Respected respondent, I, B. Sudheshna pursuing PbD.

under the guidance of

Prof.B.Sudhir h m S.V.University, Tirupati, request you for the information about
the recruitment and selection strategies in your organization .I shall be thankful for
your valuable information and active cooperation. This information will be used only
for academic purpose.

1) A)Name:
B) Age:
a) Below 25 year b) 26-35 years c) 36-45 years
d)46-55 years e)Above 56 years
C) Gender:
a) Male b) Female
D) Qualification:
a)SSC b)Intermediate/Diploma c)Graduation
d) P.G e) Above P.G
E) Designation:
a) Software Engineer b) Senior Software Engineer
c) Team Lead d) Manager

2) How long have you been working in your organization?

a) Less than 1 year b) 1 - 6 years c)7- 12years
d) 13 - 18 years e) 19 years and above

3) What is the preference of your company for acceptability of IT software

professionals?

Please rank importance from 5 h i g h ~to

t 1 lowest
How long it takes for your organization to fill the vacancy7
a) Less than 1 month b) 1-2 months c) 2-4 months
d) 4-6 months d)more than 6 months
How effective are the recruitment and selection practices in our organization?
a. Very E f f d v e b. Good c. Not Effective
d. indifferent e. Bad
Which of these methods of recruitment are applicable to the organization?
You may select more than one.
Methods Tick Applicable I
I Radio advertisement I I
TV advertisement
Newspaper advertisement
Professional association
I Employment agencies I I
Employee referrals
Others(p1ease specify)

Are these recruitment and selection practices able to give you the needed and
qualified candidates to fill the vacancies?
a) Yes b) No
Have these recruitment and selection practices led to the employment of
competent stam
a) Yes b) No
How do you come to know about openings?
a) Friends b) Internet c) News Paper d) Others
Do you want to refer more friends to your organization?
a) Yes b) No
What should be the best recruitment sources according to your preference?
a) Intemal Recruitment b) External Recruitment c) Both
Kindly mention the sources used by your company for entry / junior level
recruitment?
1 sources la tick

Consultants
Walk-ins
Advertisements in news paper
13) Name the source you find most suitable for hiring middle level employees?
(Advertisements, refkrals, job portals etc)

Middle level
J
14) Do you find e-recruiting a suitable way of recruiting?
a) Yes b) No

15) What are the internal factors affecting the recruitment in our organization?
please select md indicate the relevant factors h m the list below and
highlight order of importance. (5 being highest and 1 being lowest).please also
indicate any additional qualities if any:

16) What are the External factors affecting the recruitment in our organization?
please select and indicate the relevant factors h m the list below and highlight
order of importance.(S being highest and 1 being lowest).pleasc also indicate
any additional qualities if any:

No Exte111al Facton 1 2 3 4 5
1 Socio - E c o d c factor
2 Supply and demand factor
A

3 Employment Rate
 4 Labour market conditions
5 Political, lbgal and
governmental factors like
reservation for SC/ST/BC and
son-of-soil
6 Information systems like
employment exchange/ Tele
recruitment like internet
7 Please specify others

17) Do you have a job specification for software professionals employed by your
company?
If no, please indicate what method you employ for selection.
a) Yes b) No

18) Does your company undertake recruitment and selection of s o h a r e

professionals Employed in your company or this is outsourced?
a) Yes b) No
19) If such a centralized system of evaluation/tests is to be affacted, at what stage
should such tests be introduced? Please pick one of the following.

Stage of Test Tick Applicable

After certificate of secondary education(l0-t-2)
After graduation from 4 year degree program
On joining IT software industry

20) Please indicate from the list below the test criterion you we while selecting
professionals

Test Type Yes No

Interview
Group Test
Psychological Test
Intelligence Test
Technical Test
Please specifL Others
21) What pre-screening criteria do you use for short listing individuals? Please
indicate h m

The list below

Criteria Yes No
Qverall work Experience
Experience in the field
Socio - economic background
Leadership qualities
Communication
Please specify others

22) Among the various qualities you observe/evaluate whilst selecting software
professionals for your company, please select and indicate the relevant
qualities fiom the list below and highlight order of irnportance.(S baing
highest and 1 being lowest).please also indicate any additional qualities if any:
23) Do you know whether the organization performs any job analysis (i.e.duties,
responsibilities, skills etc required for a particular job) before advertising
vacancies for employment?
a) Yes b) No
24) Does the organization have any agent(s) that recruits and s e l m employees?
a) Yes b) No
25) How do you feel about interview panel?
a) Excellent b) Good c) Satisfactory d) Poor
d) very Poor
26) How is the performance of online recruitment over response of candidates?

Response of candidates
Very good

Very bad

27) How many rounds of interviews are conducted before a candidate is offered
offer letter? Give details (TechnicaVHR etc)
1 Junior level I
Two
Three
Please smcifv others

28) Are you aware of any formal policy for the recruitment and selection of
employees?
a) Yes b) No

30) When vacancies occur, are existing employees considered?

a) Yes b) No
3 1) Are job vacancies made open to the general public?
a) Yes b) No
32) Does the organization have structured recruitment and selection practices in
place for new employees?
a) Yes b) No
33) Will psychological tests help organization select right man for the right job,
based on aptitude of an individual and thereby increase ou!put/productivity?
a) Yes b) No
34) Does the organization clearly the position objectives, requirement and
candidate specification in the recruitmentprocess?
a) Yes b) No
35) How do you inform the rejected candidates?
Very good
Good J
Bad
Very bad
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SOCIAL SCIENCE RESEARCH NETWORK, THE SSRN ISSN #:I556 !W& -
http:/lnm.cdabstract- 2546660 January 2015
A STUDY OF SOURCES OF RECRUITMENT IN IT INDUSTRY
Mrs. B.SUDHESHNA
Rcsearch Scholar, Dept. Of Management Shrdics, Sri Vcnkatcswara University,
Timpati, India. Email:sudheshnamba07@gmail1~rn,Mobile: 09963745789
Dr. B.SUDHIR
Professor, Dept of Management Studies, Sn Vcnkateswara University, Tirupati, India.
Email:[email protected], Mobile: 09848561613
Abstract:
Recognition of recruitment as a strategic issue lcd to incressad research on
matters related to recruitment both at the organizational and industry level. Many
organizations started using innovative rtMuitment pradicw for pmcwing the talented
employees. Human resources an, critical to the development of Indian IT industry.
The o b j d v e of the study is to identify and analyse the sourccs of recruitmat
adopted by IT companies and Consultant firms. It is evaluated the sources with
rwpcct to Walk-ins, Word-of-Mouth, Job fairs, Job PortaldWebsites and C m p
recruitment. There is a significant difference between IT companies recruiting on their
own and consultants recruiting for others with regard to sour- of recruitment.
Suggestions are made to improve and utilize the sourcas of recruitment to maximum
extent.

Introduction:
The contribution of the Information Technology (IT) Industry in bwinoss and
management has been recognized the world over and India is no exception, Succcws of
Indian Sofhvarc Industry and its evolving service capability when measured against
growth in sales, employment and e
xw contrasts shruply with otha indurtrial
sc&m .This success has truly ttanafonncd the employment scarario in the cowtry. It
is in this context that the emergence of a developing country like India, M a leader in
supplying software swims, has attracted worldwide attention. Tho Indian Software
Industry, while recording phenomenal ratcs of growth in the last few yeans, haa
achieved the mique stntw of an annomy driver for ladir Its contribution to Mia's
GNP (Gross National Product), foreign exchange realization, pdually inawing
ehare in the world market, providing jobs to highly talcntad ongincuing graduates and
otha entaprising young populace, tias been a success story.
There are distinctly visible signs of reversal of brain drain, due to raw+
anployment opportunities now available in the Indian IT industry in general and the
sohare industry in particular. The vast mcrvoir of IT s a y human resource has
moved away Erom the era of Body Shopping. Leading companies like Infosyrr. TCS,
WIPRO, HCL Technologies, ctc are providing consultancy today but the major share
of export earnings remains from software development. Although the impact may not
be felt immediately, our human resource is able to maintain the edge in the wming
y m . Incisive thinking and detailed planning for an efficient human rcssourco
employment system and an effective mitment and selection system assumes pat
significance for our over populous country. It affects not only the social aspirations
and the economic n d s but also the image of the nation, striving to seek its position
in the new emerging world order.

Recognition of rccruitmmt as a strategic issue lad to increased mearch on

matters related to recruitment both at the organizational and industry lcvol. Many
organizations startad using innovative recruitment practices for ptocuring the talented
employees. Human r e s o w are critical to the development of Indian IT industry.
With the rapidly changing businma scenario, the IT companias arc recruiting not only
on the basis of technical knowledge, but also on the basis t>ahavioural aspsctd. For
mitment, the companies require profcssionala. Orgenizations face stiff competition
for &&acting and acquiring the right talent. Firms release advertisements in business
and IT magazines, and conduct cares fairs and events with video shows for junior
management positions.

Organizations mostly depend upon internal sources for filling up executive

positions and also on head hunting. On-line rccruimtmt has t r a n s g r d the more
conventional source. E-recruitment is fast, cost cffoctivc and aaurw the nuc dual
presence of quality and quantity. All major IT companies have their own web sites,
and associations with lading job portals in India and abroad. This system allows
applicants to post and Upaste their mume. The team maintains rapport with the
intcmted applicants. In case of sudden d t m e n t drive arisiag out of businoss
needs, the team identifies the oppo-ties for such app~ic(u1hend wnducta walk-in-
interviews in different cities. So, it is fast as well as cost effactive.

Litemtun Review
Deepti Sethl (2005) studied the implementation of new and i~mvative
methods to recruitment and selection, and finally a comparison IS mede
between the recruitment and selection practices of domestic and foreign IT-
ITES firms to determine whether foreign firms use more sophisticated
techniques compared to domestic firms.
Soda A. Johnson (1994) suggested methods for dealing with issum that
improve the likelihood of selecting the bmt candidate for an IT position. It
IT professional that should be tht
also describes dt9ired characteristics of an
focus of recruiting efforts and pmvidw recommended interview questions and
a skills checklist for use in the recruiting process
Owds Shaflque(2012), Strategic recruitment is of vital importance in
recruitment planning now a day. it is also found the usefulnew of Omemtion
X approach in identifying the differences between the old generation and the
young new Generation x and the different needs and attitudes of both the
generations. This gives us an idea that the old mcmitmont practices might not
be enough in today's competitive environment. The Rank and Yank approach
shows just how intense the competition is in the corporate world today and the
fact that this approach is so successfirl is astounding. Although the banefits of
Internet recruiting exceed its drawbacks but even than we found that Internet
recruiting is still more usefbl for computer related business amor. It is also
conclude that despite all otha recruitment testing methods Interviews still
stand out as one of the best ways to identify and m i t the right psreon for
your organization
Naydeep Kwur , PIDkrj Gus (2012), said that the competitive
organizations of the f h m have to attract and main the best and outstanchng
employees to rnnain competitive in tbe market. The Intanet dlowr
organizations to reach a large number of candidates easily and efficiently.
Although the World Wide W e b is becoming the hot new recruiting tool,
traditional methods, such as newspaper advertising, am not yot obsolete. Local
newspapers are the pre- advertising medium for no management
positions, and national newspapers an widely usad to recruit
rnanageriallproftssional candidates. This paper identifits Intemd d t m e n t
methods from relevant litcraturc, and describes how their banefits can
influence the d t m e n t perfonnance.
Brigadier. P.K. Suenr(ZOll), concluded that there are attributes that most
IT software companies consider as essential for the potential employd6s
involved in software development. The research brings out that significant
i n m e in number of tests; during the selection process docs not of yield a
major advantage for a better recruitment and selection system for the IT
Software Companies. Also, while socio-economic conditions do not have any
major impact on the selection system, some impact is experimcad in thc
growth rate of companies while considering academic m r d . Considering the
attributes for aptitude identified by the IT software companies, the mearch
has identified these attributes along with certain other input factors, which
could be utilized for evolving a model that can give bettar growth in sales,
margin of profit, revenue 1 profit growth and finally average net profit per
employee. Thus by utilizing the model evolved by employing input, controllad
and output variables used in this research, the IT software companies have a
feasible model for an effbcrive recruitment and selection system for the IT
Software Industry in India.
Samuel Iteba Oncboke, Dr S.B. Akmh (2011)said that the success of MNCs
especially in emerging economies depends on the extent they cope with
competitive market dynamics in various sactors. One way of coping with the
situation is through effective recruitanent and selection of the right and divanra
employees for business units operated beyond the traditional marlcats.
Effective acquisition of the right human resource is dependent on the policies
and practices embraced bearing in mind that there are no u n i v d beat
practices that cuuid be applied in all the markets. The practices are normally
 dictated by the parent company and subsidiary relationship, the constantly
changing business environment. Based on this backdrop, this article dCSQibcs
h i ~ issues
g and empirically evaluate6 sclccted d t m a n t and selection
practices for MNCs in the state of -taka.
Merlyn Mmcarenhrs (2011) observed that the importance and purpose of
recruitment stresses the need to attract and encourage mom and more
candidates to apply in the organization. This creates a Talent pool of
candidates to enable the selection of best candidates for the organization. It
includes determining present and future requirements of the organization in
conjunction with its personnel planning and job analysis activities. Thus,it is
the process which links the employers with the employees. It helps to increase
the pool of job candidates at minimum cost. It helps inmase the success rate
of selection process by demasing number of visibly under qualified or
overqualified job applicants. Thus, it helps reduce the probability that job
applicants once recruited and selected will leave the organization only after a
short period of time. It meets the organizations legal and social obligations
regarding the composition of its workforce. It begins identifying and preparing
potential job applicants who will be appropriate candidates. Finally, it
increases organization and individual effectiveness of various d t i n g
techniques and sources for all types of job applicants. The paper attempts to
highlight the Recruitment & selection processes in ten organizations across
sectors in the Indian scenario. It examines issues in the recruitment and
selection processes and offers suggestions.

RESEARCH METHODOLOGY:

OBJECTIVES:
To study the sources of recruitment and selection of different between IT
companies and consultancies.
To compare and analyse the recruitment and selection sources of IT
companies and consultancies.
HYPOTHESES:

Hol : Then is no significant diffkace between the perceptitnu of mployoas

of IT companies and oondmts with regard to Campus Rccruitmunt.
Ho2: There is no significant difference between the pcrwptiona of employees
of rT companies and consultants with regard ro consultancy rocruilmat as
Sources of recruitment.
Ho3: There is no significant difftrcnce between the perceptions of o m p l o ~
of IT companies and consultants with rtgard Walk-ins as Sources of
recruitment.
Ho4: There is no significant difkence b & w m the pmceptions of cmployabs
of lT companies and consultants with regard to advertisement in news papcr
for d t m e n t at junior level.
HoS: There is no significant difference between the perceptions of e m p l o ~
of IT companies and consultants with regard to Job fairs for recruitment at
junior level.
Ho6: There is no significant difference between the perceptions of c m p l o ~
of IT companies and consultants with to Job portalslwcbsitea for
recruitment at junior level.
Ho7: There is no significant d i f f m c e between the pcrcqtiona of omploya~i~
of IT companies and consultants with regard to word-of-mouth for m i t m a n t
at junior level.

Rescuch design:
- Descriptive research

Data lotme:
- Data was collcxtcd two % o u r c viz.
~ ~ primary and sbcondPry
80UtCCB

Primary Data:
- Data frwn employes of IT conparia and conaultancicr we8
cotlactad through rn- qutstionnain
 Saxndary Data:
- Company wcb sites, wcb portals, books &journals

Research approach:

- S w e y method
Resewdl instrument:

- Structured quationnaire
Samphg Design:

Prominent IT companies and consultancin were salbctad based on

convenience sampling methad

Sampling unit:

- Employees of IT companies
Slze of sampling:

- Sample size was 440

Sampling method:

Quota sampling method was used to select the mpondenta

h m IT compania and Consultancies.

Statistical tools umed:

Chi-square,one way ANOVA, factor analysis and Cransch's Alpha

 DATA ANALYSIS

Tabkl.1: Campus R d b m e n t
Consultancy

No 138 49.3 160

Yes 1 42 50.7

The table 1.1 reveals that 50.7% of company employees said that the company
is following the uimpw recruitment for redtment h e junior level and remining
49.3% of employees said that there are not following the campus recruitment for
reQuiting at the junior level.

In case of consultancies, 100% of consultancy cmployaas said that thc

consultancies are not following the campus recruitment for rcciuitmant at junior levcl.

Hence it can be interpreted that the majority of employcts of both IT

companies and consultancy said that t h m arc following the campue recruitment for
recruitment at junior levcl.

That table 1.1 shows that the calculated x2 value is 119.808 and significant
value is O.since the calculated value 0.00 is less than the 0.05 it can be intarpratad that
there is a significant difference between the company rmployaas and conrmlmcy
employca with regard to Campus Recruitment.

Table 13: Conrultuacy Recruitment

1
Consultancy
-PY W=280) 132 Significant
Opinion (N-160) Value Value
F % F %
No 66 23.6 44 27.5
0.838 0.36
Yes 214 76.4 116 72.5

The table 1.2 reveals that 76.4% of wmpany employas raid that the company
is following the consultancy recruitment for m i t i n g the junior levd and mnddng
23.6% of employees said that then are not following the oonsultancy d m e n t for
nauitment at junior level

In case of consultancics, 72.5% of consultancy anploybas said that the

company is following tho consultant's rscnritment for recruiting the junior level and
remaining 27.5% of employees said that thae arc not fbllowing the consultancy
d t m e n t for recruitment at junior level

Hence it can be interpreted that the majority of employocs of both companies

and consultancics said that then are following the consultancy recruitment for
recruitment at junior level.

The table 1.2 shows that the calculated x2 value is 0.838 and significant value
is 0.001. Since the calculated value 0.36 is not less than the 0.05 it can be interpreted
that there is no significant difference between the company mploybcll and
consultancy employees with regard to consultancy recnritment as Soutces of
recruitment.

Company (N=280) Consultancy

(N= 160) 02 Significant
Opinion ,

F F Value Valw
% %
No 70 25 64 40 , 10.817 0.001
Ye3 210 75 96 60 -
The table 1.3 reveals that 75% of company employees said that the company is
following the Walk-ins lfor recruitment at junior level and rcmnining 25% of
employees said that there are not following the Walk-insfix recruitment a! junior
level.

In case of consultancics, 60% of employees Mid that the company is following

the Walk-insfor recruiting the junior level and remaining W !of arnployecs Mid that
thae we not following the Walk-ins for raauitment the junior 1 4 .
 Hence it can be interpreted that the majority of employees of both company
and coasultancy said that t h m an following the Walk-ins for racnritiq the junior
level.

The table 1.3 shows that the calculated x2 value is 10.8 17 and significant value
is 0.001. Since the calculated value 0.001 is lcas than the 0.05 it can be intrspmtod
that them is a significant diffawrce betwoen the company employae~and conaulumcy
employees with regard to Walk-ins as Sourc~sof recruitment.

Table 1A: Advertlrement in New6 Papen

Company (N=280)
Consultancy
-
(N- 160) U2 Significant
Opinion
F F Value Value
Yo Yo
No 22 1 78.9 109 68.1 -
6.338 0.012
Yes 59 21.1 51 31.9

The table 1.4 reveals that 78.9% of company cmployacw said that the company
is not following the advertisement in news paper for rrcruitment at junior I d and
remaining 21 .l% of employees said that t h m are following the advertismant in
news paper for recruitment at junior level

In case of consultnncies, 68.1% of consultancy amployees said that the

wmpany is not following the advertisement in news paper for d t i n g the junior
level and remaining 31.9% of employees said that there am following the
advertisement in news paper for recruiting the junior level

Hence it can be interpreted that the majority of employbw of both company

and consultancy said that t h m arc not following the advdaement in news paper for
reauitment at junior level.

That table 1.4 shows that the calculated xZ value is 6.338 Bnd significant value
is 0.012. Since the calculated value 0.012 is loss than the 0.05 it can be interpretsd
that then is a significant difference between the wmpany cmployats and ooanrltancy
employees with regard to advc!&cancnt in news paper for nauitmunt at junior level.
 Table 15: Job F.Ln

Opinion ,
Company (N=280)
F Yo
Co'y
F
=169
%
"2
Value
significnt
Value
No 173 61.8 12' *Ob6
16.787 0
Yes 1 107 38.2 31 19.4

The table 1.5 reveals that 61.8% of company employws said that tho company
is not following the Job fairs for recruitment at junior level and remaining 38.2% of
employees said that there are following the Job fain for recruitment at junior level.

In case of consultancies, 80.6 % of consultancy employees said that the

company is not following the Job fairs for rocrui!ment at junior lwel and remaining
19.4% of employees said that there an following the Job f'airs for recruiting the junior
level.

Hence it can be interpretad that the majority of employom of both company

and consultancy said that there arc not following the Job fairs for recruiting the junior
level.

That tablel.5 shows that the calculated x2 value i s 16.787 and significant value
is 0.00 since the calculated value 0.00 is less than the 0.05 it can be intcrpntsd that
therc is a significant difference between the company amployaea and oonsultancy
employees with regard to Job fairs for recruitment at junior level.

Table 1.6: Job PortaW Webrttcr

Coneultancy
-
Company (N=280) f12 Significant
Opinion (Nm160) - Value Vdue
F % F %
No 115 41.1 6 3'8
71.133 0
Yes 165 58.9 154 96.3

The table 1.6 reveals that 58.9% of company cmployms Mid that the company
is following the Job portals/wcbsitcrr for recnritmart at junior l m l and maining
41.1% of employees said that there are not following the Job pmtnWwebaitm fot
reauibnent at junior level.
 In cast of codtandes, 963% of oomultancy employeus said that the
company is following thc Job portaldwebsites fot m i t m e n t at junior l m l and
rcrnaining 3.8% of q l o y c e s said that there arc not following tbo Job
portalstwebsites for recruitment at junior lcvel

Hence it can be interpretad that the majority of employes of both company

and consultancy said that there are following the Job porialslwcbsites for mmiting
the junior level.

That table 4.17 show that the calculated x2 value is 71.I 33 and significant
value is 0.00 since the calculated value 0.00 is less than the 0.05 it can be interpreted
that t h m is a significant diffmnct between the company employees and consultmcy
employees with regard to Job portals/wcbsites for recruitment at junior level.

Consultancy
Company (Nm280) n2 Significant
Opinion (No160)
,
Value Value
F % F Yo
No 224 80 127 79.4
0.025 0.875
Yes 56 20 33 20.6 J

said that the compnny is

The table 1.7 reveals that 80% of company emplope~~
not following the word-of-mouth for recruitment at junior level and nmniniw 20% of
employees said that t h m are following the word-of-mouth for recruitment at junior
level.

In case of consultancies, 79.4% of consultancy employees said that the

company is not following the word-of-mouth for recruitmart at junior level and
remaining 20.6% of employees said thnt then are following the word-of-mouth foi
recruitment at junior level.

Hence it can be intuprctcd thnt the majority of amploycas of both oompany

and consultancy said that there are not following the word-of-mouth for racntltmant at
junior level.
 That table 1.7 show that tht calculated xZ value is 0.025 and significant value is
0.875 since the calculated value 0.875 is higher than thc 0.05 it can be intapfeted that
thae is no significant diffareacebetween the company amployas and oonsd~tcy
employees with regard to word-of-mouth for recsuitmmt at junior Ievd.

There is a significant difference between the company employabs and

consultancy unployees with regad to Campus Rbuuitmont.
Then is no significant difference between tho company anployaa~and
consultancy employees with ragard to consultancy recruitmart as Sources of
recruitment.
There is a significant difference bctwten the company cmploycres end
consultancy employees with regard to Walk-ins as Sources of Mcnritmant.
There is a significant difference between the company employma and
consultancy employees with regard to advertisement in news paper for
recruitment at junior level.
There is a significant difference betwean the company cmployaaa and
consultancy employees with regard to Job fairs for recruitment at junior level.
There is a significant difference between the company olnployabs and
consultancy employees with regard to Job portals/websitc# for recruitment st
junior level.
There is no significant difference between the company employem and
consultancy employees with regard to word-of-mouth for recruitment at junior
level.

As almost all consultancies an not following Camus Ranuitmmt, it is

suggested that they should adopt Cempus Reauitmcnt as one of the sowlce of
recruitment to get best among youth.
Most of the companies and consultants are not following latm method of
recruitment. Hence it is suggested to utilize wcial pupa like twitter, linkdin,
YouTube and Face book etc. to familitarise their activitias among thew g v u p
Tho companies and ooneultantrr should apply recent trends like uimul8tiq
gamification, and code jm in selection
 Students should be invited for Tcchtalh, Open hahouse and Ambassador
programsbefore campus rrauitmart
Companies and wnsuitants list the job openings on their own wobsitas
inviting prospective candidates to apply

The study b to investigate the reauitmant pctioaa of firma in the IT industry.

It is important to examine the exteat to which these firms have adoptad and
implemented best practices as identified in literature. The study ldantified diffbrant
practices of recruitment in IT industry. The suggestions are made to enrich the
recruitment.

References:

Deepti Sethi (2005) "A Study on the Recruitment and Selection pmcticas of IT-ITES
finns in India", Thesis submitted to University of Nottinghrun.
So41 A. Johnson (1994) "Recruitment Stratsgias for Departmat of Deface
information Technology Managers", Thesis is submitted to Stanford University.
Owdm Shafique (2012) "Recruitment in the 21* Cenhuy" ijcrb.w&s.com,
Interdisciplinary journal of contemporary mearch in bwinhss, V04, NO2
Navdeep Kumar , PIlnkrj -2012) "Impact of Online R d t m e n t On
Recruitment Performance" ASIAN JOURNAL OF MANAGEMENT RESEARCH,
Online Open Access publishing platfonn for Managamat Rescarch ISSN 2229 -
3795
BdguUer. P.ICSaxena (201 1) "EFFECTIVE RECRUITMENT AND SELECTION
SYSTEM FOR THE IT SOFTWARE INDUSTRY IN INDIA" Department of
business adminimtion kculty of management studies end reecclrch Aligarh mwlim
university.
Samuel lteba Onchoke & Dr S.B. A b n b (2011) "Racruitment And Selbction
Practices In Mna-An Appraisal" international journal of innovative research Bt
development, ISSN: 2278421 1 .
Merlyn Mucarenhu (2011) "ISSUES M RECRUITMENT AND SELECTION''
intcmational joumat of research in commera & managan- VOLUME NO. 2,
ISSUE NO. 8, ISSN 0976-2183
 Va1.2, hue.2, January';?Ol$, ISSN 250-1472
IntMhdtionafSoricfyfOr5;rrnr, Surtait~ablir'Eqhmiqand1Mq-

Mrs. BSUDHESHNA
Rcscarch Scholar, Dept. Of Management Studies, Sri Venkatcswara Unimity, Tirupti,
India. Email:sudheshnamba07ciPgmail.com,Mobile: 09963745789
Dr. BSUDHIR
Professor, Dept of Management Studies. Sri Venkatcswam University, Tirupati. India.
Email:[email protected]. Mobile: 09848561613

The current system of evaluation of human resource, for recruitment and selection in lT
Software Industry, may be meeting the needs of the dny but whether it is an effective system.
in the emerging environment of globalization, is open to study. While the requirement of the
software IT Industry would be based on the software development &ills in potential
candidates, currently each company has evolved its own yardstick of aUributes they look for
and evaluate these by various systems of tests. The aim of the study is to identify the internti!
and external factors which influence the recruitment process. It is observed that company's
pay package and supply and demand factors have bcen prefcmd by the respondcnb. Thare is
a significant differencebetween the IT companies with regard to internal and external factors.

Each IT Software company underrakes recruitment and selection b a . d on internal and

external faclors considered by them. Stating briefly, the internal facton predominantly
consider the policy, its size. total employees on mils and the cort involved in (he recruitment
and selection procurs, expansion plans, financial state of the company and futurr technology
requinments. The cxtemal facron influencing the decision are iilre the supply and demand of
specific skills, lqal considerations, smtutory pmvisiona of employment, nservPtion of job8
as specified for reserved categories, and local/ state rquircments. The cumnt ayrtcm of
evaluation of human resource, far recruitment and rrelertion in IT Softwue Indwy, my be
mbeting the needs of the day but whether it is an effective system, in the emerging
1
ARS - l d of Applied fleoearcb nnd Social Scieaca
Mn. B.Sudhmhna, Dr. B.Sudhir
environmant of globalization, is open to study. While the nquiment of Ute $ o W m IT
Industry would k based on the software developmcnr skills in potential candidates, curmntly
each company has evolved its own yardstick of attributes they look for and evdualc these by
various systcms of tests. Thus organizations adopt various systcms of tcsting potentid
empioyscs. ThcEe tests vary from simple review of mume, written teats, p u p discussions/
group tests, interviews, technical tcsts to psychological wu including a combination of these
tests. Also some IT Software Companies outsource the rcquirtmenl while a few have the
process of ncruitmcnt and selection being undcltpken by their Human Resource (HR)
Department. It is i-tivt that a well planned recruitment and sclcction system, which is
aligned with an organization interests as well as that of h e Sofiwm Indust~y,is a need of the
hour. The n u m h of lT Softwlue Compnnies vary in natur: of services they provide, size in
t e r n of NmOWr, number of employees that work for them and the different stations where
l k y prc loclted.
INTERNALRECRUITMENT:
It is a recruitment, which taker place within h e cancun or
organization. Internal sources of recmitment arc mdily availnblc to on organization. Internal
sources are primarily t h w transfers, promotions and Re-employment of ex-e~nploya.Ra.
employment of ex-employees ir one of the internal source8 of recruit men^ in which
employees can be invitcd and appo~ntedto fill vacancies in the concern. There ruc situation8
when ex-employces provide unsolicited applications also. Intcmal recruitment may lead to
increase in employee's producdvity as their motivation level incnarrcs. 11 also bavw time,
money and eff'orts. But a drawback of intcrnal recmimnt is that it refrain8 Ihe orgmnhtlon
from new blood. Aim, not all the manpower nquiremcnts can be met through inlcrnd
recruitment. Hiring from outside has to be done.
intend Bourccs ur prlmwlly thre'e typw:

Rotnotions (through InCemal Job Po9nga) and

-
Reemploymcnt of ex-employees Re-employment of extmployeer ia one of the
intanal mums of recruitment in which cmployecs can bc invited and appointed to
fill vrert~cies in the concern. Then are situations when excmployas provide
nncolicittdapplications also.

ARS J - d of Applied R e ~ e r c hand Social Sciencwr

MR. B.Sudheh, Dr. B.Sudhir
 Vo1.2, Issue.2, January'2015, ISSN 2350-1472
IntematiaMCSociGtyfoi Cjnrm,Sustu~66Et@u&g andMa~CrnGnt

IXTERNAL RECRUMMENR
External sourccs of recruitment have to be solicited from
outside the organization. External sources an external to a concern. But il involvw lot of
-
time and money .ntt external sources of recruitment include Employmsnt at fwrory gate,
advertisements, employment exchanges, employment agencies, educational institutes, labour
contractors, recommendations ctc.

Employment at Factory Level:

This a source of external recruitment in which the applications for vacancies an

presented on bulletin boards outside the Factory or at Ihc Gate. This kind of recruitment is
applicable generally where factory workers an: to be appointed. There an people who keep
on soliciting jobs from one place to another. These applicants art called as unsolicited
applicants. ntest types of workers apply on their own for their job. For this kind of
recruitment workers have a tendency to shift from one factory to mother and therefore they
an called as "badli" workers.
Advertiacmtnt:
It is an external source which has got an important place in recruitment procedure. The
biggest advantage of advenisement ig that it covers a wide m a of market and scanmd
applicants can get information from advertisements. Medium used is Newspapla and
Television.
Employment Excbanges:
There are cutain Employment exchanges which are run by government. Most of che
government undertakings and concerns employ people through such cxchanga. Now-@-days
ncruitment in government agencies has become compulsory through employment exchnnge.
Employment Agcodm:
There an certain professional organizations which look towands recruitment and employment
of people, i.e. t k private agencies run by privatc individuals supply required manpwer to
needy concerns.

-
A M Journal o f m d Rerearch and Social Sdcncc~~
ME.B.Sudhcshna,Dr. B.Sudhir
 Vo1.2, hue.2, Januruyg20lS,ISSN 2350-1472
IntmraWSotiety$r 5;een,.$wraina6&'Enginemkg and%anugGrnCnt

Edrrclrtkwnl Wtutlons:
Then are c e h n professional institutions which serve as an external source for m i t i n g
fresh graduates from these institutes. This kind of recruitment done thmugh such educational
insti~tionsis called as Campus Recruitment. They have special reuuitmcnt cells which help
in providing jobs to fnsh candidates.
ReLwmmdatlm:
'llerc are certain people who have experience in a particular m a . Thcy enjoy goodwill and a
stand in the company. Then arc certain vacancies which ~ J Xfilled by nconunendations of
such people. The biggest drawback of this source is that the company has to rely totally on
such people which can later on prove to be inefficient.
Labour Conbpctom:
lhese are the specialistpeople who supply manpower to the Factory or Manufacturing plants.
Through these contractors, workers arc appointed on contract basis, i t . for a particular time
period. Under conditions when these contractors leave the organization, such people who arc
appointed bave to also leave the concern.

LITERATURE REVIEW:
CCUne Delllon University of Fdbourg (2013) overlooks the pouibilities and
implications given by online recruitment in small and medium sized companies. Pirst
of all, the concept of e-recruitment is defined with a description of different
development phases. Then, the principal adv~ntages and challenger of such
technological tools arc analyzcd in the context of SME. A practical case of an IT
consultant company active on the Swiss market, is presented with the pros and cons of
turning towards a higher e-recruitment level. After that, a number of good practicer
b a d on pnvious experiences and studies arc enumerated to help an organization in
&g decisions at the level of online supported recruitment tools.
Edward Nsrtey (2012) said that advertising of job vacancies and employee nfemls
an mostly the mode for recruiting potential employees, it was also naiized that the
mahod used in the rccnriting and selection process was very effective and moreover
helpad improve employee perfonnancc
Mdu God wlll FomunJong(2012) reveal that despite a well-conccivcd recruitment
strategy frnm~worlt aimed at attracting the right people in the right places,
4
-
ARS Journal of Applied Research and Social Sciences
Mrs. ~ . ~ d h e s h nDr.
a , B.Sudhir
dimimination and conuption an major factors that infringud on the efficiency and
effectively of the m i t m e n t policy
Geetikit mid PLayrli Cash (2006 and 2007) observed the relationship bcwccn
diffcltnt strategies of recruitment in the Indian software industry, the size of the
organization and dimensions of recruitment smtegies
Philip (2006) Examined aspects like recruitment system , selection methodologies,
communication within the organization, awards and rewards, motivational
approaches, camr management systeni etc
Deepti Sethi (2005) studied the implementation of new and innovative methods to
mmitment and selection, and finally a comparison is made between the recruitment
and selection practices of domestic and foreign IT-ITES firms t determine whether
foreign firms use more sophisticated techniques compared to domestic firms.
Margant A. Mehardson (2004) found that some of the strategies that organisations
can and do employ to ensure the existence of the best pogsible pol of qualified
applicants from which they can 811 vacancies as and when requind. It will identify
the advantap of each of the strategies, highlight the drawbacks of its use and offer
suggestions for ensuring its utility.
Michneleados (2003) identified that potential financial and business risks an
associated with performing this key strategic human resource strategy and these can
emerge throughout the process from sourcing potential candidatcs through to the
negotiation of the employment contract.
CappclU (2001) On the one hand, the Inteniet has helped to cut down recruiting costs
and times dramatically, but on the other it has also made applicant pools virtually
unlimited
Barber (1998) stated that recruiters that possess greater interpersonal skills and
wannth an important naaons why appl~cantsdecide to accept job offers.
SoaJa A. Johneon (1994) suggested methods for dealing with imuea that improve (he
l i i l i i of selecting the best candidate for an IT position. It also describes desired
chuaacristics of an IT professional that should be the fwua of wntiting efforta and
~ a ekillr checklit for we in the
provides recommended interview q u e e t i o ~and
ncntiting process

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ARS J - W of Applied
~ Rescmh and Socinl Scicncts
Krs. B.Sudhcshnq Dr. B.Sudhir
 Vol.2, Issue.Z,lanuary'2015, ISSN 2350-1472
I w S o c i c t yfor Grzen, Surtaina6GEtrginceritrg and%anapmt

Braugh (1992) said that high recruitment intensity might be one of the myths that
should not be implemented uncritically by organizations.

RESEARCHMETBODOLOGY:
OBJEC3'MQk
To study the internal and external factors affecting the recruitment process of IT
companies
To compare and analysc the factors influencing thc recruitment process of IT
companies.

Hol: There is no significant difference between the perceptions of employees of

. company with regard to internal factors of recruitment process
Hol: Thcre is no significant difference between the perceptions of employees of
company with regard to external factors of recruitment process

RESEARCH DESIGN:
- Descriptive research
Data mum:
- Data was collected from two sources viz, primary und secondary
sources
Rimary Data:
- Data from employees of IT companies was collected through shuctured
questionnaire
Secondary Data:
- Company web sites, web portals &journals

Swcymcthod
Research htmment:
Structund questionnaire
mDallpl:
6
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ARS Journal of Applied Research and Social Scienca
Mrs. B.Sudheehna, Dr. B.Sudhii
 Vo1.2, Issue.2, January'2015, ISSN 2350-1472
InternaWSocictyfor Green, SwainoGlk Engintenng andNanqement

lT companies were selected based on convenience sampling method

S m p h g unit:
Employees of IT companies
Size of sompllng:
Sample size was 220
Sampling method:
Quota sampling method was used to select the respondents from IT companies
Stntlstlcal tools used:
Mean. Standard Deviation and One way ANOVA
DATA ANALYSIS:
Internal factors a h t i n g the recruitment
With respect to Internal factors affecting the recruitment. the
employees opinion on a 5 point scale (I-very bad, 2-bad, 3-neither good nor bad, Cgood. 5-
very good) is obtained and mean value along with standard deviations arc computed .The
table 1.I shows that the mean values are (Company's pay package) 4.27, (Quality of work
life) 3.94, (Organizational culture) 3.51, (Career planning and growth) 3.33, (Company's
Size) 3.34. (Geographical spread of the company's operations) 3.25, (Company's growth rate)
3.07, (Role of trade onions) 2.95, (Cost of recruitment) 3.03, and (Company's name and
fame) 3.91.
Employees prefemd Company's pay package with highest mean (4.27) and have givcn
least importance to Role of vade unions (2.95) among the internal facton
l s b l e 1.1: Internal factors affecting the recruitment
Company Significant
Internal Pactan F Value
(N=280) Value
-
Mean SD
-----
Company's pay package 4.27 0.854 21.475 0
Quality of work life
- -..
.-
3.94
- -- --
0.90 1 20.317
----- 0
Organhtional culture 3.5 1 0.94 15.849 0
Career planning and growth 3.33 1.195 14.588 0
Company's Size 3.34 1.173 11.841 0
Geographical spread of the
3.25 1.082 14.155 0
company's optrations
-
---
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ARS Journal of Applied Research and Social Sciences

Mrs. B.Sudheshna, Dr. B.Sudhir
 .-- .--
- --

V01.2, Issue.2. January'20LOIS. ISSN 2350-1472

I n t m t o ~ S o c i c t yfor Green, Swtainabb Ewincehg artd!Maw~mdnt

Company's growth rate 3.07 1.376 23.873 1 0

Role of trade unions
I
2.95
1
1.276
I
18.194 1
1
0
Cost of recruitment 1 3.03 1 1.365 1 23.646 1 -- 0
Company's name and fame
-- - -- -- --
3.91 0.901-
----
15.097
- -
I -,-.-
0
(5 point scale: I - very low .......5-very high)
*Significantdifference at 0.05 levels
One way ANOVA test is done across
companies to h o w the significant difference. The table 1.1 shows that the calculated P
values are (Company's pay package) 21.475, (Quality of work life) 20.317, (Organizational
cultun)15.849, (Career planning and growth)14.588, (Company's Size)11.841, (Geographical
spread of the company's operations)l4.155, (Company's growth rate)23.873, (Role of trade
uniom)l8.194. (Cost of recruitment)23.646, and (Company's name and fame) 15.097.
Since the calculated significant value is less than 0.05, it can be
interpreted that there is a significant difference between thc opinions of the company
employees regard to "the internal factors affecting the recruitment".
External factors affectingthe recruitment
With respect to external factors affecting the recruitment, the employees opinion
on a 5 point scale (I-very bad, 2-bad, 3-neither good nor bad, '+-good, 5-very good) is
obtained and mean value along with standard deviations are computed .The table 1.2 shows
that the mean values arc (Socio - Economic factor) 3.09, (Supply and demand factor) 3.23,
(Employment rate)3.06. (Political, legal and governmental factors like reservation for
SUSTBC and son-of-soil)2.05, and (Information systems like employment exchange/tele
recruitment lie intcrnet )2.7B.
Employees preferred Supply and demand factor with highest mean (3.23)
and have given least importance to Political, legal and governmental factors like reservation
for SCISTIIIC and son-of-soil with lowest mean'(2.05) among the external factors

Tpbk It: External factom Bnecting the recruitment

Significant
F Value
Value

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ARS Journal of Applied Research and Social Scicnccs
Mrs.B.Sudheshna, Dr. B.Sudhir
pjq V0l.2, I~Sue.2.JP~uwY'ZOIS. ISSN 2350-1472
I n t a S o m t y f o r (Peen, SustutnuCb Eqine+ andManqrmmt

Mea
SD
n
- - - - . . - " . ,"*. - -*-

Soclo - Ecanonuc factor 3 09 1 138 31 033 0

Supply and demand factor 3.23 0 936 15.078 0

Employment rate 306 1081 28.399 0

Labour market conditions 2.65 0 87 5.692 0

Pohhcal, legal and

governmental factors 11ke
2.05 0 977 8 412 0
nservahon for SUSTIBC
and son-of-so11

Information systems like

employment exchangeltele 2 78 1.285 43 381 0
nrmltmenr Ike internet

(5 pant scale 1- very low . . . 5-very hlgh)

*Significant d~ffercnccat 0.05 levels
One way ANOVA test 1s done across c o m p w to h o w the
-
significant ditrcnnce. The table 1.2 shows that the calculated F values em (Socio Economic
factor) 31.033, (Supply end demand factor)l5.078, (Employment rate) 28.399, (Political,

9
ARS - Journal of Applied ~ w a r c and
h Social Sciences
Mrs. B.Sudhcshne. Dr. B.Sudhir
 Vol.2, Issue.2, January'ZOIS, ISSN 2350-1472
IntmurtionnCSocietyfor Gnen, swtaina6h Engineering andNanogcmcnt

legal and pvemcntal factors like muvation for SCISTIBC and son-of-soil)8.412, and
Onformation s ~ k m
like employment exchangdtele mcruiunent like internet) 43.381.
Since the calculated significant value is less than 0.05, it can be
intcrpntbd that t h m is a significant difference between the opinions of the company
employees ngard to "the Extcmal factors affecting the ncruiunc~~t".
FINDINGS:
Employees pnfemd Company's pay package with highest nlean (4,27) and have
given least importance to Role of trade unions (2.95) among the internal factors
Employees pnfemd Supply and demand factor and have given lealit importance to
Political, legal nnd governmental factors like reservation for SCISTIBC and son-of
soil with lowest mean among the cxtcrnal facton
Then is a significant difference bctwccn the opinions of thc company employcm with
ngard to "thc internal factors affecting the recruitment".
Then is a significant difference bttwccn the opinions of the company employeeti with
'J,
rcgard to "the External factors affecting the rtcnritment",
CONCLUSION:
Company pay package and supply and demand factors art perceived by [he ITcompmic~
which affect the recruitment process. Role of trade unions and Political, legal and
governmental factors arc least prefemd by thc employees of the lT companies. This
shows that ernployccs pnfening pay package as the most influencing factor for
recruitment process. It is sugp"tl to the IT companies that they have to maintain
attractive pay package to atvact suit~blecandidata to their companiw. Supply and
dcmmd factor is prcfmd as most influencing factor among external facton. IT
companies to estimate the proper supply and demand for their compenia to uttrPct Ihe
suitable candidates to apply for their companics.
REFERENCES:

Daptl Sew ( W )"A Study on thc Recruitmcnl and Selection practices of IT-ITES
fims in India", Thesis submitced to University of Nottingham.

A. Johtwin (1994) 'Xccruitmcnt Strategier for Department of Defence

Iafodon Technology Managers", Thesis is submitted to Stanford University.

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ARS Joumrl of Applied Rwmh and Social !kiences
Mrs. B.Sudheahna, Dr. B.Sudhir
 Vol.2, Issue.2, Januuy'2015, ISSN 2350-1472
t y Grim, Surtntna6b Enginem'ty and!Mawemmt
~ n t m t n t w d ~ o c i efor

Mufu Godwill Fornudong (2012) " RECRUITMENT AND SELECTION - The

Case of National Oil Refinery Company-SO.NA.R.4 (Sarl), CAMEROON" Masttr
thesis in Strategic Human Resources Management & Labor Relations, University of
Gothenburg.

Djnbntey,Edwardnartey(2012) "RECRUITMENTAND SELECTION PRACnCES

OF ORGANISATIONS, A CASE STUDY OF HFC BANK (OH) LTW, A 'lhesis
submitted to the Institute of Distance Learning, Kwame Nkrumah University of
Science and Technology.

Brian Duggan,David Horton (2004) "Strategic Rec~itment and Retention:

Competitive Advantage and Return on Investment" the Business Voice,
visit:www.marathonhrcg.com for more information.

U S - Journal of Applied Resemh and Social Sciences

Mrs. B.Sudheshna Dr. B.Sudhii