Final

Research
Project
on
Human Resource
Management
(Recruitment,selection and training of employees)

( Spcl. Reference to3-i INFOTECH LTD.)

Submitted to:- Submitted by:-

Love Bassi
Punjab Technical University MBA(4th sem)
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 A REPORT

ON

TO STUDY THE SELECTION, RECRUITMENT AND

WORKFORCE DEVELOPMENT PROCEDURES IN
AN IT ORGANISATION WITH THE HELP OF
DETAILED STUDY OF 3i-INFOTECH

NAME OF THE ORGANIZATION:

3i-INFOTECH
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 TABLE OF CONTENTS

1. Authorization

2. Acknowledgement

3. Executive Summary

4. Introduction
i. Sources and Methods of Selection
ii. Sources and Methods of Recruitment
iii. Sources and Methods of Training

5. About 3i-Infotech

6. Recruitment and Selection

7. Analysis of the cost of recruitment sources

8. Training feedback

9. Conclusion

10. Bibliography

11. Annexure
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 EXECUTIVE SUMMARY

The main objective of my research project is to study the Recruitment Selection

and Workforce Development process at 3i Infotech Consultancy Services Ltd.
which is the business process outsourcing unit of 3i-Infotech. The project has been
divided into parts, part one included a detailed study of the process of recruitment
and analyzing the various sources of recruitment and suggesting an optimum one.

The DATA used for this objective is secondary in nature, as it has been taken from
the records of 3i-Infotech. The data used is only limited to the recruitment
department of 3i-Infotech. The data that has been used is of the last year as this
year no recruitment took place in the organization due to the recession.

The Procedure was to identify the sources of recruitment adopted by 3i Infotech

and to study the data of the new joinees and categorize them on the source of
recruitment. To find out the cost involved in different types of sources of
recruitment and to collate the cost and the number of recruits and find the optimum
source using simple statistical tools such as division and ratios. (Min cost/recruit
cost).

Second is to study the methods used by the company for workforce development, it
can also be stated as the methods used by the company for training their
employees. And analyze whether training was useful for employees or not.
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 INTRODUCTION

Meaning of HUMAN RESOURCE MANAGEMENT

Human Resource Management is defined as the people who staff and manage
organization. It comprises of the functions and principles that are applied to
retaining, training, developing, and compensating the employees in organization. It
is also applicable to non-business organizations, such as education, healthcare, etc
Human Resource Management is defined as the set of activities, programs, and
functions that are designed to maximize both organizational as well as employee
effectiveness.

Scope of HRM without a doubt is vast. All the activities of employee, from the
time of his entry into an organization until he leaves, come under the horizon of
HRM.
The divisions included in HRM are Recruitment, Payroll, Performance
Management, Training and Development, Retention, Industrial Relation, etc.
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 SELECTION

Selection is defined 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 basically picking an applicant from (a pool of applicants) who has the
appropriate qualification and competency to do the job.

ROLE OF SELECTION

Selection is crucial for the organizations effectiveness for 2 reasons:-

1) Work performance: Performance of the organization is very important to the

success of the company. So the organization always employs people who are well
qualified and competent.

2) Cost incurred: Cost incurred while selection process also plays an important
role

Selection Process- The selection process consists of the following steps:

1. Selection from the internal and the external environment: Several internal
factors such as the company policy, HRP and cost of hiring as well as external
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factors such as supply and demand of specific skills in the labor market,
 unemployment rate, labor market conditions, legal and political considerations,
company’s image etc., are among the major factors which are considered while
selecting and employee at any level of the organization.

2. Preliminary Interview: The next step that tag along the selection procedure is a
preliminary interview the wherein the applications are scrutinized so as to
eliminate unqualified applications.

3. Selection Tests: After passing through the interview the next stage that the
applicant has to prove himself on is the selection tests. There are different types of
selection tests for different levels of the organization and that too is further
differentiated within different types of organizations. Some of the most common
and well-known tests that an applicant has to go through are:-
(a) Ability test

(b) Aptitude test

(c) Personality tests: which is common mostly for the higher level of management
are given to measure a prospective employee’s motivation to function in a
particular working environment. There are various tests to asses a candidate’s
personality. Some of personality test are:-

i. Bernsenter Personality Inventory Measures one’s self-efficiency, neurotic

tendency, sociability, introversion & extroversion, locus of control & self-
confidence.
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 ii. Thematic Appreciation Test Assesses individual’s achievement and motivational
skills.

(d) Interest Test: to measure an individual’s activity preferences.

(e) Graphology Test: is an art wherein the individual’s handwriting is seen and
accordingly his personality traits are derived by the way he writes.
Eg: If he writes slant – Leadership Quality
If he writes big letters and capital letter emphasis – Tendency towards domination
and competitiveness.

(f) Polygraph Test: are designed to ensure accuracy of the information given in the
applications.

(g) Medical Tests: reveal physical fitness of a candidate.

(h) Drug Test: help to ensure the presence of illegal or performance-affecting

drugs.
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 The diagram of Selection process
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 Factors considered while choosing Appropriate Test

(A) Reliability: means standardization of administrating and scoring the test

results. Eg: The test should be such that if a person gives the test today and get a
score of 50 and if he gives the same test after 6 months he should have a score of
just around 50.

(B) Validity: is a test, which helps to predict whether a person will be successful in
a given job. A test that has been validated can be helpful in differentiating between
prospective employees who will be able to perform the job well and those who will
not.

(C) Objectivity: When two or more people can interpret the results of the same
tests and derives the same conclusion(s), the test is said to be objective otherwise
the test evaluators subjective opinions may render the test useless.

(D) Standardized: The test should be administered under standard conditions to a

large group of persons who are representatives of the individuals for whom it is
intended. The purpose of standardization is to obtain norms or standards, so that a
specific test score can be meaningful when compared to other sources in the group.

(4) Employment Interview: The interview can be (a) one to one; (b) sequential;
(c) panel interview. These can be divided into the following types:
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 Type Description
1. Structured a predetermined checklist of questions usually asked of all applicants
2. Unstructured Questions are made up during the interview.
3. Mixed a combination of structured and unstructured questions. This is mostly
practiced.
4. Behavioral Questions limited to hypothetical situations. Evaluation is based on
the solution and approach of the applicant.
5. Stress a series of harsh, rapid-fire questions intended to upset the applicant.

Common Interview Problems:-

Regardless of the type, several problems are inherent in interviews. Selection

specialists must be aware of these problems and need to be trained to overcome
them. The problems are:-
1. Interviewer often is often not aware the conditions under which the job is
performed.
2. Interviewers may make snap judgments early in the interview. Consequently,
they block out further potentially useful information.
3. Interviewers permit one trait or job related attribute to influence their evaluation
of the remaining qualities of an applicant. This process is called the halo effect.
4. Interviewers have a tendency to be swayed by the negative information about the
applicants.
5. There often is no coordination between the interviewers while taking the
interview.
6. Interviewers judgments are often affected by the pressure to favour a candidate
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or fill the position hence they lower their judgments.

 7. Interviewers judgment regarding an applicant is often affected by the list of
available applicants. For instance a horse will always stand out from a group of
donkeys.
8. Sex, race and attitudes similar to those of the interviewer mat lead to favorable
evaluations.

Steps to avoid these problems:-

a. Plan the interview

b. Establish an easy and informal relationship
c. Encourage the candidate to talk
d. Cover the ground as planned
e. Probe where necessary
f. Analyze career and interests to reveal strengths, weakness and patterns of
behavior
g. Maintain control over the direction and time taken for the interview.
h. Always use a structured form of questions to be asked in the interview.
i. Evaluate the interviewee immediately after the interview.
j. Focus on traits accurately assessed in the interviews.
k. Get the interviewee to talk
l. Respect the reservation policy of the concerned government.

(5). References and Background Checks: Many employer request names,

address, and telephone numbers or references for the purpose of verifying
information and, perhaps, gaining additional background information on an
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applicant.
 (6). Selection Decision: After collecting data from all the preceding steps, this is
the most crucial step in the entire selection process. The main difference between
the preceding stages and this is that former is used to short list the number of
candidates and later one is to make a final decision from the pool of individuals
who pass the tests, interviews and reference checks.

The view of line manager will be generally considered in the final selection
because it is he/she who is responsible for the performance of the new employee.
The HR manager plays a crucial role in the final decision.

(7). Physical Examination: After the selection decision and before the job offer is
made, the candidate is required to undergo a physical fitness test. The result of the
medical fitness test is recorded in a statement and is preserved in the personal
records. The main objectives of this test are as follows:-
1. To detect if the individual carries any infectious diseases.
2. To determine whether an applicant is physically fit to perform the work.
3. It helps to determine if there are any physical capabilities which differentiate
successful and less successful employees.
4. Medical check-up protects applicants with health defects from undertaking work
that could be detrimental to them or might otherwise endanger the employer’s
property.
5. Last, but not the least such examination will protect the employer from workers
compensation claims that are not valid because the injuries or illness was present
when the employee was hired.
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 (8). Job Offer: The next step in selection process is Job offer for those applicants
who had passed previous stages. Job offer is made through a letter of appointment.
Such letter usually contains the date by which the appointee must report on duty.
Appointee must be given a reasonable time for reporting because it may be quite
possible that appointee is employed in some other company or must be residing in
some other city and for such other reasons. Company may also want the appointee
to delay in joining the job because the job may require undergoing some training
program.
Decency demands that rejected applicants must be informed about their non-
selection. These applicants’ data must be used for future references.

(9). Contracts of Employment: After the job offer is made and the candidates
accept the offer, certain documents need to be executed by the employer and the
candidate. One such document is Attestation Form. This form contains vital details
about the candidate, which are authenticated and attested by him/her, which could
be used for future reference.
Another document is Contract of Employment. This document contains the Terms
and Conditions of employment like designation, perks, term of job and so on. The
information written in the contract may vary according to the level of the job.
The main drawback of the contract is that it is difficult to enforce them.

(10). Concluding the selection Process: The selection process will not end with
executing the employment contract. The step is reassuring the candidates who have
not been selected. Such candidates must be told that they were not selected, not
because of any serious deficiencies in their personalities, but because their profiles
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did not match the requirements of the organization.

 (11). Evaluation of selection process: The broad test if the effectiveness of the
selection process is the quality of the personnel hired. An organization must have
competent and committed personnel. The selection process, if properly done, will
ensure availability of such employees. How to evaluate the effectiveness of a
selection programme? A periodic audit is the answer. Audit must be conducted by
the people who work independent of the HR department.

NEW METHODS OF SELECTION

¬360 degree selection or Participative selection: In this method subordinates

participate in the selection of their co-workers and supervisors. The idea is that
such participation will improve quality, increase support for the selected
supervisors and co-workers and improve employee morale. For example for the
selection of a sales manager, assistant sales manger will also take part in the
selection process along with the hr manager.

¬Employee leasing: The client company leases employees from a third party, not
on temporary basis but on a full time basis and for long help. An interesting feature
is that the client company need not perform personnel activities such as hiring
compensation or record keeping. Employees working elsewhere are leased. They
are not directly employed by the company where they are working. Employees not
recruited by one is sent to another.
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 RECRUITMENT

Recruitment is understood as the process of

• Searching for and
• Obtaining applicants for jobs
• From among whom the right people can be selected.

Thus, a definition of Recruitment

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. A few definitions of recruitment are:

A process of finding and attracting capable applicants for employment. The

process begins when new recruits are sought and ends when their applications are
submitted. The result is a pool of applications from which new employees are
selected.

It is the process to discover sources of manpower to meet the requirement of

staffing schedule and to employ effective measures for attracting that manpower in
adequate numbers to facilitate effective selection of an efficient working force.

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 requisition for a specific vacancy or an anticipated vacancy.
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 PURPOSE
1.To increase the pool of job applicants at a minimum cost.
2. Evaluate various techniques of recruiting i.e. in terms of effectiveness and thus
identify the one that fits in best with ones particular organization.
3. Since, the company is recruiting, the strategy for various events is worked out
during recruitment, it makes the company proactive and thus lowers the occurrence
of errors by obtaining the most productive methods in hand.

FACTORS INFLUENCING RECRUITMENT

Broadly classified as:-
1. External factors
2. Internal factors

EXTERNAL FACTORS
These external forces are the uncontrollable variables and thus have to be taken
care off while recruiting. These include the following:-
• Supply and demand: the forces of demand and supply dictate the labor market.
Eg. In case of professionals say, programmers or cost accountants their demand is
greater than their supply. Thus a company recruiting might have to make a
tremendous effort to strike a balance.
• Unemployment rate: the unemployment rate in an area is high, then the
recruitment process is simpler as the company recruiting is in a better position to
identify potential candidates from a better and larger pool of applicants. And if the
unemployment rate drops, then the company needs to focus on exploring newer
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resources.
 • Political and Legal: political decisions in terms of reservation of jobs for SC’s
/ST’S minorities or lesser privileged sections of the society, has to be respected by
the recruiting company. Also legal considerations like for example child labor
prohibition in certain employment. Notification of vacancies by employers to
Employment Exchanges, recruiting companies need to abide by these legalities
subjectively.
• Labour markets: The conditions in the labor markets affect the recruitment
process. When the company is making an attempt to find answer to the question
“where to Look” this factor and its current scene comes into action. Example if
there is shortage of blue collared employees in the local market, organization is
compelled to conduct regional recruitment campaigns.
• Sons of soil: it implies that preference be given to the people of their respective
states in matters of employment.
• Company’s image: perception of the job seekers about the company acts as a
key factor in attracting qualified prospective employees.

INTERNAL FORCES

• RECRUITING POLICY: whether it’s internal or external affects the process of

recruitment.
• SIZE: large companies there is less tedious job of recruiting and vice-versa.
• COST: Recruiters must operate within budgets.
• HRP: Careful and tactful HRP by recruiters can minimize recruitment cost.
• GROWTH: the Phase of the life cycle of the company is to be considered. Eg: if
the company is in the growth stage it will recruit more people where as if it’s in the
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 decline or maturity phase it will not employ more people.

• DOMINION STATUS: the dominion status of the organization i.e. whether

Indian or an MNC.

PROCESS OF RECRUITMENT
The process comprises of 5 interrelated stages which are as follows:-
1. Planning
2. Strategy Development
3. Searching
4. Screening
5. Evaluation and control.

PLANNING STAGE

It is designing the set objectives that

1. Quantify i.e. number
2. Qualify i.e. type of applicant to be contacted.
In accordance with job vacancies and their job information.

NUMBER OF CONTACTS:
The company ascertains how many applicants are essential to fill in a particular
vacancy. These figure may be arrived by an organization, taking into account its
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 past recruitment process. The organization would derive a term called as YIELD
Ratio

YIELD RATIOS:
Yield ratio gives the relationship between two variables. The number of applicants
(say 2000) against the actual number of people hired. (say 20) Thus the Yield ratio
here is 100:1 i.e. to employ one person the company needs to tap 100 competent
applicants.

TYPE OF CONTACTS:
People matter but the right type of people matter more. Thus, recruitment planning
is to identify the type of people that need to be looked at or approached about job
openings. These details would be availed through job description and job
specifications.

STRATEGY DEVELOPMENT STAGE

A strategy is a “plan of action”.

Once the organization has summed up ‘how many’ and ‘what type’ of applicants
required, the other issues would be:-

1. Make or buy : the company has to make call whether the equation would be
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Hire less skilled employees + invest on training and education = ‘Make’

 Or
Hire skilled employees + little Training and immediate work benefit = “buy”

Whatever would be the best fit according to the need of the hour has to be
accustomed and each has its own pros and cons.
For Eg: in case of buy—though an organization might have an advantage with the
buy decision of little time and money spent on training and benefit of immediate
work handling, but due to high remuneration demanded the benefit are outweighed
by it.

2. Technological Sophistication

The decision as to use the available technology in the process.

Eg: due to the advent of computers, the exchange of resumes online by job seekers
and employers has helped the organization a chance to eliminate an unfit applicant
right in the screening stage, thus saving on time and travel expenses.

3. ‘Where to look’:

Here the geographic distribution of labor markets among job seekers is to be

considered. General strategy for an organization:-
Top level Executives- go on to national level and even international if its an MNC.
Technical Employees - regional and local markets.
Eg: IT people;- Bangalore
Embroiders – Calcutta.
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 Clerical and Blue collar jobs:- Local Markets.

Also, these aren’t water tight compartments and may be modified as per demand
and need. But, organizations adopt an incremental strategy in which initial efforts
are concentrated in regional or local markets and expanded if these efforts fail to
achieve desired results.

4. ‘How to Look”:

This refers to the sources of recruitment. These can be external as well as internal

INTERNAL SOURCES

1.Present employees: two ways of recruitment i.e. either by promotion or transfers.

Promotions and their advantages are as follows:
• It raises employee morale leading to better productivity.
• Less riskier as the employee performance is already known.
• Cheaper than going outside for recruiting.
However, it can be dysfunctional as we lose on the opportunity of hiring an
outsider more competent for the job.
Also, promotion to be effective, requires using job posting, personnel records and
skill banks.
JOB POSTING means notifying vacant positions by posting notices, circulating
publications or announcing at staff meeting and inviting employees to apply.
PERSONNEL RECORDS help discover employees who are under performing and
also employees that have the potential for further training.
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 SKILL BANKS list current employees who have specific skills.
ANOTHER way to recruit present employees is transfers.

2. Employee referrals: the job incumbents inform about the job vacancy to their
friends and families encouraging them to apply. This source is mostly a very
effective method of recruiting because the organization is reached to many
qualified people at a very low cost. Also since the existing employees are already
acquainted with job requirements, organizational culture, thus they pass on the
same to the potential candidates for them to decide.

3. Former Employee: the retired employees may join on a part time basis or just as
advisors or may even recommend competent candidates interested in the job.
Companies have an ALUNINI i.e. a platform that provides interaction between
former and existing.

4. Previous Applicants: Companies (Le Meridian ) maintain data Banks where the
profile of the applicants are stored which can be used in times of vacancy. Thus,
it’s a quick and inexpensive way to fill in semi-skilled jobs.

EXTERNAL RECRUITMENT

• Professional or Trade Associations: Many associations publish journals or

magazines at regular intervals to be circulated amongst its members, which can be
used by organizations to place ads to attract highly educated, experienced or skilled
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personnel.
 • Advertisements: the most popular method as its reach is very wide. Newspapers
the most common medium, but the newspaper chosen to place the ad should be
thoughtful in terms of the target audience.
• Three important variables that affect the response rate to ads. are:- the
identification of organization
Labour market conditions
Degree to which specification of the jobs mentioned in the ad.
• Blind ad: the employer does not disclose its identity, the job seekers are asked to
reply to a post box number or to a company retained consulting firm. However,
there’s reluctance on the part of respondents to a blind ad due to bad reputation as
company’s use it just to test the supply of workers in the community, test their
popularity among job seekers or identify the current employees who are likely to
fly away.
• Ads are released by job seekers themselves, where they sell themselves by
describing the qualifications, experience and areas of interest of advertisers.
• Also, advertisers must use AIDA formula i.e. attract attention, develop interest,
create desire and instigate action on the part of the job seekers.

• Campus Recruitment: Organizations use colleges, universities, research labs as

fertile grounds. Companies like HLL, L&T, Le Meridian etc. recruit regularly
every year to skim the crème of campuses. However, campus recruitment is often
an expensive process, as quite possibly the ones who were recruited quit their jobs
due to lack of challenge offered by the organization.

• Walk-Ins, Write-Ins, and Talk-ins: Direct applicants, common, least expensive

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approach. It provides a pool of potential employees to meet future needs. Eg.- Le

 Meridian fills in its junior level jobs and staff cadre through direct application.

• Consultants: recruiting agencies lend professionalism to the hiring process also

providing nationwide contacts keeping the employer and employee anonymous.
However cost becomes a constraint as consultants charge fees ranging from 20-
50% of first year salaries of individual placed. Eg:- Abc Consultants, Head
Hunters, etc. Strategic Management Alliance (SMA) used by 3i Infotech uses
Mindspace, Open mind

• Displaced persons: Such people are a source of recruitment when the project is
completed.

• Radio and T.V.: Not a very popular source in the corporate world, usually used
by the government to recruit. Eg: Indian army Ads invite youth to safeguard the
country.

• Mergers and Acquisitions: a large pool of employees is available at hand that of

qualified job applicants from among which the best qualified job applicants can be
drawn.

• Competitors: Rival firms can be a strong source of recruitment. Popularly called

‘poaching’ involves identifying the right people in rural companies, offering them
better terms and luring them. Eg: Chief of Crisil joined George Soros, one of the
largest firms in the market.

5. When to Look: to decide on the timings of events. Time Lapse Data is used in
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determining the timings. TLD shows the time lag between ads placed for vacancies
 till the employee on duty. Thus it shows the average time that elapses between
major decision points in the recruitment process. Therefore a company can know
the time it needs in hand to fill in vacancies.

SEARCHING STAGE / IMPLEMENTATION STAGE

Step 1 is Source Activation: Sources and search methods are activated which
results in a flood of applications.

Step 2 is Selling: Following the source activation would be the way in which the
message is sent across the organization. A thoughtful and tactful decision in
identifying the way in which the company ‘sells’ its vacancies.

SCREENING STAGE

Applications received in response to ads are screened and only eligible applicants
are called for an interview. Once the applications are scrutinized and shortlisted ,
the selection process commences. The techniques used to screen applicants vary
depending on the candidate sources and recruiting methods used. Eg:- interviews
and application banks used to screen walk-ins.
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 EVALUATION and CONTROL STAGE

This is the step where the organization goes back to the process and analyses the
effectiveness of the entire process.

Evaluation of Recruitment Process

The recruitment process has the objective of searching for and obtaining
applications from job-seekers in sufficient numbers and quality. Keeping this
objective in mind, the evaluation might include:
1. Return rate of applications sent out.
2. Number of suitable candidates for selection.
3. Retention and performance of the candidates selected.
4. Cost of the recruitment process.
5. Time lapsed data.
6. Comments on image projected

Recruitment vs selection

Both recruitment and selection are the two phases of the employment process. The
differences between the two are:

Recruitment is the process of searching the candidates for employment and

stimulating them to apply for jobs in the organization WHEREAS selection
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involves the series of steps by which the candidates are screened for choosing the
most suitable persons for vacant posts.
 The basic purpose of recruitments is to create a talent pool of candidates to enable
the selection of best candidates for the organization, by attracting more and more
employees to apply in the organization WHEREAS the basic purpose of selection
process is to choose the right candidate to fill the various positions in the
organization.

Recruitment is a positive process i.e. encouraging more and more employees to

apply WHEREAS selection is a negative process as it involves rejection of the
unsuitable candidates.

Recruitment is concerned with tapping the sources of human resources

WHEREAS selection is concerned with selecting the most suitable candidate
through various interviews and tests.

There is no contract of recruitment established in recruitment WHEREAS

selection results in a contract of service between the employer and the selected
employee.

E-RECRUITMENT

The buzzword and the latest trends in recruitment is the “E-Recruitment”.

Also known as “Online recruitment”, it is the use of technology or the web based
tools to assist the recruitment process. The tool can be either a job website like
naukri.com, the organization’s corporate web site or its own intranet. Many big and
small organizations are using Internet as a source of recruitment. They advertise
job vacancies through worldwide web. The job seekers send their applications or
curriculum vitae (CV) through an e-mail using the Internet. Alternatively job
seekers place their CV’s in worldwide web, which can be drawn by prospective
employees depending upon their requirements.

The internet penetration in India is increasing and has tremendous potential.

According to a study by NASSCOM – “Jobs is among the top reasons why new
users will come on to the internet, besides e-mail.” There are more than 18 million
resume’s floating online across the world.
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 The two kinds of e- recruitment that an organization can use is –

Job portals
– i.e. posting the position with the job description and the job specification on the
job portal and also searching for the suitable resumes posted on the site
corresponding to the opening in the organization Creating a complete online
recruitment/application section in the company’s own website. - Companies have
added an application system to its website, where the ‘passive’ job seekers can
submit their resumes into the database of the organization for consideration in
future, as and when the roles become available.

Resume Scanners:
Resume scanner is one major benefit provided by the job portals to the
organizations. It enables the employees to screen and filter the resumes through
pre-defined criteria’s and requirements (skills, qualifications, experience, payroll
etc.) of the job.

Job sites provide a 24*7 access to the database of the resumes to the employees
facilitating the just-in-time hiring by the organizations. Also, the jobs can be posted
on the site almost immediately and is also cheaper than advertising in the
employment newspapers. Sometimes companies can get valuable references
through the “passers-by” applicants. Online recruitment helps the organizations to
automate the recruitment process, save their time and costs on recruitments.

TRAINING

”The illiterate of the 21st century will not be those who cannot read and write,
but those who cannot learn, unlearn, and relearn...”
Alvin Toffler
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 Training refers to the acquisition of knowledge, skills, and competencies as a result
of the teaching of vocational or practical skills and knowledge that relates to
specific useful skills. It forms the core of apprenticeships and provides the
backbone of content at technical colleges and polytechnics. Today it is often
referred to as professional development.

Training & Development is the field concerned with workplace learning to

improve performance. Such training can be generally categorized as on-the-job or
off-the-job. On-the-job describes training that is given in a normal working
situation, using the actual tools, equipment, documents or materials that they will
use when fully trained. On-the-job training is usually most effective for vocational
work. Off-the-job training takes place away from normal work situation which
means that the employee is not regarded as productive worker when training is
taking place. An advantage of off-the-job training is that it allows people to get
away from work and totally concentrate on the training being given. This is most
effective for training concepts and ideas.

TRADITIONAL AND MODERN APPROACH OF TRAINING AND

DEVLOPMENT

Traditional Approach – Most of the organizations before never used to believe in

training. They were holding the traditional view that managers are born and not
made. There were also some views that training is a very costly affair and not
worth. Organizations used to believe more in executive pinching. But now the
scenario seems to be changing.
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 The Modern Approach of training and development is that Indian Organizations
have realized the importance of corporate training. Training is now considered as
more of retention tool than a cost. The training system in Indian Industry has been
changed to create a smarter workforce and yield the best results

TRAINING AND DEVELOPMENT OBJECTIVE

The principal objective of training and development division is to make sure the
availability of a skilled and willing workforce to an organization. In addition to
that, there are four other objectives: Individual, Organizational, Functional, and
Societal.

Individual Objectives – help employees in achieving their personal goals, which

in turn, enhances the individual contribution to an organization.

Organizational Objectives – assist the organization with its primary objective by

bringing individual effectiveness.

Functional Objectives – maintain the department’s contribution at a level suitable

to the organization’s needs.

Societal Objectives – ensure that an organization is ethically and socially

responsible to the needs and challenges of the society
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 Importance of Training and Development

Optimum Utilization of Human Resources – Training and Development helps in

optimizing the utilization of human resource that further helps the employee to
achieve the organizational goals as well as their individual goals.

Development of Human Resources – Training and Development helps to provide

an opportunity and broad structure for the development of human resources’
technical and behavioral skills in an organization. It also helps the employees in
attaining personal growth.

Development of skills of employees – Training and Development helps in

increasing the job knowledge and skills of employees at each level. It helps to
expand the horizons of human intellect and an overall personality of the
employees.

Productivity – Training and Development helps in increasing the productivity of

the employees that helps the organization further to achieve its long-term goal.

Team spirit – Training and Development helps in inculcating the sense of team
work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to
learn within the employees.

Organization Culture – Training and Development helps to develop and improve

the organizational health culture and effectiveness. It helps in creating the learning
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culture within the organization.

 Organization Climate – Training and Development helps building the positive
perception and feeling about the organization. The employees get these feelings
from leaders, subordinates, and peers.

Quality – Training and Development helps in improving upon the quality of work
and work-life.

Healthy work-environment – Training and Development helps in creating the

healthy working environment. It helps to build good employee, relationship so that
individual goals aligns with organizational goal.

Health and Safety – Training and Development helps in improving the health and
safety of the organization thus preventing obsolescence.

Morale – Training and Development helps in improving the morale of the work
force.

Image – Training and Development helps in creating a better corporate image.

Profitability – Training and Development leads to improved profitability and more

positive attitudes towards profit orientation.

• Training and Development aids in organizational development i.e. Organization

gets more effective decision making and problem solving. It helps in understanding
and carrying out organizational policies
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 • Training and Development helps in developing leadership skills, motivation,
loyalty, better attitudes, and other aspects that successful workers and managers
usually display human intellect and an overall personality of the employees.

Productivity – Training and Development helps in increasing the productivity of

the employees that helps the organization further to achieve its long-term goal.

Team spirit – Training and Development helps in inculcating the sense of team
work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to
learn within the employees.

Organization Culture – Training and Development helps to develop and improve

the organizational health culture and effectiveness. It helps in creating the learning
culture within the organization.

Organization Climate – Training and Development helps building the positive

perception and feeling about the organization. The employees get these feelings
from leaders, subordinates, and peers.

Quality – Training and Development helps in improving upon the quality of work
and work-life.

Healthy work-environment – Training and Development helps in creating the

healthy working environment. It helps to build good employee, relationship so that
individual goals aligns with organizational goal.
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 Health and Safety – Training and Development helps in improving the health and
safety of the organization thus preventing obsolescence.

Morale – Training and Development helps in improving the morale of the work
force.

Image – Training and Development helps in creating a better corporate image.

Profitability – Training and Development leads to improved profitability and more

positive attitudes towards profit orientation.

Methods of Training

There are various methods of training, which can be divided in to cognitive and
behavioral methods. Trainers need to understand the pros and cons of each method,
also its impact on trainees keeping their background and skills in mind before
giving training.

Cognitive methods are more of giving theoretical training to the trainees. The
various methods under Cognitive approach provide the rules for how to do
something, written or verbal information, demonstrate relationships among
concepts, etc. These methods are associated with changes in knowledge and
attitude by stimulating learning
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 Both these methods can be used ON THE JOB or OFF THE JOB

The various methods that come under Cognitive approach are:

LECTURES
DEMONSTRATIONS
DISCUSSIONS
COMPUTER BASED TRAINING (CBT)
INTELLEGENT TUTORIAL SYSTEM (ITS)
PROGRAMMED INSTRUCTION (PI)
VIRTUAL REALITY

Behavioral methods are more of giving practical training to the trainees. The
various methods under Behavioral approach allow the trainee to behavior in a real
fashion. These methods are best used for skill development.

The various methods that come under Behavioral approach are:

GAMES AND SIMULATIONS

BEHAVIOR-MODELING
BUSINESS GAMES
CASE STUDIES
EQUIPMENT STIMULATORS
IN-BASKET TECHNIQUE
ROLE PLAYS
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 Training Options
There 4 training options that an organization can consider before providing training
to their employees:

Outsourcing: Outsourcing exempts the organizations to concentrate on its core

business. Also, with the availability of sufficient amount of know-how, proficiency
in the market it does not make business sense for organizations to have a separate
training division. One approach is to tie up with some reputed training or
educational institutes and send employees for training. This way, company gets to
avail the required expertise and high-quality training programs and saves money on
content development, recruiting, and maintaining training team. The only issue in
outsourcing training is that the quality of training has to be frequently tracked so as
to ensure the trainer’s performance and training effectiveness.

Internal Training: A lot of questions has been raised whether to go in for training
outsourcing or setting up an internal division for training. Some companies recruit
external trainers and call them to the company site make them use their tools to
train employees. This alternative is generally for the new joinees who are given the
fundamental or job-related training in-house and then send outside for higher
training.

Product-related Training: The dealer who delivers the apparatus or installs the
system offers the initial training. The user may negotiate with the dealer for a
regular up gradation of product-related know-how or expertise in place of a one-
time training. The apparatus dealer may choose to send their trainers or recruit
outside trainers.
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 Independent Professionals: Considering the emerging threats and opportunities,
the professionals need to keep themselves updated of the developments. In this
option, the responsibility of training is entirely on the individual and a better-
trained professional will always have better market worth than others.
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 About 3i Infotech

Founded in 1993, 3i Infotech today is a pre-eminent provider of information

technology (IT) solutions and services for the Banking, Financial Services &
Insurance (BFSI) industry and Enterprise Resource Planning (ERP) solutions for
the manufacturing, retail, distribution and contracting businesses. Over the years,
3i-Infotech has evolved into a US$67 million (revenue) global IT Company with
business operations spread across Americas, Asia, Europe, Africa and Australia
supported by state-of-the-art software development infrastructure in Mumbai,
Bangalore, Chennai, New Jersey and Kuala Lumpur.

3i Infotech is a global Information Technology company which provides

technology solutions to over 600 customers in more than 50 countries across 5
continents, spanning a range of verticals.

The Company provides software products, IT services and Operations Outsourcing

(BPO) solutions for a variety of industry verticals including Insurance, Banking,
Capital Markets, Mutual Funds & Asset Management, Wealth Management,
Government, Manufacturing and Retail. These solutions and services include
Managed IT Services, Application Software Development & Maintenance,
Payment solutions, Business Intelligence, Document Imaging & Digitization, IT
Consulting and various Transaction Processing services.

The Company's quality certifications include SEI CMMI Level 5 for Software
business, ISO 9001:2000 for BPO, ISO/IEC 27001:2005 for Data Center
Operations and ISO/IEC 20000-1:2005 for Data Center Management Services.

The Company's Global Delivery Model provides for the best resources to be drawn
from its vast talent pool across the globe to offer optimal solutions.
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3i Infotech was promoted by the NYSE-listed ICICI Bank, India's largest private
sector bank. The Company integrates its products and services to create customized
 solutions to allow you to undertake technology-based business transformation that
allows reorganization in line with today's dynamic digital business environment.

Operations Outsourcing (BPO) Services - An Overview

As a result of globalization, organizations today are required to focus, even more

than before, on their core competencies and, in addition, improve processes, lower
costs, drive revenue, pledge quality, improve customer service and strengthen
customer relationships. In such a scenario outsourcing many of a company's
operations, including back office operations, to a specialist third party can offer
economies of scale, while letting the company continue to focus on its core
activities.

We provide end-to-end outsourcing solutions for Banking, Financial Services &

Insurance (BFSI) and Telecom industries. Being the Registrar and Share Transfer
Agent for one of the largest private banks in India for 15 years has established our
credentials in both voice and non-voice based Operations Outsourcing (BPO)
services. Moreover, we take pride in having worked with leading organizations in
the Banking, Financial Services, Insurance and Telecom industries, which has
helped us establish Operations Outsourcing (BPO) competencies and domain
expertise in these industries. Operations Outsourcing (BPO) is a core business for
us, accounting for a very significant portion of our global turnover.

Beginning with a vision and focused strategy to continuously scale our delivery
capabilities for both the domestic and overseas markets, we enable you to reach out
to your customers more effectively.

3i Infotech today has the most robust and vast Hub & Spoke delivery model that
provides us with the national reach required to efficiently deliver business benefits
while managing your business processes.

We have a team of qualified and experienced professionals, which follows a

meticulously laid out workflow-based process, to ensure that we do not leave
anything to chance.

We have the expertise and technology to create value for you. With established
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Operations Outsourcing competencies across retail banking, credit cards,

 insurance, capital markets, finance & accounting services, cheque truncation,
remittance processing services and telecommunication sector processes, our range
of Operations Outsourcing services can help clients enhance operational and
organizational efficiency, business process integration and cost savings.

Payment Processing
Our scale and gamut of services give us an unprecedented advantage to bring
targeted geographic, functional and industry knowledge to each client relationship.
Our range of Payment Processing services that can help enhance operational and
organizational efficiency, business process integration and cost savings are:

Cash Management System

• Collection, Scanning and upload to Hub

• Schedule Preparation & Presentment
• Dispatch, Storage & Image Archival
• Report file generation
• Bounced Cheque Processing

Cheque Clearing

• Outward Cheque Clearing Process

• Inward Cheque Clearing Process
• Return Cheque Clearing Process

Cheque Truncation

• Outward Processing
• Inward Processing
• Cheque Return Processing
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 PDC Management

• Inward PDC Management

• Outward PDC Management
• Vaulting

List of Activities

• Our Payment Processing services cover your varied activities, including:

o Cheque pick-up from branches
o Scrutiny / segregation
o Distributed scanning of stubs and cheques including ones for reject
entries
o Physical storage of cheques till they are moved to a central location
o Centralized data capture, using recognition and double data entry
techniques
o Secured transmission to the service branch / bank servers
o Report generation and activity tracking
o Clearing House Interface (CHI) management for CTS
o Final storage of physical cheques as per regulatory demands
o Image archival with secured access to banks and their clients to view
the cheques as and when required
o Establishing connectivity with upcoming customer centers
o Scanning, sending cheques from different locations drawn on a
particular branch
o Processing of cheques for Post Dated Cheque (PDC) cycles, credit
cards, utility payments and other services such as examination fees,
Initial Public Offerings (IPOs), etc.
o Re-presentation activity
o End-to-end Outward clearing and Inward cheque processing for payee
name capture, technical verification
o Upload list for core systems such as Core Banking, CTS, Credit
Cards, CMS
o MIS
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 Company Mission

To consistently create value for our stakeholders, by providing solutions

which enable our customers to achieve excellence and sustainable
competitive edge.

Company Core Values

Innovation
Flexibility is the key to our offerings, and intrinsic to this flexibility, is the
spirit of Innovation that we bring to our products and services - from the
very stage of design to implementation and customer support.

Insight
At 3i Infotech, we have always prided ourselves on the vision, skills,
expertise and professionalism of our team. Our team members make use of
their keen Insight to foresee industry trends and meet demanding customer
needs. And the working of their collective minds in a highly supportive
environment ensures that our products and services retain a competitive edge
at all times.

Integrity

• At 3i Infotech, we look at the Core Value of Integrity as the very soul of our
company. This is reflected in our finances, the trusted relationship that we
share with our customers and business partners, and the faith reposed in us
by our stakeholders.

Company Quality Policy

3i Infotech strives to provide service to its customers with emphasis on

continuous improvement, pro-active approach, courtesy, timely response,
and accuracy, with a goal of achieving total customer satisfaction.
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Page2
 The study carried out is purely EXPLORATORY in nature to understand the
Recruitment process of 3i-Infotech

The project has been divided into 2 distinct sections:-

Objective 1:

To study the recruitment process and analyze the optimum source.

The DATA used for this objective is secondary in nature, as it has been
taken from the records of 3i-Infotech.

The data used is only limited to the recruitment department of 3i-Infotech

The data that has been used is of the previous year.

METHODOLOGY:

a. To study the recruitment process in detail.

b. To identify the sources of recruitment adopted by 3i-Infotech.
c. To pull out the data of the new joinees (Secondary data).
d. Categorize them on the source of recruitment.
e. To find out the cost involved in different types of sources of
recruitment.
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 f. To collate the cost and the number of recruits and find the optimum
source using simple statistical tools such as division and ratios. (Min
cost/recruit cost).

The Recruitment Process at 3i Infotech

 The various department heads submits Manpower Requisition Form to the
HR Department with the requisite details which confirms:
• Details of the post
• Job description and specification
• Expert skills
• Initial screening questions
• Final approval from the head of the department and the CEO

 The HR personnel identify suitable and available candidates matching the

specified criteria from various sources like jobsites, employee reference and
other database. It is ensured that the candidate has not appeared for the
assessment in the last three months.

 The candidates are required to fill in the Application Form after which, if
necessary they appear for a technical written assessment on the skill set they
have been considered for. On clearing the test the HR personnel would
interview the candidates.

 The candidates need to undergo a psychometric test ,and clearing this

psychometric test is mandatory to appear for the next round of selection
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  Upon clearing the psychometric test the candidates depending on the
feedback is forwarded to initial round of H.R interview.

 The final interview is conducted by the department head which would

involve discussions on salary and availability for joining.

 To validate the details given by the candidate, a reference check process is

followed where the HR person gathers information from his previous
employer/ employers & professional acquaintances.

 Subsequent to all successful discussions the candidate is extended an offer

on terms and conditions mutually agreed upon.

 After the offer letter a confirmation letter is issued and the joining
formalities done.

3i Infotech processes and procedures aim at meeting the manpower requirements

of the organization by recruiting resources with the necessary qualifications, skills,
aptitude and experience.

They try to attract and retain the best of professionals available in each of the areas
of functioning and provide career and succession plans while meeting the growth
needs of our business, as well as meet the aspiration levels of employees.
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 They focus on the placement of employees in jobs to which they are best
fitted physically, mentally and temperamentally; where they can be well
adjusted to their work and to the working environment.

Equal Opportunity
3i Infotech believes in extending equal opportunity to all individuals without
regard for race, religion, color, sex, national origin, age, disability, handicaps or
veterans status. 3i Infotech is committed to the principles of fair employment and
they encourage all employees to take advantage of opportunities for promotion as
they occur.

Reference Check
 Reference check is normally done on the candidates to test the validity of
their statement, position etc. & to know about the person’s general attitude,
capability & past record from his previous employer/ employers, friends &
professional personnel.

 In the reference check if the candidate is suitable against the criteria (as per
the Reference Check Questionnaire attached), he/she will be selected and
terms and conditions of employment will be agreed upon and salary
finalization would be done.
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 JOINING FORMALITIES

According to the terms of the appointment offer, the employee should join
the company at the office specified, and on the date as specified in the
Appointment offer.
Before the new joinee is assigned to the department, and responsibilities the
following formalities are completed:

Fill up and sign the following:

1. History and Employment Data Form.

2. Joining Form.
3. Provident Fund Transfer Form.
4. Provident Fund Nominees/Beneficiary Form
5. Accident Insurance Nominee/Beneficiary Form.
6. Gratuity Nomination Form.
7. Bank Account documents for opening an account for salary deposit.

Submit to the Personnel Department:

1. Experience certificate
2. Two Reference Letters
3. Five passport size photographs
The Original of the following is to be verified by the HR Department and
photocopies to be handed over to them:
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4. Copy of the Date of Birth Certificate

 5. All examinations taken and marks received
(Degree/Diploma/Mark sheets).
6. Last Earning certificate with Tax dedication.

Normally, the candidate joins at the place of posting. In this event the above
documents are processed by the Officer-in-charge and forwarded to Head
Office Human Resources Department immediately.

All documents as mentioned above will be maintained in the Personal File

of the employee by the HR Department.
The employees are required to fill in their personal details along with
professional details. The HR personnel will guide the new joinee to fill the
information.

The new joinee will be acquainted of various processes with respect to

marking of attendance, timesheet etc.

It is the responsibility of HR Department to inform the respective

department about the new joinee.

HR Department will also inform Reception and Security about the new
joinee.
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 Methods of Recruitment and Selection adopted by 3i-Infotech

The methods adopted by 3i Infotech are:

1. Job Portals
2. Employee Referrals
3. Campus Recruitment
4. Head Hunters/Consultants
5. Advertisement
6. Aptitude Test

JOB PORTALS

The various Job portals available to recruitment and selection team are:

1. Naukri.com
2. Times job.com
3. Jobstreet.com

They are on the subscription of one year each

The internet is becoming a more widely used tool for recruitment, and is fast
becoming a dominant force in bringing candidates and employers together in an
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effective way. The role of web for recruiting, in general, is pervasive, accounting
 for the lion’s share of location postings today. Solutions range from resume listing
to actual matching and recruiting, with the more sophisticated of these solutions
providing support for pre-hire activities, such as background checks, interview
arrangements, and reference checking. In general, use of the internet in locating
staff can reduce sourcing costs by 50% to as much as 95% by reducing the
traditional costs of print-based recruiting. The internet offers a unique opportunity
to shortlist candidates on hard skills from a wide geographical area. At a minimal
cost and fractional time, when compared to traditional recruitment mediums.

E-recruitment is not just limited to approaching a jobsite and tying up with them, a
company’s own website also plays a critical role in this endeavor. Corporate have
realized the value of branding through their websites while attracting job seekers.
A company’s website is one of the most prolific and critical sources of the talent
for the organization.

Campus Recruitment

The campus recruitment is more rigid than any process because of the following
steps:

The candidate has to give the psychometric test and after clearing it only are they
selected for the second round.
Now they have to give a technical test that also follows the same rule as above.
After this there is a group discussion, the candidates who are short listed in this
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 round are forwarded for the interview and if they are selected then the candidates
are asked to report to 3i Infotech for last and final interview.

Colleges are a source of people with specialized skills for professional position.
Most colleges have a placement office or officer who is in charge of ensuring that a
match is made between the employer’s interests and the student’s interest.
Recruitment at college is usually performed at no cost to the employer. It is
essential that appropriate college and universities be selected for a visit. After
selecting colleges/campuses to visit, attention must be devoted to a developing a
college recruitment program for each college/campus selected. A unique college
recruitment program is destined to fail. The organization must target its efforts to
the specific characteristics of each college.

There is a general procedure, which is followed by almost all the companies that
come for campus recruitment. It is as follows.

 Pre-placement talk
 Written test(aptitude, English, reasoning and technical)
 Group discussion
 Psychometric test
 HR interview

Some companies also conduct a written tests and interview (technical and HR both
combined).
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 Based on the findings, it can be seen that 5 out of 7 companies surveyed (70% of
the companies) visit colleges for the purpose of recruitment. The need for the same
is witnessed among companies for whom experience is not an essential
consideration while recruiting employees. The reason for campus hiring could be
based on the need to recruit dynamic, forward-thinking, action-oriented people,
and colleges provide an excellent platform for recruiting people with the desired
characteristics.

Recruitment through consultants:

Recruitment consultants are another good external recruiting source. Use of a

private employment agency may be useful when the employer has a critical need to
fill a position quickly. These agencies are established to match job openings with
listings of job applicants. Businesses that use recruitment consultants should
attempt to agree to minimum employment period during which the fee will be
refunded if the candidate hired does not work out; typically three months.

As can be observed from the above findings, hiring of consultants seems to be the
most preferred of recruitment as is evident by the fact 100% of the companies
surveyed are deploying the same. Although it is an expensive source as far as
entry-level employees are conducted, consultant hiring seems to be a viable option.
These consultants do the initial screening of the potential candidates, leading to
further assessment only for applicants in line with the company’s requirements.
This simplifies the task of the HR managers to a considerable extent.
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 Advertisements

As seen in the above findings some companies surveyed recruit through

advertisement. As a matter of fact, when these companies resort to advertising, it is
primarily to combine it with the corporate brand building exercise rather than
solely seeking to fill the vacancies. Advertisements include print media in most all
case, as it seems to channelize the largest number of employees. However in case
of network programming and data, advertising is done through online search
engines. Online job ads require and demand the same kind of attention that
newspaper ads do. And one has to be as creative to make the ad work. For these are
more jobs online than there are in print and similarly, there are more people out
there who are looking at the ads. A good job description not only gets the right
resumes but also keeps the junk resumes to a minimum. As job seekers today are a
more informed lot, they do a backgrounder check on the company before joining.
Hence more the information provided in the advertisement, more will be the
applications or response the clients would receive. The language words and
website design, all play a role in the advertisement online, apart from the content
itself.

Recruitment through Employee Referrals

This is the most inexpensive method of recruiting the employees. In this process
the currently working employees suggest the name of a particular person to the
company for the available post. Through this process the HR is saved from giving
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 advertisements and screening the hundreds of resumes and also they don’t have to
check the references because the new employee is referred by their own employee.

Direct Sources
Recruitment through direct walk-in:
It is a common practice for employers to accept applications from job applicants
who physically walk into the organization to apply for or who send in resumes.
Organizations that rely upon unsolicited walk-ins and resumes senders must be
prepared to deal with the physical demands created by this process. In order for
walk-ins not disrupt the normal work flow in an organization; a contact person is
responsible for processing walk-ins to complete application blanks and pre
employment tests. Hours need to be establishing when applicants can apply for the
jobs. Procedures must be put in place to ensure that data from walk-ins and resume
senders are entered into the applicant flow process. If these steps are not taken, not
only the organization workflow be disrupted, but also the image of the organization
may be tarnished.

In the survey conducted all companies recruit though the walk-ins channel. The
most probable reason for the same is that the company does not have open
vacancies throughout the year and does not have very large recruitment
requirements. It has been able to meet its recruitment needs though advertisements,
consultants, and employee referral.

This source is relatively inexpensive, and applicants may be filed and processed
whenever vacancies occur. Walk-ins provide an excellent public relations
opportunity because well-treated applicants are likely to inform others. Word-of-
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mouth applicants are likely to stay longer and may be more suitable than recruits
 obtained by advertising. Also, this channel seems to be the most cost-effective
channel drawbacks

Aptitude Test
3i Infotech conducts aptitude test for selecting the POST-GRADUATES/
GRADUATES/ Engineering diploma holders with/without experience (IT/non-IT) as

management trainees. The test is conducted at 23 centres. The test is of

90 minutes duration and have sections on logical reasoning ability, quantitative
aptitude and English language ability. After the successful passing the test, the
candidates are called for final interview at 8 places. This test is conducted by the
3rd party for 3i-Infotech. It is conducted 2 times a year and they charge a fees of Rs
2000 for taking the exam.

Manpower Distribution:

Total joinees for the financial year April ’07-March’08

The break up on the basis of the source of recruit is as follows

Parameters % Distribution Total requirement

Total man power 100% 280
requirement
E- recruitment 45% 126
Campus recruitment 25% 70
Direct 10% 28
Advertisement 15% 42
Referrals 5% 14
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 REFFERALS
ADVERTISMENT 5%
15%
E-RECRUITMENT
DIRECT 45%
10%

CAMPUS
RECRUITMENT
25%

Thus it was found that since 3i Infotech is in the expansion mode the frequency of
recruitment is enormous. It was found as per the numbers that campus placements
constituted to 25% of total recruits, where as 45% from Job sites.
Advertisements constituted to 15 %, referrals scheme contributed to 5% of
manpower planning. Only 10% were direct recruits.
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 Cost Involved in Recruitment- Source wise

Campus Recruitment Expenses

Nature of Expenses Cost

280000
Total cost

Total Travel cost of panel for the Campus Event 255000

No. of Campus visited 25

Campus Team Size 3

Travel per person 1400

Boarding and lodging per person 2000
Total cost per panel 10200
Material Cost (Promotion/ Question Papers and
stationary) 1000
Total Material Cost 25000

Jobsites expenses were not disclosed

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 Advertisements Expenses

Nature of Expenses Cost Total Cost

Cost per
Advertisement 125000

No. of Advertisements 2

Total cost 250000

Consultant’s expenses were not disclosed

No expenses for referral

Using simple statistical tools such as ratio and division, the cost per recruit has
been found as follows:

Cost
Parameter Total Number Involved Cost Per Recruit

Campus
Recruits 70 280000 4000
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 Advertisements 42 250000 5952

Referrals 14 0

INTERPRETATION:

• Cost per Recruit found out using the data from the company suggests that
Employee referral is the best source to hire people, followed by Campus
placements being the second best source but in campus placements we only
hire on a executive level which is at the bottom of the hierarchy and are
hired in a bulk in a year
• Advertisements being the costliest one

LIMITATIONS:

• Company was hesitant in sharing the cost of various recruitment process

• Due to recession this year there was no recruitment at the managerial level
• Because of the appraisal time. It was difficult to contact the HR persons at
some point of time
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 RECOMMENDATIONS:

• Employee referral scheme must be given more encouragement as they are the
cheapest and the most effective one. They will also help in reducing the
burden of the HR team.

• Perks/Incentives must be given to every employee who refers a candidate

and he is selected. As this will encourage more employees to refer the
employees.
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Page2
 Objective 2:

To study the training processes and analyze the feedback of the employees

The sample size of the research is 35. Out of which 5 are the team leaders and 30
are the operators.

TOOL FOR DATA COLLECTION

For the purpose of collecting data and carrying out the analysis a Self-
Administered Questionnaire had been prepared keeping the following parameters
in mind :-
1. Was training of any use to them or not?
2. Were they able to understand the medium used for imparting training?
3. Were their queries solved by the trainer?

The questionnaire consisted of only objective based questions that were simple to
understand and answer. The candidates were contacted personally as well as
through mail.

Methodology-

a. To contact the candidates and get the questionnaire filled.

b. To suggest some solutions so that employees can benefit from the

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training.
 Training

The biggest disadvantage with 3i Infotech is that they have to constantly provide
training to their employees in order to keep them updated about the products
developed by the company in order to enable the employees to solve customer
queries.

Types of Training given to the employees:-

A. On the job training

Normally behavioral training is a part of on the job training. It is also known as

soft skills training. This is basically done to improve the employees’ oral & written
communication skills with addition to listening skills. It is also a major contributor
of employee personality development.

Various training methods used by 3i Infotech are:-

1. Listening Comprehension

This training involves specific exercises in listening like showing the employees
English movies and serials.

2. Role Play

Role play forms an important part of training. In this team leader acts as the
customer and operators act as the service provider.
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 Performance Monitoring and Assessment

Once an operator is on the floor, the initial performance could be good or bad. The
customer complaints handled by them are recorded and evaluated and also the
customers are asked for feedback about the employee.

If the employee performance is not satisfactory then they are given reminder
training.

B. Off the Job Training

This is basically the technical training which is given Off-the-job. This training
varies from 7 days to 15 days, it depends on the need of the employee and software
they have to be trained on.

INTERPRETATION

Analyses on the questionnaire filled by the employees who were trained

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 The chart shows that 67% employees are not satisfied with the training given
to them.

32%
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 The pie chart depicts that the maximum number of people are not satisfied by the
training because training imparted is not useful at the work environment, followed
by 27% who are unsatisfied due to the difficulty in understanding the training.

19% of employees are unsatisfied because of lack of practice during training

session.

12% were unsatisfied because of the boring and lengthy training sessions and the
remaining 7% were unsatisfied because of unsolved queries.

Repercussions & affects of improper training

- Recruitment is an expensive activity. Whenever a training session is

unsuccessful, the whole process has to be initiated all over again.
- Good amount of time and effort is wasted to train new and existing employees
and projects can and do get delayed which further translates to revenue lost.
- Most important of all the points listed is the lost of client’s trust. This is non-
tangible and will have long term adverse affect vis-à-vis client-vendor relationship.
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 LIMITATIONS:

Since project included the training analysis. The major limitations that I faced
are as follows:

 People were reluctant to answer the questionnaire as training was imparted

to them by their senior.

 There were many such cases when we were not able to contact the
concerned persons so this limited the scope of our study in a way.

 Employees were not interested in filling the questionnaire because initially

they thought it was wastage of time.

RECOMMENDATIONS

Points to keep in mind while giving training session

•The language used for giving training should be understood by everybody. It

means it should be easy and simple.
• Training sessions should be made interesting, so that trainees take active part in
learning.
• Always insist on taking immediate feedback about the training.
• Enough practice should be given before sending the trainees back to the floor.
• Training should be imparted vis-à-vis job function. Employees should be able to
use it effectively so as to increase their efficiency.
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 • If possible the trainer should be hired from outside so that employees can give a
proper feedback about the trainer without fearing about their job.
• Have a set of questionnaire that you can run through with him/her before
proceeding to qualify him - questionnaire that will test his seriousness and sincerity
to look for a change.
• Try and get inside your candidate’s mind, understand his needs and his aspiration.
• Pro-actively try to cover all areas that you possibly think will be a likely point of
concern (areas needing training) for him at a later stage and addressed them
immediately
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 CONCLUSION

As discussed earlier, the project was divided into two parts where the first part was
to study the recruitment process at 3i Infotech and to analyze the different sources
of recruitment to find out the optimum one.

The analysis proved that Employee Referral’s to be the optimum source of

recruitment.

Secondly was to find out the feedback of training given to employees. One of the
major issues that Hr faces after attrition is training is that employees are not
satisfied with the training given to them, so it becomes very important for the
company to know the reasons for the same. The most common reasons were
lengthy and boring training sessions; improper medium of training, queries not
solved by the trainer, not enough practice given on machines, training was not
useful at the job, etc.
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 BIBLIOGRAPHY

Books/Texts

 ‘The New Human Capital Strategy’ by Bradley W. Hall

 ‘Human Resource Management’ by Michael Armstrong

Responses in the survey

 Collection of data through e-mailed & personal responses to questionnaires
 Primary data of the recruitment department- Manpower planning costs and
new joinees list.

Web references
• www. 3i-Infotech.com
• www.citehr.com
• www.hr-guide.com
• www.hrnext.com
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