A PROJECT REPORT ON RECRUITMENT,PAYROLL AND OUTSOURCING HR SOLUTIONS AT IKYA SUBMITTED TO (MANAGEMENT DEPARTMENT) SUBMITTED BY Kasuila Jubilia N MBA -2rd

Semester FOR THE PARTIAL FULFILMENT OF THE REQIUREMENT FOR THE AWARD OF DEGREE OF MASTER IN BUSINESS ADMINISTRATION

INTERNATIONAL INSTITUTION OF MANAGEMENT DELHI CONDUCTED ON IKYA HUMAN CAPITAL SOLUTION. ACKNOWLEDGEMENT
I take this opportunity to express my sincere gratitude to IKYA HUMAN CAPITAL SOLUTION for having allowed me to get trained. I am indebted to (Institute Director),Mr.Tej(regional manager), Miss.shivani Yadav(key accounts manager), Mr. 1

Maheshwar Dangwal (Delivery Manager Staffing) & Mr. Jagadish Prasad Sahoo (Asst Manager -Staffing) whose able and continuous guidance has culminated in the production of this report. Nevertheless I am grateful to all the office and staff of IKYA HUMAN CAPITAL for their cooperation in the accomplishment of endeavor.

PREFACE
The global economy of the day has endangered the survival of every organization and in particular those who want to have a competitive edge over the others. In todays rapidly changing business environment organizations have to respond quickly to requirements for people. Hence, it is important to have a well defined recruitment policy in place, which can be executed effectively to get the best fits for the 2

vacant positions. Selecting the wrong candidate or rejecting the right candidate could turn out to be costly mistakes for the organizations. Selecting is one area where the interference of external factors is minimal. Hence the HR department can use its discretion in framing its selection policies and using various selection tools for the best results. After having determined the number and kinds of personnel required the HR or Personnel Manager proceeds with the identification of sources of recruitment and finding suitable candidates for employment. Both internal and external sources of manpower are used depending upon the type of personnel need.

Executive Summary
This project examines current strategies and decision & various sources in recruitment. They are critical elements of effective human resource management. We Cannot discuss how recruitment and selection take place without asking why certain techniques are used in preference to others. Within the HRM paradigm, they are

not simply mechanism for filling vacancies. Recruitment and redundancy can be viewed as key push and pull levers for organizational change. Recruitment and selection allow management to determine and gradually modify the behavioral characteristics and completeness of the workforce. The fashion for team work, for example, has focused on people with a preference for working with other as opposed to the individualist star preferred by recruiters traditionally. Attention has switched from rigid list of skills and abilities to broader based competences. The project emphasizes on efficiency & effectiveness of recruitment channels for managers in the process of recruitment and selection to maintain objectivity. Drawing up clear criteria to use throughout recruitment and selection can help the process. It then addresses the difference between the person job and person organization approaches to recruitment. Subsequent sections review the different task to be completed and the different methods which can be used by managers in this important process. In todays rapidly changing business environment, a well defined recruitment policy is necessary for organizations to respond to its human resource requirement in time. Therefore, it is important to have a clear and concise recruitment policy in place, which can be executed effectively to recruit the best talent the pool for the selection of the right candidate at right place quickly. Creating a suitable recruitment policy is the first step in the efficient hiring process. A clear and concise recruitment process. It specifies the objectives of recruitment and provides a framework for implementation of recruitment program. It may involve organization system to be developed for implementation recruitment program by filling up vacancies with best qualified people.

Table of content
Serial no. 1.0 Content Company Profile /Historic Development 1.1 IKYA INTRODUCTION 8-11 Page no.

1.2 1.3 1.4

IKYA-DNA IKYA- VERTICALS. IKYA-RECRUITMENT

12-15 16-20 20-24 25-26 27-28 30-31 32-34 35-36 37 38 39-43

2.0

LITERATURE REVIEW / INTRODUCTION TO TOPIC 2.1 Human Recourse Management 2.2 Functions of HRM 2.3 Recruitment - Meaning, factors, policy 2.4 Sources of recruitment 2.5 Methods of recruitment 2.6 Selection Meaning, essentials 2.7 Procedure of selection Current Trends in HR 2.8 a) HR Outsourcing. b) Global Scenario. Examination of current issues Trends In IKYA

3.0

3.1 3.2

Recruitment- (Delivery Model) Market Competitor

45-49 50-53 55 56-76 77 78 79

4.0

5.0 6.0

Research Methodology Objective of Study Explorations 5.1 Analysis of data 5.2 Findings 5.3 Conclusion 5.4 Suggestions References

2.0 Company Profile /Historic Development

Welcome to IKYA

IKYA Human Capital Solutions is a premium integrated HR solutions company, with a focus on Executive Search, Recruitment Solutions and Staffing Services. Headquartered at Bangalore, IKYA provides value-added services to a broad range of industry sectors through a growing network of company-owned offices across India. Employment is at the core of any flourishing economy and people build successful organizations. IKYA Human Capital Solutions has been created to enhance skills in a

growth economy and to partner enterprises in identifying the right talent.

IKYA is derived from the Sanskrit word - "Aikya", meaning "Oneness" and "Integration". It also stands for uniqueness. It represents the unity of its people for a single great cause - the oneness that can empower and change people's world - by creating a positive impact on the lives of its employees, candidates and clients. IKYA marks the coming together of a group of industry veterans who bring in-depth knowledge and experience in the entire gamut of HR services. IKYA's vision is to be a leading player in the Human Capital industry in the emerging markets across the world.

Overview
IKYA Human Capital Solutions is an exciting new venture in the booming human capital industry. This is a start-up, driven by India's prominent HR services leaders. The founding team is drawn from the Auto, Telecom, Retail, Services, Banking, and Engineering & HR services companies and brings solid depth in experience. The management team has a proven track record in building large process driven organizations. This is a tremendous opportunity for us to capitalize on the boom in this 9

industry and leverage our networks and competencies. The focused objectiveis to grow fast into being Asia's largest HR services company. That is a common vision binding us and the team is geared to drive this vision.

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IKYA DNA

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Vision
To become a best in class organization In a globally competitive workplace with a focus on emerging markets

MISSION
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We are committed to building organizations and careers by providing premium integrated human capital solutions based on mutual respect, trust and integrity.

VALUES
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Display high level of integrity with a passion to build, operate and Grow our and our customers businesses.

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IKYA SERVICES/ SOLUTIONS

Search Partner Recruitment Solution Staffing solution. Learning.

Our Solutions
Whether its a thriving economy or a vibrant organization, its people that power that makes all the difference. Quite naturally power is going to play a significant role in the development of organizations of the future. And its precisely to hardness the best human resources that IKYA Human Capital Solution was formed. Founded by an expert group of industry veterans, IKYA provides value-added solutions to a wide variety of organization. Our focused yet flexible approach ensures we go the full circle to provide Human Capital Solution for growing organization.

Board level appointment, Executive search, CXO level solutions. Senior executives and top management form the most critical resources in any organization. Consequently identifying key leadership talent has become one of the most challenging tasks for organization across the globe. Whether you are looking for a CEO, CFO or any other key roles, we have what it takes to identify, screen, assess and help your organization hire its future leaders.

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Today Companies are increasingly turning to specialized search firms to help them find leaders who can take them to newer heights. Executive search firm hence play a very crucial role in identifying, screening, assessing and hiring the right professionals. A specialized wing of IKYA, Search partner is defined by expertise knowledge and network we share within sectors. Our networks of 16 offices across 12 cities enable us to provide customized and personalized services to large corporate and growing organization. What have expertise in building management teams in the following sectors

We have a proven track record in the below sectors Financial services Our network of experienced consultants are well networked
within the investment management banking, commercial banking, and retail, finance and insurance sectors, to be able to speech the search process to deliver the best possible candidate to clients.

Consumer Our consumer practice has the ability to understand the requirements of
our clients in consumer products, durables, media, hospitality and retail, to quickly put together a team and search to identify the right set of professionals.

Technology The technology space is highly vibrant in India, while there is no

shortage of talent within the country; the challenge is to find the right talent for right organization. The sector has seen the emergence of highly specialized companies and the requirement for experienced professionals are fast growing.

Industrial Companies across the industrial sector are realizing that the real
differentiator going forward would be the quality of the leadership talent. IKYA understands the needs of our clients and have the ability to follow a research driven approach to identify key talent from across the globe. 17

Healthcare The healthcare sector is an intellectual driven sector and hence the
movement of talent becomes all the more difficult. IKYA has built a very intense research capability to identify key executives within the country and health care services.

Infrastructure Infrastructure is one of the fastest growing sectors in India. Having

outpaced the growth of some of the dominant service sectors such as IT & ITES, infrastructure lacks a genetic talent pool; our consultants have built expertise in the sector to identify key talent and potential within the industry and outside the industry.

Why IKYA Search Solutions

Strong network of senior professional across industries Dedicated 1 to 1 client relation Professional search team with experience from broad industry ranges.

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Recruitment Solution

Reach the best available talent efficiently

Organizations competencies lie in their domains and talent pool and not in recruitment. Recruitment solution today is offered by the business dedicated to build the talent pools for organizations. IKYA Recruitment Solution is the kind recruitment company in India which has drawn an internal team from recruitment industry. We are also well complimented by a 19

domain strong team capable of delivering services of highest quality to out clients and offer end to end support in identifying the best available resources. IKYA has a dedicated team of domain experts delivering quality recruitment solutions defined under the following titles: Turnkey project END TO END solution that includes identifying needs, conducting preliminary interviews, etc Project based Recruitment Cost effective option in outsourced resources, to address recruitment under short timelines. Young Professional Recruitment -- identifying and hiring young graduates or professionals for budding organizations. A proven track record in the below sectors Technology Information Technology Enabled Services Telecom Banking and Financial Services Insurance Engineering & Industrial Retail & Consumer Service Industrial Engineering

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Pharmaceutical Manufacturing Why IKYA Recruitment Solutions Flexible yet scalable solution Strong domain expertise

STAFFING SOLUTIONS

Need to scale up quickly?

IKYA Staffing provides temporary and flexible workforce solution to clients with unique and changing requirements. Staffing offers end to end solution designed to deliver optimal operational results; this ensures have the competitive edge. IKYA staffing believes in creating a difference by offering staffing services that benefits Clients, Candidates & Associates. Based on a robust technology platform IKYA has the edge over competition. Our range of unique products is devised to analyze, assess, conceptualize and deploy flexible workforce solution for client:

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I-Value:
-- Recruitment / migration and on-boarding -- Payroll and Compliance Management

i-Solution:
-- Performance management of associates with customization -- Basic staffing service

i-Privilege:
-- Onsite human capital process outsourcing --- Full responsibility and accountability of managing manpower

i-People Cycle: Vintage Analysis

-- People Life Cycle -- Salary payment Pattern --- People diversification and in-depth mining

i-Direct- Direct Sales Team Management

-- Direct Sales team sourcing & hiring --- Vertical segmentation approach --- Large distribution management end to end Solutions

i- sales- sales Analysis

--Market distribution database mapping --- Product wise / location wise reports --- SMS based sales operating

i-Satisfaction productivity Management / Analysis

-- Productivity management --- People Productivity report --- Reports on cost of acquisition analysis location / product wise

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Why IKYA staffing Solution?

A robust technology platform that ensures scalability Diverse range of i products to meet staffing needs Strong national presence assuring geographic coverage for business.

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1.0 INTRODUCTION TO TOPIC

1.1 HUMAN RESOURCE MANAGEMENT: Organizations are made up of people and function through people. Without people organization cannot exist. The resources of men, money, materials and machinery are collected, coordinated and utilized through people. These resources by themselves cannot fulfill the objectives of an organization. They need to be united into a team. It is through the combined efforts of people that material and monetary resources are effectively utilized for the attainment of common objectives. Without united human efforts no organization can achieve its goals. From the national viewpoint, human resources may be defined as The knowledge, skills, creative abilities, talent and aptitudes obtained in the population.

MEANING L. F. Urwick: Business houses are made or broken in the long run not by markets or capital, patents or equipment but by men.

Jucius: Human resources or human factors refer to A whole consisting of inter-related, interdependent and interacting physiological, psychological and ethical components. Thus human resources represent the quantitative measurement of the workforce required in an organization.

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According to National Institute of Personnel Management of India Personal management is that part of management concerned with people at work and with their relationship within the organization. It seeks to bring together man and woman who make up an enterprise, enabling each to make his own best contribution to its success both as an individual and as a member of a working group.

1.2 FUNCTIONS OF HRM

1.3 RECRUITMENT About Recruitment: Recruitment forms the first stage in the process, which continues selection and cases with the placement of the candidate. It is second step in procurement function of manpower planning. Recruitment is a linking activity bringing together those with jobs and those seeking jobs.

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According to Flippo: Recruitment is both positive and negative activity. It is often termed positive in that it stimulates people to apply for jobs to increase the hiring ratio. Selection on the other hand tends to be negative because it reject a good member of those who apply living only the beat to be hired.

According to Yoder: Recruitment is the process to source of manpower to meet the requirement of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate affective selection of an efficient working force Theory Regarding Recruitment: Recruitment is a two way street: --- It takes a recruiter and a Recruit. Just as the recruiter has a choice whom to recruit and whom not. So also the prospective employee has to make the decision if he should apply for that organization join. The individual makes this decision usually on three different bases; the objective factors critical contact, and subjective factors. The objective factors theory views the process of organizational choice as being one the weighing and evaluating a set of measurable characteristics of employment offer such as pay, benefit, location, opportunity for advancement, the nature of the work to be performed and educational opportunities. The critical contact theory suggest that the typical candidate unable to make a meaningful differential of organizations offer in term of objective or subjective factors because of his limited or very short contact with the organization. Choice can be made only when the applicant can readily perceive the factor such as the behavior or the recruiter the nature of the physical facility, and the efficiency in processing paper work associated with the application.

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Factor affecting Recruitment: All the organization whether large or small engages in Recruiting activity it differs with: The size of organization. The rate of growth of organization. The employment condition in the community where the organization located. Working condition shall be and benefit package offered by the organization. Cultural economic and legal factor etc.

Recruitment Policy: Such a policy asserts the objective of the recruitment and provides a framework of implementation of the recruitment program in the form of procedure. As Yoder and other observe: Such a policy may involve commitment to board principal such as filling vacancies with the best qualified individuals. It may embrace several issues such as extend of promotion for with in, attitude of enterprise in recruiting its old employer, handicap, minority, group woman employee, part time employees, friends and relative of present employees. It may also involve the organization system to be developed for implementing recruitment program and procedures to the employed. A good recruitment policy must contain these elements: (A) Organization objective both in the short term and long term must be taken consideration as a basis parameter for recruitment decision and needs of personal area wise job family wise. (B) Identification of the recruitment needs to take decisions regarding the balance of the qualitative dimensions of the would be recruits i.e. the recruiter should prepare profile for each category of worker accordingly work out the main specification, decide the section, department upper braches where the should be placed and identify the particular responsibilities which may be immediately assigned to them. (C) Preferred sources of recruitment, which would be tapped by the organization e.g. for skilled or semi skilled annual workers internal sources and employment 27

exchanged may be preferred for highly specialized categories and managerial personal, other sources besides the former, may be utilized. (D) The cost of requirement and financial implication of the same.

There are several pre-requisites of a good recruitment policy: (1) Abide by the relevant public policy legislation on hiring and employment relationship. (2) Provide employees with job security and continuous employment. (3) Integrate organizational needs and employee needs. (4) Provide each employee with freedom and opportunity to utilized and developed knowledge and skilled to the maximum possible extent. (5) Treat all employees fairly and equitably in all employment relationship. (6) Provide suitable jobs and protection to handicapped, woman and minority groups. (7) Encourage responsible trade union. (8) Be flexible enough to meet the changing needs of the organization. 1.4 Sources

of Recruitment: -

Normally an organization can fill up its vacancies either through promotions of people available in the organization or though the selection of people from outside. Thus recruitment may be classified in two broad categories. Internal sources External sources

Internal Sources: A. Present employees- whenever any vacancies occur somebody from with in the organization is promoted transferred promoted or some time demoted. B. Retired and retrenched employees who want to return to the company may be hired. C. Dependents and relative of diseased and disabled employees

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Advantages of internal sources: It improves the moral of employees. Provide grater motivation for good performance. It is a less costly source than going outside to recruit. Greater promotion opportunities for the present employees. Labor turn over reduces.

Disadvantages of internal sources: Chances of favoritism. It discourages the flow of new blood in to the organization. As promotion is based on seniority the danger is that really capable hands may not be chosen.

EXTERNAL SOURCES: While vacancies through internal source can be filled up either though promotion or transfer, recruiter tends to focus their attention on external source. Normally following external source is utilized for different position. 1. Advertisement: Advertisement is the most effective means to search potential employees from out side the organization. Employment in journals, newspaper, bulletins etc is quite common is our country. It has a very wide reach. One advertisement in a leading daily can cover millions of persons throughout the country. Cost per person is very low it is used for clerical, technical and managerial jobs. 2. Employment Agencies: In our country two types of employment agencies are operating. Public employment agencies and private employment agencies. a. Public employment agencies: there are employment exchanges run by the government, almost in all districts. Normally such exchanges 29

provide candidates for lower position like clerk and junior supervisor etc. b. Private employment agencies: there are many consultancies and employment agencies like ABC consultant, A.F. Ferguson and company, personal and productivity services, S.B. Billimoria and company etc. which provide employment services particularly for selecting higher level and middle level executives. 3. Campus Recruitment: Many organizations conduct preliminary search of prospective employees by conducting interviews at the campuses of various institute, universities and colleges. IIMs, IITs, engineering colleges. It is a good sources for recruiting well-qualified executives, engineers, medical staff, chemist, pharmacist etc. 4. Employee recommendations: The idea behind employee recommendation as a source of potential applicants is that the present employees may have a specific knowledge of the individuals who may be their friends, relatives. If the present employees are reasonably satisfied with their jobs, they communicate these feelings give preference to local people (sons of the sole) in recruitments, particularly at lower and middle levels jobs. 5. Labor Contractors: Manual workers can be recruited through a contractor who maintains close links with source of such workers. This source is often used to recruit labor for construction jobs. The disadvantage of this source is that when the contractor leaves the organization people employed through him also go. 6. Gate Recruitment: Gate recruiting is quite useful and convenient method at the initial stage of the organization. When large number of such people may be required by the organization. In some industries like jute the large number of workers work as badli or substitute

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workers. A notice on the notice board of the company specifying the details of the job vacancies can be put. It is very economical. 7. Similar Organizations: Experienced employees can be recruited by offering better benefits to the people working in similar organization. Newly established organizations of well-known houses often lure experienced executives and technical experts from the public sectors. 8. Deputation: Many organizations take people on deputation from other organization/department of the same corporate. Such people are given choice either to return to their original organization after a certain time or to opt for the present organization. 9. Computer data Banks: When a company desires a particular type of employee, job specification and requirements are fed into a computer where they matched against the resume data stored therein. The output is a set of resumes for individuals who meet the requirements.

Advantages of External Sources: It helps to bring new blood and new ideas into the organization. Expertise and experience from other organization can be brought. It doesnt change the present organizational hierarchy that much. As recruitment is done from a wider market, best selection can be made.

Disadvantages of External Sources: This source is more costly and time consuming. The orientation and training of new employees is necessary. If higher level of jobs is filled from external sources, motivation and loyalty of existing staff are affected.

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1.5 Methods

of Recruitment: -

Direct Method: In this method organization sends travelling recruiters to educational and professional institution. One of the most widely used methods is that of sending of recruiters to college and technical schools. Sometimes some organization open their placement offices in the college and schools. The placement office usually provides help in attracting student arranging interviews and providing in MBA or this manner. Sometimes firms directly solicit information from the concerned professors about student with an outstanding record. Other direct method includes sending recruiter to seminars and conventions and using mobile officers to go to desired centers.

Indirect Method: This invoices mostly advertising in newspapers, on the Radio, in trade and professional journals, Technical magazines and brochures. It is very useful for

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blue collar and hourly workers as well as scientific professionals and technical employees. Whenever necessary a blind advertisement can be given in which only box no. is given, without identifying the company.

Third Party Method: Various agencies can be used to recruit personnel. Public employment exchanges, management consulting firms, professional societies, temporary help societies, trade union, and labor contractors are the main agencies.

1.6

SELECTION
Selection is the process of choosing the most suitable persons out of all the

application. In this process relevant information about applicants is collected through a series of steps so as to evaluate their suitability for the job to be filled. Selection is a process of matching the qualifications of applicants with the job requirements. It is a process of weeding out unsuitable candidates and finally identifies the most suitable candidate. Selection strategies play an extremely important role in new organizations and in those that they are fast expanding. Proper selection is a tool in managerial hand by which they can increase efficiency and productivity of the enterprise. For the succession of the selection process one should have the authority to select. This authority comes from the employment requisition, as developed by an analysis of the work force. There must be some standard or personnel with which a prospective employee may be compared. A sufficient number of applicants are also necessary.

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ESSENTIALS OF THE SELECTION PROCEDURE: The nature of the selection weather faulty or staff. Faulty selection leads to wastage of time and money and spoils the environment and the image of company. The policy of the company and the attitude of the management. As a practice some companies usually hire more than the actual number needed with a view to removing the unfit persons from the jobs. The length of the probationary period. The longer the period, the greater the uncertainty in the minds of the selected candidate about his/her future. 1.7 SELECTION PROCEDURE: The selection procedure is concerned with recruiting relevant information about an application. The objective of it is to determine whether an applicant meets the qualifications for a specific job and to choose the applicant who is most likely to perform that job. According to Yoder the living process is a one or many go no-go gauge. Candidates are screened by the application of their tools. Qualified applicants go on to the next hurdle. While the unqualified are eliminated.

Steps in selection process: 1. Preliminary Interview: A special interviewer or a high caliber receptionist in the employment office usually conducts the initial screening. This interview is essentially a sorting process in which prospective applicant are given the necessary information about the nature of the in the organization. Necessary information is also elicited from the candidates about their education, skills, experience, salary expected etc.

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2. Application Blank: An application blank is a traditional, widely accepted device for getting information from a prospective applicant. The application form should provide all the information relevant to selection. But reference to caste, religion, birthplace may be avoided as it is regarded an evidence of discrimination. Generally an application form contains the following information. a. Identifying information: Name, Address, Telephone no. b. Personal information: Name, Age, Sex, Marital Status, and Dependents. c. Physical Characteristics: Height, Weight, and Eyesight. d. Education: Academic education, Professional Degree, work experience, references etc.

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3. Selection Test: Many organization hold different kinds of selection tests to know more about the candidates. A test is a sample of some aspect of an individuals attitudes behavior and performance. Tests are useful when the number of applicant is large. In India the use of psychological and other tests is gaining popularity. 4. Employment interview: It is face-to-face interaction between two persons for a particular purpose. Selection test is normally followed by personal interview of the candidate. It consists of interaction between interviewer and applicant. It helps in obtaining information about the background, education, training, work history and interest of the candidate and giving information to him about the company and its policies. As well as it is also helpful to establishing friendly relationship between the employer and the candidate. It can be different types like information, formal, structured, unstructured, depth, group and stress interview. 5. Medical Examination: `It is carried out to ascertain the physical standards and fitness of prospective employee. Either companys physician or a medical officer approved for the purpose. It determines candidates physical fitness for the job. It prevents the employment of people suffering from contingencies disease. It provides a record of the employees health at the time of selection. This record will help in setting companys liability under the workmen compensation act for claim for an injury. 6. Reference checks: Many organizations ask the candidates to provide the names of two or three persons who know him well. The organization contacts them by mail or telephone. In this way organization can get more information about the candidate like character, working etc.

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7. Final Approval: On the basis of the above steps the selection committee or personal department recommends suitable candidates for selection. The candidate short-listed by the department is finally approved by the executives of the concerned departments. Employment is offered in the form of an appointment letter, mentioning the post, the rank, the salary grade, and the date by which the candidate should join and other terms and conditions in brief. 8. Placement: After all the formalities are completed the candidate are placed on their jobs, initially on probation basis. The probation period may range from 3 months to 2 years. During this period they are observed keenly and when they complete this period successfully they become the permanent employment of the organization. What Is Outsourcing?

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CURRENT TRENDS IN HUMAN RESOURCE HR OUTSOURCING:

In a nutshell, outsourcing is an accepted management tool for restructuring and refocusing the way an organization does business. It challenges management to build a more flexible organization centred on the core competencies of the business. In making the determination that a business has more to gain by having certain "non-core" aspects of the business outsourced to a third-party service provider, the organization transfers responsibility for one or more activities or functions that would normally be performed in-house to a qualified vendor, for a specified period of time and at a negotiated fee, in accordance with terms stipulated in a service level agreement (SLA). In essence, the organization is making a decision to send certain parts of the business out to a provider whose "core competency" is that part of the business. HR outsourcing (HRO) is the application of different business models and techniques to new forms of activities - or processes and radically redesigning them to create outputs of value for end users such as customers or employees. HRO can be traced back to the definitive work of Michael Hammer and Jim Champy in Re-engineering the Corporation. This spawned the business process re-engineering (BPR) industry in the 1990s. Business process outsourcing (BPO) is based on the principles of re-engineering, but also combines them with the ownership and management of processes on behalf of management by an outside vendor. BPO has been applied to many transactional processes that can be easily defined or 'scaled' and transferred to third party ownership with deeper expertise than themselves. Until recently, the management of IT systems has been the major element of the outsourcing market. An ongoing debate concerns which business processes are 'core' to organisations - in the sense of core competencies that drive competitive advantage. Any non-core - or peripheral - activities are outsourced. Typically, Services are improved Overheads are reduced Many processes are automated - thus reducing people

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The outsourcing of HR processes emerged in the late 1990s, pioneered by firms specialising primarily in IT outsourcing - although not exclusively - in the US such as ACS, EDS and Accenture. Many transactional HR processes are outsourced and are increasingly associated with electronic delivery - or 'e-HR'. Much day-to-day HR administration can now be transferred to third party providers. Payroll and benefits is widely outsourced with organisations benefiting from economies of scale and powerful Enterprise Resource Planning (ERP) solutions. Competition among HRO providers has dramatically reduced prices. Other advantages for clients include: cost reductions service improvements upgrading technology being better able to respond to business change. Types of HR Outsourcing In the past, HR outsourcing was thought of as hiring a vendor to provide a service. With the new focus on outsourcing, there is more of an opportunity to partner with the vendor to provide the service on a longer term basis rather than just a one-time vendor contract. HR outsourcing can include: Discrete services: In this instance, one element of a business process or a single set of high-volume repetitive functions is outsourced to a third-party administrator. Examples of discrete services could include the annual open enrolment process, flexible spending accounts or employee background checks. Multi-process services: The complete outsourcing of one or more functional human resource processes would be an example of multi-process outsourcing (also called blended services). As such, the outsourcing of either health and welfare benefits administration or defined retirement plan and 401(k) plan administration to a third-party administrator would be an example of multi-process or blended services outsourcing. Total HR outsourcing: Total HR outsourcing represents the transfer of the majority of HR services to a third party, to include recruitment, payroll, HRIS, benefits, compensation and communications, as well as the transition of HR management and staff. However, HR executive management would normally remain in place within the organization, 39

along with strategic planning related to people management and other key HR functions at the discretion of management.

Global Scenario SHRM Human Resource Outsourcing Survey Report

The 2004 survey report revealed that HR outsourcing was a practice used by almost six out of 10 organizations. However, one-third of organizations did not outsource any HR functions, and only a few planned to outsource HR functions in the next three years. HR functions were usually partially outsourced or completely outsourced. The difference is that when functions are partially outsourced, the organization co-manages the function with the vendor; when they are completely outsourced, the vendor takes full responsibility. More than one-half of HR professionals indicated that their organizations partially outsourced an HR function. Administration of health care benefits, pension benefits and payroll were examples of functions most commonly cited as partially outsourced. The top three functions that were outsourced completely were background checks, employee assistance programs and administration of flexible spending accounts. Some of the most frequently named drivers for outsourcing were reducing operating costs and controlling legal risk by improving compliance. However, large-staff-sized operations, compared with small organizations, were twice as likely to indicate that their reason for outsourcing was an attempt to free up the time of their HR staff to focus more on organizational strategy. When asked about the future of outsourcing, about two-thirds of HR professionals predicted that their level of outsourcing would remain the same over the next five years, and nearly one-third expected their organizations to increase their level of HR outsourcing. Outsourcing seemed to be favored to a greater extent in largestaff-sized organizations: almost twice as many HR professionals from these organizations, compared with medium organizations, indicated that HR outsourcing was likely to increase in the next five years. When asked about the benefits of outsourcing, the majority of HR professionals indicated that outsourcing allowed HR professionals the chance to concentrate their efforts on core business functions, such as organizational strategy development and execution. Correspondingly, nearly three-quarters of HR professionals agreed that the role of HR professionals became more strategic with the outsourcing of certain, specifically transactional, HR functions.

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Present scenario in India

With more and more companies looking to rationalise employees on their payroll, manpower outsourcing is slowly becoming the new buzz in India too. And the trend seems to have hit not just big multinational companies but the public sector and government undertakings as well, though on a very low key yet in the latter. Estimates show that the latent size of HR outsourcing in India is about $2 billion with a current market of $27 million and it is growing at a rate of about 50 per cent. Experts, however, say though foreign companies are outsourcing jobs to India, putting the country in the middle of outsourcing boom, the Indian companies do not seem to be enamored by the opportunity till now and are not adopting HR outsourcing practices in a big way. "HR outsourcing in India has not seen the required momentum and is limited to a trickle effect, with companies outsourcing a few selected low-end HR processes," says Anil Mahajan, executive director, Talent Hunt Pvt Ltd, a leading HR firm in New Delhi. A recent survey 'Outsourcing in the Asia-Pacific', conducted by Hewitt Associates, a global HR outsourcing and consulting firm, confirms the situation. The survey showed that many companies in the region are either unfamiliar with the process and procedures of HR outsourcing, or are unaware of the players operating in the area. "Even though across the globe companies are realizing that headcount is directly related to the revenue and are outsourcing most of their transaction and administration related work, the general opinion among the Indian companies is that it is still economical to manage all their HR process internally," Mahajan says, adding: "Here people are also not very clear about what exactly is manpower outsourcing all about.Explaining about the concept of HR outsourcing, Kris Laxmikant, founder CEO & managing director of The Head Hunter, a recruiting firm in Bangalore, says, "It is a process of outsourcing involving particular tasks like recruitment, making payroll, training and development to a third party who have expertise in these respective fields." "HR outsourcing can happen in areas such as payroll, employee benefits administration, fixed assets administration, network, receivable and logistics management, hardware maintenance, telemarketing, call centres and database management. In India, the most common processes outsourced are related to training, payroll processing, surveys, benchmark studies and statutory compliance," Mahajan adds. Elaborating about the benefits of manpower outsourcing, Laxmikant says, "Today, every organization is aiming 41

at achieving productivity by enhancing return on investments and achieving the economies of scale. In this context, it makes sense to focus only on the organizations core competencies and outsource non-critical business activities. Therefore, routine administrative work, although important, can be outsourced to third party vendors." Experts say the basic reasons hampering the growth of HR outsourcing in India are confidentiality and cost factors. Besides the fear of losing jobs, losing control over confidential data, ethics and quality of outsourcing vendors, security breaches and overall confidence in the vendors deters many organizations. Quality at times forms another roadblock. According to Mahajan, most companies are not sure about the end result, which they will receive from the vendor. Also currently there are no standard benchmarks available so pricing varies a lot from vendor to vendor for similar services. This gives the customer the feeling that they are not getting best value for their money, he adds. But, as the Hewitt survey puts it with economic slump showing signs of improvement, many HR outsourcing vendors are optimistic that things will look up in the near future. Experts also believe that in present times HR outsourcing is undergoing a transition phase. "There has also been a transition on its user acceptance, where it is moving from a corporate domain to public sector undertakings and the government sector. However, it would still be sometime before we see increased levels of HR activities being outsourced," they say.

Key Points we noted:

HRO market is still in transition Vast difference exists between the state of HRO market in India and the global scenario People not yet clear about HRO in India Public Sector hasnt yet taken to outsourcing Cost/benefits and confidentiality are most important considerations in HRO More freelancers exist in the market than organized players Size of companies is also an important factor in HRO HRO is expected to gain momentum in the coming years 42

RECRUITMENT SOURCES USED BY THE RECRUITMENT TEAM OF IKYA

HEAD HUNTING JOB PORTAL LINKED IN NETWORKING/REFERALS DATABASE ADVERTISMENT

43

DELIVERY MODEL: PHASE 1- Needs Assessments

Identify Project Requirement

Identify critical Requirement

Rope in support from the other Location

Start Focus of CVs inflow within 24hrs of the mandates received Talent Acquisition Strategy Map Competitors and the Market Discuss & Benchmark along with Client

44

PHASE 2 Candidate Acquisition

Identify Target

Data base Target

Internal proprietary External database media

Networking Target

Performance Metric

Known industry Contacts Referencing Headhunting

Managing profiles on a daily basis Completion of phase 2 within time frame Review & follow up

45

Phase 3 Candidate Evaluation

Profile Validation

Telephonic screening Face to Face meeting sharing the JD & Role clarity confirming interest of candidate

Assessment sheet for candidate

Recruiter view on candidate Rating scale/Comment

Candidate information Template

E-mail reporting Begins Segregation of candidate pool Daily reporting tool for client

46

Phase 4 Client Evaluation

Client Evaluation Schedule Candidate Interview Follow Up Instruction
Client/Candidate/debrief

Onsite Support From IKYA

Phase 4 Hiring Completion Acceptances

Follow up till on Boarding

Work with Candidate through resignation Present offer to Candidates confirm on Acceptance. Work in conjunction with client to formulate offer to be hired

47

Post Hire Integration

1) 30, 60 , 90 days follow up with client & Candidate 2) Assist Client in ensuring successful integration 3) Assist Candidate on ensuring successful integration.

Critical Success factors

Preferential Treatment from Clients and to Clients Industry Knowledge Ready Database of Candidates across Industries Complete Critical Assignments which are important to Clients Client Engagement at all levels including HR, Operations And Finance. Total Contract Implementation

Our Differentiation
Delivery on Assignments within stated / established Deadlines Build measurable Milestones Linking Commercials with Delivery Incentives billing for over achievement of Client Targets Established Predictability of Delivery Premium Brand Equity of Ikya adds Value to Client Sustainable long term relationships

Key Differentiators:
Seamless Info Flow across offices through Technology Pan-India presence with offices in Chennai, Mumbai, Bangalore, Hyderabad, New Delhi 48

 Trademarked Processes for Evaluation and Assessment of Candidates Proven Expertise of the Ikya Team Robust Recruitment Software to assist Recruiting Team to maximize Efficiency

MARKET COMPETITOR
The HR Industry in India Human Resources Sourcing or the Placement Industry (engaged in international/national recruitment) is recognized as the fastest growing industry. The market is highly competitive and is poised for enormous growth in the next 10 years. HR Sourcing (placement) is a large and complex universe in itself, encompassing the many different functions associated with the HR department. Establishments classified under this industry may assist either employers or those seeking employment. In India only, about 150 lacs agencies help non-professional labour with placements such as construction, transport, telecom and financial sector. About 800 lacs work with professionals in various industries. Any and all aspect of HR can be outsourced. According to research by Gartner Inc., 80 percent of companies now outsource at least one HR activity, and the number is swiftly growing. Increasing numbers of organizations are turning to specialized firms to supplement various aspects of human resource management. The various sectors which outsource HR services are Finance and Insurance IT and ITES Engineering and Manufacturing 49

Telecom Retail FMCG, FMCD Media, entertainment, hospitality

Major Players In HR Solution .

ABC Consultants Manpower Mafoi Adecc o Emmay HR Ranstad Executive Access Stanton Chase Egon Zehnber Korn /Ferry Spencer Stuart Cornell International Team Lease Mafoi Manpower Kelly Ranstad Adecco NIS Sparta Gurukul Online Hero Mindmine Aptech Adecco Evolve Franklin Covey 50

Dale Carnegie Mercury Goldman Bharti Comptel Freelance trainer

Market Environment
Economy expected to grow @ 9%+. Manufacturing / retail / service sectors / healthcare will lead market growth @ 10-11%. Telecom expected to grow strongly @ 60-70% p.a. to 250 mln. subs by end 2008. IT / ITES to grow @ 75% & 50% respectively. Compensation in India growing at 14% - will impact attrition if we are not proactive. Organized players expected to gain share from contractors Commoditized product, lapses on basic service costly Scope to differentiate and grow image and margins.

Market Trends
External Customer Consolidation Expecting integrated solutions Willing to change service provider Service reputation & word of mouth most important 51

Small town thrust

Associates/ Internal Customer Pursuit for permanency Higher attrition Expects more training, development, salary increase, involvement

Competition More intense Waiting in the wings

SALARY TRENDS AVERAGE SALARY INCREASE IN TOTAL COST TO COMPANY (TCC) FOR THE YEAR 2008-09 ACROSS ASIA PACIFIC

14.0%

8.0% 5.5%

8.0% 6.5% 7.0%

4.5%

3.5%

4.0%

4.5% 3.0%

Australia

China

Hong Kong

India

Japan

Korea

52

53

OBJECTIVES OF STUDY:
1. To know about the recruitment process of IKYA 2. To know about the recruitment channels used by the IKYA 3. To analysis the effectiveness & efficiency of various recruitment channels.

54

RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research problem. It may be understood as a science of studying how research is done scientifically. It consists of various steps adopted in the study of the research problem. Research means scientific and systematic search for pertinent information on a specific topic. It is the pursuit of truth with the help of study, observation, comparison and experiment. In short, the search for knowledge through objective and systematic method of finding solution to a problem is research. Research Methodology is the way to systematically solve the research problem. It is necessary for a researcher to design his methodology for his problem as the same may differ from problem to problem. TYPE OF RESEARCH DESIGN Research Design is a series of advanced decisions that taken together comprise a model for the conduct of an investigation. So research design provides a framework of plan for study, which guides the collection, measurement, analysis, and interpretation of the data. The research carried out here is Descriptive in nature. Descriptive research provides data about the population or universe being studied. It can describe 5 Ws, 1H i.e. what, when, why, who, where, and how.

DATA PRIMARY AND SECONDARY Data is collected through two different ways: Primary Data Secondary Data
55

PRIMARY DATA Primary data is defined as the data collected for the first time. The primary data for this study will be collected by questionnaire method. In questionnaire method, a structured and non-disguised questionnaire will be personally produced to be respondent with a request to answer the question given there in and then return it to researcher. SECONDARY DATA This type of data has already been collected by someone else and has already passed through statistical process. The sources of secondary data are:Books, Websites, Magazines, journal and Newspaper etc. RESEARCH INSTRUMENT Questionnaires were prepared to collect the data from employees of IKYA Questionnaire was used in research to know the effectiveness & Efficiency of various recruitment channels used by them for various positions. RESEARCH PLAN Specify the research problem Preparing the list of information Design data collection project Select sample size from whole population
56

Organizing and carry data report

57

SAMPLE DESIGN

58

A sample design is a definite plan for obtaining a sample from a given population. It refers to the technique or the procedure the researcher would adopt in selecting items for the sample. SAMPLE UNIT Sample unit may be a geographical one such as state, district, village etc. or it may be a social unit such as family, club, school etc. In this project, the sample unit is selected from IKYA Delhi Branch. This sample unit represent the views of all the employees working over here. TYPE OF SAMPLING The type of sampling is based upon two factors: the representation basis and the element selection technique. Here the technique of RANDOM SAMPLING is used for collecting samples which is based on representation basis. In random sampling each unit has equal chance (Probability) of being selected in the sample and each item in the entire population to have an equal chance of being included in the sample. SIZE OF SAMPLING This refers to the number of items to be selected from the universe to constitute a sample. The size of the sample should neither be excessively large nor too small. It should be optimum. In this project, the sample contains 4 HR Consultant from IKYA Recruitment Vertical at IKYA. I suppose that this sample unit represent the latest data of recruitment of all position filled by IKYA.

59

FOR IT VERTICAL Q1. Potential candidates by your organization are generated through the following recruitment sources based on following terms. Position: Center Head Nashtisk Experience: 15-20 years CTC: 25-30 lac SOURCES JOB PORTAL EMPLOYEE REFERALS HEAD HUNTING DIRECT APPLICANT
8% 0 7% 0 6% 0 5% 0 4% 0 3% 0 2% 0 1% 0 0 %

PERCENTAGE 5% 20% 75% 0%

RANKING 3 2 1 0

PE CE AGE R NT

JOBPOR AL E T MPL E OYE RFR S E E AL

H AD E H UNTING

D E IR CT APPL ICANT

R ANK G IN 1

0 JO PO T B R AL

E MPLO ER F R YE E E ALS

HE HUN IN AD T G

0 DIR CTAPPLICAN E T

60

Comments: From above data it is clear that 75% candidate is generate trough Head Hunting & 20% candidate is generated through Referrals. & 5% through job portal

Q2. Potential candidates by your organization are generated through the following recruitment sources based on following terms Position: Sales Director U.K Experience: 10 12 years CTC: 60000 65000 Pounds + Variables SOURCES JOB PORTAL EMPLOYEE REFERALS HEAD HUNTING DIRECT APPLICANT PERCENTAGE 5% 20% 75% 0% RANKING 3 2 1 0

8% 0 7% 0 6% 0 5% 0 4% 0 3% 0 2% 0 1% 0 0 %

PE CE AGE R NT

JOBPOR AL E T MPL E OYE RFR S E E AL

H AD E H UNTING

D E IR CT APPL ICANT

2 R ANK G IN

0 JO PO T B R AL

E MPLO ER F R YE E E ALS

HE H AD UNT ING

0 DIR CTAPPLICANT E

61

Comments: From above data it is clear that 75% candidate is generated trough Head Hunting & 20% candidate is generated through Referrals & 5% candidate is generated through job portal. Q3. Potential candidates by your organization are generated through the following recruitment sources based on following terms Position: Business Analyst Experience: 7 years CTC: 7-8 lacs. SOURCES JOB PORTAL EMPLOYEE REFERALS HEAD HUNTING DIRECT APPLICANT PERCENTAGE 5% 20% 75% 0% RANKING 3 2 1 0

8% 0 7% 0 6% 0 5% 0 4% 0 3% 0 2% 0 1% 0 0 %

PE CE AGE R NT

JOBPOR AL E T MPL E OYE RFR S E E AL

H AD E H UNTING

D E IR CT APPL ICANT

2 R ANK G IN

0 JO PO T B R AL

E MPLO ER F R YE E E ALS

HE H AD UNT ING

0 DIR CTAPPLICANT E

62

Comments: From above data it is clear that 75% candidate is generated trough Head Hunting & 20% candidate is generated through Referrals. & 5 % candidate is generated through job portal. INTRA ANLAYSIS OF DIFFERENT POSITION IN IT VERTICAL OF IKYA. PERCENTAGE & RANKINGS SOURCES Poistion: Center Head Poistion: Sales Director U.K Position: Business Analyst Exp: 7 years

Experience: 15-20 yrs Exp: 10-12 yrs CTC: 25-30 lac P.a

CTC:60k-65k pounds CTC: 7-8 lac P.a + variable

Percentage Ranking Percentage Ranking Percentage Ranking JOB PORTAL 5% EMPLOYEE REFERALS 20% 2 1 20% 75% 2 1 20% 75% 2 1 3 5% 3 5% 3

HEADHUNTING 75% DIRECT APPLICANTS

0%

0%

0%

COMMENTS: From the above table and analysis it is to be found that for IT vertical in IKYA. Headhunting is the most effective and efficient recruitment channel for the recruitment of managerial position.

63

FOR BFSI Vertical

Q3. Potential candidates by your organization are generated through the following recruitment sources based on following terms Position: Regional Manager Corporate Insurance Experience: 8+ years CTC: 12 lacs. SOURCES JOB PORTAL EMPLOYEE REFERALS HEAD HUNTING DIRECT APPLICANT PERCENTAGE 40% 0% 60% 0% RANKING 2 0 1 0

6% 0 5% 0 4% 0 3% 0 2% 0 1% 0 0 % JOBPOR AL E T MPL E OYE RFR S E E AL H AD E H UNT ING D E IR CT APPL ICANT PER NTAGE CE

2 R ANK G IN

0 JO PO T B R AL

0 E MPLO ER F R YE E E ALS

HE H AD UNT ING

0 DIR CTAPPLICANT E

64

Comments: From above data it is clear that 60% candidate is generated trough Head Hunting & 30% candidate is generated through Job Portals.

Q4. Potential candidates by your organization are generated through the following recruitment sources based on following terms Position: Regional Manager Life Insurance Experience: 8+ years CTC: 12 lacs. SOURCES JOB PORTAL EMPLOYEE REFERALS HEAD HUNTING DIRECT APPLICANT PERCENTAGE 70% 0% 30% 0% RANKING 1 0 2 0

7% 0 6% 0 5% 0 4% 0 3% 0 2% 0 1% 0 0 % JOBPOR AL E T MPL E OYE RFR S E E AL H AD E H UNT ING D E IR CT APPL ICANT PER NTAGE CE

2 R ANK G IN

0 JO PO T B R AL

0 E MPLO ER F R YE E E ALS

HE H AD UNT ING

0 DIR CTAPPLICANT E

65

Comments: From above data it is clear that 70% candidate is generated trough Head Hunting & 30% candidate is generated through Job Portals.

Q3. Potential candidates by your organization are generated through the following recruitment sources based on following terms: Position: Under Writing ManagerGeneral Insurance Experience: 4+years CTC: 7 to 8 lac SOURCES JOB PORTAL EMPLOYEE REFERALS HEAD HUNTING DIRECT APPLICANT PERCENTAGE 40% 0% 60% 0% RANKING 2 0 1 0

6% 0 5% 0 4% 0 3% 0 2% 0 1% 0 0 % JOBPOR AL E T MPL E OYE RFR S E E AL H AD E H UNT ING D E IR CT APPL ICANT PER NTAGE CE

2 R ANK G IN

0 JO PO T B R AL

0 E MPLO ER F R YE E E ALS

HE H AD UNT ING

0 DIR CTAPPLICANT E

66

Comments: From above data it is clear that 60% candidate is generated trough Head Hunting & 40% candidate is generated through Job Portals.

INTER ANALYSIS OF BFSI VERTICAL

PERCENTAGE & RANKINGS SOURCES Position: Regional Manager-Corporate Insurance Experience: 8+ yrs CTC: 12 lac P.a Position: Regional Manager-Life Insurance Exp: 8 yrs CTC: 12 lac Position: Underwriting Manager Exp: 4+ years CTC: 7 to 8 lac

Percentage Ranking Percentage Ranking Percentage Ranking JOB PORTAL 40% EMPLOYEE REFERALS 0% 0 1 0% 30% 0 2 0% 40% 2 2 70% 1 60% 1 0

HEADHUNTING 60% DIRECT APPLICANTS

0%

0%

0%

COMMENTS: From the above table and analysis it is to be found that for BFSI vertical in IKYA. Job portal is the most effective and efficient recruitment channel for the recruitment of managerial position.

67

FOR EMPI- VERTICAL

Q3. Potential candidates by your organization are generated through the following recruitment sources based on following terms Position: Regional Manager Sales (Escorts Construction) Experience: 8+ years CTC: 12 lacs. SOURCES JOB PORTAL EMPLOYEE REFERALS HEAD HUNTING DIRECT APPLICANT PERCENTAGE 30% 10% 60% 0% RANKING 2 3 1 0

68

6% 0 5% 0 4% 0 3% 0 2% 0 1% 0 0 % JOBPOR AL E T MPL E OYE RFR S E E AL H AD E H UNT ING D E IR CT APPL ICANT PER NTAGE CE

4 3 2 1 0 JO PO T B R AL E MPLO ER F R YE E E ALS HE H AD UNT ING 2 1 0 DIR CTAPPLICANT E 3 R ANK G IN

Comments: From above data it is clear that 60% candidate is generated trough Head Hunting & 30% candidate is generated through Job Portals.& 10% through Employee referrals. Q4. Potential candidates by your organization are generated through the following recruitment sources based on following terms Position: Manager Sales(Doosan) Experience:13 + years CTC: 17 lacs. SOURCES JOB PORTAL EMPLOYEE REFERALS HEAD HUNTING DIRECT APPLICANT PERCENTAGE 10% 10% 80% 0% RANKING 2 3 1 0

69

8% 0 7% 0 6% 0 5% 0 4% 0 3% 0 2% 0 1% 0 0 %

PE CE AGE R NT

JOBPOR AL E T MPL E OYE R E AL EF R S

H AD E H UNTING

D E IR CT APPL ICANT

4 3 2 1 0 JO PO T B R AL E MPLO ER F R YE E E ALS HE H AD UNT ING 2 1 0 DIR CTAPPLICANT E 3 R K AN ING

Comments: From above data it is clear that 80% candidate is generated trough Head Hunting & 10% candidate is generated through Job Portals.& 10% through Employee referrals. Q5. Potential candidates by your organization are generated through the following recruitment sources based on following terms Position: Regional Manager -- Sales (Atlas Copco) Experience: 10+ years CTC: 13-15 lacs. SOURCES JOB PORTAL EMPLOYEE REFERALS HEAD HUNTING DIRECT APPLICANT PERCENTAGE 30% 10% 60% 0% 70 RANKING 2 3 1 0

6% 0 5% 0 4% 0 3% 0 2% 0 1% 0 0 % JOBPOR AL E T MPL E OYE RFR S E E AL H AD E H UNT ING D E IR CT APPL ICANT PER NTAGE CE

Comments: From above data it is clear that 60% candidate is generated trough Head Hunting & 30% candidate is generated through Job Portals. & 10% through Employee referrals.

INTER ANALYSIS OF EMPI VERTICAL

PERCENTAGE & RANKINGS SOURCES Position: ManagerSales(Doosan) Experience: 13+ yrs CTC: 17 lac P.a 71 Position: Regional Manager-Sales (Escort Construction) Exp: 8 yrs CTC:13 to 15 lac Position: Regional Manager Sales (Atlas Copco) Exp: 10+ years

CTC: 12 lac P.a Percentage Ranking Percentage Ranking Percentage Ranking JOB PORTAL 10% EMPLOYEE REFERALS 10% 2 3 10% 1 60% 3 1 10% 60% 1 30% 2 30% 2 3

HEADHUNTING 80% DIRECT APPLICANTS

0%

0%

0%

COMMENTS: From the above table and analysis it is to be found that for EMPI vertical in IKYA. Headhunting is the most effective and efficient recruitment channel for the recruitment of managerial position.

For Staffing Vertical:

Q3. Potential candidates by your organization are generated through the following recruitment sources based on following terms Position: office Coordinator Volvo India Buses Experience: 4+ years CTC: 20k -25 k per month 72

SOURCES JOB PORTAL EMPLOYEE REFERALS HEAD HUNTING DIRECT APPLICANT

PERCENTAGE 80% 5% 0% 15%

RANKING 1 3 0 2

8% 0 7% 0 6% 0 5% 0 4% 0 3% 0 2% 0 1% 0 0 %

PE CE AGE R NT

JOBPOR AL E T MPL E OYE R E AL EF R S

H AD E H UNTING

D E IR CT APPL ICANT

4 3 2 1 0 JO PO T B R AL E MPLO ER F R YE E E ALS 1 0 HE H AD UNT ING 3 2 R K AN ING

DIR CTAPPLICANT E

Comments: from the above data it is to be found that 80% candidate is generated through Job portal & 15% is generated through Direct Applicants & 5% through employee referrals. Q3. Potential candidates by your organization are generated through the following recruitment sources based on following terms Position: Sales executive Canvera. Experience: 0-1yrs CTC: 12k -15 k per month SOURCES JOB PORTAL EMPLOYEE REFERALS PERCENTAGE 70% 10% 73 RANKING 1 3

HEAD HUNTING DIRECT APPLICANT

0% 20%

0 2

7% 0 6% 0 5% 0 4% 0 3% 0 2% 0 1% 0 0 % JOBPOR AL E T MPL E OYE RFR S E E AL H AD E H UNT ING D E IR CT APPL ICANT PER NT CE AGE

4 3 2 1 0 JO PO T B R AL E MPLO ER F R YE E E ALS 1 0 HE H AD UNT ING 3 2 R ANK G IN

DIR CTAPPLICANT E

Comments: from the above data it is to be found that 70% candidate is generated through Job portal & 10% is generated through Direct Applicants & 20% through employee referrals.

INTER ANALYSIS OF STAFFING VERTICAL PERCENTAGE & RANKINGS SOURCES Position: Office -Coordinator Experience: 4+ yrs CTC: 20-25 k per month 74 Position: sales executive-Canvera Exp: 8 yrs CTC: 12 lac P.a

Percentage Ranking JOB PORTAL 80% EMPLOYEE REFERALS 5% 2 3

Percentage Ranking 70% 10% 1 3 0

HEADHUNTING 0% DIRECT APPLICANTS

0%

15%

20%

Comments: from the above data & analysis it is to be found that for the recruitment of Executive level position. Job portal is the most effective & efficient recruitment channel for staffing vertical.

FINDINGS & SUGGESTION:

1. The far most thing which I have studied is that for the Recruitment of managerial position of every vertical. Headhunting is the most effective & efficient recruitment channel. 2. Secondly for staffing division Job portal is most effective & efficient recruitment channel. 75

3. The HR consultants Team of IKYA are highly skilled and experienced.

4. The team spirit is very effective and excellent in IKYA. 5. After receiving the J.D or mandate from the client the HR consultant should discuss about the job profile of candidate which the client which the client wants in his/ her candidate because sometimes every required information is not given in J.D

76

77

78

Conclusion:
Finally I have concluded that IKYA HR consultant use various recruitment channels like (Headhunting, job portal, employee referrals, etc.) But the most effective & efficient recruitment channel for the managerial position in all the verticals is Headhunting. And For staffing division the most effective & efficient recruitment channels is JOB PORTAL. Headhunting is most effective channel for managerial position because most of the candidate is generated through this channel. And Headhunting is also most efficient channel because selection ratio is very high of this recruitment channel and cost is also low in comparison to other recruitment channel 79

For staffing division job portal is most effective channel but it is not most efficient channel because selection ratio of candidate generated through job portal is not good. And cost is also high for this.

80