CHAPTER 1

INTRODUCTION

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 1.1 INTRODUCTION

In a short space of time, the use of social media in recruitment – currently being called Social
Recruiting – has increasingly moved up the agenda of business executives. The recruitment
industry has always maintained a healthy relationship with innovation and change, and when
the social networks, like Facebook, LinkedIn and Twitter, started their exponential growth
back in 2008, recruiters the world over immediately recognised the opportunity to use these
fast growing people networks as part of their ongoing recruitment strategies.
The immediate result of this global phenomenon was that business executives all around the
world believed this to be a threat to their businesses, information security and workplace
efficiencies. So they proceeded to restrict employee access to all the social networks they
wanted.
Social media was now becoming a viable way to interact quickly with candidates, and a
number of innovative companies immediately saw the potential of using social media in their
recruitment strategies. Now, social recruiting case studies were starting to appear, as more
and more companies accepted that social media was going to become firmly part of their
business agenda.

Successful social media recruiting requires a strategy—not just knowledge of how the various
sites work, experts said.

 First, the sites a company chooses to utilize and the content it posts should reflect the
culture of the company.
 The company’s brand should also be reflected on a social media site—even if it’s just
a picture of the brand or logo.

Companies must develop content for social media sites that is going to help candidates learn
more about the company or inspire them to work there. To educate users, collaborate with
them about their wish lists from an employer.

Use a mix of mediums, such as text, video and direct responses that create a back-and-forth
dialog. "The best way to create content is to make sure you’re providing people with

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information rather than just self-serving posts. “It’s more than just broadcasting jobs, its
engaging people, starting conversations and making connections."

Active Facebook profiles, frequent blogs and constant Twitter updates are quickly becoming
the norm among tech savvy youth. HR departments realization on this with a positive mind-
set, could become an ever more powerful way to connect people in the business world.

The success of SMR largely depends on how a company motivates the candidates to follow
the network and also spreads message about open requirements to others.

The suggested strategies for SMR success are:

1. Build a Rich User Experience for Social Networkers: Set up a Facebook page or tab for
recruiting. Establish a Twitter account for the company’s HR department. Include links to the
corporate web page, featuring rich, inviting content geared towards, and potential employees.
Make it easy for them to learn about your company. Ensure that the look and feel of the
social media sites is consistent with branding efforts.

2. Make the social networking pages transparent: Use a Facebook page to show
prospective applicants what it is like to work in the organization.

3. Open the conversation: These sites are used to converse with potential employees. Post
opening in Twitter and respond to inquiries. Allow people to comment on the recruitment
process and learn.

4. Build Your Network: Provide tips on the job market, good resumes or networking to
enhance the chances that top talent will engage with the content and apply for a job with the
company.

5. Leverage the web, but don’t rely on it exclusively: It should not the only source they
should also look at others.

6. Move Fast: Top candidates move quickly delays cause to end up with second rate hires.
One has to monitor daily.

7. Ask for help: One can tweet it, post it on Facebook which will help followers to inform
about an opening for the same.

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Recruiting quality employees in long-term care is an on-going challenge and administrators
and human resource (HR) personnel are just starting to tap social media’s potential to find
good candidates.

"Social recruiting," as it’s called, is a tool that complements more traditional search methods,
such as online job sites and print media classified advertising. LinkedIn, Facebook and
Twitter, have active monthly users that number 259 million, 1.19 billion, and 200 million,
respectively. There’s a wealth of potential hires for a business or facility.

LinkedIn is considered the professionals social networking site and a key resource for both
recruiters and job seekers. Linkedln offers plenty of free resources if budgetary constraints
are an issue. For example, start building connections to people and groups that can offer
potential leads, like clients, former co-workers, and long-term care groups. One can use your
network activity box to announce hiring status updates.

The Facebook directory allows to search for users, groups, pages and applications, and post
jobs free of charge in the Facebook Marketplace. One can choose a pay-per-click option, pay
per impression and budget how much you wish to pay. It also allows posting job openings on
the facility or company page.

Social media also serves recruiters as a vetting tool.

PERSPECTIVE OF SOCIAL MEDIA: Can be covered in terms of Recruiters and

Applicants.

RECRUITER’S PERSPECTIVE:

There are many reasons to choose social media as a recruitment tool.

1) Social Media largely helps to get an overall view about a candidate who is on the lookout
for a job. It may also reveal some of the personal qualities and traits of a candidate in
addition to the traits ascertained from their resumes.
2) SMR expands the options to search for talent pool and it accelerates the process of
recruitment. Also, the recruiters get to contact a broad range of job seeker from various
topographic areas, it also make the process more efficient by raising the accuracy of
profile searches. This function is of great advantage, especially given the fact that a vast
majority of SM users are the youth who would be the prime working force in companies.

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 3) It is an effective means which saves both time and cost involves in the recruitment
process.

APPLICANT’S PERSPECTIVE:

Social Media facilitates job seekers with increased understanding about policies of the
company on important information which may not be readily accessible on the company
manual or website. It also makes it easy for job seekers to identify job opportunities or
openings in various companies and at different levels. Therefore, SMR is redefining
conventional recruitment process of companies. It can go a long way.

Then there are various competing definitions of employer branding, but all have at their core
creating the impression of the organisation as a ‘great place to work’ in the minds of current
and perspective employees, as well as other key stakeholders (e.g. clients).
The employer brandconstruct consists of five key dimensions or ‘values’ to the potential
applicant:

1. Interest value – the extent to which an individual is attracted to an employer that provides
an exciting work environment, has novel work practices, and makes use of its employees’
creativity.
2. Social value – assesses the extent to which an individual is attracted to an employer that
provides a working environment that is fun, happy, and provides a supportive team
atmosphere.
3. Economic value – assesses the extent to which an individual is attracted to an employer
that provides above average salary, an attractive overall compensation package, and job
security and promotion opportunities.
4. Development value – assesses the extent to which an individual is attracted to an
employer that provides recognition, self-worth, and confidence coupled with career-
enhancing experiences and a base for future employability.
5. Application value – assesses the extent to which the employer provides an opportunity for
the employee to apply what they have leaned and to develop others in a customer orientated
and humanitarian environment.

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 1.2 RESEARCH OBJECTIVES

1) To know how much one is familiar with Social Media Recruitment (SMR) concept.
2) To determine the effectiveness of Social Media Hiring as the latest complementary
tool for sourcing candidates in Genpact.
3) To understand the trend of Employer Branding through SM.
4) To compare and analyse the branding practices of Genpact and Convergys, through
social media.
5) To comprehend the impact of demographic factors (Age, Gender, Education and
Designation) on preference of Employees from different industries towards Social
Media Hiring.
6) To comprehend the impact of demographic factors (Age, Gender, Education and
Designation) on Prospective Employees’ awareness, perception and intention towards
Employer Branding.

HYPOTHESIS

The following hypotheses have been framed and tested:

Ho1: There is no significant impact of ‘Gender’ on ‘Usage of Social Media by

employees for General Purposes’.
H02: There is no significant impact of ‘Age’ on ‘Usage of Social Media by employees
for General Purposes’.
Ho3: There is no significant impact of ‘Designation’ on ‘Usage of Social Media by
employees for General Purposes’.
Ho4: There is no significant impact of ‘Type of Industry’ on ‘Usage of Social Media
by employees for General Purposes’.
H05: There is no significant impact of ‘Gender’ on ‘Usage of Social Media by
employees for Specific Job-Related Purposes’.

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Ho6: There is no significant impact of ‘Age’ on ‘Usage of Social Media by employees
for Specific Job-Related Purposes’.
Ho7: There is no significant impact of ‘Designation’ on ‘Usage of Social Media by
employees for Specific Job-Related Purposes’.
Ho8: There is no significant impact of ‘Type of Industry’ on ‘Usage of Social Media
by employees for Specific Job-Related Purposes’.
Ho9: There is no significant impact of ‘Gender’ on ‘Employee’s perception of
Effectiveness of Social Media as a hiring tool’.
Ho10: There is no significant impact of ‘Age’ on ‘Employee’s perception of
Effectiveness of Social Media as a hiring tool’.
Ho11:There is no significant impact of ‘Designation’ on ‘Employee’s perception of
Effectiveness of Social Media as a hiring tool’.
Ho12:There is no significant impact of ‘Type of Industry’ on ‘Employee’s perception
of Effectiveness of Social Media as a hiring tool’.
Ho13: There is no significant impact of ‘Gender’ on ‘Employee’s preference of E-
Recruitment’.
Ho14: There is no significant impact of ‘Age’ on ‘Employee’s preference of E-
Recruitment’.
Ho15: There is no significant impact of ‘Designation’ on ‘Employee’s preference of E-
Recruitment’.
Ho16: There is no significant impact of ‘Type of Industry’ on ‘Employee’s preference
of E-Recruitment’.
Ho17: There is no significant impact of ‘Gender’ on ‘Awareness of employer branding
among prospective employees’.
Ho18: There is no significant impact of ‘Age’ on ‘Awareness of employer branding
among prospective employees’.
Ho19: There is no significant impact of ‘Education’ on ‘Awareness about employer
branding among prospective employees’.
Ho20: There is no significant impact of ‘Gender’ on ‘Perception of Prospective
Employees towards Employer Branding’.
Ho21: There is no significant impact of ‘Age’ on ‘Perception of Prospective Employees
towards Employer Branding’.

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Ho22: There is no significant impact of ‘Education’ on ‘Perception of Prospective
Employees towards Employer Branding’.
Ho23: There is no significant impact of ‘Gender’ on ‘Intention of Prospective
Employees to be associated with a brand’.
Ho24: There is no significant impact of ‘Age’ on ‘Intention of Prospective Employees
to be associated with a brand’.
Ho25: There is no significant impact of ‘Education’ on ‘Intention of Prospective
Employees to be associated with a brand’.

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 1.3 RESEARCH METHODOLOGY

PROBLEM SOLVING:

This is the basic step in the research process. It is well said; “a problem well defined is half
solved”. Here the problem is “To analyze the effectiveness of Social Media Hiring and
Employer Branding in Genpact.”

RESEARCH DESIGN

Once the problem is defined the next step is the Research Design. Research design is the
basic framework, which provides guidelines for the rest of the research process.

The research design for this project is:

 Conclusive
 Exploratory study.

Conclusive is further classified into Descriptive and Causal.

In this project, Descriptive Research has been done. Questionnaires were administered to
Employees and Prospective Employees. Hypotheses were set in the beginning of the study
and were verified through the analysis.

SAMPLING TECHNIQUE

Here the sampling method is Simple random sampling. A simple random sample is a subset
of individuals (a sample) chosen from a larger set (a population). Each individual is
chosen randomly and entirely by chance, such that each individual has the
same probability of being chosen at any stage during the sampling process, and each subset
of k individuals has the same probability of being chosen for the sample as any other subset
of k individuals. This process and technique is known as simple random sampling.

SAMPLE SIZE

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The sample size for my project is :

98 applicants (Employees) from different organizations, to check on Social Media Hiring

trend.

110 applicants (Prospective Employees) for each Genpact and Convergys, to check on
preference of employer brand for social media hiring.

Most of the respondents were available at the time of visit and they cooperated very well in
giving the required information.

SOURCES OF DATA

• Primary data
• Secondary data

Primary data

A primary source is a document or physical object which was written or created during the
time under study

 Interview Method: Direct interview of Assistant Vice- President and the team of
employees and interns working under him.
 Questionnaire Method

Secondary data

These data are collected from published sources such as Magazines, newspapers, several
books, Research papers, Past records of Genpact, User Blogs, Reviews on sites, Online
Articles and also from the help of some educational websites.

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DATA COLLECTION TOOLS

These are the instrument used to collect information for use in assessment, self-evaluation
and external evaluation.

Examples are mail, telephone, in-person and web-based surveys, direct or participatory
observation, interviews, focus groups, expert opinion, case studies, literature search, and
content analysis of internal and external records. The data collection tools must be strong
enough to support the findings of the evaluation.

In this project the researcher has used: QUESTIONNAIRES, INTERVIEWS and PAST
DATA EXPLORATION as the tool of data collection.

DATA ANALYSIS TOOLS

SPSS Software has been used to apply certain tests on the data.

Reliability test has been applied to check the validity of the questionnaires.

Mean Response has been used to find out the employer branding practices mostly prevalent
at Genpact and Convergys.

One Way Anova test is also applied to find out the difference in the employees perspective
towards the branding practices carried out in their respective companies as well as effect of
Age, Designation and Education on various aspects of questionnaire.

Crosstabs has been used to analyze whether Gender has an impact on employees and
perspective employees preference towards social media hiring and also and perspective
employees perception of the companies as an employer brand.

In this project two Questionnaires have been used:

 For the employees, to analyse the trend of social media hiring.

 For the job-seekers, to analyse the impact of employer branding on job-preferences.

In this questionnaires the researcher has used Likert scale.

Likert scale -requires the respondents to indicate the degree of agreement or disagreement
with each of a series of statement about the stimulus object.

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The scale is as follows:

5= Strongly Agree

4= Agree

3= Neutral

2= Disagree

1=Strongly Disagree

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 CHAPTER 2

COMPANY PROFILE

GENPACT
13
 A GLOBAL LEADER IN BUSINESS PROCESS MANAGEMENT AND
TECHNOLOGY SERVICES

CORPORATE FACTS

Established Headcount
1997 60,000+

Stock symbol
Revenues
'NYSE'
$1.9 Billionn
G

OVERVIEW

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 The Company traces its beginnings to 1997, where under the name of GECIS, it was
established as an independent business unit of GE Capital.
 The organization was chartered to provide business process management capabilities
that would deliver outstanding efficiencies to all businesses across GE.
 Genpact became an independent company in 2005 and was successfully listed on the
NYSE in 2007, trading under the stock symbol G.
 An early innovator in the business, Genpact has been responsible for introducing
many of the concepts that have given strength to the industry.
 Genpact was the first to leverage Six Sigma for process transitions, delivering greater
process gains to clients.
 With Smart Enterprise Processes (SEPSM), Genpact is the first to introduce a proven,
scientific approach that delivers the benefits of effectiveness in addition to efficiency
and focuses on business outcomes versus only looking at transactional results.
 Genpact’s approach puts process in the forefront, understanding the value process
brings to a company in driving front end results such as customer satisfaction and
retention, revenue generation and profitability.
 The Company couples deep process knowledge and insights with a focused IT
approach, targeted analytics and pragmatic engineering to deliver an integrated
process solution.
 Genpact has built its credentials to support this direction with the single largest pool
of dedicated Lean Six Sigma experts in the industry; extensive industry-leading
people processes, earning it one of the lowest attrition rates in the industry; the largest
global analytics and research services organization; and the technology expertise to
enable great processes.

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SERVICES PORTFOLIO

Genpact has a broad portfolio of core enterprise and industry specific services including:

SERVICES:

Core Business
• Finance & Accounting
• Procurement & Supply Chain
• Collections & Customer Service
• Human Resource Services
• Legal Processing
• IT Services
• IT Consulting

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Smart Decision Services
• Analytics & Research THE SOLUTIONS OFFERED
• Risk Management Services
• Reengineering

Industry Specific Services

• Banking & Financial Services
• Insurance
• Capital Markets
• Manufacturing
• Energy & Utilities
• Retail & CPG
• Healthcare
• Life Sciences
• Transportation & Logistics
• Media & Entertainment
• Hospitality

RISK MANAGEMENT SERVICES PROVIDED BY GENPACT

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 AREAS OF BUSINESS FOR GENPACT

ORGANISATION CHART OF BFSI SECTOR OF GENPACT

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 SWOT ANALYSIS OF GENPACT

CLIENTS OF GENPACT

Genpact manages over 4500 processes for 700+ clients across a breadth of industries. The
Company’s client base is diverse in terms of industry, business size and process need. This
diversity serves both the Company and client base in bringing broad, practical process
expertise. Genpact’s proven strategy has been to grow with its clients with revenues coming
from both new and existing clients. Clients include:

 AstraZeneca Ironshore Nissan

 Cigna Johnson Controls Staples
 GE Inc. Symantec
 Genworth Financial Kimberly-Clark United Biscuits
 GlaxoSmithKline MassMutual Walgreens
 Heineken Hyatt Wells Fargo
 National Australia Bank Financial Group Zimmer

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CORPORATE CENTER OF EXCELLENCE AT GENPACT

 Collections
 Insurance Solutions
 Finance and Accounting
 Analytics
 IT services
 Commercial Finance
 Learning
 External
 Consumer Finance
 Industrial and Equipment

GLOBAL PRESENCE

Genpact delivers its services from a global network of centers, spanning 16 countries:

Brazil Poland
China Romania
Guatemala Spain
Hungary SA
India UAE
Japan US
Netherlands Philippines
Morocco Mexico

Genpact’s objective is to service its clients from the locations that best meet their needs,
taking into consideration business objectives, cultural considerations, language requirements
and cost containment goals. Genpact prides itself in driving seamless delivery and a singular
service culture across its operating locations, accomplished through strong people practices
and local management.

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HIERARCHY OF GENPACT

CEO
Decision Level CFO

Senior Vice President

Functional
Level
Chief Consultant

Assistant Vice President

Top Level
Management
Senior Manager

Assistant Manager
Middle
Management
Management Trainee

Process Developer
Process
Level
Process Associate

 
CULTURE

Genpact has created a culture that emphasizes customer centricity, teamwork, and
continuous process improvement. Their culture is expressed in the Values that embody
their core ideology and define who they are. Their Values are based on the foundation of
unyielding integrity and act as a compass to guide our thoughts and actions, serving as the
pillars that uphold us as an organization.

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 The Genpact Values

 We Succeed When Our Customers Succeed

 We Grow When Our People Grow
 Teams Work,Boundaries Don’t
 Energy and Focus Transform Challenges into Opportunities
 Outstanding Execution Delivers Impact
 Innovation Keeps Us Ahead of the Curve

Being an Employer of Choice

Genpact is a people-oriented company and they truly believe that happy and energized
employees are the key to their success. They are committed towards attracting and retaining
talent and follow global best practices to ensure that they build fruitful and rewarding careers
with them. They strive to create a vibrant and open work environment that is employee-
friendly and socially responsible. They offer a global work culture that provides opportunities
for constant learning and growth, based on their culture of performance and meritocracy.

From world-class training programs to learning opportunities for building competencies, they
encourage and empower their people to acquire new skills and achieve higher education,
matching their professional and personal aspirations. They also make significant investments
in creating a safe and secure work environment for their employees starting with a strict
policy for Environment, Health and Safety.

Rewarding is intrinsic to their nature and they ensure that excellence never goes
unrecognized. They believe that rewarding provides recognition and motivation to high
performers to continue with their winning ways, while also raising the bar higher for
mediocre performers to perform better. They have a formal online rewarding system that
enables managers to instantly reward deserving employees.

A Culture of Transparency

Genpact believes that open, transparent and frequent communication with employees on both
good and bad news fosters trust and goes a long way in building employee loyalty. They
leverage technology as well as the power of face-to-face interaction using multiple channels

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 such as town halls, web chats, employee intranet, one-on-one meetings among others, to
regularly connect and communicate with employees.

Empowering employees to voice their ideas, concerns and feedback is a key piece to keeping
them happy. A key channel for garnering feedback is the Employee Satisfaction Survey—the
results of which are driven with rigor and passion throughout the company.

A Culture of Giving

Caring at Genpact is our global Corporate Social Responsibilities (CSR) initiative. It involves
them as individuals as well as our company wide efforts. Their guiding principles are:

 Embedded social & environmental code of conduct into our core operations &
functions
 Leverage our differentiating skills and competencies
 Design and implement sustainable and scalable solutions

They focus on socially relevant areas that complement our business model and
skills/competencies and systematically apply their distinctive strengths to maximize social
and environmental value. Towards this goal, they have designed a number of global
platforms and programs to make giving a way of life at Genpact and empower them build
stronger communities, where they live and work.

A CLIENT-CENTRIC CULTURE

 Genpact’s operations are a seamless extension of their clients’ operations.

 Their strong operating culture defines their process effectiveness that aims at
delivering real business results and strategic value to their clients.
 They integrate their capabilities with those of their client’s to drive business process
effectiveness with the objective to increase efficiencies and improve business
outcomes. They see their relationships with clients as strategic, long term, and
enduring.
 Genpact offers the right skills and services for such an approach.

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 Their expanding list of service offerings allows them to assist our clients with a
broad range of solutions.
 They often start to work with a client in one domain and end up developing the
relationship to encompass others.
 This proven customer engagement model, where they start small, deliver value,
expand business scope, and gradually penetrate other areas, provides them with
growth and long-term revenue visibility.

CHAPTER 3

LITERATURE REVIEW

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 LITERATURE REVIEW

Andrew Greenberg (2013) : The use of the big three social media networks, Facebook,
LinkedIn, and Twitter, are gaining traction in the recruitment and selection process, with
LinkedIn taking the lead. Studies show that almost half of recruiters using social media for
the recruitment and selection process use LinkedIn exclusively, but Twitter followers are
almost 3 times more likely to apply for a job through social media than a LinkedIn
connection, and recruiters have the smallest Twitter networks of the three. While recruiters
have been building their LinkedIn networks, candidates using social media for job search are
exploring and participating on Twitter and other new social media platforms.

Kaplan and Haenlein (2010) : They define social media as “a group of Internet based
applications that are built on the ideological and technological foundations of Web 2.0, and
allow the creation and exchange of user generated content.”
The phrase social networking sites’ is often used interchangeably with social media.
However, social media is different because it allows participants to unite by generating
personal information profiles and inviting friends and colleagues to have access to those
profiles. Thus, social media is the environment in which social networking takes place and
has altered the way in which consumers gather information and make buying decisions.

O’Reilly’s (2005) definition : “Social media is a broad term that describes software tools
that create user generated content that can be shared.”

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(Gross & Acquisti, 2005; Ellison, Steinfield & Lampe, 2007; Lenhart & Madden, 2007;
Winder, 2007; Boyd & Ellison, 2007 as cited in Cox 2010) : There are some basic features
necessary for a website to meet the requirements as a social network website:
The site must contain user profiles, content, a method that permits users to connect with each
other and post, comments on each other’s pages, and join virtual groups based on common
interests such as fashion or politics.

Darin Hartley, director of client management at Intrepid Learning Solutions in Seattle, and
author of 10 Steps to Successful Social Networking for Business.

Posting jobs on Linkedln necessitates clear and accurate job descriptions. He said hiring
managers wanting successful results must truly understand the desired qualifications for a
position before posting a job. "The beauty of Linkedln is there are more than [75] million
users; the detriment of Linkedln is there are more than [75] million users,". "Your net could
be so broad; you could wind up with 5,000 candidates. Be very clear what you’re looking for.

Darin Hartley

To be effective, companies need to actively attract "friends" by keeping their content fresh
and engaging. Facebook offers advice on building a presence on the site on the "resources"
section of it’s "about" page. "Facebook is the largest social media site in the world. If
candidates are friends, then we have access to the largest pool of candidates possible.

Dr Sandeep K Krishnan, (2013) research has shown that the right brand for an employer
can help in attracting and retaining good talent. Employer branding has been a very popular
concept with HR professionals, branding consultants, and market researchers in the recent
past. While attracting the right talent and retaining them becomes a critical aspect for
business success, research has shown that right brand for an employer can really help in this
regard. Employer branding has external and internal aspects. The internal factors are the
culture, HR practices, and the overall employment experience that a current employee has.
The external factors are what a prospective employee feels about the organization. 

Mark Ritson, who holds a Ph.D. (2012) in marketing and has been a faculty member of
some business schools, believes that employer branding doesn’t have a consumer to address.
Moreover, that employer branding doesn’t look at the negative associations to a brand. Ritson

26
also believes that companies fail to differentiate their employer brands and that they all claim
the same drivers – e.g. innovation, empowerment, integrity, etc. Lastly, Ritson says that
through generic surveys, companies fail to measure true brand equity and that the execution
of employer branding has been so bad that it’s best to stop now before professionals in the
field make things worse

CHAPTER 4

CONCEPTUAL
FRAMEWORK

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 RECRUITMENT AND SELECTION PROCESS OF GENPACT AT A
GLANCE

In order to increase efficiency in hiring and retention and to ensure consistency and
compliance in the recruitment and selection process, it is recommended the following steps
be followed (also refer to Staff Recruitment and Selection Checklist). Details for each step
include the minimum recommended best practice to attract a talented and diverse applicant
pool:

Step 1: Identify Vacancy and Evaluate Need

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 Recruitments provide opportunities to departments such as aligning staff skill sets to
initiatives and goals and planning for departmental and individual growth. Although there is
work involved in the hiring process, proper planning and evaluation of the need will lead to
hiring the right person for the role and team. There can be:

 Newly Created Positions

 Replacement

Step 2: Develop Position Description

A position description also referred to as a job description is the core of a successful

recruitment process. From the job description, interview questions, interview evaluations and
reference checks questions are developed.

A well-written job description as per the company:

 Provides a first and sometimes, lasting impression of the campus to the candidate.
 Clearly articulates responsibilities and qualifications to attract the best suited
candidates.
 Improves retention as turnover is highest with newly hired employees. Employees
tend to be dissatisfied when they are performing duties they were not originally hired to
perform.
 Provides an opportunity to clearly articulate the value proposition for the role and the
department and helps attract candidates to apply.
 Optimizes search engine results by ensuring job postings rank highly in candidate
search results when searching on-line.
 Serves as documentation to help prevent, or defend against, discrimination complaints
by providing written evidence that employment decisions were based on rational business
needs
 Identifies tasks, work flow and accountability, enabling the department to plan how it
will operate and grow.
 Assists in establishing performance objectives.
 Is used for career planning and training by providing clear distinctions between levels
of responsibilities and competencies required.
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 Prior to developing the job description the hiring manager should identify the following:

1. General Information
2. Position Purpose
3. Essential Functions
4. Minimum Requirements
5. Preferred Qualifications

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 FORMAT OF JOB DESCRIPTION FOR FACEBOOK

Step 3: Develop Recruitment Plan

 Each position requires a documented Recruitment Plan which is approved by the

organizational unit. A carefully structured recruitment plan maps out the strategy for
attracting and hiring the best qualified candidate and helps to ensure an applicant pool

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 which includes women and underrepresented groups including veterans and
individuals with disabilities.

 In addition to the position’s placement goals the plan contains advertising channels to
be used to achieve those goals. The recruitment plan is typically developed by the
hiring manager in conjunction with the Departmental HR manager.

 Recruitment Plan Elements:

A.    Posting Period

B.    Placement Goals
C.    Additional Advertising Resources
D.    Diversity Agencies
E.    Resume Bank

Step 4: Post Position and Implement Recruitment Plan

Once the position description has been completed, the position is then posted to the various
job portals , career site, social media and is also sent by mails.

Every effort is made to ensure the accuracy of the job description and posting text. It is not
advisable and in some instances, not possible to change elements of a posted position. The
reason for this has to do with the impact a given change may have on the applicant pool.

To post the position:

Talent Sourcing and Outreach

In order to identify the widest and talented applicant pool, sourcing and outreach activities
are engaged. Passive candidate sourcing is an activity which can be conducted during this
phase in the recruitment process. This is typically done using social media and networking
channels.

Monitoring/Updating Recruitment Plan/Diversity Strategy

Continuous monitoring of recruitment activity and recruitment plan effectiveness is critical to

a successful search.

32
Step 5: Review Applicants and Develop Short List

After the profiles of candidates is received by the respective department, it is reviewed

thoroughly and the list of potential candidates for that particular position is shot-listed.

Step 6: Conduct Interviews

The interview is the single most important step in the selection process. It is the opportunity
for the employer and prospective employee to learn more about each other and validate
information provided by both. By following these interviewing guidelines, Genpact ensures
that it has conducted a thorough interview process and has all necessary data to properly
evaluate skills and abilities

There are:

Telephonic Interviews

Face to Face Interviews: Initial round to judge a person’s interest & proficiency in the job.

Step 7: Testing and other Selection Methods:

1) Recorded telephonic round : Ordinate

2) Aptitude Test : AMCAT
3) Live Telephonic round : I-Speak
4) Line Manager’s telephonic or face to face round

Step 8: Select Hire Final Applicant

After the approval by Manager, Letter of Intent and profile sheet is signed by the candidate.

The candidate data is sent for Background Check. i.e. BGC check, which takes about 10-15
days.

After the check goes ‘GREEN’, the candidate is hired and an on-boarding and orientation
session is given to him. All necessary initial training is provided to the employees.

As one of the most critical steps in the process, Genpact keeps the following in mind:

33
 The best candidate for the position is chosen based on qualifications.
 The candidate helps to carry out the Organisation’s and self’s missions.

SOURCES OF RECRUITMENT SPECIFIC TO GENPACT

INTERNAL SOURCES

1) Present employees:

Promotion implies upgrading of an employee to a higher position carrying higher status, pay
and responsibilities.

Advantages

 Promotion from among the present employees is advantageous because the employees
promoted are well acquainted with the organization culture, they get motivated and it
is cheaper also.
 Promotion from among the person employees also reduces the requirement of job
training after every 1.5 years.

Disadvantages

 It limits the choice of the few people and denying hiring of outsiders who may be
better qualified and skilled.
 Promotion from among present employees also results in inbreeding, which creates
frustration among those not promoted.

2) Transfer: refers to shifting an employee from one job to another without any change
in the position/post, status and responsibilities. The need for transfer is felt to provide
employees a broader and carried base, which is considered necessary for promotion.

34
 3) Job rotation: involves transfer of employees from one job to another job on the
lateral basis.
4) Former retired employees: Former employees are another source of applicant for
vacancies to be filled up in the organization. Retired or retrenched employees,
interested to come back the company to work on the part time basis. Similarly, some
former employees who left the organization for any reason, come back to work. This
source has the advantages of hiring people whose performance is already known to
the organization.
5) Employee referrals/PARICHAY: The existing employees refer to the family
members, friends and relatives to the company potential candidates for the vacancies
to be filled up in the organization. This source serves as the most effective methods of
recruiting people in the organizations because refer to those potential candidates who
meet the company requirement known to them from their own experience. The
referred individuals are expected to be similar in type in the of race and sex, for
example, to those who are already working in the organization
6) Previous applicant: This is considered as internal source in the sense that
applications from the potential candidates are already lying with organization.
Sometimes the organization contacts though mail or messengers these applicants to
fill up the vacancies particularly for unskilled or semiskilled jobs.

EVALUATION OF INTERNAL SOURCES

Advantages

 Familiarity with own employees: The organization has more knowledge and
familiarity with the strengths and weaknesses of its own employees than of strange on
unknown outsiders.
 Better use of the talent: The policy of internal recruitment also provides an
opportunity to the organization to make a better use of talents internally available and
to develop them further and further.
 Economical recruitment: In case of internal recruitment, the organization does not
spend much money, time and effort to locate and attract the potential candidates.
Thus, internal recruitment proves to be economical, or say, inexpensive.

35
  Improves morale: This method makes employees sure that they are preferred over
the outsiders as and when they filled up in the organization vacancies.
 A motivator: The promotion through internal recruitment serves as a source of
motivation for the employees to improve their carrier and income. The employees feel
that organization feel that organization is a place where they can build up their life-
long career.
 Internal recruitment also serves as a means of attracting and retaining employees in
the organization.

Disadvantages

 Limited choice: Internal recruitment limits its choice to the talents available within
the organization. Thus, it denies the tapping of talents available in the vast labor
market outside the organization.
 Internal recruitment serves as a means for “inbreeding”, which is never healthy for
the future organizations.
 Discourage competition: In this system, the internal candidates are protected from
competition by not giving opportunity to otherwise competent candidates from
outside the organization. This in turn, develops a tendency among the employees to
take the promotion without showing extra performance.
 Stagnation of skills: With the feeling that internal candidates will surely get
promoted, their skill in the long run may become stagnant or obsolete. If so,
productivity and sufficiency of the organization, in turn, decreases.
 Creates conflicts: Conflicts and controversies surface among the internal candidates,
whether or not they deserve promotion.

EXTERNAL SOURCES

External sources of recruitment lie outside the organization. These outnumber internal
sources.

1) Employment agencies: In addition to the government agencies, there are number of

private agencies that register candidates for employment and furnish a list of suitable
candidates from the data bank as and when sought by the prospective employer. The

36
 main function of these agencies is to invite application and short-list the suitable
candidates for the organization. The representative of the Genpact takes the final
decision on selection.
The time saved in this method can be better utilized elsewhere by Genpact.

2) Advertisement & Walk-ins: Walk-ins cover all those people who apply on the spot
in the organization after experiencing some mails, advertisements or calls. Some
employers/companies advertise their post by giving them post box number of the
name of some recruiting agency.

While preparing advertisement, a lot of care is taken to make it clear and to the point. It must
ensure that some self-selection among applicant take place and only qualified applicant
responds the advertisement copy should be prepared by using a four-point guide called
AIDA.

GENPACT’S FACEBOOK PAGE FOR POSTING GENERAL AND JOB-RELATED

ADVERTISEMENTS

3) Professional Associations: Very often, recruitment for certain professional and

technical positions is made through professionals association also called
‘Headhunters’. Genpact is associated with some of the associations which hires
candidates for it.

37
 These professional associations prepare either list of jobseekers or publish or sponsor
journal or magazines containing advertisements for their member.
 It is particularly useful for attracting highly skilled and professional personnel.

4) Campus Recruitment: Genpact has a separate team called “The Campus Team” to
perform campus hiring function. It visits campus PAN INDIA, and hires potential
employees for branches all over India.
Advantages
 Most of the candidates are available at one place
 The interviews are arranged at short notice
 The teaching is also met
 It gives them opportunity to sell the organization to a large students body who would
be graduating subsequently.

Disadvantages
 Organizations have to limit their selection to only “entry’’ positions
 They interview the candidates who have similar education and experience, if at all.

5) Word-of-mouth: Some organizations in India also practice the “word-of-mouth’’

method of recruitment.
In this method, the word about Genpact is passed around the vacancies or opening in
the organization. Another form of word-of-mouth method is “employee- pinching’’
i.e., the employee working in another organization is offered by the rival organization.
This method is economic, in terms of both time and money. Some of the
organizations, maintain a file of applications and the bio-data of a job seeker. These
serve as a very handy as when there is vacancy in the organization.
Advantage
 No cost involved in recruitment.

Disadvantage

 Non- availability of the candidates when needed choice of candidates is restricted

to a too small number.

38
EVALUATION OF EXTERNAL SOURCES

Advantages

 Open Process: Being a more open process, it is likely to attract a large number of
applicants/application. This in turn, widens it option of selection.
 Availability of Talented Candidates: With the large pool of applicants, it becomes
possible for organization to have talented candidates from the outside. Thus, it
introduces new blood in the organization.
 Opportunity to Select the Best Candidate: With the large pool of applicants,
selection process becomes competitive. This increases prospects for selection the best
candidates.
 Provides healthy competition: As the external members are supposed to be more
trained and efficient. With such a background, they work with the positive attitude
and greater vigor. This helps create healthy competition and conductive work
environment in the organization.

Disadvantages

 Expensive and time consuming: This method of recruitment is both expensive

and time consuming. There is no guarantee that organization will get good and
suitable candidates.
 Unfamiliarity with the Organization: As candidates some outside the
organization, they are not familiar with tasks, job nature and the international
scenario of the organization.
 Discourage the Existing Employee: Existing employees are not sure to get
promotion. This discourages them to do the hard work. This, in turn, boils down to
decreasing productivity of the organization.
 Errors in Posting jobs on Social Media or via Advertisement or unfiltered and
unwanted comments and posts.

39
 UNDERSTANDING THE TRENDS OF SOCIAL MEDIA IN BPO’S

Social Media and BPOs: A Perfect Combination or not

A social media strategy has now become a survival tool for almost all corporate companies.
To everyone’s surprise it’s proving to be a game changer in the BPO industry too,
as companies are increasingly feeling the need to track social media conversations to
understand consumer preferences and their perceptions towards products and services.

And when those consumers are job seekers, it becomes all the more important to use social
media efficiently.

REASON

Basically there has been a shift in the way customers engage with companies; a shift from
telephones and email to social networks and mobile applications.

40
Every corporate wants to know how, when and why they are being mentioned on social
media platforms like Facebook, Twitter and LinkedIn, by different consumers. And BPOs are
helping them monitor exactly that.

 According to a report in the Economic Times dated July 5, BPOs such as Aditya Birla
Minacs, First source and Aegis are now proactively offering to monitor social media,
and reaching out through platforms including Twitter and Facebook.

On one hand, there is Aditya Birla Minacs that has invested 11 million dollars in social
media-related services, and offers key-word monitoring and reputation management services
for five customers (currently) and is in discussions with 12 others. And on the other hand,
First source runs social media forums for its clients, where customers can engage in
discussions about the products or services.

 In the year, 2011, India’s largest BPO, Genpact, acquired Empower Research, an
integrated media and business research company with capabilities in social media
research, media monitoring, measurement and HIRING for an undisclosed amount.

 Soon after, Mumbai-based BPO provider 24/7 Customer announced their plans to hire
over 5,000 social and interactive media (SIM) advisors in India.

Other BPO providers who have already taken a step into social media management services
include Wipro, Tele performance and contact centre outsourcing firm, Sitel.

When it comes to business, from launching to marketing to receiving feedback from

customers, social media has been an immense platform.

According to the “2012 Social Media Marketing Industry Report” by Social Media Examiner,
the traditional “big three” social networks, Facebook (92 percent), Twitter (82 percent), and
LinkedIn (73 percent) are frequently used by social media marketers and 30 percent of
participants were outsourcing some of their social media efforts. 

And according to a famous research and analytics site, gartner.com, by the end of the year
2015, refusing to communicate by social media will be as damaging to a company’s
reputation and customer service levels as ignoring an email or phone call is in today’s times.

41
That means BPO providers must hire and train the right people to manage these evolving
communication channels because a good telephone agent isn’t necessarily a good social
media agent.

In other words, in the social world, poor responses have the potential to go viral which is
why social agents need to be well trained and highly skilled.

How This Works:

The three business requirements of social media are

1. Listening to conversations
2. Deep customer analytics and
3. Responding to conversation

All of which can be provided as a service. And this is where BPOs are seeing a business
opportunity, as they can help their clients without them having to worry about hiring or
investing in new resources to gain attraction on social media.

So while it lessens the burden on corporates to adopt large capital-intensive structure, a well-
placed BPO service provider can help a company to focus on selling and growing their
business.  They look after social media elements, providing the infrastructure, processes,
technology and intelligence to interpret customer data analytics and respond accordingly.

So, along with Recruitment and hiring, Branding and providing solutions, is what is now in
trend, successfully running for various BPO’s and is expected to continue with time and
situations.

EMPLOYER BRANDING AND SOCIAL MEDIA

“A brand is a symbolic embodiment of all the information connected to a company, product

or service.” -Wally Olins (2003)

Simply put, the way a customer is attracted to the product and often  becomes loyal to it.
Similar is the case of an organization, an employee these days doesn’t go merely by the
compensation but the entire package, moreover as in the case of products ,the employees are
spoilt for choice. So, organizations in the face of the growing talent crunch are falling over
42
themselves to bag the best in the market by differentiating themselves. The need for insidious
poaching is passé ,now it’s about building brands for future talent to be attracted to it.

PROCEDURE FOR EMPLOYER BRANDING

EMPLOYER BRANDING TECHNIQUES

Employer branding is a mirror to the culture, organizational structure, the HR Practices of a

company and of course-the PR department. An organization needs to project an image of
providing challenging and enriching work, autonomy in decision making and being a socially
responsible organization.

43
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Creating a value proposition

 Organization culture
 Management style
 Qualities of current employees
 Current employment image

External branding

 To attract employees
 Explore social media

Internal branding

 HR practices and Alignment of workforce with the corporate goals

 Psychological benefits (job security, career opportunities, personal growth)

EMPLOYER BRANDING THROUGH SOCIAL MEDIA

44
Internal branding exposes the workers to the value proposition created by the employer. It
aims at creating sync between the workplace culture and the corporate goals, enables the
organization to achieve a competitive advantage.

External branding aims at attracting the target population, designed to support and enhance
the corporate brand. It acts as a critical differentiator

External branding acts as a critical differentiator between reactive and proactive

organizations. It is designed keeping in mind the interests of its target audience. Target
audience is the prospective employees and the current employees and what better way to
approach them than the social network.

In the globalized world, the brand not only caters to the domestic audience but the rest of the
world also wants to know when facebook has an opening at Pao Alto. Not having active
presence on the web is social suicide, if you want prospective employees like consumers to
recall your brand; you have to constantly remind them by selling yourself as a place
employees can aspire for.

With the help of social media, it has become easy to capture the interests of the target
audience. In this age of digitization, various tools such as

 Social networking –Twitter, LinkedIn, Facebook etc.

 Social Rankings
 Offline networking- seminars, conferences etc.

have provided organizations with ample arenas to create and promote their brand equity. But
along with this comes the challenge of creating a positive and socially responsible
organization. Once an organization is able to successfully create this brand identity then it
must adhere to this promise as well as nurture and maintain it.

ANALYSIS OF TREND OF FACEBOOK HIRING

1) BEST TIME TO POST ON FACEBOOK

45
 300
200
100
0
Column1
Like Rate

Interpretation:

The analysis showed that it was best to post during times when fans were not at work and
between the hours of 8pm-7am. So, to increase likes and comments up to almost 20%, it is
appropriate to post during non-busy hours.

2) FREQUENCY OF POSTS ON DAILY BASIS

350
300
250
200
Column1
150 Like Rate
100
50
0
1-2 posts > 3 posts

Interpretation:

Research shows that quality not quantity counts when publishing to your wall. 1 or 2 brand
posts everyday receive 32% higher “Like” rates and 73% higher “Comments” compared to
posting 3 or more times a day.

3) BEST DAY TO POST ON FACEBOOK

46
 10
8
6
4
2
0 Column3
-2 Su Mo Tue Wedne... Thur... Fr
-4
-6
-8

Interpretation:

As per the research, posting jobs regularly throughout the week is not a good idea. To
improve engagement rate, it is best to publish on Wednesdays and Sundays thereafter. On
Wednesdays, the engagement rate varied up to 8%, wherein on Sundays, up to 2%.

140
120
100
80
Column1
60 Like rate
40
20
0
Fill in the blanks post Non-Fill in the blanks

4) FACEBOOK POST STRUCTURE

Interpretation:

One of the most underutilized Post techniques is one of the most engaging. Data shows that
brand Posts employing the fill in the blank strategy (e.g. I Like ….) generate comment rates
nine times higher than other post strategies. The data supports that this is a proven strategy
unique to the retail industry, yet less than 1% of retail brands are utilizing this tactic.

47
 250

200

150
Column1
100 Like rate
50

0
1-80 Characters 81 + characters

5) LENGTH OF POSTS

Interpretation:

Retail Brand Wall posts less than 80 characters in length receive 66% higher engagement
than longer posts. Very concise posts – those between 1 and 40 characters – generate highest
engagement. Only 5 % of all retail brands wall posts are less than 40 characters in length,
even though these receive 86% higher fan engagement.

6) FREQUENCY OF POSTS ON WEEKLY BASIS

200
180
160
140
120
100 Column1
80 like rate
60
40
20
0
1-4 posts/week 5+ posts/week

Interpretation:

Achieve maximum user engagement by not overcrowding the user’s News Feeds with too
many Posts during the week. Posting 1-4 times per week produces 71% higher user
engagement than 5 or more posts in a given week for retail brands. Comment rate as well as
like rate increase approximately by 71%.

48
 7) BEFORE AND AFTER FACEBOOK TRENDS

12000

10000

8000

6000 Facebook Likes

Column1
4000

2000

Interpretation: User trends change with time. One of the factor that effects it is how
company branding is done. So, the more the relevant updates and content development on the
site, the more the number of likes and comments. Since October 2011 to April 2012, the
Facebook site was developed and recreated, increasing the number of likes and comments.

49
 ANALYSIS OF QUESTIONNAIRE ON SOCIAL MEDIA HIRING

1) RELIABILITY TEST

Reliability Statistics
Cronbach's Alpha Cronbach's Alpha Based on N of Items
Standardized Items
.784 .780 98

Interpretation: The value of alpha is 0.78, which is greater than 0.6, hence the questionnaire
is reliable and will give valid results.

Part 1: Effect on ‘Usage Of Social Media by Employees for General Purposes’

1) GENDER

Chi-Square Tests
Value df Asymp. Sig. (2-sided)
Pearson Chi-Square 33.676a 6 .163
Likelihood Ratio 45.849 6 .059
Linear-by-Linear Association 1.375 1 .558
N of Valid Cases 98
a. 8 cells (57.1%) have expected count less than 5. The minimum expected count is 1.55.
Interpretation: There is no significant impact of ‘GENDER’ on Usage of Social Media by
Employees for General Purposes’since sig value > 0.05.

50
 2) AGE
ANOVA

‘Usage Of Social Media by Employees for General Purposes’

Sum of squares df Mean Square F Sig.
Between Groups 10.838 3 3.613 25.023 0.022
Within Groups 13.571 94 0.144
Total 24.408 97

Interpretation: There is an impact of ‘AGE’ on Usage of Social Media by Employees for

General Purposes’since sig value > 0.05.

3) DESIGNATION
ANOVA

‘Usage Of Social Media by Employees for General Purposes’

Sum of Squares df Mean Square F Sig.
Between Groups 4.986 2 2.493 12.195 0.631
Within Groups 19.422 95 0.204
Total 24.408 97

Interpretation: There is no significant impact of ‘DESIGNATION’ on Usage of Social

Media by Employees for General Purposes’since sig value > 0.05.

51
 4) TYPE OF INDUSTRY

ANOVA

‘Usage Of Social Media by Employees for General Purposes’

Sum of Squares df Mean Square F Sig.
Between Groups 4.981 2 2.490 12.205 .370
Within Groups 19.436 95 .204
Total 24.417 97

Interpretation: There is no significant impact of ‘TYPE OF INDUSTRY’ on Usage Of

Social Media by Employees for General Purposes’since sig value > 0.05.

Part 2: Effect on ‘Usage of Social Media by Employees for Job-Specific Purposes’

1) GENDER
Chi-Square Tests
Value df Asymp. Sig. (2-sided)
a
Pearson Chi-Square 58.153 8 .212
Likelihood Ratio 75.788 8 .061
Linear-by-Linear
19.009 1 .597
Association
N of Valid Cases 98
a. 12 cells (66.7%) have expected count less than 5. The minimum expected count is
1.55.

Interpretation: There is no significant impact of ‘GENDER’ on Usage of Social

Media by Employees for Job-Specific Purposes’since sig value > 0.05

ANOVA

Usage Of Social Media by Employees for Job-Specific Purposes

52
 Sum of Squares df Mean Square F Sig.

Between Groups 17.367 3 5.789 16.697 .008

Within Groups 32.591 94 .347
Total 49.957 97
2) AGE

Interpretation: There is a significant impact of ‘AGE’ on Usage of Social Media by

Employees for Job-Specific Purposes’since sig value < 0.05.

3) DESIGNATION

ANOVA

Usage Of Social Media by Employees for Job-Specific Purposes

Sum of Squares df Mean Square F Sig.

Between Groups 3.432 2 1.716 3.504 .034

Within Groups 46.525 95 .490

Total 49.957 97

Interpretation: There is a significant impact of ‘DESIGNATION’ on Usage of Social Media

by Employees for Job-Specific Purposes’since sig value < 0.05.

4) TYPE OF INDUSTRY

ANOVA

Usage Of Social Media by Employees for Job-Specific Purposes

Sum of Squares df Mean Square F Sig.

53
Between Groups 17.367 3 5.789 16.697 .168
Within Groups 32.591 94 .347
Total 49.957 97

Interpretation: There is no significant impact of ‘TYPE OF INDUSTRY’ on Usage Of

Social Media by Employees for Job-Specific Purposes’since sig value > 0.05.

Part 3: Effect on ‘Employee’s perception of Effectiveness of Social Media as a hiring

tool’.

1) GENDER

Chi-Square Tests
Value df Asymp. Sig. (2-sided)

Pearson Chi-Square 47.860a 6 .131

Likelihood Ratio 58.887 6 .062
Linear-by-Linear Association 32.046 1 .599
N of Valid Cases 98
a. 5 cells (35.7%) have expected count less than 5. The minimum expected count is 1.55.

Interpretation: There is no significant impact of ‘GENDER’ on Employee’s perception of

Effectiveness of Social Media, since sig value > 0.05.

2) AGE

ANOVA

Employee’s perception of Effectiveness

Sum of Squares df Mean Square F Sig.

Between Groups 3.448 3 1.149 7.246 .660

Within Groups 14.907 94 .159
Total 18.355 97

54
Interpretation: There is no significant impact of ‘AGE’ on Employee’s perception of
Effectiveness of Social Media, since sig. value > 0.05.

3) DESIGNATION

ANOVA

Employee’s perception of Effectiveness

Sum of Squares df Mean Square F Sig.
Between Groups .781 2 .391 2.112 .127
Within Groups 17.573 95 .185
Total 18.355 97

Interpretation: There is no significant impact of ‘DESIGNATION’ on Employee’s

perception of Effectiveness of Social Media, since sig value > 0.05.

4) TYPE OF INDUSTRY
ANOVA

Employee’s perception of Effectiveness

Sum of Squares df Mean Square F Sig.

Between Groups 16.010 3 5.336 15.928 .114

Within Groups 31.491 94 .335

Total 47.501 97

55
Interpretation: There is no significant impact of ‘TYPE OF INDUSTRY’ on Employee’s
perception of Effectiveness of Social Media, since sig value > 0.05

Part 4: Effect on Employee’s preference of E-Recruitment

1) GENDER

Chi-Square Tests
Value df Asymp. Sig. (2-sided)
Pearson Chi-Square 18.723a 7 .109
Likelihood Ratio 24.034 7 .101
Linear-by-Linear Association 8.404 1 .084
N of Valid Cases 98
a. 10 cells (62.5%) have expected count less than 5. The minimum expected count is 1.55.

Interpretation: There is no significant impact of ‘GENDER’ Employee’s preference of E-

Recruitment since, sig value > 0.05.

ANOVA

Preference for E-recruitment

Sum of Squares df Mean Square F Sig.

Between Groups 1.333 3 .444 1.374 .256

Within Groups 30.417 94 .324
Total 31.750 97
2) AGE

Interpretation: There is no significant impact of ‘AGE’ Employee’s preference of E-

Recruitment since, sig value > 0.05.

56
 3) DESIGNATION
ANOVA

Preference for E-recruitment

Sum of Squares df Mean Square F Sig.

Between Groups 7.202 2 3.601 13.936 .011

Within Groups 24.548 95 .258

Total 31.750 97

Interpretation: There is a significant impact of ‘DESIGNATION’ on Employee’s

preference of E-Recruitment since, sig value < 0.05.

4) TYPE OF INDUSTRY

ANOVA

Preference for E-recruitment

Sum of Squares df Mean Square F Sig.

Between Groups 16.502 2 8.251 24.777 .143

Within Groups 31.648 95 .333

Total 48.150 97

Interpretation: There is no significant impact of ‘TYPE OF INDUSTRY’ on Employee’s

preference of E-Recruitment since, sig value > 0.05.

57
 ANALYSIS OF EMPLOYER BRANDING QUESTIONNAIRE

COMPUTATION OF MEAN – FOR PROSPECTIVE EMPLOYEES

General Perspective

S.No. Employer Branding Mean Inference

Aspects Score
1) Knowledge of Employer 4.49 The mean score here indicates that
Branding prospective employees have quite a lot of
knowledge about what employer branding
actually is.
2) Brand is an important 4.8 The mean score is very high and thus it can
criteria for applying to the be inferred that brand of the company is an
job important criteria for many of the
prospective employees.
3) Self-Image improves when 4.6 The mean score is quite high and indicates

58
 working with a good brand that a good number of prospective
employees relate self-image with working
for a good brand.

General Inference: Job- seekers are very much knowledgeable of what branding is and
how important a company’s brand name is while one is applying for it. According to 92%
prospective employees, their image in the society enhances, if they join a brand. Thus, it is
inevitable that companies need to strategize on their branding part, specially through social
media since

Company Specific Perspective

S.No. Employer Branding Aspects Mean Score Inference

Genpact Convergys
1) I have seen the Facebook 4 3.89 The mean score of Genpact
Page of this organization. i.e 4 is slightly greater than
that of convergys. This shows
that more number of people
have seen Genpact’s facebook
page rather than convergys’.
2) I have ‘Liked’ the Facebook 4.0 3.8 There is a slight difference
Page of this organization. of .1 in the score of both the
companies, which shows that
pages of both the brands are
liked, but Genpact’s page is
liked by more number of
people.
3) I get regular notifications 4.7 3.5 The mean value of Genpact is

59
 about the company. highly above that of
convergys. This shows that,
people get more of
notifications on Genpact’s
page and not on
Convergys’page.
4) I receive regular job posts 3.8 3.46 The means show that both the
and job related information pages do not get significant
from the page. number of JOB-RELATED
posts. But, performance of
Convergys is below average,
wherein Genpact is still a
better performer.
5) I perceive this organization 4.61 4.63 The mean value of Convergys
as a good reference for my being greater than Genpact’s
future career. Shows that Covergys is a
preferd choice over Genpact
due to the value-additions that
this organisation gives to its
employees.
6) I would like to join this 4.72 4.75 The slight difference in
organization in future due to means show that Convergys
its employer brand. is preferred over it’s
competitor with a slight
margin.
7) The branding practices 4 4.1 The slight difference in
followed by this company means show that Convergys
have enhanced people’s is preferred over it’s
perception about the competitor with a slight
company. margin.
8) The organization has a good 4.11 4.20 The greater value of mean of
brand image among the convergys shows that it has
potential employees. better brand image among the
potential employees as
compared to Genpact.

60
 9) The only factor which 4.88 4.57 The Genpact is superior than
attracts most potential convergys when only
employees towards this employer branding factor is
organization is its brand considered for analyzing
name. brand name.
10) If I had a choice, I would 4 4.3 The mean score indicate that
like to join this organization. convergys is more preferred
than genpact in choice of
joining the organization.
TOTAL MEAN : 4.28 4.15 The difference in total mean
score indicates that Genpact
is preferred brand over
Convergys due to its
ONLINE employer brand
technique.

1) RELIABILITY TEST

Cronbach's Alpha N of Items

.80 120

Interpretation: The value of alpha is 0.78, which is greater than 0.6, hence the questionnaire
is reliable and will give valid results.

Part1: Awareness about Employer Branding among prospective employees.

2) GENDER
Chi-Square Tests
Value df Asymp. Sig. (2-sided)
Pearson Chi-Square 15.157a 9 .087
Likelihood Ratio 16.214 9 .063

61
Linear-by-Linear
.002 1 .962
Association
N of Valid Cases 120
a. 10 cells (62.5%) have expected count less than 5. The minimum expected count is 1.55.

Inference: There is no significant impact of ‘GENDER’ on Prospective Employee’s

awareness of Employer Branding since, sig value > 0.05.

3) AGE

ANOVA
Awareness about Employer Branding
Sum of Squares df Mean Square F Sig.

Between Groups 1.817 2 .908 2.813 .064

Within Groups 37.775 117 .323

Total 39.592 119

Inference: There is no significant impact of ‘AGE’ on Prospective Employee’s awareness of

Employer Branding since, sig value > 0.05.

4) EDUCATION
ANOVA
Awareness about Employer Branding
Sum of Squares df Mean Square F Sig.

Between Groups .217 2 .108 .220 .043

Within Groups 57.650 117 .493
Total 57.867 119
/
Inference: There is a significant impact of ‘EDUCATION’ on Prospective Employee’s
awareness of Employer Branding since, sig value < 0.05.

62
Part2: Perception of Prospective Employees towards Employer Branding

1) GENDER
Chi-Square Tests
Value df Asymp. Sig. (2-sided)

Pearson Chi-Square 10.009a 9 .350

Likelihood Ratio 11.337 9 .253
Linear-by-Linear Association 1.006 1 .316
N of Valid Cases 120
a. 10 cells (62.5%) have expected count less than 5. The minimum expected count is 1.55.

Inference: There is no significant impact of ‘GENDER ‘on Prospective Employee’s

perception of Employer Branding since, sig value > 0.05.

2) AGE

ANOVA

Perception of Prospective Employees

Sum of Squares df Mean Square F Sig.

Between Groups 1.344 3 .448 1.386 .025

Within Groups 30.419 94 .323

Total 31.763 97

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Inference: There is a significant impact of ‘AGE’ on Prospective Employee’s perception of
Employer Branding since, sig value < 0.05.

3) EDUCATION

ANOVA

Perception of Prospective Employees

Sum of Squares df Mean Square F Sig.

Between Groups .050 2 .025 .055 .046

Within Groups 52.875 117 .452
Total 52.925 119

Interpretation: There is a significant impact of ‘EDUCATION’ on Prospective Employees’

Perception of Employer Branding since sig value < 0.05.

Part3: Intention of Prospective Employees to be associated with a brand

1) GENDER

Chi-Square Tests
Value df Asymp. Sig. (2-
sided)
a
Pearson Chi-Square 12.219 9 .148
Likelihood Ratio 14.621 9 .172

Linear-by-Linear Association 1.001 1 .556

N of Valid Cases 120

a. 10 cells (62.5%) have expected count less than 5. The minimum expected count is 1.55.

64
Inference: There is no significant impact of ‘GENDER’ on Prospective Employees’
Intention of Employer Branding since sig value > 0.05.

2) AGE

ANOVA
Intention of Prospective Employees
Sum of Squares df Mean Square F Sig.

Between Groups 4.517 2 2.258 3.917 .023

Within Groups 67.450 117 .576

Total 71.967 119

Interpretation: There is a significant impact of ‘AGE’ on Prospective Employees’ Intention

of Employer Branding since sig value < 0.05.

3) EDUCATION

ANOVA
Intention of Prospective Employees
Sum of df Mean F Sig.
Squares Square
Between
2.117 2 1.058 2.110 .126
Groups
Within Groups 58.675 117 .501
Total 60.792 119

Interpretation: There is no significant impact of ‘EDUCATION’ on Prospective Employees’

Intention of Employer Branding since sig value > 0.05.

65
 CHAPTER 6

FINDINGS &
SUGGESTIONS

66
 6.1 FINDINGS

The successful completion of the study projects the following findings:

1. Posts made between 8 PM and & 7 AM receive 20% more user engagement.
2. Posting 1 or 2 times a day produces 40% higher user engagement.
3. On Wednesday, engagement rate is 8% above average, which is the maximum in the
week.
4. ‘Fill in the blanks’ type posts receive 9 times more Comments than other Posts.
5. Posts with 80 characters or less receive 66% higher engagement.
6. Posting 1-4 times per week produces 71% user engagement.
7. The number of People talking about and the number of likes increased from October
2011 to April 2012 due to changes in the facebook site made.
8. There is no significant impact of the ‘GENDER’ on use of Social media for general
purposes. So, the hypothesis – Ho1 gets accepted.
9. There is no significant impact of the ‘AGE’ on use of Social media for general
purposes. Ho2 gets accepted.
10. There is no significant impact of the ‘DESIGNATION’ on use of Social media for
general purposes. Ho3 gets accepted.
11. There is no significant impact of the ‘TYPE OF INDUSTRY’ on use of Social media
for general purposes. Ho4 gets accepted.
12. There is no significant impact of the ‘GENDER’ on use of Social media for job
specific purposes. Ho5 gets accepted.
13. There is a significant impact of the ‘AGE’ on use of Social media for job specific
purposes. Ho6 gets rejected.
14. There is a significant impact of the ‘DESIGNATION’ on use of Social media for job
specific purposes . Ho7 gets rejected.
15. There is no significant impact of the ‘TYPE OF INDUSTRY’ on use of Social media
for job specific purposes. Ho8 gets accepted.

67
16. There is no significant impact of the ‘GENDER’ on Employee’s perception of
Effectiveness of Social Media . Ho9 gets accepted.
17. There is no significant impact of the ‘AGE’ on Employee’s perception of
Effectiveness of Social Media. Ho10 gets accepted.
18. There is no significant impact of the ‘DESIGNATION’ on Employee’s perception of
Effectiveness of Social Media . Ho11 gets accepted.
19. There is no significant impact of the ‘TYPE OF INDUSTRY’ on Employee’s
perception of Effectiveness of Social Media. Ho12 gets accepted.
20. There is no significant impact of the ‘GENDER’ on Employee’s preference of E-
Recruitment. Ho13 gets accepted.
21. There is no significant impact of the ‘AGE’ on Employee’s preference of E-
Recruitment. Ho14 gets accepted.
22. There is a significant impact of the ‘DESIGNATION’ on Employee’s preference of
E-Recruitment. Ho15 gets rejected.
23. There is no significant impact of the ‘TYPE OF INDUSTRY’ on Employee’s
preference of E-Recruitment. Ho16 gets accepted.
24. As per the viewpoint of Prospective Employees, the ‘Employer Branding Aspects’
that are of high importance to them are:
 Knowledge of Employer Branding
 Importance of Brand while applying for jobs.
 Self-Image associated highly with a branded organization.
25. As per prospective employees, the areas where Genpact is successful in maintaining
it’s Employer Brand are:
 Making prominent it’s Facebook page to many a user.
 Maintaining more number of Likes on it’s Facebbok Page.
 Posting company related general notifications, regularly.
 Maintaining “IT’S EMPLOYER BRAND” as the most influential reason to attract
prospective employees.
 Maintaining its image of “A Company which is a good reference for future career”.
 Attracting Potential Talent to join it in future by it’s Branding Practices..

68
 Following good Branding Practices to enhance people’s perception about the
company.
 Maintaining it’s Overall Brand Image at a fairly good level.
 Attracting Potential Talent to join it in future.
26. As per prospective employees, the areas where Convergys is successful in
maintaining it’s Employer Brand are:
 Making prominent it’s Facebook page to many a user.
 Maintaining more number of Likes on it’s Facebbok Page.
 Maintaining its image of “A Company which is a good reference for future career”.
 Attracting Potential Talent to join it in future by it’s Branding Practices..
 Following good Branding Practices to enhance people’s perception about the
company.
 Maintaining it’s Overall Brand Image at an extremely good level.
 Maintaining “IT’S EMPLOYER BRAND” as the most influential reason to attract
prospective employees.
 Attracting Potential Talent to join it in future.
27. As per the responses of prospective employees, Genpact’s Employer Branding
Practices (Through Online Sources) are superior and effective than those of
Convergys by approximately 3%.
28. Genpact and Convergys are close Competitors with Genpact leading the race in
respect of: “Employer Branding through Social Media”.
29. Due to better employer Branding of Genpact through social media, job-seekers are
attracted to it more than Convergys.
30. There is no significant impact of the ‘GENDER’ on Prospective Employee’s
awareness of Employer Branding. Ho17 gets accepted.
31. There is no significant impact of the ‘AGE’ on Prospective Employee’s awareness of
Employer Branding. Ho18 gets accepted.
32. There is a significant impact of the ‘EDUCATION’ on Prospective Employee’s
awareness of Employer Branding. Ho19 gets rejected.
33. There is no significant impact of the ‘GENDER’ on Prospective Employees’
Perception of Employer Branding . Ho20 gets accepted.

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34. There is a significant impact of the ‘AGE’ on Prospective Employees’ Perception of
Employer Branding. Ho21 gets rejected.
35. There is a significant impact of the ‘EDUCATION’ on Prospective Employees’
Perception of Employer Branding. Ho22 gets rejected.
36. There is no significant impact of the ‘GENDER’ on Prospective Employees’ Intention
of Employer Branding. Ho23 gets accepted.
37. There is a significant impact of the ‘AGE’ on Prospective Employees’ Intention of
Employer Branding. Ho24 gets rejected.
38. There is no significant impact of the ‘EDUCATION’ on Prospective Employees’
Intention of Employer Branding. Ho25 gets accepted.

70
 6.2 SUGGESTIONS

 Daily updates of Genpact on Facebook can include more of Job-related posts, since
according to the survey, today job-seekers are heading towards using Facebook as a
medium to know and apply to jobs. Thus, along with employer Branding, posting of job
vacancies though facebook should be improved.

 Selecting a candidate for a job based on content posted on their personal profile on a
social networking site or elsewhere online, rather than looking at their professional
profiles, is already viral in market and dangerous too for employers as well. So, Genpact
can strategize on his front and try to avoid such issues. Thinking it’s risk-free to
navigate “open” territory, can be hazardous for employers.

 Genpact can use a combination of resources for hiring candidates that include both high-
tech and high-touch approaches. Instead of simply jumping into the social media space, a
mix of traditional and new emerging sources can be used until social media grows to the
desired state.

 Genpact can make use of Mobile Applications to keep its followers updated of latest
General & Job-Specific news, that too with ease.
 Genpact can run a fool-proof project by targeting the right online communities and
doing a research on how its competitors are using social media and what
communities they engage in to connect with candidates.
 They should focus more on their greatest asset; their people. The human side is really
highlighted: who are the people behind the jobs, what they do, what are their stories.
Through this, they can eventually hit the right target at the right time and anticipate
the preferences of employees and perspective employees.
 Not to be quick in judging Psychology/behaviour: Social networking profiles are
not resumes. Some professionals invest time separating and maintaining both
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 “personal” and “professional” online profiles, but many more do not. Thus, recruiters
in Genpact can focus on gaining audience’s confidence on this front, by
acknowledging their facebook profiles as they are.
 Use Facebook to evaluate personality: To have the best idea possible if the
employee will be a good culture fit and lasting employee can be judged from
facebook. And recruiters need to note that Employability with respect to Skills, cannot
be accurately judged from these profiles. For that, face to face interaction should be a
fool-proof method.
 Genpact which is majorly into hiring freshers can : use social media creatively to
engage with graduates – use videos to highlight life at the company, tweet out any
employee engagement programmes and share photos on Facebook for example.
 Recruiters can go beyond Facebook and into forums, chat rooms, member databases,
Myspace, etc., to hire the best ones.
 Lastly, Genpact can also consider hiring an external agent or company to handle
entire social media hiring and branding. This suggestion was given to the head of
Facebook Hiring Team, and is in consideration.

72
 CHAPTER 7

CONCLUSION &
LIMITATIONS

73
 7.1 CONCLUSION

Social Media sites carry with it the distinct advantage of enabling companies to reinvent
themselves- internally to employees, as well as externally as a means of sourcing the best
talent. While social media encompasses a host of corporate departments from marketing to
customer service, to public relations, human resources departments that are able to take
corporate applications of social media will enable their company to realize the greatest
benefits in terms of recruitment, research and impact.

Gen-Y or Gen-Next job seekers, who are active through social media sites, are typically
happy with having their personal, and professional profiles overlap on the websites.
Recruiters, who try to make a decision on potential candidates ruthlessly based on what they
get about them online run the risk of rejecting outstanding candidates, managers overlook that
SM profiles are not well structured resumes. So, it is essential for HR professionals to invest
time separating and maintaining both personal and professional online profiles of candidates.

There are several important things to include in a social media recruiting strategy if a
company plans to use social media for recruitment and selection process.

Employment Brand 

Company’s employment story in social media to let candidates know the company’s values,
mission, and goals, work environment, benefits, on-boarding process, and any other
information to attract candidates.

A brief company history for the recruitment and selection process, as well as a word from
company principals and top performing employees, and a description of customers.

The mean of three general questions in the previous section also shows that, people
prefer to be related to a BRAND as far as employability is concerned and they relate

74
their self- Image with that. For prospective employees, working with a branded
company is really important, and that necessitates even better branding practices from
the employer’s side.

Social Content Development and Management 

Content to participate on social media and attract and engage the kinds of candidates needed.

Regular scheduled, valuable content to be shared across social media platforms such as
LinkedIn, Twitter, Google+, and Facebook in a variety of formats including videos,
presentations, infographics, and polls.

Candidate Marketing 

Incorporating candidate marketing into social media recruitment and selection process by
engaging candidates through a defined process.

Conducting weekly or monthly Google Hangouts and inviting targeted candidates to discuss
openings, company culture, expertise in the areas of openings to fill, or the job search
experience.

Profiling existing employees on YouTube when announcing open positions similar to what
they are doing and pointing candidates to the video is a great strategy to get a conversation
going about the positions you have open.

75
 7.2 LIMITATIONS OF THE STUDY

 The authenticity of the information collected was solely dependent on the information
provided by the respondent.

 Due to time and cost constraints a large sample could not be selected.
 Data collection of exact data for the research may not be there as there is a gap
between what a person says and do.

 Confidential data was not made available for the analysis.

 There may be extremity bias from the sample’s side as people often escape from
marking the extreme values on the questionnaire.

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 BIBLIOGRAPHY

 Social recruiting - Wikipedia, the free encyclopedia. 2013. Social recruiting -

Wikipedia, the free encyclopedia. [ONLINE] Available at:
http://en.wikipedia.org/wiki/Social_recruiting. [Accessed 02July 2013].

 Recruiting With Social Media - Free eBooks download . 2013. Recruiting With Social
Media - Free eBooks download . [ONLINE] Available at:
http://ebookbrowse.com/re/recruiting-with-social-media. [Accessed 24 September
2013].http://www.ere.net/2009/11/02/the-many-benefits-of-social-network-recruiting-
making-a-compelling-business-case/

 Is social media recruitment fair for all applicants? | Excellence in Recruiting. 2013. Is
social media recruitment fair for all applicants? | Excellence in Recruiting.
[ONLINE] Available at: http://www.stephenharrington-
online.com/2012/02/09/socialmedia-recruitment-fairness/. [Accessed 26 September
2013].http://www.genpact.com/docs/resource-/social-media-transformation-for-the-
intelligent-enterprise.pdf

 BPOs Eye Social Media. 2013. BPOs Eye Social Media. [ONLINE] Available at:
http://theviewspaper.net/bpos-eye-social-media/. [Accessed 7 October
2013].http://socialmediatoday.com/marketingxlerator/1326421/how-use-social-media-
recruiting

 Using Employer Branding to attract the best graduates |. 2013. Using Employer
Branding to attract the best graduates |. [ONLINE] Available

77
 at:http://recruitmentbuzz.co.uk/using-employer-branding-to-attract-the-best-
graduates. [Accessed 19 October 2013].

 Why Use Social Media for Recruiting, Screening, and Background Checks?. 2013.
Why Use Social Media for Recruiting, Screening, and Background Checks?.
[ONLINE] Available at:
http://humanresources.about.com/od/selectemployees/qt/why-use-social-media-for-
recruiting-and-screening.htm. [Accessed 22 October 2013].

 The importance of 'Employer Branding'. 2013. The importance of 'Employer

Branding'. [ONLINE] Available at:
http://www.deccanherald.com/content/109808/importance-employer-branding.html.
[Accessed 6 November 2013].
 Employer branding - Wikipedia, the free encyclopedia. 2013. Employer branding -
Wikipedia, the free encyclopedia. [ONLINE] Available at:
http://en.wikipedia.org/wiki/Employer_branding.

 Update your Recruitment and Selection Process with Social Media . 2013. Update
your Recruitment and Selection Process with Social Media . [ONLINE] Available at:
http://info.recruitingdivision.com/blog/bid/322688/Update-your-Recruitment-and-
Selection-Process-with-Social-Media. [Accessed 19 November 2013].

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ANNEXURE

79
 QUESTIONNAIRE ON HIRING THROUGH SOCIAL MEDIA

(FOR EMPLOYEES)

Purpose of the Survey: To study the acceptance and effectiveness of Social Media as a job
seeking tool .

Country Of Residence :

Gender : Male Female

Age(Years) : 18-30 31-42 43-55 55 and above

Industry :
BPO IT OTHERS

Designation :
Freshers Middle-Level Senior Level

Please select the response that best describes your opinion about the Social Media Hiring
practices which are universally applied.

a) Usage of Social Media by employees for General Purposes.

S.No Particulars Strongly Strongly

Agree Agree Neutral Disagree Disagree
1) I access SM sites daily
2) I use smart phone for
accessing internet.
3) I have an account on at
least one of Facebook,
Linked In, Twitter
4) I know about Social
Media Recruitment

80
 b) Usage of Social Media by employees for Specific Job-Related Purposes.

S.No. Particulars Strongly Agre Disagre Strongly

Agree e Neutral e Disagree
1) I use Facebook to search and
apply to jobs
2) I use Linked In to search and
apply to jobs
3) I use Twitter to search and
apply to jobs
4) I use these sites daily for
updation.

c) Employee’s perception of Effectiveness of Social Media as a hiring tool.

S.No. Particulars Strongly Agre Disagre Strongly

Agree e Neutral e Disagree
1) Applying through social media
is a time-consuming task

2) The Brands to apply for, are

easily available on these sites.

3) Cost of Applying through

Social Media is less as
compared to other mediums.
4) Social media is helpful to
network professionally and
give it a try.

d) Employee’s preference of E-Recruitment.

S.No. Particulars Strongly Agre Neutral Disagre Strongly

81
 Agree e e Disagree
1) I or one of my known has got
an offer/job through Social
Media.
2) These social sites will soon
replace print media or job fairs.
3) The trend of Social media
hiring should continue

4) I intend to use social media for

future job openings

QUESTIONNAIRE ON EMPLOYER BRANDING THROUGH SOCIAL MEDIA

(FOR JOB SEEKERS)

82
Age: Less than 25 25-35 More than 35

Gender: Male Female

Education: Graduate Post Graduate Others

Choose any one of the following organization to answer the questions

Genpact Convergys

Please select the response that best describes your opinion about the Branding Practices
carried out at the chosen company.

a) Awareness about Employer Branding among prospective employees.

S.No. Particulars Strongly Neutra Strongly

Agree Agree l Disagree Disagree
1) I know about employer
branding.
2) I have seen the Facebook Page
of this organization.

3) I get regular notifications about

the company.
4) I receive regular job posts and
job related information from
the page.

b) Perception of Prospective Employees towards Employer Branding

S.No. Particulars Strongly Strongly

Agree Agree Neutral Disagree Disagree

83
 I have ‘Liked’ the
1)
Facebook Page of this
organization..
2) I perceive this
organization as a good
reference for my future
career.
3) The organization has a
good brand image among
the potential employees.
4) The factor which attracts
most potential employees
towards this organization
is its brand name. .

c) Intention of Prospective Employees to be associated with a brand

S.No. Particulars Strongly Disagre Strongly

Agree Agree Neutral e Disagree
1) I apply to jobs on the
basis of its brand

2) My self-image improves
if I work for an
appreciated
employer(good brand).
3) I would like to join this
organization in future
due to its employer
brand.
4) The branding practices
followed by this
company have enhanced
people’s perception about
the company.
5) If I had a choice, I would
like to join this

84
organization.

85