SUMMER TRAINING PROJECT REPORT

ON
“CHALLENGES OF E-RECRUITMENT AT SOLUTIONS
MANTRA SERVICES
PVT LTD., DELHI”

SUBMITTED IN PARTIAL FULFILLMENT OF THE

REQUIREMENTS FOR THE MASTER’S DEGREE IN BUSINESS
ADMINISTRATION

SUBMITTED TO:

INTERNAL GUIDE EXTERNAL GUIDE

Dr. Priyanka Chopra Mr. Vikash Soni
Assistant Professor Manager
IMS UNISON SOLUTIONS MANTRA
UNIVERSITY SERVICES PVT LTD.
DEHRADUN NEW-DELHI
SUBMITTED BY:
Pratibha Singh
IUUSTU8399

IMS UNISON UNIVERSITY, DEHRADUN

BATCH 2022-24

1
INTERNSHIP LETTER

2
 CERTIFICATE

I have the pleasure in certifying that Ms./Pratibha Singh is a Bonafede student of 4th Trimester
of the Master’s Degree in Business Administration (Batch 2022-24), of IMS Unison University,
Dehradun, Roll No. IUU22MBA243.

She has completed her project work entitled “CHALLENGES OF E-RECRUITMENT AT

SOLUTIONS MANTRA SERVICES PRIVATE LIMITED” under my guidance.

I certify that this is her original effort & has not been copied from any other source. This project
has also not been submitted in any other Institute / University for the purpose of award of any
Degree.

This project fulfils the requirement of the curriculum prescribed by this Institute for the said
course. I recommend this project work for evaluation & and consideration for the award of a
Degree to the student.

Signature: ……………………………………
Name of the Guide: Dr. Priyanka Chopra
Designation: Assistant Professor
Date: ……………………………………

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 DECLARATION

I PRATIBHA SINGH hereby declare that the project entitled ”CHALLENGES OF E-

RECRUITMENT AT SOLUTIONS MANTRA SERVICES PRIVATE LIMITED”
submitted to IMS UNISON UNIVERSITY, DEHRADUN in partial fulfillment of the
requirements for the Summer Internship Report of MBA Batch 2022-24 and is submitted to the
Faculty authentic record of my own research work under the supervision of Dr. Priyanka Chopra.

PRATIBHA SINGH
ROLL NO: IUU22MBA243

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 Acknowledgement

All glory to God, the all-powerful and the merciful. This report would not have been possible

without his approval and blessing. Without the assistance of the person whose inspiration and

suggestions made this report feasible, its effective completion might not have been achievable in

time. I want to start by expressing my gratitude to my boss, Mr. Vikash Soni, for his guidance

throughout my internship at Solutions Mantra Services Private Limited. Without his assistance,

we could not have completed this report. Then, I want to express my gratitude to my mentor, Dr.

Priyanka Chopra, for her assistance in seeing that my internship report on the "Challenges of E-

recruitment at Solutions Mantra Services Private Limited" was completed. I also want to express

my gratitude to my coworker for the helpful advice she gave me. Throughout my internship, I

remained close with them. Without them, completing this project would have been incredibly

challenging. In addition, I want to express my gratitude to my parents and a few friends who

continue to support me throughout this difficult journey. Last but not least, I want to sincerely

thank everyone who helped with the report's preparation.

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 Executive Summary

A human resource internship will provide bus the chance to learn more about a field that interests

us, whether or not it is necessary. It might be difficult to choose one of the many human resource

opportunities accessible to new grads. We don’t have to know exactly what we want to do after

we graduate, even if getting an internship will allow us to emphasize one or more of those career

options. Once we find a human resource internship where the goals are achieved, we will make

a crucial decision.

a) Education and certification upgrades.

b) Using appropriate communication.

c) Supporting the mentor/mentee connection.

d) Communication and leadership.

e) Locating a comfortable workplace.

f) Having flexibility and freedom.

However, it’s important to remember that education credit is granted with the education we

obtain, not just the work experience alone, and that an internship experience may offer us a

substantial advantage in job evaluation and be an amazing builder. A course internship main

objective is to engage in interactive learning so that we may better understand the theories,

procedures, and practices of our topic or major. A nice way to learn is through an internship.

This internship gives us the ability to look into and analyze the discrepancy between theory and

practice.

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 LIST OF CONTENT

TITLE PAGE NO.

Executive summary 06
1. Introduction of company 10-11
1.1 About the company 10-11
2. Introduction of Topic 12-20
2.1 Introduction 12
2.2 How e-recruitment has changed recruitment process 13
2.3 Reasons of using e-recruitment tools 16
2.4 Disadvantages of online recruitment 17
3. Research methodology 21-22
3.1 Research problem 21
3.2 Research design 21
3.3 Research objective 21
3.4 Research gap 21
3.5 Sampling technique 21
3.6 Data sources and collection method 22
4. Data analysis and interpretation 23
5. Findings 39
6. Conclusion 40
7. Recommendations and suggestions 42
8. References 44
9. Annexure 45

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 LIST OF TABLES

TABLE NO. CONTENT PG NO.

DATA ANALYSIS 25-37
TABLE 4.1 PERSONAL INTERACTION 25
TABLE 4. 2 TECHNICAL GLITCHES 26
TABLE 4. 3 DATA PRIVACY 27
TABLE 4.4 OUTDATED JOB POSTING 28
TABLE 4. 5 IMPERSONAL CHALLENGE 29
TABLE 4.6 DELAYED RESPONSE 30
TABLE 4.7 DECEPTION OF APPLICANTS 31
TABLE 4.8 HIGH EFFORT OF POST 32
TABLE 4.9 UNAUTHORIZED USAGE 33
TABLE 4.10 RESTRICTION RELATED TO PROCESSING 34
TABLE 4.11 RESTRICTED STANDARDIZATION 35
TABLE 4.12 RESTRICTED LIMITED ACCESS 36
TABLE 4.13 RESTRICTED CONTROL 37

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 LIST OF FIGURES
FIGURES CONTENT PG NO.
DATA ANALYSIS 23-37
FIGURE 4.1 AGE 23
FIGURE 4.2 GENDER 24
FIGURE 4.3 EDUCATION 24
FIGURE 4.4 PERSONAL INTERACTION 25
FIGURE 4.5 TECHNICAL GLITCHES 26
FIGURE 4.6 DATA PRIVACY 27
FIGURE 4.7 OUTDATED JOB POSTING 28
FIGURE 4.8 IMPERSONAL CHALLENGE 29
FIGURE 4.9 DELAYED RESPONSE 30
FIGURE 4.10 DECEPTION OF APPLICANTS 31
FIGURE 4.11 HIGH EFFORT OF POST 32
FIGURE 4.12 UNAUTHORIZED USAGE 33
FIGURE 4.13 RESTRICTION RELATED TO PROCESSING 34
FIGURE 4.14 RESTRICTED STANDARDIZATION 35
FIGURE 4.15 RESTRICTED LIMITED ACCESS 36
FIGURE 4.16 RESTRICTED CONTROL 37

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 CHAPTER-1:
INTRODUCTION OF COMPANY

1.1 About the company:

Solutions Mantra Services Private Limited is a non govt. company, incorporated on 24Aug, 2012.
It’s a private unlisted company and is classified as company limited and is classified as company
limited by shares. Company’s authorized capital stands at Rs 1.0 lakhs and has 100% paid up
capital which is Rs 1.0 lakhs. Solutions Mantra Services Private Limited last annual general meet
(AGM) happened on 29 Sep, 2017.
The company last updated its financials on 31 Mar, 2017 as per Ministry of Corporate Affairs
(MCA).
Solutions Mantra Services Private Limited is majorly in Business Services from last 11 years
and currently, company operations are active. Current board members & directors are Vikash
Kumar Soni and Shubham Kumar Verma. Company is registered in Delhi Registrar Office.
Solutions Mantra Services Private Limited provide proactive IT, Legal, Marketing and Career
solutions and support services across the country. Solutions Mantra provides management and
support exclusively for small and medium-sized enterprises-SMEs. They have 4 different
division with experienced and highly qualified team. Solutions Mantra provides world class
support option to their user. You can get support and solutions by Solutions Mantra any time by
live chat, voice, email,web support, remote access and on site support.

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Solutions Mantra Service Private Limited Details

CIN U74900DL2012PTC240823
Date of Incorporation 24 Aug, 2012
Status Active
Company Category Company limited by Shares
Company Sub-category Non-govt company
Company Class Private
Business Activity Business Services
Authorized Capital 1.0 lakhs
Paid-up Capital 1.0 lakhs
Paid-up Capital % 100.0
Registrar Office City Delhi
Registered State Delhi
Registration Number 240823
Registration Date 24 Aug, 2012
Listing Status Unlisted
AGM last held on 29 Sep, 2017

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 CHAPTER-2

INTRODUCTION OF TOPIC

2.1 Introduction:

In contemporary society, the internet has become an omnipresent force that permeates all aspects
of our daily existence. The convenience of paying bills or reserving tickets has been greatly
facilitated by the utilisation of the internet, requiring only a simple click to complete these tasks.
Currently, completing a task can be accomplished within a matter of seconds. Similarly, the
internet has also impacted the process of employment. The internet enhances the effectiveness
of the hiring process by providing tools that contribute to the efficiency and productivity of
recruitment efforts for organisations. Recruitment is not solely limited to the process of attracting
individuals; rather, it is intricately linked to an organization's vision and goal. This connection is
vital as it enables the organisation to strategically employ a workforce that will effectively
contribute to the achievement of its objectives.

E-recruitment encompasses the online procedures and activities undertaken by organisations

with the primary objective of determining and attracting potential employees. E-recruitment
leverages the internet's capabilities to facilitate the process of connecting persons with job
opportunities. The primary focus pertains to the advertisement of job openings, either through
physical work premises or online platforms associated with corporate entities. At this initial
stage, it is very effective in eliciting a substantial number of responses.

While digital advertising has the capacity to generate a significantly larger number of
applications compared with standard print advertising, it is only one aspect of the overall effort
to attract a greater number of applicants. "E-recruitment," alternatively referred to as "Online-
recruitment," is a recruitment process that is facilitated through the use technological or web-
based tools. E-recruitment encompasses a range of techniques that facilitate the selection of the
most suitable applicant for an organisation, many of which have demonstrated high levels of
effectiveness. The tool may encompass many platforms, such as employment portals like
naukri.com, the corporate web site of the organisation, or its internal intranet. Numerous large
and small organisations are utilising the Internet as a means of sourcing potential candidates for
recruitment purposes. Job opportunities are advertised on the worldwide web. Job searchers
typically submit their applications or resume (CV) electronically via email, utilising the Internet
as a medium for transmission. On the other hand, individuals seeking employment upload their
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curriculum vitae onto the internet, where potential employers can access them based on their
specific criteria. The primary electronic recruitment tools utilised by recruiters and human
resources professionals, as well as job seekers, encompass social networking platforms,
employment portals, company websites, and mobile applications, among others. This study will
provide a comprehensive analysis of the advantages and drawbacks associated with each of the
instruments under consideration.

2.2 How e-recruitment has changed recruitment process:

In the current challenging circumstances, the implementation of novel recruiting methodologies

has promise in identifying applicants of exceptional calibre. However, the efficacy of such
approaches is contingent upon the adaptability of recruiters. This analysis examines the evolution
of recruiting practises over the past ten years and offers strategies for optimising recruitment
endeavours in the year 2017.

2.2.1 Job board Evolution-The evolution of job boards has rendered them unrecognisable to
the majority of millennials compared to their state a decade ago. The previous laborious and
monotonous compilations of hyperlinks that job hunters were had to sift through have now been
substituted by advanced platforms capable of facilitating the connection between job seekers and
employers, taking into account their respective skill sets and shared compatibility. As to a recent
poll conducted by CareerBuilder, job searchers now have access to a greater number of job
boards, utilising a total of 16 resources in their hunt for employment. This implies that recruiters
must actively participate in numerous job boards and networking platforms to effectively identify
suitable candidates. Given the abundance of information and technologies at one's disposal, it is
plausible that specialist platforms could prove to be more efficacious in facilitating the
identification and acquisition of desired talent. Convene a meeting with the hiring team to
thoroughly review each available job position inside the organisation.

This discourse aims to examine the essential criteria required by candidates and identify the most
effective job boards for recruiting individuals with these attributes. Subsequently, commence
publishing content on said platforms.

2.2.2 Rise of Social Media -The emergence of social media: A decade ago, Facebook served
primarily as a networking tool for school students and alumni to maintain interpersonal
connections. The emergence of Twitter introduced a novel concept, wherein it is noteworthy that
13
some were still referring to the hashtag symbol as a pound sign. In contemporary times,
individuals frequently engage in the habitual monitoring of their Twitter and Facebook feeds.
These platforms have evolved beyond their initial purpose as just social tools, assuming a pivotal
role as communication channels that facilitate the dissemination of crucial information. Users
can now remain informed about global news, ongoing events, prevailing business patterns, and
even employment opportunities. Based on the findings of Jobvite's (2016)Job Seeker Nation
Study, it was determined that a significant majority of job seekers, specifically 67 percent, utilise
the social media platform Facebook as a means to search for employment opportunities.
Individuals in search of employment are not the exclusive demographic utilising social media
platforms for professional endeavours. According to the, 2015 Work Trends Study conducted by
Adecco, there is a positive correlation between the number of social networks utilised by an
applicant and the likelihood of getting contacted by a recruiter. The regular updates shared on
social media platforms facilitate the ability of recruiters to have a preliminary understanding of
an applicant's profile and determine their suitability for an interview in relation to a specific job
opportunity.

Recruiters have the ability to monitor job searchers through the utilisation of social media
platforms. However, it is important to note that these platforms have also granted job seekers
significant influence and authority. Social media platforms such as Facebook, LinkedIn, and
Twitter facilitate the process for those seeking employment to engage in research, locate job
opportunities, and establish connections with potential employers. This enables job seekers to
make well-informed assessments of corporate cultures, tasks, and management styles prior to
making any commitments.

Recruiters should avoid allowing high-quality applicants to go unnoticed due to their inadequate
management of social media platforms. To effectively attract highly skilled individuals, it is
advisable to establish your organisation as the most desirable choice by enabling employees to
express their admiration for your corporate culture using official social media platforms. Inquire
with clients and customers regarding the possibility of conveying your enthusiasm for your work
through the narration of their achievements. By investing effort in cultivating a strong social
media presence, it is possible to enhance the likelihood of attracting prospective candidates who
align with the desired qualities and characteristics sought in an employee.

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2.2.3 The Job Search Is More Personal-The contemporary job search process has become more
personalised, as applicants no longer rely on mass mailing several hundred envelopes with the
expectation of obtaining a solitary phone call. The process of seeking employment is
significantly more individualised than what has been previously stated. In contemporary times,
the focus has shifted towards the establishment of interpersonal connections and fostering
professional relationships with employers by means of networks and communities.

The use of a human touch in the recruitment process has also been proven to result in a higher
number of successful recruits. According to a survey done by SilkRoad in 2016, while job search
engines were found to generate the highest number of interviews, employee referrals were found
to be the most effective in terms of actual hires.

The advent of networking has undeniably brought about advantageous transformations for
recruitment and hiring managers. Establishing a connection with

The act of screening candidates prior to conducting interviews has resulted in a greater influx of
high-caliber applications being received in one's email inbox compared to previous instances.
One can effectively utilise this strategy to one's benefit by capitalising on personal networks to
facilitate the identification and recruitment of ideal candidates.

2.2.4 Giving candidate what they want- What has been the most significant transformation in
the field of recruitment within the past decade?

Employers do not possess absolute authority in the realm of job searching. Ten years ago, the
responsibility of showcasing their talents fell upon the candidates; however, the situation has
now reversed. In the contemporary business landscape, it has become imperative for employers
to shift their attention towards attracting high-caliber individuals by adopting strategies
traditionally employed by prospective applicants. Contemporary job seekers possess a clear
understanding of their desired expectations from prospective employers, and they are assertive
in articulating these preferences. The current shift in power dynamics underscores the heightened
importance for enterprises to prioritise transparency, particularly during the first phases of the
application process. It is imperative to ensure that prospective job applicants has comprehensive
knowledge of the wage, benefits, and workplace culture that your organisation provides prior to
advancing to the interview phase. The implementation of this level of transparency will not only
result in an increased pool of potential applicants, however it will also facilitate the identification
15
of the most suitable individual for the position and align them with the values and objectives of
your organisation.

2.3 Reasons of using E-Recruitment tools:

Electronic recruitment solutions offer numerous advantages for organisations of all sizes,
including small, medium, and large enterprises. Given the large scale of their operations, it is
imperative for a major corporation to capitalise on the utilisation of a centralised information
collecting system. This is particularly crucial due to the presence of several personnel functioning
within the Human Resources department. By consolidating all reviews, interviews, letters, and
acceptances inside a single system, a large collective can effectively collaborate without causing
conflicts or overlooking applications. E-recruitment is considered indispensable in contemporary
society due to its numerous advantages for both companies and job seekers.

2.2.1 High Volume of Responses:

Due to the global accessibility of the internet, there is a potential for a wide range of individuals,
including unqualified applications, to view and respond to your job advertisement, leading to a
potential inundation of responses.

One may need to allocate additional time, which may be limited, in order to thoroughly review
and address each request. To mitigate undesired reactions, it is imperative to use prudence while
formulating a job ad, ensuring that it is characterised by specificity with regard to the duties and
requisite competencies sought.

2.2.2 Logistical Problems:

Consider the scenario in which you find yourself residing in close proximity to the most highly
qualified individuals for a certain job vacancy, yet being geographically distant from them. If
such circumstances arise, it would be necessary to contemplate implementing interview
procedures that impose limitations on the cost associated with conducting in-person meetings,
instead opting for telephone or email testing. If the aforementioned strategy progresses, it raises
the quandary regarding if it is indeed advantageous to invite the individual for an interview. In
the event that the relocation of the applicant is determined to be non-serious, there is a loss of
significant time and maybe financial resources.

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2.2.3 Technology Issues:

If the hiring process include the requirement of completing an application, there is a possibility
that qualified individuals who would rather submit a resume might not be considered. Certain
individuals may exhibit a reluctance to invest their time or may lack the necessary confidence in
the security measures of online applications, especially while attempting to complete a lengthy
mobile application. There exists a potential for the application system to have reduced
functionality or data loss during the submission phase.

2.2.4 Poor Website:

In numerous cases, individuals applying for a job opportunity will depend on your company's
website to acquire further information regarding your organisation, its objective, and its
operational procedures. The applicant's response may be negligible if the website exhibits bad
design or obsolete features. Additionally, it is plausible that the website The candidate will lack
sufficient facts pertaining to the region of interest. If an individual's website is not completely
accessible, they may potentially be in violation of discrimination regulations.

2.2.5 Too Impersonal:

The internet hiring method often involves the use of emails and telephone interviews, which can
be perceived as lacking a personal touch. In the absence of the opportunity for employers to
conduct multiple face-to-face interviews, it might pose a challenge to ascertain the compatibility
of a candidate with the organisation and its cultural milieu. The candidate may encounter
challenges in evaluating the suitability of the business as a potential site for her.

2.3 Disadvantages of Online Recruitment:

2.3.1 Hard to Target- Frequently, the task of identifying and reaching a specific group of
potential candidates through online recruitment proves to be arduous, as numerous individuals
who are not part of the intended audience may come across the job posting, resulting in time
wastage. Identifying the geographical origin of a request can pose challenges, particularly when
it is disseminated over social media platforms.

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2.3.2 Cost - Depending on the online platform utilised, there may be a requirement to pay an
annual fee or incur additional expenditures in order to publish a vacancy. Certain websites may
need payment of affiliate fees or charges in order to manage your advertisement and provide
extra features such as app tracking or statistics.

2.3.3 Measuring Effectiveness Challenges - Evaluating the efficacy of employing numerous

internet recruitment tactics can provide difficulties. If one chooses a basic service, it is unlikely
that they will have access to any stats that would allow them to analyse their posting and make
any adjustments. Job postings may also become difficult to find due to insufficient search engine
optimisation, resulting in limited visibility.

2.3.4 Informal- Informal language is characterised by a casual and relaxed tone, often used in
everyday conversations or informal writing. It is less structured and adheres less strictly to
grammar and conventions.In the context of social media recruitment, certain firms find that it
presents an inaccurate portrayal of their organisation due to its informal nature. This might
provide a drawback, especially when a corporation aims to enhance and foster potential
employees or the broader public with a corporate culture that is characterised by professionalism.
Moreover, the utilisation of social media platforms by candidates may also foster an informal
mode of communication, hence complicating the screening and hiring procedures.

2.3.5 Large response Rate- A high response rate can be achieved by publishing a job
advertisement in a business trade journal, which increases the likelihood of attracting candidates
who are relevant and serious about the opportunity, thereby minimising the presence of those
who may not be genuinely interested or qualified. Nevertheless, engaging in online job postings
can enhance the probability of encountering several job applications, albeit a significant portion
of them may lack significance or relevance.

2.3.6 Free is not always ideal - While it may appear contradictory to the aforementioned reasons
about cost, opting for a free platform might potentially lead to a separate challenge: the problem
of oversaturation or the overshadowing of your post amidst a multitude of other employment
offerings. Utilising social media channels in conjunction with your e-recruitment effort can
further augment the already elevated response rate.

2.3.7 Impersonal- The statement is particularly true when aiming to attract highly skilled
individuals. The creation of an e-recruitment advertisement may appear to be a comprehensive
18
solution, but it can potentially deter individuals who are reluctant to engage in competition with
candidates possessing lesser experience or knowledge. If an advertisement presents an executive
position inside specific industries and professional networks, it may potentially have detrimental
effects.

2.3.8 Lost Labour-One significant issue that arises in the context of labour is the occurrence of
lost labour hours. If an individual utilises an online platform to promote their work postings and
encounters a difficult or excessively technical system, they may find it necessary to enlist the
assistance of a professional to manage the recruiting campaign. Alternatively, they may be
compelled to allocate resources by assigning someone from the project to oversee the recruitment
process.
2.3.9 Instances of Fraudulent Applicants - It is possible for certain applications to be fabricated
with the intention of obtaining sensitive business or recruitment officer information. The data
that is made available on the internet has the potential to be exploited by individuals engaging in
spamming activities, who may utilise it to promote a specific service or good to your
organisation.

Nevertheless, the most significant peril arises from skilled hackers who could exploit the
information derived from work-related posts in order to gain unauthorised entry into the
company's intranet or deceitfully impersonate an employee. The aforementioned situation has
the potential to create significant logistical challenges and, furthermore, may have detrimental
effects on the image and trustworthiness of your organisation, exacerbating the situation.

2.3.10 Post-maintenance- is an additional aspect that may incur labour hours in the upkeep of
the first work advertisement. The ability to modify posts in real-time is a significant benefit of e-
recruitment; nevertheless, it is important to note that the responsibility for implementing and
overseeing these changes falls upon an individual or team. While this approach can effectively
screen out candidates who may not be suitable for the post, it does need a significant allocation
of labour hours.

2.3.11 Selection filters- play a crucial role in the recruitment process, as they enable HR
professionals to effectively establish appropriate criteria on the internet recruitment platform.
This ensures a meticulous evaluation of applicants, minimising the risk of selecting unsuitable
candidates. The aforementioned filters serve the purpose of segregating the necessary
characteristics from the undesirable ones.
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2.3.12 The occurrence of financial waste- may arise as a result of inadequate coordination
between human resources and productive industries. Consequently, it becomes imperative to
allocate additional resources towards empowerment and training initiatives, particularly in light
of the prevalence of virtual contracting. It is worth noting that private contact remains the optimal
approach for assessing potential capabilities.

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 CHAPTER:3
RESEARCH METHODOLOGY

3.1 RESEARCH PROBLEM:

The research problem encompasses identifying and understanding the multifaceted challenges
faced by organizations in implementing and optimizing e-recruitment strategies. It necessitates
a comprehensive exploration of technological, organizational, and candidate-centric challenges
encountered in the process of leveraging
e-recruitment tools and platforms for talent acquisition.

3.2 RESEARCH DESIGN:

In this study, descriptive research was utilised to characterised current challenges of e-
recruitment.

3.3 RESEARCH OBJECTIVE:

 Investigate the technological obstacles faced by organizations in implementing e-recruitment
systems and tools.
 Explore the privacy and security challenges associated with handling sensitive candidate data
during the e-recruitment process.
 Assess the challenges affecting the overall candidate experience in the e-recruitment journey,
including user interface issues and communication gaps.

3.4 RESEARCH GAP:

While numerous studies have investigated the challenges of e-recruitment from a technological
and organizational standpoint, there exists a notable research gap concerning a comprehensive
assessment of candidate-centric challenges in the e-recruitment process.

3.5 SAMPLING TECHNIQUE:

Sampling unit: Data was gathered from the candidates.
Sampling size: The sample size was 81 candidates.
Data Collection Tool: The questionnaire has taken from opportunities and challenges of e-
recruitment.
Sampling Frame: Data was gathered from the candidates.
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 Data Collection Method: A combination of quantitative collection method is recommend to
obtain a comprehensive understanding of the topic.
Sampling Method: Convenience sampling, often referred to as availability sampling, is a
particular kind of non-profitability sampling technique that depends on data collection from
population members who are conveniently available to participate in study. Because of this, there
will be a greater probability that everyone who qualifies will be chosen for the survey and you
will be able to apply your research’s findings broadly.

3.6 DATA SOURCES AND COLLECTION METHOD:

Both primary and secondary data sources were used in this study. Through an online survey,
primary data was collected. To gather demographic data and information on research factors, an
online questionnaire was created. In contrast, secondary data was gathered from a variety of
research articles, publications and other sources.

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 CHAPTER-4
DATA ANALYSIS INTERPRETATION

AGE:

TABLE 4.1
AGE NO. OF RESPONDENTS PERCENTAGE
18-24 35 44.9%
25-30 22 28.2%
31-34 13 16.7%
35-40 6 6.4
41-45 4 3.8
TOTAL 80 100%

FIGURE:4.1

INTERPRETATION: As per responses out of which maximum responses has been gathered
by the age segment 18-24 which constitute 44.9%. Second maximum responses have been
gathered by age segment 25-30 which constitute 28.2%. Least number of counts was received
from age segment 41-45 that is only 3.8%. It means that maximum candidates are young and
enthusiastic youths who are facing these challenges.

23
GENDER -
TABLE 4.2
GENDER NO.OF RESPONDENTS PERCENTAGE
MALE 46 41.8%
FEMALE 34 58.2%
TOTAL 80 100%

FIGURE:4.2

INTERPRETATION: As per responses received female candidates are 58.2% that is 46 as

compared to male candidates which is 41.8% that is 33 out of 79 responses which means the
female candidates are maximum over male candidates.

24
EDUCATION-

TABLE 4.3
EDUCATION NO.OF RESPONDENTS PERCENTAGE
GRADUATION 30 36.7%
POST GRADUATION 44 54.4%
PHD 6 8.9%
TOTAL 80 100%

FIGURE:4.3

INTERPRETATION: As per responses received maximum candidates are post-graduated that

is 54.4%. minimum candidates are graduated that is 36.7% and less no. of Phd candidates that is
8.9%.

25
 CHALLENGES OF E-RECRUITMENT:

PERSONAL INTERACTION
E-recruitment impacted the lack of personal interaction?

TABLE 4.4

PERSONAL
INTERACTION NO. OF RESPONDENTS PERCENTAGE

STRONGLY DISAGREE 2 2.5%

DISAGREE 5 6.3%
NEUTRAL 26 32.9%
AGREE 31 39.2%
STRONGLY AGREE 15 19%
TOTAL 80 100%

FIGURE:4.4

INTERPRETATION: As per responses received, the majority of respondents with 39.2%

agreed that E-recruitment has impacted the lack of personal interaction among applicant and
employer. The total of 32.9% respondents opinioned of being neutral to the issue followed by
19% as strongly agree,6.3% as disagree and 2.5% as strongly disagree.

26
 DATA PRIVACY AND SECURITY CHALLENGE:
Have you experienced any data privacy and security challenge in your organization?

TABLE 4.5

DATA PRIVACY AND

SECURITY NO.OF RESPONDENTS PERCENTAGE
CHALLENGE
STRONGLY DISAGREE 6 7.5%
DISAGREE 17 21%
NEUTRAL 19 23.5%
AGREE 32 39.5%
STRONGLY AGREE 7 8.6%
TOTAL 80 100%

FIGURE:4.5

INTERPRETATION: As per response received, the majority of respondents with 39.5% as

agreed that they have experienced any data privacy and security challenge in their organization.
The total of 23.5% respondents opinioned of being neutral to the issue followed by 8.6% as
strongly agree, 21% as disagree and 7.5% as strongly disagree.

27
 TECHNICAL GLITCHES AND SYSTEM FAILURES:

Ever faced any technical glitches and system failures while filling the form?

TABLE 4.6
TECHNICAL GLITCHES NO. OF RESPONDENTS PERCENTAGE
STRONGLY DISAGREE 6 7.4%
DISAGREE 4 4.9%
NEUTRAL 9 23.5%
AGREE 42 51.9%
STRONGLY AGREE 10 12.3%
TOTAL 80 100%

FIGURE4.6

INTERPRETATION: As per response received, the majority of respondents with 51.9% as

agreed that they Ever faced any technical glitches and system failures while filling the form. The
total of 23.5% respondents opinioned of being neutral to the issue followed by 12.3% as strongly
agree, 4.9% as disagree and 7.4% as strongly disagree.

28
OUTDATED JOB POSTING:
Is outdated job posting impacted on e-recruitment?

TABLE 4.7
OUTDATED JOB NO. OF PERCENTAGE
POSTING RESPONDENTS
STRONGLY DISAGREE 2 2.5%
DISAGREE 3 3.8%
NEUTRAL 20 25%
AGREE 47 58.8%
STRONGLY AGREE 8 10%
TOTAL 80 100%

FIGURE:4.7

INTERPRETATION: : As per response received, the majority of respondents with 58.8% as

agreed that Is outdated job posting impacted on e-recruitment. The total of 25% respondents
opinioned of being neutral to the issue followed by 10% as strongly agree, 3.8% as disagree and
2.5% as strongly disagree.

29
IMPERSONAL CHALLENGE:
Facing any impersonal challenge in your organization?

TABLE 4.8
IMPERSONAL NO. OF
CHALLENGE RESPONDENTS PERCENTAGE
STRONGLY DISAGREE 1 1.2%
DISAGREE 9 21%
NEUTRAL 20 24.7%
AGREE 35 43.2%
STRONGLY AGREE 8 9.9%
TOTAL 80 100%

FIGURE:4.8

INTERPRETATION: As per response received, the majority of respondents with 43.2% as

agreed that Facing any impersonal challenge in your organization. The total of 24.7% respondents
opinioned of being neutral to the issue followed by 9.9% as strongly agree, 3.8% as disagree and
1.2% as strongly disagree.

30
DELAYED RESPONSE:
Ever faced any delayed response from company?

TABLE 4.9

DELAYED RESPONSE NO.OF RESPONDENTS PERCENTAGE

STRONGLY DISAGREE 1 1.2%
DISAGREE 3 7.4%
NEUTRAL 22 30.9%
AGREE 48 42%
STRONGLY AGREE 6 18.5%
TOTAL 80 100%

FIGURE:4.9

INTERPRETATION: As per response received, the majority of respondents with 42% as agreed
that Ever faced any delayed response from company . The total of 30.9% respondents opinioned of
being neutral to the issue followed by 18.5% as strongly agree, 7.4% as disagree and 1.2% as
strongly disagree.

31
 DECEPTION OF APPLICANTS OF E-ASSESSMENT OF PROCEDURE:

Have you experienced any deception of applicants of e-assessment of procedure?

TABLE 4.10
DECEPTION OF NO. OF
APPLICANTS RESPONDENTS PERCENTAGE
STRONGLY DISAGREE 1 1.2%
DISAGREE 4 4.9%
NEUTRAL 22 27.2%
AGREE 48 59.3%
STRONGLY AGREE 6 7.4%
TOTAL 80 100%

FIGURE: 4.10

INTERPRETATION: As per response received, the majority of respondents with 59.3% as

agreed that they experienced any deception of applicants of e-assessment of procedure. The total
of 27.2% respondents opinioned of being neutral to the issue followed by 7.4% as strongly agree,
4.9% as disagree and 1.2% as strongly disagree.

32
HIGH EFFORT OF POST OF E-RECRUITMENT PROJECTS:

Have you experienced any high effort of post of e-recruitment projects?

TABLE 4.11
NO. OF
HIGH EFFORT RESPONDENTS PERCENTAGE
STRONGLY DISAGREE 2 2.5%
DISAGREE 4 4.9%
NEUTRAL 27 33.3%
AGREE 38 46.9%
STRONGLY AGREE 10 12.3%
TOTAL 80 100%

FIGURE: 4.11

INTERPRETATION: As per response received, the majority of respondents with 46.9% as

agreed that they experienced high effort of post of e-recruitment projects. The total of 33.3%
respondents opinioned of being neutral to the issue followed by 12.3% as strongly agree, 4.9%
as disagree and 2.5% as strongly disagree.

33
UNAUTHORIZED USAGE OF CONTENTS OF ONLINE TESTS:

Have you experienced any unauthorized usage of contents of online tests?

TABLE 4.12

UNAUTHORIZED
USAGE NO.OF RESPONDENTS PERCENTAGE
STRONGLY DISAGREE 1 1.3%
DISAGREE 5 6.3%
NEUTRAL 22 27.5%
AGREE 44 55%
STRONGLY AGREE 8 10%
TOTAL 80 100%

FIGURE 4.12

INTERPRETATION As per response received, the majority of respondents with 55% as

agreed that they experienced any unauthorized usage of contents of online tests. The total of
27.5% respondents opinioned of being neutral to the issue followed by 10% as strongly agree,
6.3% as disagree and 1.3% as strongly disagree.

34
RESTRICTION RELATED TO PROCESSING OF SPECIFIC FILE FORMATS:

Have you experienced any restriction related to processing of specific file formats?

TABLE 4.13

RESTRICTION
RELATED TO NO.OF RESPONDENTS PERCENTAGE
PROCESSING
STRONGLY DISAGREE 2 2.5%
DISAGREE 4 5.1%
NEUTRAL 23 29.1%
AGREE 43 54.4%
STRONGLY AGREE 7 8.9%
TOTAL 80 100%

FIGURE:4.13

INTERPRETATION: As per response received, the majority of respondents with 54.4% as

agreed that they experienced any restriction related to processing of specific file formats. The
total of 29.1% respondents opinioned of being neutral to the issue followed by 8.9% as strongly
agree, 5.1% as disagree and 2.5% as strongly disagree.

35
RESTRICTED STANDARDIZATION BECAUSE OF COMPANY SPECIFIC
DIFFERENCES:

Have you experienced any restriction standardization because of company specific differences?

TABLE 4.14

RESTRICTED NO.OF RESPONDENTS PERCENTAGE

STANDARDIZATION
STRONGLY DISAGREE 1 1.3%
DISAGREE 6 7.5%
NEUTRAL 18 22.5%
AGREE 46 57.5%
STRONGLY AGREE 9 11.3%
TOTAL 80 100%

FIGURE: 4.14

INTERPRETATION: As per response received, the majority of respondents with 57.5% as

agreed that they experienced any restriction standardization because of company specific
differences. The total of 22.5% respondents opinioned of being neutral to the issue followed by
11.3% as strongly agree, 7.5% as disagree and 1.3% as strongly disagree.

36
RESTRICTED LIMITED ACCESS OF ORGANIZATION AND JOB SPECIFIC
INFORMATION:

Have you experienced any restricted limited access of organization and job specific information?

TABLE 4.15
RESTRICTED LIMITED
ACCESSOF NO. OF
ORGANIZATION RESPONDENTS PERCENTAGE
STRONGLY DISAGREE 3 3.8%
DISAGREE 5 6.3%
NEUTRAL 20 25%
AGREE 46 57.5%
STRONGLY AGREE 6 7.5%
TOTAL 80 100%

FIGURE: 4.15

INTERPRETATION: As per response received, the majority of respondents with 57.5% as

agreed that they experienced any restriction standardization because of company specific
differences. The total of 25% respondents opinioned of being neutral to the issue followed by
7.5% as strongly agree, 6.3% as disagree and 3.8% as strongly disagree.

37
RESTRICTED CONTROL OF CONTENT INCLUDED IN INTERNET JOB PORTALS.

Have you experienced any restricted control of content included in internet job portals?

TABLE 4.16
RESTRICTED CONTROL NO. OF
OF CONTENT RESPONDENTS PERCENTAGE
STRONGLY DISAGREE 2 2.5%
DISAGREE 2 2.5%
NEUTRAL 25 31.3%
AGREE 40 50%
STRONGLY AGREE 11 13.7%
Total 80 100%

FIGURE:4.16

INTERPRETATION: As per response received, the majority of respondents with 50% as

agreed that they experienced any control of content included in internet job portals. The total of
31.3% respondents opinioned of being neutral to the issue followed by 13.7% as strongly agree,
2.5% as disagree and 2.5% as strongly disagree.

38
`

CHAPTER-5
FINDINGS OF THE STUDY

 The data highlights a strong response from the younger age segment, suggesting that the
challenges discussed are particularly pertinent to and recognized by the younger, more
technologically engaged demographic.
 The ratio of females are more than males.
 The prevailing agreement and inclination towards personal interaction suggest that, in
general respondents value and recognize the importance of personal engagement,
communication, or interaction in various aspects of their lives.
 The findings highlight the significance of timely responses in communication. While a
majority of respondents express concern about delayed responses, there’s a notable diversity
in opinions, underscoring the importance of addressing this issue to enhance communication
efficiency and overall satisfaction among individuals.
 The findings underscore the significance of accessible and relevant information for
employees within an organization. While a majority of respondents are concerned about
limited access to organization and job-specific information, a substantial diversity of
opinions suggests the importance of addressing this issue to enhance productivity, efficiency,
and overall satisfaction among employees.
 The concern expressed by a significant portion of respondents suggests a need for
organizations to carefully balance company-specific requirements with the benefits of
standardization.

39
 CHAPTER: 6
CONCLUSION

As per the data analysis the major challenges are:

Deception of Applicants (59.3%): A significant challenge identified is the misleading or dishonest

information presented by applicants during the recruitment process. This could involve falsifying
qualifications, experience, or other credentials, which poses a hurdle for recruiters in making
accurate hiring decisions.
Outdated Job Postings (58.8%): Another significant challenge is outdated or obsolete job postings.
This refers to job listings that do not accurately reflect the current requirements of the role, creating
confusion for both applicants and recruiters. Outdated postings can lead to mismatches between
applicant skills and job expectations.
Restricted Standardization (57.5): The data highlights the issue of restricted standardization,
suggesting that standardization in the recruitment process is limited or inconsistent. This lack of
uniformity in procedures, criteria, or evaluation methods may hinder efficiency, fairness, and
effectiveness in the hiring process.
These challenges collectively underscore the importance of transparency, accurate information, and
standardized processes in job postings and recruitment to enhance the quality and effectiveness of
hiring practices.

To address the identified challenges in job postings and recruitment effectively, strategies and
measures can be implemented:

Mitigating Deception of Applicants (59.3%):

 Implement thorough background checks and verification processes to validate the
information provided by applicants.
 Utilize advanced technology, such as AI-driven analysis of CVs, to detect inconsistencies
and potential deception.
 Encourage tra-+nsparency and honesty through open communication about the consequences
of providing false information.
 Develop a culture of integrity within the organization to deter deceptive practices and
promote ethical behavior among applicants.

40
Addressing Outdated Job Postings (58.8%):
 Regularly review and update job descriptions to ensure they accurately reflect the current
requirements and expectations for the role.
 Involve relevant stakeholders, including hiring managers and department heads, in the
creation and revision of job postings to maintain accuracy.
 Utilize automated systems to trigger alerts for reviewing and updating job postings at regular
intervals.
 Establish a standardized process for updating and validating job postings before they are
published or reposted.

Enhancing Standardization (Restricted Standardization):

 Develop standardized templates and guidelines for job postings to maintain consistency and
clarity across all job listings.
 Establish a centralized database or system for storing and organizing job descriptions,
interview questions, and evaluation criteria.
 Train recruiters and hiring managers on the standardized processes, ensuring they are
uniformly followed throughout the recruitment cycle.
 Continuously gather feedback from recruiters and applicants to identify areas for
standardization improvement and make necessary adjustments.

By implementing these strategies, organizations can reduce the impact of deception in the hiring
process, keep job postings up-to-date, and enhance standardization to optimize the recruitment
process and ultimately make better-informed hiring decisions.

41
 CHAPTER-7
RECOMMENDATIONS AND SUGGESTIONS

E-recruitment, while offering significant benefits, also presents various challenges. Here are
suggestions to effectively address these challenges in e-recruitment:
Information Overload and Screening Challenges:
Implement AI-based applicant tracking systems (ATS) to automate the initial screening and
filtering of candidates based on predefined criteria, easing the burden of information overload on
recruiters.
Clearly define job requirements and qualifications to guide candidates and streamline the
screening process.
Lack of Personal Interaction:
Integrate video interviews and virtual assessment tools into the e-recruitment process to enable
face-to-face interactions and assess candidates' communication skills, demeanor, and cultural fit.
Arrange periodic virtual meet-ups or webinars to interact with candidates and provide them with
insights into the company culture and job roles.
Potential for Bias:
Regularly monitor and audit e-recruitment tools to identify and mitigate any biases that may
inadvertently be introduced in the screening or selection process.
Train recruiters and hiring managers on recognizing and avoiding unconscious biases during the
e-recruitment process.
Data Privacy Concerns:
Adhere to data privacy laws and regulations by ensuring all candidate data is securely stored,
processed, and shared with the consent of the candidates.
Conduct regular privacy impact assessments and employ encryption and other security measures
to safeguard candidate data.
Ineffective Employer Branding:
Focus on enhancing the organization's online presence and employer branding to attract top
talent. Showcase company culture, values, employee testimonials, and success stories on the
company website and social media platforms.
Encourage satisfied employees to leave positive reviews on employer review sites to bolster the
company's reputation.

42
Skill Gaps and Training Needs:
Provide comprehensive training to recruiters and HR professionals on utilizing e-recruitment tools
effectively, understanding data analytics, and staying updated on technological advancements.
Encourage continuous learning and professional development to bridge skill gaps and ensure the
team is equipped to handle e-recruitment challenges.
Integration and Compatibility Issues:
Choose e-recruitment tools that can seamlessly integrate with the organization's existing HR
systems and workflows, reducing compatibility issues.
Conduct thorough testing and evaluation of potential e-recruitment tools before adoption to
ensure they align with organizational needs and processes.
Ensuring Diversity and Inclusion:
Develop clear diversity and inclusion policies and guidelines to guide the e-recruitment process,
emphasizing fair treatment and equal opportunities for all candidates.
Employ blind recruitment techniques to anonymize candidate profiles during the initial screening
stages, focusing on skills and qualifications rather than personal information.

Adapting to Technological Changes:

Stay updated on emerging technologies and trends in e-recruitment by attending industry
conferences, webinars, and workshops.
Foster a culture of innovation and encourage employees to explore and adopt new technologies
that can enhance the e-recruitment process.

Candidate Experience Enhancement:

Gather feedback from candidates about their e-recruitment experience and implement
improvements based on their suggestions to enhance the overall candidate journey.
Ensure that the application process is user-friendly, mobile-responsive, and easy to navigate,
making it convenient for candidates to apply.

43
 CHAPTER-8
REFERENCES

 Akroush, Mamoun N., Majdy I. Zuriekat, Bushra K. Mahadin, Metri F. Mdanat, Ghazi A.
Samawi, and Ola J. Haddad. "Drivers of E-Loyalty in E-Recruitment." Journal of Electronic
Commerce in Organizations 19, no. 2 (April 2021)

 Yoon Kin Tong, David, and C. N. Sivanand. "E‐recruitment service providers review."
Employee Relations 27, no. 1 (February 2005

 Ramadhani, Fanny, and Muhammad Zarlis. "Analysis of e-Recruitment System Design."

International Journal of e-Education, e-Business, e-Management and e-
Learning 9, no. 1 (2019)

 Van De Bunt-Kokhuis, S. "E-recruitment, hoe werven kan werken." Maandblad Voor

Accountancy en Bedrijfseconomie 77, no. 3 (March 1, 2003)

 Sari, Silvia Dina, and Silvia Ratna. "SISTEM E-RECRUITMENT KARYAWAN

BERBASIS WEB." Technologia: Jurnal Ilmiah 8, no. 2 (April 9, 2017)

 Mohammed Alzhrani, Atyeh Mohammed Alzhrani. "The Effectiveness of E-Recruitment

Software Over Other Online-Based Recruitment Methods." Global Journal of Economics
and Business 8, no. 2 (April 2020): 330–36

 Roshani, Puja, and Shivani Agarwal. "E-Recruitment In HR Consultants via E-

Technology." International Journal of Machine Learning and Networked Collaborative
Engineering 04, no. 03 (2020)

44
 ANNEXURE (QUESTIONNNAIRE)
Age:
 18-24
 25-30
 31-35
 36-40
 41-45

Gender:
 Male
 Female

Education:
 Graduation
 Post-graduation
 PHD

Please respond to each of the following statement with a score using the following options from
1 to 5 scales.
Where- 1= Strongly Disagree, 2= Disagree, 3= Neutral, 4= Agree, 5= Strongly Agree.

1. E-recruitment impacted the lack of personal interaction?

2. Ever faced any technical glitches and system failures while filling the form?
3. Have you experienced any data privacy and security challenge in your organization?
4. Is outdated job posting impacted on e-recruitment?
5. Facing any impersonal challenge in your organization?
6. Ever faced any delayed response from company?
7. Have you experienced any deception of applicants of e-assessment of procedure?
8. Have you experienced any high effort of post of e-recruitment projects?
9. Have you experienced any unauthorized usage of contents of online tests?
10. Have you experienced any restriction related to processing of specific file formats?
11. Have you experienced any restricted standardization because of company specific differences?
12. Have you experienced any restricted control of content included in internal job portals?
13. Have you experienced any restricted limited access of organization and job specific information?

45
46