career planning for every employee. 3. There are employees in all experience level in the organization. 4. The internal department of core competencies and continuous process improvements has made Saptha Business Solution Pvt. Ltd. One of the most exciting SAP companies to work for. 5. The management showing their full efforts for the growth of Saptha Business Solution Pvt. Ltd. 6. The company is having skilled employees who can give prime solutions to the clients more effectively. 7. The management is showing there individual attention to each and every employees for their betterment and to groom there skills.

Suggestions

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1. Create awareness about customers requirements among the employees by maintaining high level of motivation and focus. 2. Increase the competence levels among the employees by giving suitable Training and Development Program. 3. Identify the competencies and behavior pattern to be developed in each individual by obtaining there feedback and requirements. 4. Provide training to the employees so that they get better knowledge, skills and attitude. 5. Convert Saptha Business Solution Pvt. Ltd. into a learning and development organization to make it a GLOBAL PLAYER AND LEADER.

Bibliography Primary Source

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1. Principles of Management - By R.N.Gupta. 2. Business Management By Reddy and Appanaiah 3. Personal Management and Industrial Relations -By Dr.T.N.Bhagoliwali Secondary source 4. www.Google.com 5. www.KarnatakaHRGroup.com 6. www.HRCommunity.com 7. www.HRIndia.com 8. Mr.BV Raghunath (HRD Professional)

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