G.L.

BAJAJ
INSTITUTE OF TECHNOLOGY AND MANAGEMENT
RESEARCH PROJECT REPORT
ON

“RECRUITMENT AND SELECTION PROCESS IN IT INDUSTRY"

TOWARDS THE PARTIAL FULLFILLMENT FOR THE AWARD OF DEGREE OF

MASTER OF BUSINESS ADMINISTRATION (MBA)

DR.APJ ABDUL KALAM TECHNICAL UNIVERSITY, LUCKNOW

by

Anjali Sinha
(2201920700059)

Under the Supervision of

Dr. Manjeet Shah

Faculty,Department of Management Studies ,ITM Greater Noida
May-June,2024
 DECLARATION

I hereby declare that the work presented in this report entitled “Recruitment and Selection Process in IT
Industry", was carried out by me. I have not submitted the matter embodied in this report for the award of
any other degree or diploma of any other University or Institute. I have given due credit to the original
authors/sources for all the words, ideas, diagrams, graphics, computer programs, experiments, results, that
are not my original contribution. I have used quotation marks to identify verbatim sentences and given
credit to the original authors/sources.

I affirm that no portion of my work is plagiarized, and the experiments and results reported in the report are
not manipulated. In the event of a complaint of plagiarism and the manipulation of the experiments and
results, I shall be fully responsible and answerable.

Name: Anjali Sinha

Roll. No.: 2201920700059

Specialization: HR, Marketing

(Candidate Signature)

ii
 G. L. BAJAJ
INSTITUTE OF TECHNOLOGY & MANAGEMENT

Approved by A.I.C.T.E. & affiliated to Dr. A.P.J. Abdul Kalam Technical University

CERTIFICATE

This is to certify that Anjali Sinha, 2201920700059 has undertaken this project titled “Recruitment and
Selection Process in IT Industry” for the partial fulfillment of the award of Master of Business
Administration degree from Dr. A P J Abdul Kalam Technical University, Lucknow (U. P.).
I wish her all the best for her bright future ahead.

Date:

Project Supervisor

Department of Management Studies

Head of Department

Department of Management Studies

iii
 ACKNOWLEDGEMENTS

The Research Project provided me with an opportunity to learn about Current trends of Internet marketing
towards online shopping.

I express my deepest thanks to my mentor. Dr.Manjeet Shah for taking part in useful decision & giving
necessary advices and guidance to make project easier. I choose this moment to acknowledge his
contribution gratefully.

I am using this opportunity to express my gratitude to Dr. Vikas Tripathi (HOD) who supported me
throughout the course and constantly reviewed my work and provide guidance of this MBA project.

iv
 TABLE OF CONTENT

Sr. No. Title Page No.

Chapter -1 INTRODUCTION

1-32
a. Recruitment And Selection
33-54
b. Industry Profile

Chapter-2 Literature Review 55-62

Chapter -3 Objective of Study 63-64

Chapter -4 Research Methodology 65-67

Chapter -5 Data Analysis & Interpretations 68-79

Chapter 6 • Findings 80-86

• Recommendation
• Problem and Limitations
• Conclusion
• Bibliography

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 CHAPTER 1:
INTRODUCTION

1
 HUMAN RESOURCE DEPARTMENT

“Human Resource Management function that helps managers recruit, select, train and
develop members for an organization. Obviously, HRM is concerned with the people’s
dimension in organizations.

Work force of an Organization is one of the most important inputs of components. It is

said that people are our single most important assets. Because of the unique importance
of HUMAN RESOURCE and its complexity due to ever changing psychology, behavior
and attitudes of men and women at work, in all business concerns, there is one common
element. I.e. Human personnel function, i.e., manpower management function is
becoming increasingly specialized. The personnel function or system can be broadly
defined as the management of people at work- management of managers and
management of workers. Personnel function is particularly interested in personnel
relationship and interaction of employees-human relations.

In a sense, management is personnel administration. Management is the development of

people, and not mere direction of material resources. Human capital is the greatest asset
of a business enterprise. The essential ingredient of management is the leadership and
direction of people. Each manager of people has to be his own personnel man. Personnel
management is not something you really turn over to personnel department staff.

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 RESPONSIBILITIES OF HUMAN RESOURCE DEPARTMENT.

• HRD maintain daily attendance record through branch manager via E-mail.
• Take decisions for approval regarding leave notes.
• He takes the decision related to the recruitment, selection and training of the
candidates. He talks to the consultant related to the recruitment of the
qualified candidates. He also does screening of the candidates, shortlist the
candidate and takes the first round of the interview.
• He maintains the database of the candidates to come for an interview. He also
maintains personal file of each employee. He also completes the joining
formalities of each new employee.
• They are taking surprising visit in every branch and collect information about
employees.
• He is responsible for the monthly salary of the employees as per their
attendants and passing to the Branch Manager.

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 HUMAN RESOURCE PLANNING

This is handled by doing the planning at the beginning of every year. At the end of the
year, the Human Resource department from each Branch receives the requirement for the
person for whole year. Then the planning of recruitment and training is done by training
manager and recruiting manager which is approved from Head of HR Department.

RECRUITMENT
Recruitment is a process of searching for prospective candidates for the given job in the
industry. As we know it is very important for an industrial concerns to have efficient and
effective personnel with right quality and at right time and at right place available
whenever they are needed. Every organization needs employee time by time because of
promotion or retirement of an employee. For this purpose an organization need to search
for the right candidate. And so it needs to encourage this type of right candidates
whenever they require.

Sources of Recruitment
➢ Personal data of candidates and data IT Industry maintain by the HR.
department.
➢ Campus Recruitment.
➢ Company’s own website.
➢ Placement consultants.
➢ Advertisement in the news papers like Times of India, Gujarat
Samchar.

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Recruitment Process

Applicant Profile Shortlist Screening Interview

pool Check

Selection
• Selection is the process of taking individuals out of the pool of job applicants
with requisite qualifications and competence to fill jobs in the organization. It
is define as the process of differentiating between applicants in order to
identify and hire those with a greater likelihood of success in a job.
• Selection is based on probation base, they are taking experienced person for 6
month’s probation and for fresher the probation period is 1 year.
• While the selection of the senior level post, is taken by head office at Mumbai.

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RECRUITMENT AND SELECTION PROCESS

Meaning:
Recruitment and Selection system refers to sourcing and building efficient Human
Resource to the organization to attain its objectives.

This policy complies with, and supports, the Company’s Equal Opportunities Policy
by:
• Ensuring that every stage of the recruitment and selection process is carried out in
a systematic way, based on pre-agreed criteria, to eliminate the potential for
personal bias affecting the decision making process.
• Ensuring that all decision points are fully documented to assist with subsequent
monitoring.
• Making the whole procedure as open as possible, to ensure that all candidates
understand why decisions have been taken and, where they wish, to obtain
meaningful feedback.
• Enabling demonstration of robust, transparent processes and thereby providing a
basis for defense in the event of challenge.
•
There are seven main stages to the procedure:

❖ Pre-advertisement

❖ Placing advertisements and dealing with enquiries and applicants

❖ Short-listing

❖ Interviewing and selection

❖ Post-selection procedures

❖ Induction

❖ Monitoring

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Analyzing Your Workplace:
To assist you analyze your workplace to identify recruitment or selection issues for
women, we suggest you:
• Revisit your workforce profile to find where your female employees are.
• Consult with your employees.
• Examine your existing recruitment and selection policies and practices.

Developing Policy and Procedures

• Put in place a policy requiring recruitment and selection processes to select the
best person for the job.
• Develop a quality, consistent process for recruitment that delivers diverse recruits.
• Have a recruitment strategy that links to your business plan, and to a strategy to
retain employees.

Reviewing Recruitment and Selection Opportunities

• Monitor each stage of the recruitment process to identify any practice that may
disadvantage some candidates.
• Investigate whether women have equal opportunity in the recruitment and
selection process by collecting information on the numbers of men and women:
➢ Applying for positions
➢ Being short-listed
➢ Being interviewed
➢ Being appointed, and
➢ Survey staff about their perception of equity in recruitment procedures.

• Consider collecting diversity information as part of the process. There could be a

pool of diverse candidates you’re not reaching or unnecessarily excluding.

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Reviewing Job Descriptions:
• Ensure all job profiles/descriptions reflect the real requirements of the job, rather
than describing the person who filled that job previously.
• Write job profiles in language that encourages both men and women to apply –
including women of and Differing backgrounds. For example, avoid use of jargon
and acronyms that tend to be exclusive.

HIRING APPROVAL
• All recruitment activities shall be undertaken based on the hiring plan as approved by
the Business Head, HR Head & the CEO. For each approved position, a hiring requisition
will be required prior to initiation of any recruitment activity. If the hiring was not
included in the planned budget, it will also require approval from the CEO based on a
recommendation from the Head HR and the CFO.
• Recruitment expense will be allocated to the concerned business unit, and expenditure
should be budgeted and pre-approved by the business unit head and the HR Head.

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CANDIDATE SOURCING:

The hiring manager along with the Human Resource Department would decide the
channel / source to use based on the nature of the recruitment. The following sources of
recruitment may be considered:
• Internal Sources:
- Whenever any vacancy arises, the possibility of fulfilling the requirement internally via
reassignment and relocation, re-allocation of the responsibilities or internal promotion
will be explored by the hiring function along with the HR Department.
- Internal job postings to explore internal candidates.
• Employee Referrals – COMPANY will encourage employees to refer suitable
candidates for open positions.
• Other external sources include:
- Recruitment agencies
- External job postings
- College / campus requirement

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INTERVIEW PROCESS:
• All candidates are required to undergo a face to face interview with the interview panel
before selection.
• Interviews may be conducted at a place at mutually convenient locations and time in an
effort to maintain confidentiality of the hiring effort.
• One on one meeting shall be preferred as the interview format, however depending on
the constraints panel interviews / telephone / video conference screening could be used.
• For recruitment at junior levels, job fairs, universities etc, where large volume of
candidates, Company will use recruitment tests for purpose of short listing. The candidate
may be tested on the basic aptitude, analytical skills or other skills required for the job of
the candidates.
• The interview process will focus on the evaluating the candidates suitability in terms of
the job description and fit within the organization.
• Each interviewer will complete the interview feedback form and submit it to HR. HR
will compile the results from a various interviews and provide these to the line manager
for the final decision.
The following are the guidelines wit respect to the interview levels. The line manager will
own the overall interview process:
▪ Position,
▪ Level Equipment Hiring Decision by Interview by Salary Fitment Offer Letter Signed
by
▪ Direct Report CEO Head CEO/ HR Head, Management Team (for relevant functions)
Approval - CEO
▪ Proposal – HR Head CEO

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▪ State Head/ Regional Function Heads, Cluster Heads Regional Branch Heads,
National functional Heads Regional Branch Head / National Functional Head,
Regional HR Approval – CEO
▪ Proposal – HR Head
▪ Branch Manager / National Functional Managers Regional Branch Heads, National
functional Heads Regional Branch Head / National Functional Head, Regional HR,
Cluster / State Head Approval – HR Head
▪ Proposal – C & B Manager HR Head
▪ Senior Relationship Manager Regional Branch Head/ Branch Manager Regional
Branch Head/ Branch Manager, Regional HR Approval – HR Head
▪ Proposal – C & B Manager Staffing Leader
▪ Junior Relationship Manager Branch Manager Branch Manager, Cluster Head
Approval – C&B Manager
▪ Proposal – Regional HR Mgr. Regional HR Manager

For campus / bulk hiring process, each panel will be specifically authorized with respect
to hiring decision, pay by the HR Head & CEO prior to the process.

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RECRUITMENT EXPENSES:
• All recruitment expenses including recruitment fees, advertisement expenses and
interview related expenses will be allocated to the concerned business unit.
• The candidate will be informed about the nature of the expenses that are reimbursable
and the supporting documents required (in original). HR will ensure that candidate fills
the necessary reimbursement forms and that he/she receives the reimbursement at the
earliest.
• Outstation/International Candidates - COMPANY will pay for appropriate air fare and
expenses incurred for the stay for candidates who they decide to fly from other locations.
Prior approval from the Regional HR Leader / HR Head is required to invite candidates.
For candidates from International Locations, prior approval from the HR Head needs to
be taken.
PRE-EMPLOYEMENT CHECK:
This will include both a professional reference check as well as the background check.
• Professional reference check will be completed by the hiring manager. COMPANY will
request contact information for 2 references from the candidate, and check the quality of
previous work experience and key personal characteristics/conduct/ previous record etc.
• For key positions in areas, COMPANY will also perform a background check to assess
the integrity conduct of the candidate.
• The following information regarding the candidate will be verified:
▪ Proof of educational qualifications
▪ Any professional certificate that is essential to the job
▪ Address details
▪ Passport details
▪ Date of birth
▪ Proof of previous employment (service certificate)
Any negative feedback and comment in the reference check will be investigated by HR
and if found genuine shall be a cause for disqualification of the candidate or dismissal
from employment.

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OFFER PROCESS:
• Once the hiring decision is finalized, HR will prepare an offer / fitment as per the
compensation structure and grade and keeping in mind the internal equity.
• The offer would be communicated to the selected candidates by the hiring manager
along with HR. The candidate will sign the contract letter to formally accept employment
from the organization.

PRE-EMPLOYMENT PROCESS:
As an organization, COMPANY will make all necessary arrangements to ensure a smooth
joining process for the employees. HR will provide the candidate a check list prior to
joining to ease joining formalities.

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RELOCATION FOR EMPLOYMENT:

Where the employee has to relocate and has been pre-approved by the HR Head and the
staffing leader, the relocating candidate shall be eligible for the following relocation
assistance:
▪ The joining employ has the option to avail temporary accommodation (which
includes laundry) for the first two weeks arranged by organization. The stay in
company provided accommodation can be extended by two weeks further based
on specific approval from the Head HR. Where the stay extends beyond 4 weeks,
the respective will not be paid housing allowance foe the corresponding period.
▪ Local travel assistance up to positions of RO/RM/equivalent and below will be
reimbursed for one week and for SRM/equivalent and above will be reimbursed
up to two weeks.
▪ Food expenses during the period will be reimbursed as per actual up to Rs 500/-
per day per person.
▪ Approved reasonable expenses incurred in transporting the personal goods
including the transportation /registration of one automobile to the city of work.
Employees are advised to use the designated moving agencies as per rates
negotiated by Administration. Where negotiated rates are not available, the
employee is required to submit 3 quotations and secure approval from
Administration before assigning the contract to a moving firm.

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EMPLOYEMENT OF RELATIVES:
The organization employs, purely on merit, the relatives of our employees as long as it
does not create a potential conflict of interest. To avoid a potential conflict of interest and
to reduce the possibilities of favoritism – the following guidelines must be followed:
▪ Relatives are not assigned to a position where he/she has the opportunity to check,
process, and review, approve, audit or otherwise affect the work of the persons
cited and above.
▪ NO one is assigned to a position where she/he influences the professional
progress or promotion of the persons cited above.
▪ If one is aware of a situation that appears to be an opportunity for people to
display favoritism to relatives, one should contact the Department Head or Human
Resources Department.
▪ Employees will not be part of the hiring process of their relatives

DEFINITION OF RELATIVES:
Relatives would include husband, wife, children, parents, sisters, brothers, first cousins,
brothers-in-law, sisters-in-law, mother –in-law, and father-in-law.
Employees who are aware of candidature of their relatives for the organization must
immediately report to the HR function in writing for information and records. Failure to
immediately report such cases will be considered as a serious violation of the recruitment
policy and may entail a disciplinary action.

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INTERNSHIP PROGRAM:
As part of university hire program, COMPANY will provide internship opportunities to
students. Such internships will provide opportunities to students to learn while making
real contributions to the company. COMPANY will follow the following process:
• HR will coordinate with business groups to identify potential opportunities for
intern hires.
• Internship requests could be received either from the students directly or as
nominations from the educational institute.
• HR and hiring manager to tele-interview the candidates with subsequent personal
interviews in the office
• HR to coordinate with the hiring manager to develop the project plan for the hire
Based on the demonstrated capability, the intern will be provided with the
opportunity to work in multiple departments to gain a wider business understanding

INTERNSHIP CRITERIA:
▪ Typically, the intern will be a pre-final year student of the Bachelor or Master
degree programs specializing in Financial Services/IT and any other business
stream as required.
▪ Interns will be expected to manage their won accommodation and it will not be
provided by the company.
▪ Intern will be required to sign the confidentiality and code of conducts documents
of the company.
▪
EMPLOYEE ON-BOARDING – PROCESS:
The overall purpose of the new hire integration process is to ensure that the new
employee is able settle in smoothly and is able to contributing at the earliest.

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PRE EMPLOYMENT INDUCTION:

COMPANY’s employee induction process shall begin as per the employee accepts the
job offer. The process includes:

▪ Welcome pack: As soon as the candidate accepts the offer, a welcome pack will
be sent to the employee.
o A congratulatory note regarding the decision to join the organization.
o Contact details of a HR representative and the hiring manager.
o A brief company overview document.

▪ Pre-joining checklist: Include details of the documents required from the

employee. In case the employee is relocating from a different location, details of
the relocation process and the visa requirement will be outlined in this checklist.
▪ Expectations on the first day of the joining.

POST JOINING ORIENTATION AND INDUCTION:

▪ Classroom Induction: The employee integration process will also include

classroom training and induction where the employee will receive presentations
and trainings on various topics that would further ingrain the into the organization

▪ On the job training: Besides formal training sessions, the employee will undergo
on-the-job function specific trainings that are facilitated by the respective
functions to help the new employee acquaint himself/herself with work in
progress.

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PROBATION POLICY:
▪ Probation is a trial that is mutual opportunity for the employee and COMPANY to
confirm suitability for continued employment. The probation period is to establish
a stronger understanding of mutual capabilities, expectations and understanding
which may include functional training. The employee must demonstrate
suitability for continued employment.
▪ An assessment will be based on factors related to work performance, work habits,
productivity, attitude and compatibility, attendance and punctuality, and any other
matter that is linked to job performance and expectations.
▪ All new hires will be placed on probation for a period of 6 months from the date
of joining
▪ HR will initiate the confirmation process by sending an appraisal form to the
immediate supervisor before the completion of probationary period. The appraisal
form will need to be approved by the supervisor’s leadership.

REFERRAL BONUS AMOUNT :

• The Referral Bonus Program is operated under the authority of the Budget and Control
Board’s Employee Bonus Guidelines. Under these guidelines, an employee may receive
multiple bonuses, the total of which may not exceed $2,000 in any fiscal year.
• Referral bonus payments may be paid in a lump sum or in periodic payments until the
new employee has completed his or her probationary period. Payments cannot be made
until the referred candidate has been employed for a minimum of one month. For
example, a $1,000 referral bonus can be structured as follows:
- $250 referral bonus awarded after three months from the hire date,
- $250 referral bonus awarded after six months from the hire date,
- $500 referral bonus awarded at the end of the probationary period.

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REFERRAL BONUS PROGRAM ADMINISTRATION :
The Referral Program operates in accordance with the following program requirements:
• Referral bonuses are awarded at the discretion of management with the Agency Director
or his designee having final approval authority.
• Funding for the program must come from existing agency resources.
• The Agency will provide a form for completion and submission by either the applicant
or the referring employee with the applicant’s application indicating that the referring
employee has made the referral.
• The Agency will designate a position as “hard-to-fill” before the position is posted.
• Employees selected for eligible positions must be employed by the agency for at least
one month before a referring employee may be eligible to receive a referral bonus.
Referred candidates cannot be current employees of the hiring agency in any capacity, to
include temporary, temporary grant, research grant, time- limited project, or contract
employees. Both the referring employee and the referred candidate must be employed by
the agency when any referral bonus is paid receive the referral bonus.

• Any disputes arising from the application of this program will be the responsibility of
the Agency Director or his designee to resolve and will not be considered a grievance
under the State Employee Grievance Procedure Act.
• The agency HR Office will monitor the use of the Referral Bonus Program and will
report annually to the Office of Human Resources information on the use of the Referral
Bonus Program.
• The hiring process will be fair and consistent with agency policy and procedures, with
no bias for or against candidates whose selection might make another employee eligible
for a referral bonus.
Amount paid to the employees who refer the candidates and if they get selected varies
from Rs. 7000 to Rs.2000 based on the grade of the employee refereed and the refereed
candidate placed.

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This amount is paid to the employees in two ways:
1. Immediately when the candidate is joined
2. After the completion of 3 months of the candidate selected.
Only middle level and senior level management employees have the opportunity of
referring the candidates. This policy/scheme is not applicable to the top management
employees. Also the employees who are under probation or training period are not
eligible for this employee referral policy.
RECRUITMENT AND SELECTION

According to Edwin B. Flippo, “Recruitment is the process of searching the candidates

for employment and stimulating them to apply for jobs in the organization”. Recruitment
is the activity that links the employers and the job seekers.

Recruitment is a linking activity- bringing together jobs to fill and those seeking jobs. A
good recruitment program should attract the qualified & not unqualified. Recruitment is a
costly affair. There are legal implications of incompetent selection – negligent hiring.
“Organizations must consider recruitment as a strategic war to attract talent, and must
develop and implement aggressive talent acquisition strategies in order to dominate the
labor market within a given industry. With the impending retirement of the baby-boomer
generation and the lack of availability of high quality senior-level talent, many companies
consider talent acquisition to be the most important business challenge facing them
today”.

Recruitment of candidates is the function preceding the selection, which helps create a
pool of prospective employees for the organization so that the management can select the
right candidate for the right job from this pool. The main objective of the recruitment
process is to expedite the selection process
Recruitment is a continuous process whereby the firm attempts to develop a pool of
qualified applicants for the future human resources needs even though specific vacancies
do not exist. Usually, the recruitment process starts when a manger initiates an employee
for a requisition vacancy and an anticipated vacancy.

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Purpose & Importance of Recruitment:

• Attract and encourage more and more candidates to apply in the organization.
• Create a talent pool of candidates to enable the selection of best candidates for the
organization.
• Determine present and future requirements of the organization in conjunction with
its personnel planning and job analysis activities.
• Recruitment is the process which links the employers with the employees.
• Increase the pool of job candidates at minimum cost.
• Help increase the success rate of selection process by decreasing number of
visibly under qualified or overqualified job applicants.
• Help reduce the probability that job applicants once recruited and selected will
leave the organization only after a short period of time.
• Meet the organizations legal and social obligations regarding the composition of
its workforce.
• Begin identifying and preparing potential job applicants who will be appropriate
candidates.
• Increase organization and individual effectiveness of various recruiting techniques
and sources for all types of job applicants.
• So, those people who are involved in the process have a high level of
responsibilities.

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Management’s Role in Recruitment

Recruitment planning is anticipating and using all available flexibilities and strategies to
maintain the workforce. Human Resources Responsibilities along with the civilian
Recruitment Team can help through this process by further explaining strategies and
helping to find easier ways to accomplish them.

Responsibilities include:

• Determining a vacancy exists.

• Choosing the right strategies to fill the position.
• Defining and capturing the need (understanding the position, its functions, duties,
responsibilities, and skill requirements.)
• Initiating the final action.

Recruitment needs are of three types

• PLANNED
i.e. the needs arising from changes in organization and retirement policy.
• ANTICIPATED
Anticipated needs are those movements in personnel, which an organization can
predict by studying trends in internal and external environment.
• UNEXPECTED
Resignation, deaths, accidents, illness give rise to unexpected needs.

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 The Recruitment Process

1 Determine the exact need 8 Implement the decision

2 Obtain approval 9 Allow time for response

3 Combine / update job description 10 Screen responses

and job specification

4 Determine KPAs of the job 11Draw up a candiddate shortlist

5 Consult the recruitment policy 12 Provide feedback to applicants
& procedure

6 Choose the recruitment source(s) 13 Proceed to selection

7 Decide on a recruitment method 14 Evaluate the recruitment effort

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 SOURCES OF RECRUITMENT

Every organization has the option of choosing the candidates for its recruitment processes

from two kinds of sources: internal and external sources. The sources within the

organization itself (like transfer of employees from one department to other, promotions)

to fill a position are known as the internal sources of recruitment. Recruitment candidates

from all the other sources (like outsourcing agencies etc.) are known as the external

sources of recruitment.

SOURCES OF RECRUITMENT

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Internal Sources of Recruitment

1. TRANSFERS

100

80

60 East

West
40
North
20

0
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr

2. The employees are transferred from one department to another according to their
efficiency and experience.
3. PROMOTIONS
the employees are promoted from one department to another with more benefits
and greater responsibility based on efficiency and experience.
4. Others are Upgrading and Demotion of present employees according to their
performance.
5. Retired and Retrenched employees may also be recruited once again in case of
shortage of qualified personnel or increase in load of work. Recruitment such
people save time and costs of the organizations as the people are already aware of
the organizational culture and the policies and procedures.
6. The dependents and relatives of Deceased employees and Disabled employees are
also done by many companies so that the members of the family do not become
dependent on the mercy of others.

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The advantages of internal recruitment are that:

1. Considerable savings can be made. Individuals with inside knowledge of how a

business operates will need shorter periods of training and time for 'fitting in'.
2. The organization is unlikely to be greatly 'disrupted' by someone who is used to
working with others in the organization.
3. Internal promotion acts as an incentive to all staff to work harder within the
organization.
4. From the firm's point of view, the strengths and weaknesses of an insider will have
been assessed. There is always a risk attached to employing an outsider who may
only be a success 'on paper'.

The disadvantages of recruiting from within are that:

1. You will have to replace the person who has been promoted
2. An insider may be less likely to make the essential criticisms required to get the
company working more effectively
3. Promotion of one person in a company may upset someone else.

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External Sources of Recruitment

External recruitment makes it possible to draw upon a wider range of talent, and provides
the opportunity to bring new experience and ideas in to the business. Disadvantages are
that it is more costly and the company may end up with someone who proves to be less
effective in practice than they did on paper and in the interview situation.

There are a number of stages, which can be used to define and set out the nature of
particular jobs for recruitment purposes:

Job Analysis is the process of examining jobs in order to identify the key requirements of
each job. A number of important questions need to be explored: the title of the job to
which the employee is responsible for whom the employee is responsible a simple
description of the role and duties of the employee within the organization.

Job analysis is used in order to:

1. Choose employees either from the ranks of your existing staff or from the
recruitment of new staff.

2. Set out the training requirements of a particular job.

3. Provide information which will help in decision making about the type of
equipment and materials to be employed with the job.

4. Identify and profile the experiences of employees in their work tasks (information
which can be used as evidence for staff development and promotion).

5. Identify areas of risk and danger at work.

6. Help in setting rates of pay for job tasks.

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 SELECTION PROCESS

Selection is the system of functions and devices adopted in a given company to ascertain
whether the candidates’ specifications are matched with the job specifications and
requirements or not. The obvious guiding policy in selection is the intention to choose the
individual candidate who can most successfully perform the job from the pool of
qualified candidates.

Selection of personnel to man the organization is a crucial, complex and continuing

function. The ability of an organization to attain its goals effectively and to develop in a
dynamic environment largely depends upon the effectiveness of its selection program. If
right personnel are selected, the remaining functions of personnel management become
easier, the employee contribution and commitment will be at optimum level and
employee-employee relations will be congenial. If the right person is selected, he is a
valuable asset to the organization and if faulty selection is made, the employee will
become a liability to the organization.

Selection Procedure

• JOB ANALYSIS: Job analysis forms the basis for selecting the right candidate. It
includes a detailed study of the positions for which recruitments are to be made, in the
form of Job Description and Job Specification
• HUMAN RESOURCE PLAN: Under this plan estimates are laid for the future
requirement of employees. This forms the basis for the future recruitment function.
• RECRUITMENT: It refers to the process of searching for prospective employees and
stimulating them to apply for jobs in an organization.
• DEVELOPMENT OF BASIS FOR SELECTION: This involves the selection of
appropriate candidates from the applicants’ pool by adopting suitable techniques for
screening.

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• APPLICATION FORM: This is also known as application blank. This technique is
utilized for securing information from the prospective candidates.
• WRITTEN EXAMINATION: Application form is followed by written examination for
the short listed candidates for assessing the candidate’s ability, aptitude, reasoning and
knowledge in various disciplines.
• PRELIMINARY INTERVIEW: Preliminary interview is to solicit necessary information
from the prospective applicants and to assess the applicant’s suitability to the job.
• TEST: Test is essentially an objective and standardized measure of sample of behavior
from which inferences about future behavior and performance of the candidate can be
drawn. Tests can be of following type:
o Aptitude Test: This test measure whether an individual has the capacity or
latent ability to learn a given job if adequate training. Aptitude test can be
further subdivided in to
▪ Intelligence test
▪ Emotional test
▪ Skill test
▪ Psychometric test
o Achievement Test: These tests are conducted to measure the value of a
specific achievement when an organization wishes to employ experienced
candidate.
o Situational Test: This test evaluates a candidate in a real life situation
o Interest Test: These tests are inventories of the likes and the dislikes of the
candidate in relation to the job, work, occupations, hobbies and recreational
activities.
o Personality Test: These tests prove deeply to discover clues to an individual’s
value system.
o Multi-Dimensional Testing: Organizations develop such tests in order to find
out whether the candidates possess a variety of skills or not, candidate’s
ability to integrate the multi-skills and potentiality to apply them based on
situational and functional requirement.

29
• INTERVIEW: In this step, the interviewer matches the information obtained about the
candidate through various means to the job requirements and to the information obtained
through his own observation during the interview. Tests can be of following types:-

o Background information interview

o Job and probing interview
o Stress interview
o Group discussion interview
o Panel interview
o Decision making interview

• MEDICAL EXAMINATION: Certain jobs require certain physical qualities like clear
vision, percept hearing, unusual stamina, tolerance of hard working conditions, clear tone
etc. medical examination reveals whether or not a candidate possesses these qualities.
• REFERENCE CHECK: At this step candidates are required to give the names of
references in their application forms. This is done in order to verify the information
provided by the candidate.
• JOB OFFER: After taking the final decision, the organization has to intimate this
decision to the successful as well as unsuccessful candidates. Those selected are offered
the job and the candidate has to communicate his/her acceptance to the offer. He/she can
also approach the organization for the modification of the job letter and in case things are
not working out the offer is rejected by the candidate.
• EMPLOYMENT: The Company may modify the terms and conditions of employment as
requested by the candidate and thereby place them on the job.

30
 RECRUITMENT AND SELECTION PROCESS
AT HR SERVICES PRIVATE LIMITED

Recruitment is the process of identifying that the organization needs to employ someone
up to the point at which application forms for the post have arrived at the organization.
Selection then consists of the processes involved in choosing from applicants a suitable
candidate to fill a post. Recruiting individuals to fill particular posts within a business can
be done either internally by recruitment within the firm, or externally by recruiting people
from outside. The recruitment and selection process at IT INDUSTRY HR Services
Private Limited begins with management determining the exact need of the posts to be
filled. There are a number of posts which have to be filled, for example ASM, SE, SA,
FSA, SM, and TL etc. for the different businesses. Then, the management shortlists the
resume of the candidate whose attributes match with the job description and specification
required for the job. The organization get many resumes of unsolicited applicants on a
daily basis which they shortlist according to the qualification and experience for a
particular post. As the candidate visits to submit his resume he is asked to fill in the first
page of Interview Record Sheet as shown in Appendix 1, which he takes along with him
in the interview room.

The recruitment process at IT INDUSTRY starts with the enquiry/ walk-in management
of the candidate when he submits his resume, which consists of registration of the
candidates and eligibility verification of the candidate’s name, phone number, age,
qualification and experience. It also consists of taking two references of peers and
providing job brief and information regarding compensation, career progression and
expectation setting in the company.

31
 Then, after the formalities, a preliminary interview/ screening is conducted by the
personnel of the HR department who screen and shortlist the candidates on the following
attributes:

• Job Understanding
• Willingness to work
• Compensation clarity
• Functional Knowledge Validation
• Energy Level
• Sample sales

32
INDUSTRY PROFILE

33
 INDUSTRY PROFILE

Introduction

Indian Software industry has tremendous growth and economic policy has a substantial
revision in 20th century. The IT industry offer opportunities for foreign direct investment.
Due to liberalization, industries were grown by which foreign reserves as well as
employment opportunities have increased. In the initial days, IT firms export software to
other countries because here man power is widely available with low cost. As the
potential of the software industry was identified government of India developed high
speed infrastructure to meet the demands of foreign clients. Indian software companies
developed high quality as well as unique software to meet the needs of multinational
companies as a result they obtain a wider range of software development tasks. IT/ITES
sector has listed incredible growth over the decade, achieving iconic position all over the
world and a reputation for cost-effective delivery of services. IT companies in India have
set up over 600 delivery centres all over the world. The revenues have grown from 1.2
percent (1997-98) to 8.1 percent (2013-14). India maintains top position in the global
sourcing arena, for about 55 percent in the year 2013 (of the global sourcing market size)
compared to 52 percent in 2012. (source:NASSCOM) Today the world‟s largest
outsourcing destination for IT industry is India, which is around 52 percent of the US
dollar 124-130 billion market. The IT industry employs roughly 10 million Indians which
ultimately contribute to the economic growth of the country. The Unique Selling
Proposition (USP) of Indian IT services is its cost competitiveness which is 3-4 times
cheaper than the USA. Many firms like TCS, Infosys, and Wipro have met top
certification for the quality standards. According to the report of National Association of
Software and Service Companies (Nasscom), GDP share has grown widely when
compared to other industries [142]. India exports information and software services rather
than products to 95 countries all over the world. The top 43

5 firms in terms of revenue are TCS, Wipro, Infosys, HP India, and IBM [143]. Top
companies contribute 80% of revenues from Indian Software industry.

34
Evolution of IT Industry

During 1950s people are not aware of the term “software”, the term was bundled with
hardware by some multinational companies like IBM and ICL with some basic languages
like PASCAL etc. These two are the largest hardware companies which provide basic
services. In mid 1970‟s India exported its first software service. The problem here to
export software is companies had to design its own hard ware system which needs to
fulfill worldwide standards. In order to import the hardware system government of India
impose heavy duty tax which the Indian companies cannot afford on their own. After few
years Indian government has reduced the tax duty with condition that exporters would
recover twice the value of foreign exchange spent on importing the computers. Then the
era of software begins in India.

India has largest technical skilled employees working with low salaries and they shift
from one industry to industry to other because of fewer companies. The Indian
programmers were available with less than 12 dollars and the Indian firms are ready to
complete the software projects for the half of the cost when they compared with abroad.
This creates a numerous jobs for Indian employees and free profit opportunity for foreign
companies. There is a shortage of employees in US for the projects in their companies
and in India oversupply of employees lead to match the demand and supply in both
countries because of this software industry. The Government of Andhra Pradesh
particularly setup several IT parks and hubs to reduce unemployment. Companies that
come under these parks are tax free and have extraordinary facilities with high speed data
communication and internet. The central government gave the power to state government
regarding licenses, import or export procedures. Tata Consultancy Services (TCS) was
the first software company in India and got export assignment in 1973. TCS has begun to
outsource application work for Central Bank of India. The company sent some engineers
to abroad in order to excel in their platforms. The main competitive advantage for Indian
software companies are cost reduction and the ability to communicate in English. The
main reason to export software is to increase foreign exchange in India. In 1970s the
main challenges for software industry are

35
1. Rigid government rules:- Government of India restricted that all multinational
companies must invest their share less than 50 percent whereas Indian companies
share must be more than 50 percent.

2. Lack of trained personnel: - As already exited employees‟ skill does not match to the
organizations need, companies need to train the employees.

3. Heavy import tax: - As the companies need hardware to match the need of software
industry, they used to import from other countries in as India impose heavy taxes.

4. Education in India: - The courses in India do not match to the need of the companies,
so companies need to train in soft skills.

5. Updated Technology:- As the companies need to update technology, it seems to be a

huge cost.

NASSCOM

The National Association of Service and Software Companies (NASSCOM), India‟s

Software association was formed in the year 1988. The main aim of this NASSCOM is to
liberalize the policies of government regarding software companies, issuing of stocks in
capital markets, and improve infrastructure facilities [145]. NASSCOM provides most
reliable information about software industry in India. The role of NASSCOM is effective
in representing large scale enterprises but does not consider any small or medium
enterprises. It forced to establish Software Technology Park and with basic infrastructure
facilities to export software.

Software Industry- Impact on Indian Economy

Before 1990s the policies of Indian Government is very rigid if any oversees company
want to start in India. By that time the government does not have any foreign reserves,
then the government of P.V.Narasimha Rao, decided for liberalization, so that industries
had started tremendously . Multinational Companies started to invest in India because
they identified huge manpower with low cost. This created a huge foreign reserves as
well as employment opportunities to young and fresh software engineers with high

36
remuneration. The IT industry has identified as a knowledge industry due to its
Information Technology Enabled Services (ITES) and IT services. The Business Process
Outsourcing industry has quickly developed with a sign of new initiatives. With
significant growth of BPO and IT industry, India has become one of the most chosen
offshore destinations (source: The NASSCOM - McKinsey Study 2002). Due to the
tremendous growth of ITES industry results a enormous inflow of foreign direct
investments that have set up huge facilities all over the India which results the entry of IT
industry into the BPOITES sector. The tremendous growth of IT-ITES sector in India,
has contributed to the growth of GDP, unemployment reduction and promotion of
exports. The IT industry substantially contributed to India‟s GDP 1.2% in FY 1998 to
7.5% in FY 2012[147]. The IT industry has proved itself as job creating and wealth
industry, in few years, employing several millions of software professionals all over the
world.

According to the report of NASSCOM, IT industry has added 1,60,000 employees in the
year 2013, which provides indirect employment to 10 million people and direct
employment to 3.1 million people . In the year 2014, IT services have increased to $99
billion. NASSCOM has also forecasted that Indian ITES and IT industry is likely to grow
around $300 billion by the financial year 2020, particularly concentrating on the areas
like software products and ecommerce.

Y2K Problem as an opportunity

In 1993 the US Immigration made several restrictions to issue H-1 and B-1 visas and they
paid less salary to Indian employees and Indian software professional need to pay social
security and related taxes to US government which is a burden to the employees and also
companies. So, companies plan not to send them but to complete the project in India
according to the needs and wants of clients. This creates lack of talented personnel in US,
mean while Y2K problem also create an opportunity for Indian employees. In order to
overcome the Y2K problem US need the employees who are aware of COBOL
programming which has been outdated in 1990s, but in India still the language was
taught, this helped the employees to increase employment opportunities in India and
abroad.

37
Revenue

The IT-ITES industry Revenue trends over the last five years is as follows.

Revenue Trends of IT Industry as on 2014-2016

Source: Reports of Dept. of Electronics and IT, Govt. of India

38
Exports

The segment-wise export revenue trends are shown in the following table.

Future of Software Industry

Indian software industry seems to be dazzling because all private and government
organizations are computerized to reduce manual work as well as manpower, huge
talented scientists, liberalized government policy, employees available with low alary.
The weaknesses are lack of updated infrastructure, lack of new product innovation, lack
of financial support. The companies need to locate head office in India and implement
corporate strategies to meet international standards. Colleges need to train students in
order to reduce the gap between demand and supply in IT industry. The growth of E-
commerce made customers easy to purchase goods instead of going to marketplace.

39
 Challenges of Indian Software Industry

1. Education System in India:- The education system in India is not updated and students
does not have any practical exposure. So, organizations must educate the students as
per the global needs.

2. Lack of Monitoring in Education sector:- Generally AICTE (All India Council for
Technical Education) only look after the facilities in the organization, but other than
other still there must some more committees to guide the colleges in order to improve
infrastructure as well as soft skills needed for the students.

3. Lack of Project management skills: - As students do not have management skills

ccording to the corporate companies creates huge cost to the organization.

4. Poor Communication skills: - Students from rural background have good subject
knowledge but unable to express in English which a major drawback for students.
Organizations must motivate the students to inculcate communication skills before
they complete their education.

5. Lack of Industrial Experience: - Students must have industrial exposure and update
themselves according to the needs of Industry. Along with bookish knowledge
students should have practical so that they can implement in corporate field.

6. Poor Infrastructure facilities:- As the Colleges have poor infrastructure facilities is a

major problem for students.

7. Impact of US economy:- As most of companies depend on US for projects faced a severe

problem during recession. So, companies must concentrate not only on US but also
other countries.

40
8. Other resources:- During recession Indian companies retrenched the employees because
they do not have projects, so companies need to look after not only Multinational
projects but also Local projects.

9. Huge cost:- Companies specialized in particular technology can become obsolete after
few years, so companies (or) employees cannot work permanently, they want to
substitute with new technology.

10. Different legal laws and norms:- As different countries have different legal laws and
norms, companies need to know every country laws before they invest

Mission and Vision

Mission Statement

To achieve the company objectives in an environment of fairness, honesty, and courtesy

their clients, employees, vendors and society at large."

Vision

"To be a globally respected corporation that provides best-of-breed business solutions,

leveraging technology, delivered by best-in-class people."

Services Offered

The company also provides software products to the banking, insurance, financial
services to large, medium size banks in India and also overseas. The company outlook is
to develop economies according to changing business scenario with help of accessing the
talent pools in India. The Infosys Company also offers Business Process Outsourcing
same as offsite customer relationship management, accounting, administration and sales
order processing. The company associates with IBM, Intel, Microsoft and Oracle.

41
Special Economic Zone Units

Infosys set up Special Economic Zone units to reduce taxes, particularly in Chandigarh
100% tax deduction for exports during the first five years, whereas 50% tax deduction for
the next five years.

Partnership

Infosys Technologies limited have partnered with ACDI/VOCA in the agricultural sector

to promote economic growth and also to develop information and communication

technology in order to improve efficiencies. In 2008, the company introduced Shopping

Trip 360 to help retailers and consumer packaged goods and it is a platform of real time

in store shopper and shelf activity.

Operations in various countries

Company started its operations not only in India but also in Sweden, In 2011, the
company started on their own as Infosys Shanghai Company Ltd. Infosys established first

Software Development Block at their Technopark in Kerala, another Technopark with

1800 seats capacity of Software Development Block is also under construction. In the
year 2011, Infosys Technologies Ltd was changed to Infosys Ltd. In November 2011,
Infosys entered in to an agreement with the company Atlas Copco AB to render the
financial services such as accounting, reporting and processing of supplier invoices. By
this project Infosys covered around 230 places in Atlas Copco, and by these they
provides huge employment in around Czech Republic. In 2011 there was a drastic change
in services of Infosys and they rendered the services to Indian companies.

Competitors

The main competitors for Infosys are Cognizant, Tata Consultancy Services, Mahindra
Satyam, Wipro, Accenture, HP and IBM.

42
Achievements

The Company won excellence in corporate governance in the year 2001, 2002, and 2003.

According to Reputation Institute‟s Global Reputation pulse 2009 Infosys was ranked
among the top 50 respected companies in the world. Infosys provides huge employment
opportunities in India and abroad. In 2002 Infosys started BPO services in India to render
the services to the most of financial and banking industries. The company was selected as
„Best Outsourcing Partner‟ covering the needs of chief information officers in the
capital market firms. According to Most Admired Knowledge Enterprises (MAKE) study
the company was listed and Forbes‟ Asian Fabulous 50.

PROFILE OF MAHAVEER INFOWAY LIMITED

Origin & Growth of Mahaveer Infoway Limited

Mahaveer Infoway Limited has headquarters in Hyderabad and also has branch offices in
Bangalore and Hubli. The company offers several services to their clients. The company
was incorporated on May 13, 1991 as a private limited company initially the name was
Mahaveer Leafin and Holdings private Limited. The Managing Director, Ashok Kumar
Jain, promotes the company and he is a business professional experienced in banking,
finance and business management operations. In the year 2000 January 7th the company
amends the name from Mahaveer Leafin and Holdings Limited to Mahaveer Infoway
Limited. In the year 2010-11 the company has two subsidiary companies that is
Mahaveer Telecom Private Limited and Mahaveer Projects Private Limited. Mahaveer
Infoway Limited launched a mobile brand „ZINK‟ all over India.

43
Services Offered

Mahaveer Infoway limited provides technical oriented solutions and render services in
the field of software Development, Product and application testing, IT consulting,
Networking, Testing, Distribution of Telecom products, real estate development,
engineering services, . The company provides a wide range of services to different
industries like insurance, banking and financial services, manufacturing,
telecommunications, transportation and engineering services.

The Mahaveer Infoway Limited personnel are expertise, experienced in diverse fields of
IT, Infrastructure Development, distribution and training. Mahaveer Infoway Limited,
headquartered in Hyderabad has 150 employees, Hubli branch which is located in
Karnataka has 200 employees, having 1 Acre Campus in Aryabhatta Technology Park.
The company basically provides three operations that are Information Technology,
Telecom Products and Educational Services.

High-Quality services

Mahaveer Infoway Limited offers high-quality testing services using an offshore, on-
siteor a combination of offshore and on-site models. Clients not only look after the
quality of the projects but also the economy of the project. As projects differ from client
to client includes different specifications, technology, process and other factors.
Mahaveer Infoway limited personnel, provides the software solution services to clients at
a cheaper cost in less time.

44
Offshore projects

Mahaveer Infoway Limited offshore strategy comprises of complete ownership of testing

projects and also includes managerial talent. The company renders in services in
numerous places like USA, India and Singapore. All the subsidiaries are interlinked with
high speed network and operating environment. Mahaveer Infoway Limited company has
adequate levels of system redundancy, security for the clients regarding their projects.

Some projects often require working in the client premises according to their
requirement; the company provides an on-site delivery model for executing a testing
assignment for clients. The Project manager will test the application at the client‟s
premises so resolve doubt regarding software and he should also report to head office
every week their status.

Client satisfaction with quality output

Mahaveer Infoway Limited Company has 10 years of business experience and they are
experts in the field of IT. Company with updated infrastructure ensures clients‟ quick
delivery with quality output ultimately satisfies the customers. Mahaveer Infoway
Limited follows thisprocess to complete the project: Identify the business objectives,
evaluate the requirements for the project, design and architect web application according
to the requirement, which develop life cycle of the project with project managers, testing
and identifying bugs, and closing of the project in specific time.

45
PROFILE OF MAHINDRA SATYAM LIMITED

Origin & Growth

In the year 1987, Satyam Computers Services Limited (SCSL) was started as a private
limited company in Andhra Pradesh and promoted by B. Rama Raju and B.Ramalinga
Raju. It is one of the fourth largest I.T. service providers in India. Later in the year 1991
the company became Public limited company. Satyam was awarded ISO 9001
certification in the year 1995.

Satyam continuously innovates in different aspects like enterprise-processes, technology,

business and Engagement models and service offerings. Satyam offers a wide range of
services includes Software Development Services, Embedded Systems, Engineering
Services, Systems Integration, Enterprise Resource Planning Solutions, Enterprise
Application Integration. As IT services have expanded to all sectors Satyam need to
customize according to the different business needs. The company renders service to
different sectors like Insurance, Financial services, telecom, manufacturing,
transportation, Healthcare, Bio-technology, wholesale and retail sectors. Mahindra
Satyam operates in two different sectors: IT services and Business Process Outsourcing.
Company has a majority stake in complex IT in February 2013 In the year 1999, Satyam
Enterprise Solutions, Satyam Renaissance Consulting and Satyam Spark Solutions were
merged with Satyam Computer services.

Certifications

The company has adopted the latest Certifications like CMMI Level 5, PCMM, ISO
27001, BS 15000, ISO 20000, AS9100 and Six Sigma Methodologies. Satyam Enterprise
Solutions, Satyam Renaissance Consulting and Satyam Spark Solutions were
amalgamated with Satyam Computer Services from April. 1999.

46
Ventures

In the year 2001, Satyam Computer Services and the US-based Idea EDGE Ventures
entered into an alliance to set up a 50:50 joint venture Satyam Idea EDGE Technologies
focus on business emerging from mobile Internet convergence. Satyam Computer
Services and US-based Idea EDGE ventures come to an agreement with 50:50 to render
services to the Mobile Internet. Satyam declared to deliver the services in China in the
year 2002. Satyam Computer Services announce business Continuity center in Singapore,
Global solution center in Malaysia in the year 2002. Satyam and Microsoft decided to
provide high quality IT services in Asia-Pacific.

Competitors

The main competitors for Mahindra Satyam are Cognizant, Tata Consultancy Services,
Infosys, Wipro, Accenture, HP and IBM.

Achievements

In 2003 the company was awarded the IBM Lotus award for a knowledge management
solution. Satyam Computer Services got 15 million dollars worth outsourcing contract to
the World Bank. In the year 2005 Satyam acquired a London based company i:e; Citisoft
Plc, another Singapore based company. Satyam was awarded the CNBC best performing
stock of the year by the Institute of cost and works accountants of India. Satyam
Computers render its services to Brisbane to different sectors such as local government,
finance, insurance, mining. Satyam Computer acquired Nitor Global Solutions with a
worth of 5.5 million dollars. Satyam Computer Services Limited has won the Asian
Corporate Social Responsibility Award under the poverty alleviation. IMC RamKrishna
Bajaj National Award Trophy was awarded to the company in service sector in 2001. In
the year 2008, Satyam BPO has won two prestigious shared service awards from the
International Quality and Productivity Council.

Take Over

In the year 2009 scam was explored in Satyam Computers Limited and the shares of the
company has scored a huge loss, then Tech Mahindra take over the company and named

47
it as Mahindra Satyam. Vice-chairman and Managing Director of the Mahindra Group
Anand Mahindra states, though the organization is the part of Satyam but still the group
identifies commitment, purpose and proficiency of the organization.

PROFILE OF TATA CONSULTANCY SERVICES

Origin & Growth

It is a division of Tata Group, headquartered in Mumbai having 142 offices in 42

countries is one of the India‟s most revered brands; the company was started in the year
1968 initially to provide management consulting services and data processing
requirement. A Tata Consultancy service is the first company to get software projects in
India and started its first international assignment in the year 1971. Tata Consultancy
shares are listed in both National Stock Exchange and Bombay Stock exchange. Tata
Research Design and Development centre in Pune was the first India‟s IT R&D division,
in the year 1981. At Trivandrum, company opened a new corporate training facility in the
year 1997. Tata Consultancy Service Mission statement is to maximize the business
success of the customers through the installation, maintenance and support of better-
quality financial software solutions.

Mission and Vision Statement

Mission

Its mission is to help customers achieve their business objectives by providing

innovative, best-in-class consulting, IT solutions and services and to make it a job for all

stakeholders to work with them.

48
Vision

Its vision is to decouple business growth and ecological footprint from its operations to

address the environment bottom-line. Their aim is to grow sustainably and help their
customers achieve sustainable growth through green solutions and service offerings.

Values

1. They apply technology within financial constraints:- Employees consider

technology solutions which is appropriate to clients specific business environment. They
also understand clients need even in the most complex environments. They not only save
the money but also work with updating technologies with superior quality.

2. Expertise and Excellence:- Employees with years of experience can meet client
needs, complex technology projects over the long term as the firm adds software,
hardware and network demands.

Services Offered

The Company offers a wide range of services to different industries like banking,
financial services, insurance, manufacturing, retail, distribution and telecom. The
company acquired public sector unit CMC Ltd in the year 2001, also the company
extended its services to China and Uruguay. E-Commerce was identified as an excellent
opportunity and contributed a billion dollars to the company.

49
Acquisitions and Ventures

Tata Consultancy Companies acquired WTI Advanced Technology Ltd and Phoenix
Global Solutions (India) Ltd in the year 2004-05. The company became a public limited
company in the year 2004. Tata Company attains three firms in the year 2005. The
company agreed a joint venture with State Bank of India. The Tata Company offers C-
Edge world class services for banking and financial sectors. Tata Infotech Limited
merged three companies such as Airline Financial Support Services (India) Ltd, Aviation
Software Development Consultancy India Ltd and TCS Business Transformation
Solutions Ltd and created a new era in I.T. Industry.

Tata Consultancy Services offers different computer enabled services to the Government
of Madhya Pradesh in the year 2006. The Company started its Business Process
Outsourcing services in Philippines. State Data Centre in the state of Uttar Pradesh was
established by Tata Consultancy. The company acquired five year contract with du,
telecom service provider in the United Arab Emirates in the February 2011. Tata
Consultancy Services and Singapore Management University established TCS-SMU icity
lab in order to create a research facility to expand IT standards worldwide. Tata
Consultancy Services signed a contract with Europcar, in the year 2012 as company was
satisfied with TCS and gave another agreement in French. Company spent a total of five
percent of their revenues to Research and Development.

Competitors

The competitors of Tata Consultancy Services are Cognizant, Wipro, Infosys, and
Mahindra Satyam etc.

Customized Solutions

TCS offers customized solutions according to market changes in order to improve profit
margins and reduce risk. The Mission of the company is to provide innovative, high
standards, cost-effective I.T. Solution and services to the customers.

50
TCS Integrated Quality Management System (IQMS)

It integrates processes, people and technology maturity through various established

frameworks and practices, including IEEE, ISO 9001: 2000, CMMi, SW-CMM, P-CMM
and Six-Sigma.

TCS strived for effective e-Governance in India

TCS has identified numerous opportunities for improvement in e-Governance in India

and provided suggestions to help the government of India for effective and efficient
e- Governance in the country.

Some of the Indian e-Governance projects are

1. Project Akshaya:- Information Technology dissemination project in Kerala providing

technology access to the entire state by setting up IT centres within 2-3 Km of every
household.

2. AP Online:- It provides multiple services for citizens in AP, anytime anywhere. It has
generated employment for over 2,000 people, with over 1,300 kiosks in operation. The
advantages are convenience, lower costs and transparency.

3. e-Choupal:- It links farmers to global markets. This is largest IT based program in

rural India and has developed Indian farmers into progressive knowledge-seeking net-
citizens.

51
PROFILE OF WIPRO LIMITED

Origin & Growth

In the year 1945, Wipro Ltd was started by Azim H Premji. He started the company with
the edible oil manufacturer and later enters to fast moving consumer goods and provides
IT solutions, services and products. Wipro‟s five manufacturing and development
facilities have secured ISO 9001 certification in the year 1994-95. Wipro‟s headquarters
is located at Bangalore and it is the first software technology in India, which got ISO:
14001 certification for implementing Environmental Management.

Services Offered

Wipro provides a wide range of IT services like Business Process Outsourcing, systems
integration, Information Systems Outsourcing, IT enabled services, Software Application
Development and Maintenance, Research and Development services. The company
renders services not only to local companies, but also globally. The company also
manufactures consumer goods, furniture, Baby products.

Certifications

PCMM Level 5 and SEI CMM Level five certified IT services were provided by the
company which is the first IT Company globally. The company renders services to
America, Europe, Middle East and Asia Pacific with innovative services and excellences
in process, world class quality.

52
Achievements

The Banker Technology Award was won by the Wipro technologies in the year 2004 by
Financial Times. The company acquired Quantech Global Services, a US based company
with the investment of 3 million dollars during 2006. Wipro Ltd purchased mpower
Software Services with a development center in Chennai. The Company acquired an
Austrian based company, New Logic Technologies AG, with the investment of 26 Euro
million. In the years 2004, 2005, and 2006 Wipro received BEST award from American
society for training & development (ASTD).

Acquisitions and Agreements

In the year 2007 company acquired both CMango a US based firm and CMango India
based firm with investment of 20 million dollars. Company purchased with 1022 million
from North-West Switchgear Ltd in consumer care and lighting business. The Hydrauto
Group AB was acquired by Wipro in the infrastructure engineering business with 31
million dollars. Wipro Limited with a joint venture of Motorola formed WMNESTSERV
Ltd to provide world-class services particularly to telecom operators.

High Quality Technology

The Company and Oracle Corporation introduced a solution which is a Process

Integration Pack for a high technology. In order to provide global Legal Process
Outsourcing for Microsoft Intellectual Property, the company joined with Microsoft
Corporation.

53
Hospitability Management Services

In the year 2010, Wipro launched Hospitability Management solutions at HITEC city.
The company signed five year partnership with Central Bank of India in the year 2010
having 24 hour customer care services with different applications. Wipro Limited
acquired Yardley Limited in the year 2010.

Competitors

The competitors of Wipro are Cognizant, Tata Consultancy Services, Infosys, and
Mahindra Satyam etc.

Enterprise Network Operation center

Wipro provides a wide range of services including network design and build, integration
with existing IT applications and managed services. In addition, Wipro will also build an
Enterprise Network Operation Center to manage the operations of Vodafone Essar's
enterprise customers. In January 2011, the company and Callidus Software Inc entered
into a partnership to drive sales performance management across organizations in the
Asia-Pacific region.

54
 CHAPTER 2
REVIEW OF
LITERATURE

55
 REVIEW OF LITERATURE

Brief Overview: Effective research cannot be accomplished without studying critically

what already exists in the form of general literature and specific studies. Therefore, it is
considered as an important perquisite for actual planning and execution of research
projects. The review of existing literature helps to formulate hypothesis, identify research
gaps and formulate a framework for further investigation.

Concept of Recruitment

Barber (1998)

Defines Employee recruitment as “practices and activities carried on by an organization

for the purpose of identifying and attracting potential employees”. Many large
corporations have employee recruitment plans that are designed to attract potential
employees that are not only capable of filling vacant positions but also add to the
organization’s culture.

According to Costello (2006) Recruitment is described as the set of activities and

processes used to legally obtain a sufficient number of qualified people at the right place
and time so that the people and the organization can select each other in their own best
short and long term interests.

Need of the Recruitment and Selection Process

Dessler, (2000) found in his study that the Recruitment and selection forms a core part of
the central activities underlying human resource management: namely, the acquisition,
development and reward of the workers. It frequently forms an important part of the work
of human resource managers – or designated specialists within work organizations.
However, and importantly, recruitment and selection decisions are often for good reason
taken by non-specialists, by the line managers. Recruitment and selection also have an
important role to play in ensuring worker performance and positive organizational
outcomes. Recruitment and selection had the capacity to form a key part of the process of

56
managing and leading people as a routine part of organizational life, it is suggested here
that recruitment and selection has become ever more important as organizations
increasingly regard their workforce as a source of competitive advantage.

Mullins (1999) indicated that to be a high performing organization, human resource

management must be able to assist the organization to place the right person in the right
job. The human resource management practices include recruitment, selection,
placement, evaluation, training and development, compensation and benefits, and
retention of the employees of an organization. Businesses have developed human
resource information systems that support:

(i) recruitment, selection, and hiring,

(ii) job placement

(iii) performance appraisals

(iv) employee benefits analysis

(v) training and development

(vi) health, safety, and security

Process of Recruitment

Odiorne (1984) indicated that the quality of new recruits depends upon an organization's
recruitment practice, and that the relative effectiveness of the selection phase is
inherently dependent upon the caliber of candidates attracted.

Smith et al. (1989) argue that the more effectively the recruitment stage is carried out,
the less important the actual selection process becomes. When an organization makes the
decision to fill an existing vacancy through recruitment, the first stage in the process
involves conducting a comprehensive job analysis. This may already have been
conducted through the human resource planning process, particularly where recruitment
is a relatively frequent occurrence.

57
According to Odiorne, (1984) one result of effective recruitment and selection is
reduced labour turnover and good employee morale. Recruiting ineffectively is costly,
since poor recruits may perform badly and/or leave their employment, thus requiring
further recruitment. In a cross national study of recruitment practices, suggests that, in 48
reality, recruitment practices involve little or no attempt to validate practices. Personnel
managers tend to rely on feedback from line managers and probationary periods and
disciplinary procedures to weed out mistakes. Firms with high quit rates live with them
and tend to build them into their recruitment practices and they do not analyze the
constitution of their labor turnover.

Burack, (1985) argues that recruitment sources are significantly linked to differences in
employee performance, turnover, satisfaction and organizational commitment. In a
survey of 201 large US companies, Burack asked respondents to rate the effectiveness of
nine recruitment sources in yielding high-quality, high-performing employees. The three
top ranked sources were employee referrals, college recruiting and executive search
firms.

The Selection Decision

Gould, (1984) argues that most mistakes are caused by the fact that managers generally
give little thought to the critical nature of the decisions. Employers are surprised and
disappointed when an appointment fails, and often the person appointed is blamed rather
than recognizing the weaknesses in the process and methodology, even the soundest of
techniques and best practice (in selection) contain scope for error. Some of this is due to
the methods themselves, but the main source is the frailty of the human decision makers.

Miyake, (2002) In a comparison of personnel selection practices in seven European

countries explored the utilization of a range of established selection methods. They
reported a general trend towards structured interviews in all countries and, while the
general validity and acceptability of methods such as work samples, group exercises and
assessment centres were widely recognized, reported usage of these methods was
infrequent. Burton (2001) in his study of recruitment and selection practices in the USA,
found that approximately 25 percent of respondent organizations conducted validation

58
studies on their selection methods. Furthermore, in a rating of various selection methods,
those perceived to be above average in their ability to predict employees' job performance
included work samples, references/recommendations, unstructured interviews, structured
interviews and assessment centres.

Cran (1995) suggests that developments in the realm of selection lend some support to
those who propound the HRM thesis, where a key feature has been the increase in testing
designed explicitly to assess behavioral and attitudinal characteristics. He further
indicates that the extent to which these more sophisticated and systematic approaches can
be, and are, deployed, depends to a large degree, on sectoral circumstances and on the
wider employment-management policies being pursued.

Recruiting Sources/Methods

Armstrong (1991) studied the issues to consider include the type of sample (random or
convenience), cost, ease, participant time demands (e.g., total time, days of the week, and
time of day), and efficiency (e.g., staff hours per recruited participant). Researchers 51
have a number of methods from which to choose, including advertising, direct mail, and
telephone.

French (1982) found that there are two options of recruitment. First, Institutions or
events (such as medical offices, schools, community sports organizations, health fairs,
community events, and churches) often are used as a setting for recruitment. Schools
present a promising avenue for the recruitment and assessment of youth. Recruitment at
schools may not be appropriate in studies having a family or neighborhood context,
requiring a greater dispersal of participants from a larger area, or focusing on data
collection in the home. Door-to-door recruitment is another option. For large studies, this
recruitment method can be costly in terms of staff time and travel expenses, and it is
difficult to assure that recruiters randomly sample homes. Despite these concerns, door-
to-door recruitment may be a necessary recruitment strategy for certain potential
participants (e.g., those who do not have a residential phone.

59
Kaplan and Norton (2004) found that the number of people who refused to provide
screening information tended to be higher by telephone than in person. However, refusals
over the telephone tend to be less likely than with mailed surveys (Kelly, 2006). It should
be noted that telephone methods can be used not only for recruitment, but also for data
collection. Recent advances in telephone survey methodology have made telephone
recruitment and surveying an increasingly attractive option in many research fields.

Drucker (1999) has studied that Recruitment procedures need not be limited to one
method. It is possible and often desirable to combine methods to enhance the recruitment
success of a particular project. For example, use of focus groups and pilot studies that
involve the community and pre-recruitment, publicity can lead to higher rates of consent.

Concept of Career Prasad (2005) found that an individual joins an organization not just
for a job, but for a career, that is, where he/she will be at the far end of his work-life
through a series of progression in responsibilities and reward for such a responsibility. It
is common to find out that after the initial excitement in a job, executives/managers tend
to lose interest and begin to feel that there is no career in a particular organization. This
implies that career advancement has not taken place as expected of them after a certain
period of time. This mismatch between a manager's expectations and his/her actual career
advancement experience may prove very shocking to both managers and the
organization.

Naidoo (2004) in his study definition of the career consistent with the notion that career
develops over time, and that all persons have careers, regardless of their profession, their
level of advancement or the stability of their work pattern

Brownell (1992) described the hospitality managers who emerge as leaders in the 21st
century as men and women who deal effectively with a multi-cultural workforce, present
their ideas clearly, and are able to mobilize others around a common goal. Brownell
(1992) described the hospitality managers who emerge as leaders in the 21st century as
men and women who deal effectively with a multi-cultural workforce, present their ideas
clearly, and are able to mobilize others around a common goal.

60
Fagenson and Jackson (1993) stated that Networking and mentoring have been
identified as two methods to help women. Some women in high level have benefited
from networks. Furthermore, women need to set up their networks and participate in
men’s networks. Many women have acknowledged the help of mentors who helped them
to enter the old boy networks. Brownell (1994), in another study on personality and
career development, found the following traits of hospitality managers: hard work,
fairness, the ability to motivate others, determination, calmness, assertiveness or
competitiveness, enthusiasm, deliberateness and detail-orientation. Skills and intelligence
also are important, such as communication skills, leadership skills and interpersonal
skills.

Brownell (1994) reported that the predominant constraints in women’s career

advancement were the old-boy network, conflicts between family and work, and lack of
equity in pay and promotions.

Woods and Kavanaugh (1994) found that more than 80 percent of men and women
perceive gender discrimination and sexual harassment in the workplace as an ongoing
problem. They mailed the 49 - question survey to 1,550 hospitality managers, all of
whom had earned a baccalaureate or master’s degree from hospitality management
programs within the preceding seven years. Fifty eight percent of the respondents were
women. Results showed that in many cases the reasons why most women graduates left
the hospitality industry was due to gender discrimination or sexual harassment.

Afza & Nawaj (2008) conducted a study on “factors determining the presence of glass
ceiling and influencing women's career advancement in Bangladesh”. In this study, the
researcher identified some factors which are responsible for creating glass ceiling effects.
It also revealed some factors which help women advance their career growth.

Caroline Straub (2008) in his study of work-family issues, finds that Organisational
contexts can influence female’sbehavior. Besides organizational contexts, group related
factors were found to be critical as well. As a consequence, organizations should create
more inclusive female managers do not feel as tokens.

61
R. Sujatha (2011) founds that structural barriers and family issues affects the career
advancement of women. And efforts from both organization and individual can help in
removing these barriers.

Cecilia Titiek Murniati (2012) given that balancing personal and professional duties is
the most challenging factor in these women’s career advancement. It suggests that there
is a need of improving the existing child care centers and disseminating information to
women who need the service is preferable.

Tuchman and Isaacs (2011) examined the influence of formal and informal formative
pre-service experiences on teacher self-efficacy of three hundred fifteen teachers of
general and Judaic studies in Jewish day schools in the USA. This study examined the
associations between both formal and informal formative pre-service experiences and
teacher self-efficacy. In addition, the effect of years of teaching experience on these
associations was investigated. Formal pre-service training and positive studentteaching
experiences, as well as each of the three informal experiences, were found to be
associated with positive teacher self-efficacy .Formal and informal pre-service
experiences appeared to be associated with different aspects of teacher self- efficacy.

Devos et al. (2012) investigated how the social working environment predicted beginning
teachers’ self-efficacy and feelings of depression. The results showed that the goal
structure of the school culture (mastery or performance orientation) predicted both
outcomes. Frequent collaborative interactions with colleagues were related to higher self-
efficacy only when the novices were experiencing a few difficulties or work in an
environment oriented towards mastery goals. The mere occurrence of mentoring and
meetings with the principal was not related to the outcomes, but the quality of these
activities predicted them significantly.

62
 CHAPTER 3:
OBJECTIVES OF THE
STUDY

63
 OBJECTIVES OF THE STUDY

OBJECTIVE OF THE STUDY

PRIMARY OBJECTIVE:

To study about the recruitment process in IT Industry.

SECONDARY OBJECTIVE:

To study the basis of appointment

• To study the attrition level and its linkage with recruitment techniques used.

• To identify the sources of recruitment preferred by the company

• To offer suggestions to strengthen the crucial area of Recruitment and Selection at

IT Industry.

• To develop and maintain procedures which will assist in ensuring the appointment

of most suitable candidate.

64
 CHAPTER 4:
RESEARCH
METHODOLOGY

65
 RESEARCH METHODOLOGY

The study seems to be the observation and a description of the project where we try to
find out the hidden aspect or bring out the concept for further explanation, but some
scientific method and techniques classified it as the research, that’s why the following
research methods, techniques and components are used to facilitate the study

Research Design- Descriptive research design

Descriptive research design is a scientific method that is used in this study which helps in
observing and describing the behavior of a subject without influencing it in any way to
obtain a general overview of the subject.

This design allows observation without affecting normal behavior. It is also useful
because it is not possible to test and measure the large number of samples needed for
more quantitative types of experimentation

These types of experiments are often used by anthropologists, psychologists and social
scientists to observe natural behaviors without affecting them in any way. It is also used
by market researchers to judge the habits of customers, or by companies wishing to judge
the morale of staff.

Though the results from a descriptive research can in no way be used as a definitive
answer or to disapprove a hypothesis but, if the limitations are understood, they can still
be a useful tool in many areas of scientific and normal study research such as this project.

66
Type of data
In this I have used both of the primary and secondary data .

Primary Data
In primary data we had conducted Personal Interview with the Branch Manager of
Mahaveer Infoway Limited, Hyderabad regarding selection and recruitment process of it
industry.
Secondary Data
Secondary data was used for this study as the research design is descriptive in nature so
we tried to collect the data available through other sources on the subject. Some times,
primary data is also collected through observation method to facilitate the research work

Sources of data

The following sources are used for collecting the data for this study:

➢ Books
➢ internet
➢ Journals
➢ News papers
➢ Personal sources

Sampling – judgmental sampling

67
 CHAPTER 5:
DATA ANALYSIS AND
INTERPRETATION

68
 DATA ANALYSIS AND INTERPRETATION

Q1. What is the estimated recruitment timing / process in company?

(i) 6 Month

(ii) 3 Month

(iii) 1 year

(iv) Less than 1 Month

6 month ,
10%

3 month ,
less than 1 30%
month, 60%

1 year, 0%

Interpretation

According to diagram estimated recruitment timing / process in company is less than one

month as shown in figure 60 %

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Q2. Is CBI (Competency based interview) questions are being adapted at Company in

comparison to traditional method?

(i) Yes

(ii) No

(iii) Can’t Say

Analysis

Yes , 20%

Can't say,
50% No, 30%

Interpretation

According to figure 50% we cannot say that Competency based interview questions are

being adapted at company in comparison to traditional method.

70
Q3. Both technical and behavioral factors are taken into consideration at the time of

recruitment ?

(i) Yes

(ii) No

(iii) Can’t Say

Analysis

Yes,
10%
Can't say,
30%

No, 60%

Interpretation

According to figure , not 60% technical and behavioral factors are taken into

consideration at the time of recruitment.

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Q4. When application are called for the interview they know that who will be present

in the interview panel and for what duration?

(i) Yes

(ii) No

(iii) Can’t say

Analysis

yes, 0%

Can’t say,
20%

No, 80%

Interpretation

According to 80% employees do not know who will be present in the interview panel

and for what duration.

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Q5. What is best sources in information of reference check for an employee?

(i) Personal reference

(ii) On the job performance

(iii) HR Office

(iv) Good questioning technique

Analysis

Good
questioning Personal
tefhnique , 30% Reference, 40%

HR Office, 20%

On the job
performance,
10%

Interpretation

According to 40% personal reference is best and remaining 20 and 30 % are margin.

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Q6. Which recruitment source are being adapted most in company?

(i) Internal resources

(ii) Employee reference

(iii) Head hunting

(iv) Advertising agency

Analysis

Advertising Interest
Agency, 0% resources,
10%

Employee
reference, 20%

Head hunting,
70%

Interpretation

According to 70% head hunting is mostly adopted by company a for recruitment process.

74
Q7. What is the mode of recruitment information received by applicant?

(i) Post

(ii) Electronically

(iii) Both

(iv) None

Analysis

None, 0%

Post, 30%

Both, 50%

Electronically,
20%

Interpretation

According to 50% both Post and Electronically recruitment information received by

applicant.

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Q8. If by post than how many days after you requested the pack being received?

(i) 1 to 2 days

(ii) 2 to 3 days

(iii) Above 3 days

Analysis

Above 2 days,
0%

2 to 3 days, 40%

1 to 2 days, 60%

Interpretation

According to 60% after 1 to 2 days of request the pack has being received.

76
Q9. Is there is professional equity in recruitment and selection policies company?

(i) Yes

(ii) No

(iii) Can’t say

Analysis

Can't say, 30% yes, 40%

No, 30%

Interpretation

According to 40% yes there is professional equity in recruitment and selection policies

in company.

77
Q10. What is the present recruitment hiring ratio?

(i) 1 on 20

(ii) 1 on 5

(iii) 5 on 15

(iv) 6 on 12

Analysis

5 on 15, 20%
1 on 5, 30%

10on 20, 50%

Interpretation

According to 50% present recruitment hiring ratio is 10 on 20.

78
Q11. What is the average joining ratio?

(i) > 50%

(ii) <25%

(iii) >75%

(iv) None

Analysis

None, 0%

> 50%, 30%

>75%, 60%
<25%, 10%

Interpretation
According to 60% average joining ratio is more than 75%.

79
 FINAL CHAPTER 6 :
➢ FINDINGS
➢ RECOMMENDATION
➢ CONCLUSION
➢ LIMITATION
➢ BIBLIOGRAPHY

80
 FINDINGS

➢ According to diagram estimated recruitment timing / process in IT Industry . is

less than one month as shown in figure 60 %

➢ According to figure 50% we cannot say that Competency based interview

questions are being adapted at IT Industry in comparison to traditional method.

➢ According to figure , not 60% technical and behavioral factors are taken into

consideration at the time of recruitment.

➢ According to 80% employees do not know who will be present in the interview

panel and for what duration.

➢ According to 70% head hunting is mostly adopted by company for recruitment

process.

➢ According to 50% both Post and Electronically recruitment information received

by applicant.

➢ According to 60% after 1 to 2 days of request the pack has being received.

➢ According to 40% yes there is professional equity in recruitment and selection

policies in IT Industry .

➢ According to 50% present recruitment hiring ratio is 10 on 20.

➢ According to 60% average joining ratio is more than 75%.

81
SUGGESTIONS
• The company should increase its intake of employees by recrui

t i g f r o m Educational Institutes more vigorously.

• The company should introduce a mobile recruitment team who can go from places to

places to select the candidates quickly and cost effectively.

• To avoid the drain out of candidates because of less pay, company should

give incentives to the candidate based on the performance every month.

• Company should give appraisal to the candidates in form of promotion or raise in

salary to enhance their performances and company should arrange further workshops for list

performing employees so as to increase their performance level.

• Candidates with working experience in any other export company shouldn’t be

drained at all instead should be hired and given training according to the

requirement of the company process.

• Advertisement is the best source to grab maximum candidates, even though

it is expensive. Thi s one ti m e investm ent helps to reach m axim um

candi dat es. In addition to this, employee references are the best source to get

skilled candidates.

• Jobsites and Online (Consultancies) are the best source to reduce the time

and save time to get candidates.

82
CONCLUSION
• This study has focused on the recruitment process Of IT Industry. The study has
been conducted from the employees working for recruitment process in It
Industry The C ompany seems t o be m oving it s right l ines as far as
i ts recrui tm ent st rat egy i s concerned. However a few drawbacks were
found and suggestions are recommended for it.
• Since the company is at its early stages and since recruitment is carried
out on a mass scale it becomes important to concentrate on this aspect.
With these objectives in mind, this study has been conducted.
• An effective recruitment and selection process reduces turnover, we also get much
better results in our recruitment process if we advertise specific criteria that are
relevant to the job. Include all necessary skills, and include a list of desired skills
that are not necessary but that would enhance the candidate's chances.
• If we fail to do this, we might end up with a low-quality pool of candidates and
wind up with limited choices to fill the open position.
• When we choose a candidate based upon the qualifications demonstrated in the
resume, the interview, employment history and background check, we will land
the best fit for the position.
• Based on our decisions about a specific candidate upon specific evidence rather
than any gut instincts. If we hire people who can do the job instead of people we
merely like, we will have higher productivity and quality in our products or
services The recruitment and selection process is the time we not only identify a
candidate who has the experience and aptitude to do the job that we are looking to
fill, but also to find someone who shares and endorses our company’s core values.
The candidate will need to fit in well within our company’s culture.

83
 • The selection and recruitment process should provide our company with an
employee who adapts and works well with others in our business.
• The interview process also allows us the opportunity to express our company’s
vision, goals and needs. Last but not least,
• It is vital that the interview elicits responses from applicants that can be measured
against our expectations for the position.
• If we don’t use the interview to effectively eliminate applicants who don’t fit into
the company culture, we might end up dealing with turnover, confusion and
disgruntled employees.

Recruitment

Selection

84
LIMITATIONs

1. Process consumes a lot of time

Recruitment is a lengthy process, and the recruitment agency might take a lot of time to

find the correct candidates. A recruitment team isn’t helpful when you want a candidate

to fill a vacant position immediately.

2. Communication gap

The only way to communicate with the recruitment team is via emails or telephones.

There can be times where the team doesn’t properly understand what the company wants

and finds a wrong candidate.

On the other hand, the company’s HR department is always there, so they can proactively

search according to the company’s need. They understand the business model in a better

way as well.

3. Not practical for temporary hires

Hiring a recruitment team for finding candidates for project work isn’t ideal since the

person is only going to work for a limited time. So, you will only have to bear the load of

finding employees on a temporary basis.

In such circumstances, the cost of operation goes higher than the benefits the company

gets on by making the hire.

• The major limitation of any study is time & money and so goes for my also which

is creating brand image of IT Industry in dustry in India with special reference to

Lucknow city on the customers.

• Had it been more time, I included other IT Industry industries also would have

compared it with IT Industry . The other factor deterred the study was money.

85
BIBLIOGRAPHY
BOOKS

➢ Human resource management by RAO, V.S.P

➢ Research methodology by KOTHARI C.

PRESS RELEASE

➢ News papers - business standard

➢ Monthly magazines

▪ business world

▪ Front line

WEBSITE

➢ www.shuchita.com

➢ www.hr.ac.in

➢ www.answer.com

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