Study On Recruitment and Selection

SUMMER INTERNSHIP
On
RECRUITMENT AND SELECTION PROCEDURE AT IBM

DAKSH
By
xxxxxxxxxxxxx
MBA Class of 2019
Under the Supervision of
In Partial Fulfillment of the Requirements for the Degree of
Master of Business Administration – Human Resources
At
AMITY BUSINESS SCHOOL
AMITY UNIVERSITY UTTAR PRADESH
SECTOR 125, NOIDA - 201303, UTTAR PRADESH, INDIA
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DECLARATION
Title of Summer Internship
Study of Recruitment and Selection Procedures adopted at IBM Daksh
I declare
(a) That the work presented for assessment in this summer internship Report is my
own, that it has not previously been presented for another assessment and that my
debts (for words, data, arguments and ideas) have been appropriately acknowledged.
(b) That the work conforms to the guidelines for presentation and style set out in the
relevant documentation.
(c) The Plagiarism in the report is ___________ % (permissible limit is 15%)
Date: ……………
2
CERTIFICATE
This is to certify that XXXXXXXXXXX student of Masters of Business Administration

– HR at Amity Business School, Amity University Uttar Pradesh has completed the
summer internship Report on “Study of Recruitment and Selection Procedures adopted
at IBM Daksh”, under my guidance.
The report has been checked for Plagiarism and is within limits of acceptance
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ACKNOWLEDGEMENT
This report is an outstanding prospect to convey my gratefulness to those many people
whose timely help and guidance went a long way in finishing this project work from
commencement to achievement.
I would like to express my sincere thanks to Mr. Vikas Uphadhaya (Executive-Human

Resource) for giving me an opportunity to explore the practical knowledge practiced by
the company.
I am very glad to work with the organization as a trainee. I am grateful to HR

Department of IBM Daksh for helping me to get the information and an invaluable
experience.
Last but not the least would like to thank my friends, family members and all those
people who helped me for the completion and deeper understanding of the concept of
Recruitment and Selection.
Working on this project has proved to be an enlightening experience for me.
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TABLE OF CONTENTS
CHAPTER TITLE PAGE No.
ABSTRACT
I INTRODUCTION
OBJECTIVES OF THE STUDY
NEED FOR THE STUDY

II
SCOPE FOR FURTHER STUDY
LIMITATIONS OF THE STUDY
III REVIEW OF LITERATURE
IV RESEARCH METHODOLOGY
V ANALYSIS AND INTERPRETATIONS
FINDINGS SUGGESTIONS AND

VI
CONCLUSION
BIBLIOGRAPHY
QUESTIONNAIRE
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ABSTRACT
This study is the result of the topic “A study on recruitment and selection
procedures adopted at IBM Daksh”. The survey is carried out in the company called “IBM
Daksh”.
The study helps to know the effectiveness of recruitment and selection procedures
this project in undertaken by me to find out the satisfaction level of employees recruitment
and selection procedure.
Main objective of the study is the effectiveness of recruitment and selection

procedure at IBM Daksh, The secondary objectives of the study to study the effectiveness
of internal and external factor of recruitment and selection at various levels.
Samples of 128 were taken to study the recruitment and selection procedures
towards the organization. Primary data such questionnaire and interview have been
conducted to collect the data from the employees. Generally statistical tools such as
percentage method, weighted average method, Chi–square, correlation and Anova method
have been used for analysis and interpretation.
Through analysis and findings, it is found that, it is found that most of the
candidates are aware about their job description and specification during the recruitment
process.
Finally, this project gives a complete view of level of recruitment and selection
procedures in the organization. If the level of the recruitment and selection procedures is
good in the organization then it could be possible for the management to put forth the best
result from the employees.
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CHAPTER-I
INTRODUCTION
ABOUT COMPANY:
Today's market demands for a different kind of business process outsourcing provider. One
that includes your company's unique identity and position in the market. One that can
provide sustainable competitive advantage through process innovation
IBM Daksh, otherwise called IBM Global Process Services, is a business procedure re-
appropriating (BPO) organization that was prior known as Daksh eServices.
IBM incorporated Daksh into its BPO benefits in 2010 and teamed up all the Indian
organization's back-office redistributing capacities into a solitary element renamed IBM
Global Process Services. The new substance offers its administrations in procedure driven
capacities for instance client relationship the board (CRM), organization, HR, account,
store network the executives, and acquisition. IBM Daksh customers have a place with
vertical businesses like telecommunications, retail, airlines, banking, insurance, healthcare,
and automotive and electronics.
IBM Daksh is extraordinarily settled to support client prerequisites by utilizing its

fundamentals of value and development, the best individuals’ ability, self-continuing
procedure system and area information. We offer customized service offerings; providing
the most flexible and cost effective services of the highest quality for our customers.
With over 19,000 people, functioning out of 9 different locations (India and Eastern
Europe), IBM Daksh has been a critical partner to all their customers in achieving their
business goals. IBM Daksh services customers in various industries that include Banking
& Capital Markets, Insurance, Travel & Hospitality, Hi-Tech Manufacturing, Telecom &
Healthcare sectors. IBM Daksh also has intense expertise in delivering process specific
solutions in areas like Finance & Accounting, Procurement, HR Services, Loyalty Services
and Knowledge Services.
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IBM Daksh is India’s heading third party offshore BPO (Business Process Outsourcing)
provider with a complete spectrum of BPO services. The Company Headquarters are
situated in New Delhi, with six state-of-the-art facilities in Mumbai, Pune, Chennai &
Kolkata and global offices in US, UK and Canada. IBM Daksh gives a wide scope of
administrations, for example, client relationship the executives, back office exchange
handling to industry explicit arrangements. The key component of administrations
conveyance is an incorporated methodology towards giving expanding an incentive over
the whole course of our customer connections. This includes a staged methodology towards
procedure institutionalization, process improvement and procedure re-designing.
ANALYSIS AND BRIEF STUDY OF THE COMPANY
Different Types of Services Being Offered By IBM Daksh
1. Customer Support Services
Our client administration contributions make a virtual client administration focus to

oversee client concerns and questions through various channels including voice, email
and visit on a day in and day out and 365 days premise.
Service Example: Customers calling to beware of their request status, clients calling to
check for data on items and administrations, clients calling to confirm their record
status, clients calling to check their booking status and so forth.
2. Technical Support Services
Our technical support offerings incorporate nonstop specialized help and issue goals
for OEM clients and PC equipment, programming, peripherals and Internet foundation
fabricating organizations. These incorporate establishment and item support, up and
running help, investigating and Usage support.
Service Example: Customers calling to determine an issue with their home PC, clients
calling to see how to dial up to their ISP, clients calling with an issue with their product
or equipment.
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3. Telemarketing Services
Our telesales and telemarketing outsourcing services target association with potential
clients for 'prospecting' like either to create enthusiasm for items and administrations,
or to up-offer/promte and strategically pitch to a current client base or to finish the
business procedure on the web.
Service Example: Outbound calling to sell remote administrations for a telecom

supplier, outbound calling to retail family units to sell recreation occasions, outbound
calling to existing clients to sell another rate card for a portable specialist co-op or
outbound calling to sell credit or check cards and so on.
4. Employee IT Help-desk Services
Our employee IT help-work area administrations give specialized issue goals and
backing for corporate representatives.
Service Example: of this service incorporate dimension 1 and 2 multi-channel support

over a wide scope of therapist wrapped and LOB applications, framework issue goals
identified with work area, scratch pad, OS, network and so forth., office profitability
apparatuses support including programs and mail, new administration demands, IT
operational issues, item utilization questions, steering explicit solicitations to assigned
contacts and remote diagnostics and so on.
5. Insurance Processing
Our insurance processing services gives specialized solutions to the insurance sector
and support critical business processes applicable to the industry right from new
business acquisition to policy maintenance to claims processing.
Service Example:
New Business / Promotion:
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Inbound/outbound sales, Starting Setup, Case Management, Underwriting, Risk
assessment, Policy issuance etc.
Policy Maintenance / Management:
Identify Changes like Name, Beneficiary, Nominee, Address; Collateral verification,

Surrender Audits Accounts Receivable, Accounting, Claim Overpayment, Customer
care service via voice/email etc.
6. Data Entry Services / Data Processing Services
Service Example:
o Entering Data from Paper/Books with highest accuracy and fast turnaround
time (TAT)
o Entering Data from Image file in any format
o Transaction of business Data entry like sales / purchase / payroll.
o Entering Data of E-Books / Electronic Books
o Entering Data : Yellow Pages / White Pages Keying
o Entering Data and compilation from Web site
o Capturing Data / Collection
o Business Card Entry Data into any Format
o Entering Data from hardcopy/Printed Material into text or required format
o Entering Data into Software Program and application
o Receipt and Bill Entering
o Catalog Data Entry.
o Data Entry for Mailing List/Mailing Label.
o Manu scripting typing in to word
o Taped Transcription in to word.
o Copy, Paste, Editing, Sorting, Indexing Data into required format etc.
7. Data Conversion Services
Service Example:
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 Conversion of information crosswise over different databases on various stages
 Data Conversion by means of Input/Output for different media.
 Data Conversion for databases, word processors, spreadsheets, and numerous other
standard and uniquely crafted programming bundles according to prerequisite.
 Conversion from Page creator to PDF position.
 Conversion from Ms-Word to HTML design
 Conversion from Text to Word Perfect.
 Conversion from Text to Word to HTML and Acrobat
 Convert Raw Data into required MS Office groups.
 Text to PDF and PDF to Word/Text/Doc
 Data Compilation in PDF from Several Sources.
 E-Book Conversion and so on.
8. Scanning, OCR with Editing & Indexing Services
Service Example:
 High speed Image-Scanning and Data catch administrations

 High speed substantial volume filtering
 OCR Data from Scanned page/picture
 Scan and OCR paper Book in to CD.
 ADOBE PDF Conversion Services.
 Conversion from paper or e-document to different configurations.
9. Book Keeping and Accounting Services
Service Example:
o General Ledger
o Accounts Receivables and Accounts Payable
o Financial Statements
o Bank Reconciliation
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o Assets / Equipment Ledgers etc.
10. Form Processing Services:
Service Example:
o Insurance claim form

o Medical Form / Medical billing
o Online Form Processing
o Payrol Processing etc.
11. Internet / Online / Web Research
Service Example:
o Internet Search, Product Research, Market Research, Survey, Analysis.

o Web and Mailing list research etc.
Challenges for a HR Professional in IBM Daksh
1. Brand value: People still consider BPO to be "tacky", in this way making it hard to
pull in the best ability.
2. Standard pre-work preparing: Again, because of the wide assortment of the
occupations, absence of general clearness on ranges of abilities, and so forth, there
is no standard educational programs, which could be planned and pursued.
3. Benchmarks: There are not really any benchmarks for remuneration and
advantages, execution or HR strategies. Everybody is outlining their very own
course.
4. Customer-organizations will in general interest preferable outcomes from
redistributing accomplices over what they could really anticipate from their own
areas of expertise. "At the point when the activity is being completed 10,000 miles
away, requests on parameters, for example, quality, pivot convenience, data
security, business progression and calamity recuperation, and so forth, are far
higher than at home. Things being what they are, how to be more productive than
the first?
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5. Lack of centered preparing and affirmations given this foundation, the enlisting and
remuneration difficulties of HR divisions are just justifiable.
Why people prefer to join IBM Daksh

All in all an individual with any graduation can join any of the IBM Daksh. Some BPO
resembles to take individuals with MBA yet of course the specialization are of an
individual scarcely has any effect. Once more, this is; where there is no reference checks
and all the time individuals don't determine there definite age. Gives me a chance to impart
to you a portion of the reasons as why individuals want to join an organization:
 Not get a better job.

 Find nothing better to do.
 Education level doesn't matter.
 Good work environment.
 Good Benefits
 Flexibility of time.
 Attractive life style.
 Transport facility.
Why people leave the IBM Daksh

At the point when there are such a large number of advantages related with BPO industry.
When there are such a large number of benefits for the BPO workers than what makes them
to change the organization/business? Is it just MONEY that issues or something else also?
Here are a portion of the explanations behind a BPO expert to change his/her activity.
 No growth opportunity/lack of promotion

 For higher Salary
 For Higher education
 Misguidance by the company
 Policies and procedures are not conducive
 No personal life
 Physical strains
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 Uneasy relationship with peers or managers
IBM Daksh FOR HR Practices
As indicated by an official statement, NHRDN has explicitly perceived Aegis Spectra mind
for its execution introduction that has turned out to be integral to the organization culture.
The execution the board framework at the organization is adjusted to both, the business
objectives and qualities adherence.
The organization esteems/working standards are separated into social pointers that are
watched and estimated all the time, which thus connected to the individual adequacy
parameters in a person's act audit. There is additionally a continuous accentuation on
preparing needs appraisal and individuals’ advancement.
Aegis Spectra mind was additionally noted for its creative practices in the zones of pulling
in the correct ability, reward and acknowledgment, advancing fun as a recorded working
rule, learning, representative correspondence and remuneration which are among the key
explanations behind the astounding accomplishment of the organization.
EMPLOYEE BENEFITS PROVIDED BY THE COMPANY
A part from the legal and mandatory benefits such as provident-fund and gratuity, below
is a list of other benefits…:
1. Group Medi-claim Insurance Scheme: This protection plot is to give sufficient

protection inclusion of workers for costs identified with hospitalization because of
sickness, illness or damage or pregnancy if there should be an occurrence of female
representatives or companion of male workers. All workers and their reliant
relatives are qualified. Subordinate relatives incorporate life partner, non-acquiring
guardians and youngsters above three months
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2. Personal Accident Insurance Scheme: This plan is to give sufficient protection
inclusion to Hospitalization costs emerging out of wounds supported in a mishap.
This spreads complete/halfway disablement/passing because of mishap and
because of mishaps.
3. Subsidized Food and Transportation: The associations give transportation office

to every one of the workers from home till office at financed rates. The lunch gave
is likewise financed.
4. Company Leased Accommodation: Some of the organizations gives shared

settlement to all the out station workers, in certainty a portion of the BPO
organizations additionally embraces to pay power/water charges just as the Society
charges for the common convenience. The reason for existing is to give to the
representatives to lead a progressively agreeable work life balance.
5. Recreation, Cafeteria, ATM and Concierge facilities: The diversion offices

incorporate pool tables, chess tables and bistros. Organizations additionally have
very much prepared rec centers, fitness coaches and showers at offices.
6. Corporate Credit Card: The primary reason for the corporate charge card is
empower the opportune and productive installment of authority costs which the
workers embrace for purposes, for example, travel related costs like Hotel charges,
Air tickets etc.
7. Cellular Phone / Laptop: Cellular phone and / or Laptop are given to the
representatives based on business need. The representative is in charge of the
support and protecting of the benefit.
8. Personal Health Care (Regular medical check-ups): Some of the BPO'S gives
the office to broad wellbeing registration. For workers with over 40 years old, the
restorative registration should be possible once per year.
9. Loans: Many BPO companies provide loan facility on three different occasions:
Employees are given money related help with instance of a restorative crisis.
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Workers are additionally furnished with money related help at the season of their
wedding. What's more, the newcomers are furnished with intrigue free advances to
help them in their underlying settlement at the work area.
10. Educational Benefits: Many BPO organizations have this arrangement to build up
the identity and information dimension of their representatives and henceforth
repays the costs acquired towards educational cost charges, examination expenses,
and buy of books subject, for seeking after MBA, as well as other administration
capability at India's top most Business Schools.
11. Performance based incentives: In numerous BPO organizations they have plans
for, execution based motivator plot. The parameters for figuring are process
execution for example speed, precision and efficiency of each procedure. The Pay
for Performance can be as much as 22% of the compensation.
12. Flexi-time: The fundamental target of the strategic scheduling arrangement is to

furnish chance to representatives to work with adaptable work routines and set out
conditions for profiting this arrangement. Adaptable work routines are started by
representatives and affirmed by the board to meet business responsibilities while
supporting worker individual life needs .The elements on which Flexi time is
permitted to a worker include: Child or Parent care, Health circumstance,
Maternity, Formal education program
13. Flexible Salary Benefits: Its fundamental target is to give adaptability to the
workers to design an expense successful remuneration structure by adjusting the
month to month overall gain, yearly advantages and pay charge payable. It is
appropriate of the considerable number of workers of the association. The Salary
comprises of Basic, DA and Conveyance Allowance. The Flexible Benefit Plan
comprises of: House Rent Allowance, Leave Travel Assistance, Medical
Reimbursement, and Special Allowance.
14. Regular Get together and other cultural programs: The organizations arranges
social program as and when conceivable however the vast majority of the
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occasions, once in a quarter, in which every one of the representatives are allowed
a chance to show their gifts in dramatizations, singing, acting, moving and so on.
Aside from that the associations additionally lead different games projects, for
example, Cricket, football, and so on and normally play matches with the groups of
different associations and universities.
15. Wedding Day Gift: Employee is given a gift voucher of Rs. 2000/- to Rs. 7000/-
based on their level in the organization.
16. Employee Referral Scheme: In a few organizations worker referral plot is

executed to urge representatives to allude companions and relatives for work in the
association.
CHAPTER-II
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OBJECTIVES & SCOPE OF THE STUDY
2.1 OBJECTIVES OF THE STUDY
PRIMARY OBJECTIVE:
To study about the Recruitment and Selection procedures followed at IBM Daksh
SECONDARY OBJECTIVES:
 To know the various recruitment strategies and selection techniques adopted at IBM
Daksh.
 To assess the effectiveness of recruitment and selection in terms of recruiter’s skills
and the process adopted for selection.
 To determine whether present recruitment and selection procedures fulfills
individual and organizational goal.
 To provide valuable suggestions and recommendation in order to strengthen the
present recruitment and selection procedures at IBM Daksh
2.2 NEED FOR THE STUDY
 The study enables the company use all the recruitment strategies effectively in an
organization.
 To increase the effectiveness of different source for all types of job in an
organization.
 To obtain the employees that can be selected in order to help the organization to
achieve the goal.
 The study projects the importance of recruitment and a selection procedure which
has an impact on training followed in an organization.
 To identify the company recruited efficient and qualitative candidates in an
organization.
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2.3 SCOPE FOR FURTHER STUDY
 This study will be useful to find out the different sources and techniques used in
the recruitment and selection procedures.
 The company understands effective sources in recruitment and selection
procedures.
 This study will be useful to interview and test short-listing candidates.
 This study can be used as a base for further research in this area.
2.4 LIMITATIONS OF THE STUDY
 Due to some reluctant behavior it was very difficult to collect the data from the
respondents.
 The study was made only with limited number of samples.
 A major limitation as most of them too busy during working hours, the survey only
on the allotted time.
 Time constraint was the major limitation of the study, due to this, in depth study of
the area was not possible.
 Since the samples are limited to IBM Daksh, the results of the study cannot be
predicted as accurate one.
CHAPTER-III
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REVIEW OF LITERATURE
INTRODUCTION:
 A procedure of finding and drawing in proficient candidates for business. The

procedure starts when newcomers are looked for and closes when their applications
are submitted. The outcome is a pool of uses from which new representatives are
chosen.
 It is the procedure to find wellsprings of labor to meet the necessity of staffing plan
and to utilize viable measures for drawing in that labor in satisfactory numbers to
encourage viable choice of a productive working power
 Enrollment of competitors is the capacity going before the determination, which
makes a pool of forthcoming workers for the association with the goal that the
administration can choose the correct contender for the correct activity from this
pool. The principle target of the enlistment procedure is to speed up the
determination procedure.
 Enrollment is a persistent procedure whereby the firm endeavors to build up a pool
of qualified candidates for the future HR needs despite the fact that particular
opportunities don't exist. As a rule, the enrollment procedure begins when a trough
starts a worker order for a particular opening or a foreseen opportunity.
DEFINITION OF RECRUITMENT:
Recruitment is the process of procuring skilled workers for specific occupations by

persuading them to apply for those employments which are accessible in association.
As indicated by Edwin B. Flippo, "Enlistment is the way toward hunting the

competitors down business and animating them to apply for employments in the
association". Enrollment is the movement that interfaces the businesses and the activity
searchers.
PURPOSE & IMPORTANCE OF RECRUITMENT:
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Attract and encourage more and more candidates to apply in the organization.
 Create an ability pool of contender to empower the determination of best possibility

for the association.
 Determine present and future necessities of the association related to its staff
arranging and employment investigation exercises.
 Recruitment is the procedure which interfaces the businesses with the
representatives.
 Increment the pool of occupation competitors at least expense.
 Help increment the achievement rate of choice procedure by diminishing number
of unmistakably under qualified or overqualified work candidates.
 Help decrease the likelihood that activity candidates once enrolled and chose will
leave the association simply after a brief timeframe.
 Meet the associations’ lawful and social commitments with respect to the structure
of its workforce.
 Begin recognizing and getting ready potential occupation candidates will's identity
fitting applicants.
 Increase association and individual viability of different enlisting systems and
hotspots for a wide range of occupation candidates.
RECRUITMENT STRATEGIES:
Recruitment is of the most important job of the human resource professionals. The
level of performance of and organization is dependent on the effectiveness of its
recruitment function. Organizations have evolved and follow recruitment strategies to hire
the best talent for their organization and to utilize their resources optimally.
A successful recruitment strategy must be well planned and organised to attract

more and good talent to apply in the organization.
1. To Identify The Target:
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Requirements keep arising at different dimensions in each association; it is right
around a ceaseless procedure. It is difficult to fill every one of the positions right away.
Subsequently, there is a need to recognize the positions requiring quick consideration and
activity. To keep up the nature of the enlistment exercises, it is valuable to organize the
opportunities whether to concentrate on all opening similarly or concentrating on key
occupations first.
2. Candidates to Target:
The recruitment process can be compelling just if the association totally
comprehends the necessities of the sort of hopefuls that are required and will be helpful
for the association. This covers the accompanying parameters too:
 Performance level required: Different methodologies are required for concentrating
on contracting superior workers and normal entertainers.
 Experience level required: the methodology ought to be clear about what is the
experience level required by the association. The competitor's experience can run
from being a fresher to experienced senior experts.
 Category of the applicant: the system ought to obviously characterize the objective
hopeful. He/she can be from a similar industry, diverse industry, jobless, top
entertainers of the business and so forth.
3. Sources of Recruitment:
The system ought to characterize different sources (outside and inner) of enrollment.
Which are the sources to be utilized and centered for the enlistment purposes for different
positions. Representative referral is a standout amongst the best wellsprings of enrollment.
4. Trained Recruiters:
The recruitment professionals leading the meetings and the other enrollment
exercises ought to be very much prepared and experienced to direct the exercises. They
ought to likewise know about the significant parameters and abilities (e.g.: social,
specialized and so on.) to center while meeting and choosing an applicant.
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5. How to Evaluate the Candidates:
The different parameters and the approaches to pass judgment on them for example
the whole enrollment procedure ought to be arranged ahead of time. Like the rounds of
specialized meetings, HR interviews, composed tests, psychometric tests and so forth.
COMPONENTS OF THE RECRUITMENT POLICY:
The general recruitment policies and terms of the organization.

Recruitment services of consultants.
Recruitment of temporary employees.
Unique recruitment situations.
The selection process.
The job descriptions.
The terms and conditions of the employment.
FACTORS AFFECTING RECRUITMENT POLICY:

 Organizational objectives.
 Personnel policies of the organization and its competitors.
 Government policies on reservations.
 Preferred sources of recruitment.
 Need of the organization.
 Recruitment costs and financial implications.
WHAT ARE THE STAGES INVOLVED IN RECRUITMENT AND SELECTION?

 We will recognize 7 arranges simultaneously.
 These stages will contrast somewhat as per the activity included.
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 Each arrange is fundamental if associations in the business are to get successful
individuals into the correct occupations.
 Being mindful of the stages will enable you to augment your activity looking for
shots.
7 STAGES:
 Identifying A Need
 Analyzing The Job
 Attracting Candidates
 Pre-Selection
 Selection
 Appointment
 Induction
Identifying a Need:
Why does the organization need new staff?
 A process of job analysis is needed to identify the need for new staff.
 It could be that there is no need and staff could just be organized better.
 If new staffs are needed, then stage 2 starts….
Analyzing the Job:

What will the job involve?
 Skills analysis – what competences will be needed for the job?
 Specifying the job – what’s needed to be done?
 Describing the job – main activities, training provided, terms, location
described.
 Specifying the person – qualifications, experience, skills needed
This stage is where the key documents involved in recruitment and selection are
created:
o The job description
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o The person specification
These documents are crucial for working out if you have the ‘right’ candidate.
At this stage, an information pack for applicants could be created.
Attracting Candidates:
 Internally – are there suitable candidates for the job already working in the
organization?
 Externally – will the organization work with an agency or directly through the
media?
 Workplace notice boards, local or national press, internet-based agencies may be
used.
Pre-Selection:
 Short listing – eliminating unsuitable applicants by measuring each application
against criteria in job description and person specification
 Who to involve? Consistency important in assessing applications fairly
 Inform unsuccessful candidates
Selection:
 Often a mix of presentation, testing and interview.
 Essential that interviewers/assessors are trained for the task, and that they follow
an agreed procedure.
Appointment:
 Making the appointment of the selected candidate
 Agreeing terms and conditions, start date
 Reference checks made if not carried out earlier
 Relevant criminal records checks made.
 Inform unsuccessful candidates.
Induction:
Crucial to enable new starter to fit in as soon as possible May involve:
 Training activities
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 Presentations from key areas of the organization
 Technical training in use of ICT systems, policies and procedures used in
organization.
METHODS OF RECRUITMENT
METHODS OF RECRUITMENT:
Recruitment is a process of searching for prospective employees and stimulating

them to apply for jobs.
Companies can adopt different methods of recruitment for selecting people in the
company. These methods are:
1. INTERNAL SOURCES
2. EXTERNAL SOURCES
INTERNAL SOURCES OF RECRUITMENT:
Internal sources of recruitment refer to obtaining people for job from inside the
company. There are different methods of internal recruitment:
1. Promotion:
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Companies can give promotion to existing employees. This technique for
enrollment spares a ton of time, cash and endeavors on the grounds that the organization
does not need to prepare the current representative. Since the representative has just worked
with the organization.
2. Departmental Examination:
This method is used by government divisions to choose workers for larger amount
posts. The promotion is set up on the notice leading group of the office. Individuals who
are intrigued must send their application to the HR office and show up for the test. Effective
hopefuls are given the more elevated amount work. The strategy guarantees appropriate
choice and unprejudiced nature.
3. Transfer:
Many companies embrace exchange as a strategy for enrollment. The thought is to
choose gifted work force from different parts of the organization and exchange them to
branches where there is deficiency of individuals.
4. Retirement:
Many companies get back to staff who have officially resigned from the
association. This is an impermanent measure. The strategy is advantageous on the grounds
that it gives a feeling of pride to the resigned when he is gotten back to and causes the
association to decrease enrollment choice and preparing cost.
5. Internal Advertisement:
In this method vacancies in a specific branch are promoted in the notice board.
Individuals who are intrigued are approached to apply for the activity. The strategy helps
in acquiring individuals who are prepared to move to another part of a similar organization
and it is likewise advantageous to individuals who need to move to another branch.
6. Employee Recommendation:
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In this method employees are asked to prescribe individuals for occupations. Since
the representative knows about the working conditions inside the organization he will
propose individuals who can acclimate to the circumstance. The organization is profited in
light of the fact that it will get.
ADVANTAGES OF INTERNAL RECRUITMENT:
1. Internal methods are time saving.

2. No separate induction program is required.
3. The method increases loyalty and reduces labour turnover
4. This method is less expensive.
DISADVANTAGES OF INTERNAL RECRUITMENT:
1. There is no opportunity to get new talent in this method.

2. The method involves selecting people from those available in the company
so there is limited scope for selection.
3. There are chances of biased and partiality.
4. Chances of employee discontent are very high.
EXTERNAL SOURCES OF RECRUITMENT:

External sources of recruitment refer to methods of recruitment to obtain people
from outside the company. These methods are:
1. Management Consultant:
Management consultant helps the company by furnishing them with administrative
work force, when the organization is watchful for section level administration learners and
center dimension directors. They by and large methodology the board experts.
2. Employment Agencies:
28
Companies may give a contract to work offices that inquiry, meet and get the
required number of individuals. The technique can be utilized to get lower level and center
dimension staff.
3. Campus Recruitment:
When companies are looking for new alumni or new ability they select grounds
enlistment. Organizations approach universities, the executives, specialized foundations,
make an introduction about the organization and the activity and welcome applications.
4. News Paper Advertisement:

This is one of most seasoned and most well-known techniques for enrollment.
Notices for the activity are given in driving papers; the subtleties of the activity and pay
are likewise referenced. Applicants are given a contact address where their applications
must be sent and are approached to send their applications inside a predetermined time
limit. The strategy has greatest reach and most favored among every other technique for
enlistment.
5. Internet Advertisement:
With increasing importance to internet, organizations and applicants have begun
utilizing the web as vehicle of commercial and scan for employments. There are different
employment locales like naukri.com and monster.com and so forth hopefuls can likewise
post their profiles on these destinations. This strategy is developing in notoriety.
6. Walk In Interview:
Another method of recruitment which is picking up significance is the stroll in
meeting strategy. A notice about the area and time of stroll in meeting is given in the
newspaper. Hopefuls require to legitimately showing up for the meeting and need to bring
a duplicate of their C.V. with them. This technique is extremely prevalent among B.P.O
and call focuses.
ADVANTAGES OF EXTERNAL RECRUITMENT:
29
1. There is influx of new talent in the method.
2. The method encourages more and more competition.
3. There is lesser chance of partiality through this method.
4. If options like campus recruitment have been exercised we get a chance to
employee fresh graduates, thus increasing employment.
DISADVANTAGES OF EXTERNAL RECRUITMENT:
1. The method is costly because it involves recruitment cost, selection, training cost.
2. The method is time consuming.
3. The method reduces loyalty to the company.
DEFINE SELECTION:
Selection can be defined as process of choosing the right person for the right job
from a pool of different candidates who applied for a certain job.
PROCESS OF SELECTION:
The process of selection is not the same in all organizations; it can be different in
many organizations depending upon the nature of that organization. However, one
particular type of selection is approved by most organizations; it can be explain with the
help of following diagram:
30
1. Job Analysis:
The very first step in the determination system is the activity examination. The HR
office readies the expected set of responsibilities and determination for the occupations
which are empty. This gives subtleties for the occupations which are empty. This gives
insights regarding the name of the activity, capability, characteristics required and work
conditions and so forth.
2. Advertisement:
Based on the information collected in step 1, the HR office readies a promotion and
distributes it in a main newspapers. The promotion passes on insights regarding the last
date for application, the location to which the application must be sent and so on.
3. Application Blank/Form:
Application blank is the application structure to be filled by the competitor when
he applies for work in the organization. The application clear gathers data comprising of
the accompanying four sections:
1. Personal details
2. Educational details
31
3. Work experience
4. Family background
4. Written Test:
The applications which have been gotten are screened by the HR division and those
applications which are fragmented are rejected. Different applicants are required the
composed test. Course of action for the composed test is cared for the HR office for
example question papers, answer papers, examination focuses and corridor tickets and so
forth.
5. Interview:
Candidates who have effectively cleared the test are required a meeting. The whole
obligation regarding directing the meeting lies with the HR division for example they take
care of the board of questioners, refreshments, illuminating competitors and so forth.
6. Medical Examination:
The candidates who have effectively cleared the meeting are approached to take a
restorative test. This medicinal test might be directed by the association itself (armed
force). The association may have a tie up with the emergency clinic or the hopeful might
be approached to get an endorsement from his family specialist.
7. Initial Job Offer:

Candidates who effectively clear the restorative test are given an underlying activity
offer by the organization expressing the insights about compensation, terms of work,
business bond if any and so forth. The applicant is given some an opportunity to thoroughly
consider the offer and to acknowledge or dismiss.
8. Acceptance:
Candidates who are happy with the offer send their acceptance within a specified
time limit to show that they are ready to work with the company.
9. Letter of Appointment:
32
Candidates who send their acknowledgment are given the letter of arrangement.
The letter will express the name of the activity. The compensation and different advantages,
number of therapeutic leaves and easygoing leaves, subtleties of business bond if any and
so on. It will likewise express the date on which the representative is required to begin
obligation in the organization.
10. Induction:
On the date of joining the employee is introduced to the company and other
employees through am elaborate induction program.
TYPES OF SELECTION TEST:
Different selection test are received by various association relying on their

prerequisites. These tests are specific test which have been experimentally tried and
consequently they are otherwise called logical test. Distinctive kinds of test can be clarified
with the assistance of following dia.
KEY FACTORS OF SELECTION PROCESS IN AN ORGANIZATION:

After identifying the wellsprings of HR, looking for forthcoming workers and animating
them to apply for occupations in an association. This might be either through commercials,
33
offices or direct references from the current workers of the association. The following
move to be made will be the administration needs to play out the capacity of choosing the
correct representatives at the perfect time.
The choice methodology is the arrangement of capacities and gadgets received in an
offered organization to find out whether the competitors' determinations are coordinated
with the activity details and prerequisites. The determination method can't be viable until
and except if,
1. Necessity of the activity to be filled, have been obviously determined
2. Worker determinations (physical, mental, social, and conduct, and so on) have
been plainly figured.
3. Contender for screening have been pulled in. Along these lines, the advancement
of employment examination, HR arranging and enlistment are essential
requirements to the choice procedure. A breakdown in any of these procedures can
make even the best determination framework insufficient.
ESSENTIALS OF SELECTION PROCEDURE:

The determination procedure can be effective if the accompanying prerequisites are
fulfilled:
1. Somebody ought to have the expert to choose. This specialist originates from the
business demand, as created by an investigation of the outstanding task at hand and work-
compel.
2. There must be some standard of staff with which a planned worker might be thought
about, for example an extensive set of working responsibilities and employment particular
ought to be accessible in advance.
3. There must be an adequate number of candidates from whom the required number of
representatives might be chosen.
SIGNIFICANCE OF SELECTION PROCESS:

Selection of work force for an association is an essential, perplexing and proceeding
with capacity. The capacity of an association to achieve its objectives successfully and to
create in a dynamic situation to a great extent relies on the adequacy of its choice projects.
34
In a circumstance where the correct individual isn't chosen, the rest of the elements of work
force the board, representative manager relations won't be viable. On the off chance that
the perfect individual is chosen, he/she is a significant resource for the association and if
defective choice is made, the worker will turn into an obligation to the association.
USING SELECTION CONSULTANTS:

Some private offices/advisors in India play out the capacity of enrollment and
determination in order to empower the associations to focus on their primary capacities.
They publicize, lead tests and meet and give a short rundown. A few organizations have
begun utilizing the administrations of these offices as they give skill and lessen outstanding
burden. The association needs to mull over these following elements in choosing an office
or a specialist:
1. Notoriety, adequacy, earnestness and promptness of the association.

2. Notice duplicate, structure and media plans of different organizations;
3. Measure of expense, installment period and mode;
4. Objectivity, reasonable and equity in choice;
5. Choice systems to be embraced, especially mental tests, talk with strategies
6. Capability of the HR of the office/counseling firm.
The company has to do the following in case of using an agency or a consultant.

(a) Briefing the agency about the requirements, terms and conditions and
employment;
(b) Providing job and employee specifications and helping the consultant in
modifying them;
(c) Checking and reviewing the draft of the advertisement.
(d) Ensuring that all arrangements are made for conducting test and interview.
ORGANIZATIONAL RELATIONSHIPS:
The way in which assignments and duties regarding tolerating or dismissing
hopefuls must be finished before structuring a determination method. This ought to be
shared by line and staff administrators. The work force division should wipe out every
35
ineffective hopeful, so the season of the line administrators need not be spent on such
individuals. Furthermore, applicants who can meet occupation prerequisites ought to be
made accessible speedily. Line official is at last vested with the expert either to
acknowledge or to dismiss a competitor. In any case, the work force officer has an
obligation to see that the correct competitors are chosen and arrangement is done astutely.
In the event that he isn't fulfilled in such manner, he should give his perspectives to the
unrivaled and ought to abstain from including himself in contention with departmental head
on strategies for determination.
FACTORS AFFECTING SELECTION DECISIONS:

The objective of choice is to deal with or dispense with those made a decision about
inadequate to meet the activity and authoritative prerequisites, though the objective of
enlistment is to make a huge pool of people accessible and willing to work. Accordingly,
it is said that enlistment will in general be sure while choice will in general be somewhat
negative.
A number of factors affect the selection decision of candidates. The important
among them are:
(A) Profile Matching.

(B) Organizational and Social Environment.
(C) Successive Hurdles.
(D) Multiple Correlations
Profile Matching:
Provisional choice with respect to the choice of hopefuls (who are known) is taken
ahead of time. The scores verified by these known hopefuls in different tests are taken as a
standard to choose the achievement or disappointment of different competitors at each
stage. Ordinarily, the choice about the realized hopefuls is taken at meeting stage.
Conceivable consideration is additionally taken to coordinate the competitor bio-
information with the activity particulars.
Organizational and Social Environment:

36
A few applicants, who are prominently reasonable for the activity, may flop as
fruitful workers because of changing hierarchical and social condition. Henceforth,
competitors’ particulars must match with occupation details as well as with authoritative
and social natural necessities.
Successive Hurdles:
In this method hurdles are created at every stage of selection process. Therefore,
applicants must successfully pass each and every screening device in case of successive
hurdles.
Multiple Correlations:
Multiple correlations depends on the supposition that an insufficiency in one factor
can be counteracted an abundance measure of another. The composite test score file is
taken into bookkeeping the choice tests. Consequently, for more extensive line cases
different connection strategy is helpful and for other progressive obstacles technique is
valuable.
DIFFERENCE BETWEEN RECRUITMENT AND SELECTION:

Both recruitment and selection are the two phases of the employment process. The
differences between the two are:
1. Enlistment is the way toward hunting the hopefuls down business and animating
them to apply for employments in the association WHEREAS choice includes the
arrangement of ventures by which the applicants are screened for picking the most
reasonable people for empty posts.
2. The essential motivation behind enlistments is to make an ability pool of

possibility to empower the determination of best contender for the association, by
drawing in an ever increasing number of representatives to apply in the association
37
WHEREAS the fundamental reason for choice procedure is to pick the correct
possibility to fill the different positions in the association.
3. Enrollment is a positive procedure for example empowering an ever increasing

number of representatives to apply WHEREAS determination is a negative
procedure as it includes dismissal of the unacceptable hopefuls.
4. Enlistment is worried about tapping the wellsprings of HR WHEREAS choice is

worried about choosing the most reasonable applicant through different meetings
and tests.
5. There is no agreement of enlistment built up in enrollment WHEREAS

determination results in an agreement of administration between the business and
the chose representative.
ARTICLES RELATED TO THE STUDY
ARTICLE: 1
Recruitment and Selection: A Review of Developments in the 1980s

NEIL ANDERSON stated, Developments in work force enlistment and choice
"innovation" have been both changed and broad during the 1980s, and various covering
and concurrent improvements are quickly evident. Here, "innovation" alludes to strategies,
methodologies, systems, speculations and practices of staff resourcing.
ARTICLE: 2
Recruitment in small firms: Processes, methods and problems

MARILYN CARROLL stated, the article outlines discoveries from late contextual
analysis investigation into enlistment in little firms. The exploration plans to find out
whether little firms pursue the techniques delineated in the prescriptive writing on
enlistment, and to what degree they depend on casual enrollment strategies. It discovers
little proof of the appropriation of the suggested orderly systems and a high utilization of
"attempted and believed" strategies including informal enlistment and the employing of
38
"known amounts". The ramifications of this are inspected. While these techniques have
certain points of interest, they may likewise offer ascent to various issues. The investigation
contends that the appropriation of progressively formal systems and techniques could
diminish staff turnover in little firms and its related expenses. Notwithstanding, it infers
that numerous little businesses would stay unconvinced by the case for opening up
enlistment channels, and may locate their current methodologies more practical
temporarily.
ARTICLE: 3
Anticipatory socialization: the effect of recruitment and selection experiences on

career expectations
DORA SCHOLARIOS stated, Recruitment and choice encounters are a piece of a
procedure of pre-passage authoritative socialization, otherwise called expectant
socialization. Graduates are helpless to such impacts as their socialization through
introduction to proficient bosses starts amid preparing. Bosses' practices are thought to add
to the arrangement of sensible profession desires and the underlying mental contract among
alumni and businesses. The present examination found that understudies in customary
callings announced more noteworthy presentation to managers than understudies in a rising
calling through work exercises, progressively proactive commitment in enrollment
occasions, and increasingly broad experience of determination forms at comparative phases
of study. More prominent movement, thusly, was identified with vocation desires,
including changing dimensions of promise to an enthusiasm for the calling and profession
clearness.
ARTICLE: 4
Does excellence have a gender?: a national research study on recruitment and

selection procedures for professorial appointments in the Netherlands
MARIEKE VAN DEN BRINK stated, the reason for this exploration is to
demonstrate that upward versatility of female scholastics in normal choice strategies is
39
advancing very gradually, particularly in The Netherlands. This paper goes for an
increasingly significant comprehension of scholarly enrollment and determination
strategies in connection to sex contrasts at Dutch colleges.
ARTICLE: 5
Greenfield recruitment and selection: Implications for the older worker

JERRY HALLIER stated, The enlistment of youthful, "green" laborers has for
some time been perceived as a characterizing normal for the Greenfield site. Expands
comprehension of how individual focused enrollment, with its accentuation on worker
adequacy, disservices the more seasoned Greenfield candidate. Regardless of whether it be
another high responsibility or client administration site, specialist age is appeared to
consolidate with the traditional enrollment criteria of ability, class and sexual orientation
to comprise an avoided work portion. In its better limit than shape workforce organization,
Greenfield individual focus enrollment is appeared to be essential to understanding the
manners by which administrative control is sought after and practiced more broadly than
inside the work procedure. Leopold and Hallier's system of Greenfield types is likewise
altered to include new client administration destinations where worthiness enlistment is
basic to Greenfield bosses' work relations methodologies.
CHAPTER – IV
40
RESEARCH METHODOLOGY
MEANING OF RESEARCH:
Research in common parlance refers to a search of knowledge. It is an art of

scientific investigation. According to Redman & Mary defines research as a systematic
effort to gain knowledge
RESEARCH METHODOLOGY:
Research methodology is systematic way to solve the research problem. It is a plan

of action for a research project and explains in detail how data are collected and analyzed.
The main methodology adopted for this project is surveyed method. Where data was
collected using a structured questionnaire. Questionnaire was administered among the
sample of 128 respondents.
RESEARCH DESIGN:
“A research design is a script of conditions for collection and analysis data in a

manner that aims to combine relevance to the researcher purpose with economy in
procedure”.
It constitutes the idea for the collection, measurement and analysis of data. As such
the design includes an outline of what the researcher will do form writing the hypothesis
and its operational implication to the final analysis of data.
More precisely, the design decisions happen to be in respect of;
 What is the study about?

 Why is the study being made?
 Where will the study be carried out?
 What type of data is required?
 Where can the data are found?
 What periods of time will the study include?
 What will be the sample design?
 How will the data be analyzed?
41
 In what style will the report be prepared?
 What techniques of data collection will be used?
The Research Design undertaken for the study is Descriptive one.
A study, which wants to portray the characteristics of a group or individuals or

situation, is known as Descriptive study. It is mostly qualitative in nature. The main
objective of the study is to acquire knowledge.
SOURCES OF DATA:
Primary Data:
Primary data are collected afresh and for the first time. It is the data received by the
researcher specifically to address the research problem.
In this study, primary data is collected to interview method with most suitable with
opened ended, closed end, rank questions, and multiple questions.
Secondary Data:
Secondary data is gathered from internet, registers, records, journals, articles,

magazines and annual reports of the organization.
QUESTIONNAIRE CONSTRUCTION:
Questionnaires were constructed based on the following types
 Close ended questions

 Multiple choice questions
SAMPLING PLAN:
A sampling plan is a definite design for obtaining a sample from the sampling
frame. It refers to the technique or the procedure the researcher would adopt in selecting
some sampling units from which inferences about the population is drawn. Sampling
design is determined before any data are collected.
42
SAMPLING METHOD:
Simple Random Sampling
POPULATION SIZE:
Totally 900 employees are working in IBM Daksh
SAMPLE SIZE:
Totally 128 samples are taken in IBM Daksh
FIELD WORK:
The field works is done at IBM Daksh.
DESCRIPTION OF STATISTICAL TOOLS USED:
 Percentage Analysis
 Correlation
 Weighted average method
 ANOVA
 Chi – square.
CHAPTER – V
43
ANALYSIS AND INTERPRETATIONS
STATISTICAL TOOL:
These are tools, which helps to analyze the collected data. This analysis contains
various approaches like comparisons, detecting, accuracy, estimation etc. In my survey I
used statistical tool for analyzing raw data.
The applied statistical tools are:
 Percentage Method
 Chi square method
 Correlation method
 Anova method
 Weighted average method
PERCENTAGE METHOD:
The percentage method gives statistics and graphical displays that are useful for
describing many types of variables. The percentage procedure is a good place to start
looking at your data.
For a percentage report and bar chat, you can arrange the distinct values in
ascending or descending order, or you can order the categories by their percentage. The
percentage report can be suppressed when a variable has many distinct values. You can
label charts with percentage.
𝐍𝐨 𝐨𝐟 𝐫𝐞𝐬𝐩𝐨𝐧𝐝𝐞𝐧𝐭𝐬
Percentage of Respondents= 𝐗𝟏𝟎𝟎
𝐓𝐨𝐭𝐚𝐥 𝐧𝐨.𝐨𝐟 𝐫𝐞𝐬𝐩𝐨𝐧𝐝𝐞𝐧𝐭𝐬
CHI SQUARE METHOD:
44
The following assumptions must be satisfied, before we step into Chi square test.
They are:
1. Each sample is a random sample

2. The outcomes of the various samples are all mutually independent,(particularly
among samples, because independence within samples is part of the first
assumption)
3. Each observation may be categorized into exactly one of the categories or classes
4. There must be large observations
5. For comparison purposes, the data must be in original units
6. For a 2x2 table, all expected cell frequencies should be at least equal to 10 (for
larger tables, this value is 5)
Formula
X2 =
(O-E) 2
E
O = Observed frequency
E = Expected frequency
Chi- square is used to test whether differences between observed and expected
frequencies are significant or not.
CORRELATION METHOD:
Correlation is a factual estimation of the connection between two variables. Possible

correlations run from +1 to – 1. A zero connection shows that there is no connection
between the factors. A connection of – 1 shows an ideal negative correlations, implying
that as one variable goes up, the different goes down. A connection of +1 shows an ideal
positive relationship, implying that the two factors move a similar way together.
Formula
45
r = Cor(x,y) / σX . σy
Cor (x,y) = 1 /n(Σxy – x . y)
σX = √ 1/n ( Σx2 – x 2)
σy = √ 1/n( n Σy2 – y 2)
Where
R = Karl Pearson co-efficient
Cor (x,y) = co-variance of(x,y)
σX = Standard deviation of x
σy = Standard deviation of y
x = Mean value of x
y = Mean value of y
ANOVA METHOD:
A statistical method for making simultaneous comparisons between two or more means; a
statistical method that yields values that can be tested to determine whether a significant
relation exists between variables
Formula
T= ∑x₁+∑x₂+…..+∑xn
Correlation factor
C.F = T²/N
Sum of squares
46
(SS) = ∑x₁²+∑x₂²+…+∑xn- T²/N
Sum of squares between samples
SSC = (∑x₁)²/n+(∑x₂)²/n+…..+(∑xn)²/n- T²/N
Squares with in the samples
SSW = SS-SSC
Where
T²= square of sum of all items
N= number of all items.
N= no of samples.
SPSS:
The researcher uses SPSS software for analysis and interpretations purpose with
regard to this project.
TABLE NO: 5.1.1
47
GENDER OF THE RESPONDENTS
SI.No PARTICULARS NO OF RESPONDENTS PERCENTAGE
1. Male 85 66.4
2. Female 43 33.6
100
Total 128
INFERENCE:
From the above table it is inferred that 66.4 % of the respondents are male and the
remaining 33.6% of the respondents are female.
CHART NO: 5.1.1
GENDER OF THE RESPONDENTS
70 66.4%
60
50
40
33.6%
30
20
10
0
Male Female
TABLE No: 5.1.2
MARITAL STATUS OF THE RESPONDENTS
48
SI.No PARTICULARS NO .OF. RESPONDENTS PERCENTAGE
1. Married 72 56.3
2. Unmarried 56 43.8
TOTAL 128 100
INFERENCE:
The above table it is inferred that 52.3% of the respondents are married and the
remaining 43.8% of the respondents are unmarried.
CHART No: 5.1.2
MARITAL STATUS OF THE RESPONDENTS
MARITAL STATUS
60 56.3%
50 43.8%
40
30
20
10
0
Married
Unmarried
TABLE No: 5.1.3
AGE OF THE RESPONDENTS
49
SI.No PARTICULARS NO. OF. RESPONDENTS PERCENTAGE
1. 18-25 Years 43 33.6
2. 26-35 Years 18 14.1
3. 36-45 Years 45 35.2
4. above 45 Years 22 17.2
TOTAL 128 100
INFERENCE:
The above table shows that 35.2% respondents comes under the age of 36-45, and
14.1% of the respondents comes under the age of 26-35 years which shows that middle age
group people exists in the organization.
CHART N: 5.1.3
AGE
40
33.6% 35.2%
35
30
25
20 17.2%
14.1%
15
10
5
0
18-25 Years 26-35 Years 36-45 Years above 45 Years
TABLE No: 5.1.4
50
EXPERIENCE OF THE RESPONDENTS
1. 0-2 Years 33 25.8
2. 3-5 Years 37 31.3
3. 6-8 Years 28 21.9
TOTAL 128 100
INFERENCE:
The above table shows that 31.3% respondents comes under the experience of 3-
5 years, and 21.1% of the respondents comes under the experience of above 8 years which
shows that middle experience group people exists in the organization.
CHART No: 5.1.4
EXPERIENCE
31.3%
35
30 25.8%
21.9% 21.1%
25
20
15
10
5
0
0-2 Years 3-5 Years 6-8 Years above 8
Years
TABLE No: 5.1.5
51
QUALIFICATION OF THE RESPONDENTS
1. SSLC 42 32.8
2. HSC 25 19.5
3. ITI/DILPLOMA 32 25.0
4. UG/PG 29 22.7
TOTAL 128 100
INFERENCE:
From the above given table it is inferred that 32.8% are of the respondents are
from SSLC and 19.5% are the respondents are HSC.
CHART No: 5.1.5
QUALIFICATION OF THE RESPONDENTS
QUALIFICATION
32.8%
35
30 25%
22.7%
25 19.5%
20
15
10
5
0
TABLE No: 5.1.6
52
OPINION TOWARDS RECRUITMENT OF THE CANDIDATES
1. Based on Need 61 47.7
2. Based on Vacancy 39 30.5
3. Based on Transfer 28 21.9
TOTAL 128 100
INFERENCE:
The above table depicts that 47.7% of the respondents are recruited based on need,
and 21.9% of the respondents are recruited based on transfer within the company.
CHART No: 5.1.6
OPINION TOWARDS RECRUITMENT OF THE CANDIDATES
RECRUITMENT OF THE CANDIDATES
21.9%
Based on Need
47.7%
Based on Vacancy
Based on Transfer
30.5%
TABLE No: 5.1.7
53
THE SOURCES USED BY THE ORGANISATION TO RECRUIT THE
CANDIDATES
1. By Advertisement in Local Newspaper 27 21.1
2. Through Consultancy 28 21.9
3. Through Colleges 34 26.6
4. Through Reference 17 13.3
5. Through Online 22 17.2
TOTAL 128 100
INFERENCE:
It inferred that 26% of the respondents are recruited through colleges and 13.3%
of the respondents are recruited through reference.
CHART No: 5.1.7
THE SOURCES USED BY THE ORGANISATION TO RECRUIT THE

CANDIDATES
SOURCES USED BY THE ORGANISATION

By Advertisement in
17.2% 21.1% Local Newspaper
Through Consultancy
13.3%
Through Colleges
21.9%
26.6% Through Reference
TABLE No: 5.1.8
54
OPINION TOWARDS RECRUITMENTS STRATEGY
1. Always 38 29.7
2. Often 22 17.2
3. Sometimes 34 26.6
4. Rarely 27 21.1
5. Never 7 5.5
TOTAL 128 100
INFERENCE:
It depicts that 29.7% of the respondent are of the view that effectively use
recruitment strategies in the company, only 7% of the respondent never use recruitment
strategies effectively in an organization.
CHART No: 5.1.8
OPINION TOWARDS RECRUITMENTS STRATEGY
RECRUITMENTS STRATEGY
29.7%
30 26.6%
20 17.2% 21.1%
10
0 5.5%
TABLE No: 5.1.9

55
OPINION TOWARDS INTERNAL RECRUITMENT
1. Always 46 35.9
2. Often 26 20.3
4. Rarely 20 15.6
5. Never 16 12.5
TOTAL 128 100
INFERENCE:
It is inferred that the according to 35.9% of the respondents, company always uses
internal recruitment and remaining 12.5% of the respondents said “never’.
CHART No: 5.1.9
OPINION TOWARDS INTERNAL RECRUITMENT
INTERNAL RECRUITMENT
35.9%
40
20.3%
20 15.6%
15.6%
12.5%
0
Always
Often
Sometimes
Rarely
Never
TABLE No: 5.1.10
56
OPINION TOWARDS RECRUITMENT STRATEGIES
1. Excellent 32 25.0
2. Very Good 34 26.6
3. Good 26 20.3
4. Fair 14 10.9
5. Poor 22 17.2
TOTAL 128 100
INFERENCE:
The above table shows that as per 26.6% of the respondents, company strategies
for recruitment are very good and as per 17.2% of the respondents, it is poor.
CHART No: 5.1.10
OPINION TOWARDS RECRUITMENT STRATEGIES
RECRUITMENT STRATEGIES
25% 26.6%
30 20.3%
17.2%
20 10.9%
10
0
Excellent Very Good Fair Poor
Good
TABLE No: 5.1.11
57
OPINION TOWARDS SELECTION PROCEDURE
1. Highly Satisfied 25 19.5
2. Satisfied 44 34.4
3. Neutral 29 22.7
4. Dissatisfied 20 15.6
5. Highly Dissatisfied 10 7.8
TOTAL 128 100
INFERENCE:
From the above table it is inferred that 34.4% of the respondents are satisfied with
the selection process and 7.8% of the respondents are highly dissatisfied.
CHART No: 5.1.11
SELECTION PROCEDURE
34.4%
35
30
25 22.7%
19.5%
20 15.6%
15
7.8%
10
5
0
Highly Satisfied Neutral Dissatisfied Highly
Satisfied Dissatisfied
TABLE No: 5.1.12
58
RESPONDENTS FEEL TOWARDS INTERVIEW ROUNDS
1. 2 Rounds 66 51.6
2. 3 Rounds 34 26.6
3. 4 Rounds 28 21.9
TOTAL 128 100
INFERENCE:
From the above table it is inferred that 51.6 % of the respondents are facing the 2
rounds and 21.9 % of the respondents are facing 4 rounds in an organization.
CHART No: 5.1.12
RESPONDENTS FEEL TOWARDS INTERVIEW ROUNDS
INTERVIEW ROUNDS
21.9%
2 Rounds
51.6% 3 Rounds
26.6% 4 Rounds
TABLE No: 5.1.13
59
COPE UP WITH THE ROUNDS
1. Yes 75 58.6
2. No 53 41.4
TOTAL 128 100
INFERENCE:
From the above table it is inferred that 58.6 % of the respondents that they are able
to cope up with the rounds and 41.4 % of the respondents no able to cope up with the
rounds in an organization.
CHART No: 5.1.13
41.4%
Yes
No
58.6%
TABLE No: 5.1.14
60
RESPONDENTS FEEL TOWARDS SELECTION ROUNDS
1. Easy 59 46.1
2. Average 37 28.9
3. Critical 32 25.0
TOTAL 128 100
INFERENCE:
From the above table, it is clear that 46.1 % of the respondents feel that selection
rounds are easy and 28.9% of the respondents feel they are average.
CHART No: 5.1.14
RESPONDENTS FEEL TOWARDS SELECTION ROUNDS
SELECTION ROUNDS
46.1%
50
40 28.9%
25%
30
20
10
0
Easy Average Critical
TABLE No: 5.1.15
61
RESPONDENTS COMFORTABILITY TOWARDS TESTS
1. Aptitude Test 45 35.2
2. Personal Interview 54 42.2
3. Practical Test 29 22.7
TOTAL 128 100
INFERENCE:
From the above table it is inferred that 42.2 % of the respondents are comfortable
with personal interview and only 22.7 % of the respondent comfortable with practical test
in an organization.
CHART No: 5.1.15
RESPONDENTS COMFORTABILITY TOWARDS TESTS
COMFORTABILITY TOWARDS TESTS
42.2%
50
35.2%
40
30 22.7%
20
10
0
Aptitude Test Personal Practical Test
Interview
TABLE No: 5.1.16
62
OPINION TOWARDS DURATION OF SELECTION PROCESS
1. Very Lengthy 52 40.6
2. Neither Lengthy/Nor Short 35 27.3
3. Short 41 32.0
TOTAL 128 100
INFERENCE:
From the above table it is inferred that 82 % of the respondents feel that the
duration of the selection process is short and 5.6 % of the respondent feel that the duration
of selection process is very lengthy.
CHART No: 5.1.16
OPINION TOWARDS DURATION OF SELECTION PROCESS
SELECTION PROCESS
50 40.6%
40 32%
27.3%
30
20
10
0
Very Lengthy Neither Short
Lengthy/Nor Short
TABLE No: 5.1.17

63
OPINION TOWARDS IMPROVEMENT IN THE PRESENT ROUNDS
1. Aptitude Test 43 33.6
2. Technical Round 31 24.2
3. Personal Interview 54 42.2
TOTAL 128 100
INFERENCE:
From the above table it is inferred that 33.6% and 24.2 % of the respondents must
be improved the rounds in aptitude test and technical round, 42.2 % of the respondent to
feel better in the personal interview in an organization.
CHART No: 5.1.17
OPINION TOWARDS IMPROVEMENT IN THE PRESENT ROUNDS
IMPROVEMENT IN THE PRESENT ROUNDS
42.2%
50 33.6%
40 24.2%
30
20
10
0
Aptitude Test Technical Personal
Round Interview
TABLE No: 5.1.18
64
OPINION TOWARDS DESCRIPTION ABOUT THE JOB DURING
RECRUITMENT AND SELECTION PROCESS
1. Always 40 31.3
2. Often 26 20.3
4. Rarely 24 18.8
5. Never 20 15.6
TOTAL 128 100
INFERENCE:
The above table shows that the company always describes the job profile in detail
31.3% of the respondents and as per 14.1% of the respondents, it is only sometimes
CHART No: 5.1.18
OPINION TOWARDS DESCRIPTION ABOUT THE JOB DURING

RECRUITMENT AND SELECTION PROCESS
JOB DURING RECRUITMENT

40 31.3%
30
20.3% 18.8%
14.1% 15.6%
20
10
0
Always Often Sometimes Rarely Never
TABLE No: 5.1.19
65
OPINION TOWARDS SHORT LISTING THE CANDIDATES
3. Short 46 35.9
TOTAL 128 100
INFERENCE:
The above table explains that as per 35.9% of the respondents, the duration (or)
time taken by the organization to short listing the candidates is short and as per 26.6% of
the respondents, it is lengthy.
CHART No: 5.1.19
OPINION TOWARDS SHORT LISTING THE CANDIDATES
SHORT LISTING THE CANDIDATES
Very Lengthy
26.6%
35.9%
Neither Lengthy/Nor
Short
Short
37.5%
TABLE No: 5.1.20
66
OPINION TOWARDS CONSIDERATION OF THEIR NEEDS AND WANTS
3. Short 48 37.5
TOTAL 128 100
INFERENCE:
From the above table it is inferred that 37.5% of the respondents responded that
HR fully considered their needs and wants and 26.6% of the respondents responded that
HR is partially considered their needs and wants.
CHART No: 5.1.20
OPINION TOWARDS CONSIDERATION OF THEIR NEEDS AND WANTS
THEIR NEEDS AND WANTS

35.9% 37.5%
40 26.6%
30
20
10
0
Very Lengthy Neither Short
Lengthy/Nor
Short
TABLE No: 5.1.21
67
OPINION TOWARDS TERMS AND CONDITION OF APPOINTMENT LETTER
1. Highly Comfortable 49 38.3
2. Uncomfortable 44 34.4
3. Highly Uncomfortable 35 27.3
TOTAL 128 100
INFERENCE:
The above table shows that level of satisfaction of the respondent towards the terms
and condition undergone in the company. It inferred that 38.3% of the respondents are
highly comfortable with the terms and condition 34.4% and 27.3% of the respondents are
Uncomfortable and Highly Uncomfortable with terms and condition of appointment letter.
CHART No: 5.1.21
OPINION TOWARDS TERMS AND CONDITION OF APPOINTMENT LETTER
CONDITION OF APPOINTMENT LETTER
38.3%
40 34.4%
27.3%
20
0
Highly
Comfortable Uncomfortable
Highly
Uncomfortable
TABLE No: 5.1.22
68
OPINION TOWARDS FULFILLING THEIR NEEDS AND WANTS
1. Yes 68 53.1
2. No 60 46.9
TOTAL 128 100
INFERENCE:
The above table shows whether the present offer letter is helpful in achieving the goals
of the company, it depicts that 53.1% of the respondents said that present offer letter is
helpful in letter achieving the goals and the remaining 46.9% of the respondent said that
the fails to fulfill the individual and personal goal.
CHART No: 5.1.22
OPINION TOWARDS FULFILLING THEIR NEEDS AND WANTS
FULFILLING THEIR NEEDS AND WANTS
No 46.9%
Yes 53.1%
42 44 46 48 50 52 54
TABLE No: 5.1.23
69
OPINION TOWARDS REFERENCE CHECK
1. Always 40 31.3
2. Often 22 17.2
4. Rarely 20 15.6
5. Never 23 18.0
TOTAL 128 100
INFERENCE:
The above table shows that the company always to reference check as per 31.3%
of the respondents and 15.6% of the respondents said it is “rarely”.
CHART NO: 5.1.23
OPINION TOWARDS REFERENCE CHECK
REFERENCE CHECK
Never 18%
Rarely 15.6%
Sometimes 18%
Often 17.2%
Always 31.3%
0 10 20 30 40
TABLE No: 5.1.24
70
RESPONDENTS OPINION TOWARDS INDUCTION TRAINING
2. Satisfied 32 25
3. Neutral 23 18
4. Dissatisfied 23 18
TOTAL 128 100
INFERENCE:
The above table mentions that satisfaction level of induction training conducted by
the organization, it depicts that 25% of the respondent are satisfied with induction training
conducted by the company and 16.4% of the respondent are highly dissatisfied with
induction conducted by the organization.
CHART No: 5.1.24

RESPONDENTS OPINION TOWARDS INDUCTION TRAINING
INDUCTION TRAINING
Highly Satisfied 16.4%
Dissatisfied 18%
Neutral 18%
Satisfied 25%
0 5 10 15 20 25
71
TABLE No: 5.1.25
MEDICAL EXAMINATION DURING THE SELECTION PROCESS
SI.No PARTICULARS NO .OF. RESPONDENTS PERCENTGE
1. Yes 68 53.1
2. No 60 46.9
TOTAL 128 100
INFERENCE:
The above table mentions that 53.1% of the respondents said “yes” about the
conduction of medical examination and 46.9% of the respondents said “no”.
CHART No: 5.1.25
MEDICAL EXAMINATION DURING THE SELECTION PROCESS
MEDICAL EXAMINATION DURING THE

SELECTION PROCESS
46.9% Yes
53.1% No
72
TABLE No: 5.1.26
SATISFACTION LEVEL TOWARDS INITIAL JOB OFFER
3. Neutral 17 13.3
TOTAL 128 100
INFERENCE:
The table depicts that 43.8% of the respondent are satisfied with initial job offer letter
is satisfied by the company and 10.2% of the respondent are highly dissatisfied with initial
job offer letter by the organization.
CHART No: 5.1.26
SATISFACTION LEVEL TOWARDS INITIAL JOB OFFER
INITIAL JOB OFFER
Highly Dissatisfied 10.2%
Dissatisfied 14.1%
Neutral 13.3%
Satisfied 43.8%
0 10 20 30 40 50
73
TABLE No: 5.1.27
TIME ALLOTED TO THE CANDIDATES FOR ACCEPTING
SI.No PARTICULARS NO. OF.. RESPONDENTS PERCENTAGE
1. Yes 84 65.6
2. No 44 34.4
TOTAL 128 100
INFERENCE:
The above table shows that 65.6% of the respondents said “yes” and accepts that
the company provides sufficient time for accepting (or) rejecting the initial job offer and
34.4% of the respondents said “no”.
CHART No: 5.1.27
TIME ALLOTED TO THE CANDIDATES FOR ACCEPTING
CANDIDATES FOR ACCEPTING
65.6%
70
60
50
34.4%
40
30
20
10
0
Yes No
74
TABLE No: 5.1.28
RECRUITMENT OF EFFICIENT AND QUALITATIVE CANDIDATES IN

GROUPS
1. Yes 76 59.4
2. No 52 40.6
TOTAL 128 100
INFERENCE:
The above table shows that recruitment of efficient and qualitative candidates in
groups 59.4% of the respondents said “yes” and accepts that the company has recruited
efficient and qualitative candidates in their groups and remaining 40.6% of the respondents
said “no”.
CHART No: 5.1.28
RECRUITMENT OF EFFICIENT AND QUALITATIVE CANDIDATES IN

GROUPS
CANDIDATES IN GROUPS
59.4%
60
50 40.6%
40
30
20
10
0
Yes No
75
5.2 CHI- SQUARE
ANALYSIS OF OPINION OF RESPONDENTS REGARDING
AGE AND EXPERIENCE
TABLE No: 5.2.1
1. 18-25 Years 43 33.6
2. 26-35 Years 18 14.1
3. 36-45 Years 45 35.2
TOTAL 128 100
TABLE No: 5.2.2
1. 0-2 Years 33 25.8
2. 3-5 Years 37 31.3
3. 6-8 Years 28 21.9
TOTAL 128 100
76
HYPOTHESIS:
NULL HYPOTHESIS (H0):
There is no significance association between the age and experience.
ALTERNATIVE HYPOTHESIS (H1):
There is significance association between the age and experience.
TABLE No: 5.2.3
AGE AND EXPERIENCE OF THE RESPONDENTS
EXPERIENCE
ITI/ TOTAL
SSLC HSC DIPLOMA UG/PG
18-25 33 10 0 0 43
RESPONDENTS
AGE OF THE
26-35 0 18 0 0 18
36-45 0 9 28 8 45
ABOVE 45 0 0 0 22 22
TOTAL 33 37 28 30 128
77
TABLE No: 5.2.4
CHI SQUARE TESTS
Asymp. Sig. (2-

Value DF sided)
Pearson Chi-Square 226.354a 9 .000

Likelihood Ratio 223.650 9 .000
Linear-by-Linear Association 106.746 1 .000
N of Valid Cases 128
INFERENCE:
From the SPSS it is generated significance value is less than 0.05. So reject the
alternative hypothesis and accepted the null hypothesis thus there is no significance
relationship between the age and experience of the respondents.
78
5.3 CORRELATION
SELECTION PROCEDURE AND INDUCTION TRAINING.
TABLE No. 5.3.1
3. Neutral 29 22.7
TOTAL 128 100
TABLE No: 5.3.2
OPINION TOWARDS INDUCTION TRAINING
2. Satisfied 32 25
3. Neutral 23 18
4. Dissatisfied 23 18
TOTAL 128 100
79
HYPOTHESIS:
There is no significant relationship between the selection procedure and

induction training.
There is a significant relationship between the selection procedure and induction

training.
TABLE No: 5.3.3

CORRELATION
Selection Procedure Induction Training
pearson correlation 1 .942

Procedure
Selection
sig. (2-tailed) .000
N 128 128
pearson correlation .942 1
Induction
Training
sig. (2-tailed) .000
N 128 128
CALCULATION
R=0.942
The correlation is the relationship between the selection procedure and induction
training in the company and the table value is .000. This indicates that the relationship
between the selection procedure and induction training. Form in the company is related to
each other. So null hypothesis is rejected and alternative hypothesis is accepted
INFERENCE:
Hence relationship between the selection procedure and induction training in the
company are strongly correlated.
80
5.4 ANOVA
AGE AND CONSIDERATION OF THEIR NEEDS AND

WANTS
TABLE No: 5.4.1
AGE
1. 18-25 Years 43 33.6
2. 26-35 Years 18 14.1
3. 36-45 Years 45 35.2
TOTAL 128 100
TABLE No: 5.4.2
NEEDS AND WANTS CONSIDERATION
1. Fully considered 46 35.9
2. Partially considered 34 26.6
3. Not at all 48 37.5
TOTAL 128 100
81
HYPOTHESIS:
There is no significant relationship between the age and consideration of their

needs and wants.
There is a significant relationship between the age and consideration of their

needs and wants.
TABLE No: 5.4.3

ANOVA
AGE Sum of Squares DF Mean Square F Sig.

Between Groups 136.365 2 68.183 368.900 .000
Within Groups 23.103 125 .185
TOTAL 159.469 127
TABLE No: 5.4.4
POST HOC TESTS
consideration of SUBSET FOR ALPHA = 0.05

their needs and wants.
N 1 2 3
Fully Consideration 46 1.07
Partially Consideration 34 2.56
Not At All 48 3.46
82
CALCULATION
Value = 40.667
Significant value =.000
Degree of freedom =4
INFERENCE:
Based on the result generated by SPSS it depicts that the significant value is 0.000
and it is lower than 0.05. So H0 is rejected and H1 is accepted. Hence there is a significant
relationship between the age and consideration of their needs and wants.
83
5.5 WEIGHETED AVERAGE
ANALYSIS OF THE VARIOUS FACILITES PROVIDED BY THE
COMPANY
TABLE No: 5.5.1
Factors Recruiter Recruiter Skill Recruiter Response To Recruiter

Knowledge Communication Candidate Motivation To
The
Candidate
X1 XW1 X2 XW2 X3 XW3 X4 XW4 X5 XW5
W
Excellent
5 30 150 35 175 44 220 38 190 29 145
Very Good
4 18 72 24 96 23 92 27 108 23 92
Good
3 50 150 39 117 20 60 22 66 34 102
Faire
2 12 24 21 42 29 58 24 48 24 48
Poor
1 18 18 9 9 12 12 17 17 18 18
TOTAL 128 414 128 439 128 442 128 429 128 405
C.W 3.722 3.638 3.240 4 3.398
RANK 4 2 1 3 5
INFERNCE:
84
From above table it is inferred that the respondents rank first place to recruiter
communication and second place recruiter skill and third place response to candidate and
fourth place recruiter knowledge to and fifth place to recruiter motivation to the candidate.
ANALYSIS OF THE VARIOUS FACILITES PROVIDED BY THE

COMPANY
TABLE No: 5.5.1
Factors Right Candidates At Organizational Fulfillment Of
The Right Place,Time Goals Personal
And Job
W X1 XW1 X2 XW2 X3 XW3
STRONGLY 37 185 23 115 47 235

AGREE
AGREE 49 196 45 180 23 92
UNDECIDED 23 69 39 117 19 57
DISAGREE 12 24 12 24 23 46
STRONGLY 7 7 9 9 16 16
DISAGREE
TOTAL 128 481 128 445 128 446
C.W 3.722 3.638 3.240
1 3 2
RANK
INFERNCE:
85
From above table it is inferred that the respondents rank first place to right candidates at
the right place, time and job and second place fulfillment of personal and third place
organizational goals.
CHAPTER-VI
FINDINGS, SUGGESTIONS & CONCLUSION
 Most (66.4%) of the respondents are male in the organization.

 The research identifies that 56.3% of the respondents are married.
 From the above study, it is inferred that 35.2% of the respondents are at the age
group of 36-45 years.
 The study shows that 31.3% of the respondents are having the work experience of
below 3-5 years.
 The Researcher noted that 32.8% of the respondents belong to the qualification of
SSLC.
 Majority of the respondents 47.7% are recruited based on need.
 Only 13.% of the respondents feel that the company recruits candidates from the
colleges.
 The researcher found that 29.7% of the respondents feels that the company uses
recruitment strategies effectively.
 Most 35.9% of the respondents says that the company always use internal
recruitment.
 The researcher found that 26.6% of the respondent company feels that strategies
for recruitment are very good and 25% of the respondents feels it is excellent.
 Most 34.4% of the respondents are satisfied with the selection process.
 Only 21.9 % of the respondents are facing 4 rounds in their interview process.
 The researcher found that 58.6 % of the respondents that they are able to cope up
with the rounds.
 The researcher found that 46.1 % of the respondents feel that selection rounds are
easy.
86
 Most of the respondents say that 42.2 % of the respondents are comfortable with
personal interview.
 Most 32 % of the respondents feel that the duration of the selection process is short.
 Most 42.2% of the respondents feel that personal interview can be further
improved.
 The researcher found that 31.3 % of the respondents say that company always
describes the job profile in detail.
 The researcher found that 37.5% of the respondents responded that HR partially
considered the needs and wants.
 Most 38.3% of the respondents are highly comfortable with the terms and condition
of an appointment letter.
 The researcher found that 46.9% of the respondent said that the company fails to
fulfill the individual and personal goal.
 The study shows that the company often do reference check as per 31.3% of the
respondents.
 Most 25% of the respondents are satisfied with induction training conducted by the
company.
 Most 53.1% of the respondents said “yes” about the conduction of medical
examination.
 The researcher found that 43.8% of the respondents are satisfied with initial job
offer letter.
 Only 34.4% of the respondent says that “no” sufficient time was given for accepting
or rejecting the offer in the organization.
 Most 75% of the respondents said “yes” and accept that the company has recruited
efficient and qualitative candidates in their groups.
 From the chi-square, it is found that the significance value is 0.000 which is lesser
than 0.05, hence reject null hypothesis. Thus there is a significant association
between age and experience.
 From the correlation, it is found that the significance value is 0.000 which is
strongly correlated, hence we reject null hypothesis. Thus there is a significant
relationship between selection procedure and induction training.
87
 From the ANOVA, it is revealed that there is a significance value is 0.000 which is
lesser than 0.05, hence reject null hypothesis. Hence, there is a significance
difference between the age and consideration of their needs and wants.
SUGGESTIONS AND RECOMMENDATIONS
 It has been found that the company’s recruitment and selection process in terms of
personal interview, terms and conditions of the appointment letter and induction
training are highly comfortable from the employees’ point of view. Therefore it has
been suggested to the management to proceed with the same level of satisfaction in
the forth coming periods.
 The researcher found the reference check is not done on regular basis. Hence, the
company may make reference check as mandatory one. This will increase the
reputation of company in the external environment.
 The employees feel that duration allotted for accepting and rejecting the offer letter
is very short. Therefore, the management may provide the extension of duration
from one to two weeks. This will enable the candidates to take right decision for
accepting (or) rejecting the offer letter.
 The study reveals that the company recruits the candidates based on needs and
mostly they do internal recruitment. It has also been found that the company utilizes
very less number of candidates from the colleges. Therefore, the management may
use other form of recruitment strategies which includes consultancy, reputed
college, advertisement for the vacancy, etc. Through this the management can
invite more qualitative candidates for their recruitment process.
 It has been found the management has made mandatory of describing about job
profile in detail to the candidates at the time of recruitment. This strategy has been
found as attractive one among the employees of the organization. Thus, the
management may continue this strategy in future perspective.
 Few employees feel that they have faced nearly 4 rounds while majority of the
employees have faced only 2 rounds and it is also found that more importance is
given to the personal interview than other rounds. Therefore, it has been suggested
to the management to conduct common rounds for the candidates and equal
88
importance must be given to all the rounds. This will remove personal bias from
the candidates.
 The employees have shown positive attitude towards recruiting qualitative
employees in their group (or) team. It has left a positive impact on the morale of
the employees towards the company.
 Only half of the employees feel that their wants and needs are considered during
HR/personal interview. Hence, the management may consider few valid needs and
wants of the employees if not all.
CONCLUSION
This study is an outcome of the topic called “A Study on recruitment and selection
procedure adopted at IBM Daksh”. The survey is carried out in the company called “IBM
Daksh”.
Recruitment and selection are getting especially significance nowadays in the

association. It is basic thing to assess the HR.
It is methodical methodology that includes numerous exercises. The procedure

incorporates the progression like HR arranging drawing in candidate and screening them.
It is critical action as it gives correct individuals in perfect spot at ideal time. On the off
chance that reasonable representatives are chosen which are helpful to the association it is
at safe side yet on the off chance that choice turns out badly it tends to be risky to the
association. So it is an action for which HR office gets particularly significance.
The study has thrown an insight on the various factors responsible for recruitment
and selection process. It has exhibited many positive factors such as effective personal
interview, terms and condition of appointment letter, recruiting qualitative employees in
their groups and describing the job profile to the candidates during the recruitment with
this positive factor, the researcher concludes that the recruitment and selection process at
“IBM Daksh” is good. But the suggestion such as extending the duration for accepting and
89
rejecting offer letter, using other sources of recruitment, regular reference check and
common rounds for all the employees can further make the process as excellent one.
BIBLIOGRAPHY
REFERENCE BOOKS:
 C.R. KOTHARI “ Research Methodology – Methos & Techniques” ,Repro India
Limited, Delhi, Publishers- New Age International (P) Ltd., New Delhi
 GARETH ROBERTS “Recruitment and Selection” Publisher Chartered Institute
of Personnel & Development
 GARERH ROBERTS “Recruitment And Selection” Publisher Jaico Publishing
House (2007)
 ADRIANA RIBEIRO “Recruiting and Selecting in a Diverse Workplace”
Publisher Lap Lambert Academic Publishing, Germany
 PRAMILA RAO “Executive Recruitment and Selection Practices” Publisher
VDM Verlag
 MARGARET DALE “A Manager's Guide to Recruitment & Selection” Publisher
Kogan Page
 ROBERT WOOD, TIM PAYNE, TIM WOOD “Competency- Based
Recruitment and Selection” Publisher John Wiley & Sons
 HILARY FELLOWS “Recruitment and Selection: A Competency Approach”
Publisher Emerald Group Publishing Limited, Vol. 48 Iss: 6, pp.49 – 50
ARTICLES
 NEIL ANDERSON, VIV SHACKLETON, (1986) "Recruitment and Selection:

A Review of Developments in the 1980s", Personnel Review, Vol. 15 Iss: 4, pp.19
– 26.
90
 MARILYN CARROLL, MICK MARCHINGTON, JILL EARNSHAW,
STEPHEN TAYLOR, (1999) "Recruitment in small firms: Processes, methods
and problems", Employee Relations, Vol. 21 Iss: 3, pp.236 – 250.
 Dora Scholarios, Cliff Lockyer, Heather Johnson, (2003) "Anticipatory
socialisation: the effect of recruitment and selection experiences on career
expectations", Career Development International, Vol. 8 Iss: 4, pp.182 – 197.
 MARIEKE VAN DEN BRINK, MARGO BROUNS, SIETSKE
WASLANDER, (2006) "Does excellence have a gender?: A national research
study on recruitment and selection procedures for professorial appointments in The
Netherlands", Employee Relations, Vol. 28 Iss: 6, pp.523 – 539.
 JERRY HALLIER, (2001) "Greenfield recruitment and selection: Implications
for the older worker", Personnel Review, Vol. 30 Iss: 3, pp.331 - 351
WEBSITES:
 www.google.com
 https://en.wikipedia.org
91
QUESTIONNAIRE
TOPIC: RECRUITMENT AND SELECTION PROCEDURES.
EMPLOYEE PERSONAL DETAILS:
1. Designation :
2. Gender : a) Male b) Female
3. Marital status : a)Married b) unmarried
4. Age : a) 18 -25 b) 26 – 35 c) 36 -45 d) above 45
5. Experience : a) 0 – 2 years b) 3 – 5 years c) 6 – 8 years d) Above 8 years
6. Qualification : a) SSLC b) HSC c) ITI/Diploma d) UG/PG
7. When does company recruit the candidate?
a) Based on need b) Based on vacancy c) Based on transfer
8. Through what means does company most of the time recruit the candidates?
a) By advertisement in local newspaper b) Through consultancy
c) Through colleges d) Through reference e) Through online
9. According to you does company use all the recruitment strategies effectively?
a) Always b) Often c) Sometimes d) Rarely e) Never
92
10. Whenever company does internal recruitment, are the vacancies declared
publically?
11. How do you feel about the recruitment strategies use by the company?
a) Excellent b) Very good c) Good d) Fare e) Poor
12. How satisfied are you with the selection process?

a) Highly satisfied b) Satisfied c) Neutral/Undecided e) Dissatisfied
f) Highly dissatisfied
13. In your interview how many rounds did you face?

a) 2 rounds b) 3 rounds c) 4 rounds
14. Were you been able to cope up with the rounds that you face to?
a) Yes b) No
15. What you feel about the selection rounds conducted by the company?
a) Easy b) Average c) Critical
16. Among the below given tests in which are you comfortable with?
a) Aptitude test b) Personal interview c) Practical test.
17. Rate the below given factors based on your opinion from the recruiter point of view.
Factors Excellent Very good Good Fair poor
Recruiter knowledge
Recruiter skill
Recruiter communication
Response to the candidates
Recruiter motivation to the
candidate
18. What you feel about the duration of selection process?
93
a) Very lengthy b) Neither lengthy c) Short
19. Which of the following rounds to you think that must be improved?
a) Aptitude test b) Technical round c) Personal interview
20. During the recruitment and selection process does company describe in detail about
the job?
21. What you feel about the duration taken by the company for short listing the
candidates?
a) Very lengthy b) Neither lengthy c) Short
22. During the HR interview are all your needs and wants were taken into
consideration?
a) Fully considered b) Partially considered c) Not at all
23. How comfortable are you with the terms and condition of offer or appointment
letter?
a) Highly comfortable b) Uncomfortable c) Highly uncomfortable
24. Does offer or appointment letter fulfill your individual and personal goal?
a) Yes b) No
25. Does company make any reference check of candidates record?

26. What you feel about induction given to you after your selection?
a) Highly satisfied b) Satisfied c) Neutral e) Dissatisfied
27. Does company conduct any medical examination during the selection process?
a) Yes b) No
94
28. Are you satisfied with initial job offer proposed to you before giving the offer
letter?
a) Highly satisfied b) Satisfied c) Neutral e) Dissatisfied
29. Do you agree that the present recruitment and selection procedures have fulfilled
the below given aspects?
Strongly Undecid Strongly
Factors Agree Disagree
Agree ed disagree
Right candidates at the
right place, time and
job.
Fulfillment of
organizational goals
(in terms of profit and
satisfaction towards
Fulfillment of
personal and official
goals.
30. Were you been given sufficient time for accepting or rejecting the job offer?
a) Yes b) No
31. According to you has company recruited efficient and qualitative candidates in your
groups?
a) Yes b) No
95
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Study On Recruitment and Selection

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SUMMER INTERNSHIP

RECRUITMENT AND SELECTION PROCEDURE AT IBM

MBA Class of 2019

Under the Supervision of

In Partial Fulfillment of the Requirements for the Degree of

Master of Business Administration – Human Resources

AMITY BUSINESS SCHOOL

AMITY UNIVERSITY UTTAR PRADESH

SECTOR 125, NOIDA - 201303, UTTAR PRADESH, INDIA

Title of Summer Internship

Study of Recruitment and Selection Procedures adopted at IBM Daksh

(c) The Plagiarism in the report is ___________ % (permissible limit is 15%)

This is to certify that XXXXXXXXXXX student of Masters of Business Administration

I would like to express my sincere thanks to Mr. Vikas Uphadhaya (Executive-Human

I am very glad to work with the organization as a trainee. I am grateful to HR

Working on this project has proved to be an enlightening experience for me.

CHAPTER TITLE PAGE No.

OBJECTIVES OF THE STUDY

NEED FOR THE STUDY

LIMITATIONS OF THE STUDY

III REVIEW OF LITERATURE

V ANALYSIS AND INTERPRETATIONS

FINDINGS SUGGESTIONS AND

Main objective of the study is the effectiveness of recruitment and selection

IBM Daksh is extraordinarily settled to support client prerequisites by utilizing its

ANALYSIS AND BRIEF STUDY OF THE COMPANY

Different Types of Services Being Offered By IBM Daksh

1. Customer Support Services

Our client administration contributions make a virtual client administration focus to

2. Technical Support Services

Service Example: Outbound calling to sell remote administrations for a telecom

4. Employee IT Help-desk Services

Service Example: of this service incorporate dimension 1 and 2 multi-channel support

New Business / Promotion:

Policy Maintenance / Management:

Identify Changes like Name, Beneficiary, Nominee, Address; Collateral verification,

6. Data Entry Services / Data Processing Services

8. Scanning, OCR with Editing & Indexing Services

 High speed Image-Scanning and Data catch administrations

9. Book Keeping and Accounting Services

o Insurance claim form

o Internet Search, Product Research, Market Research, Survey, Analysis.

Challenges for a HR Professional in IBM Daksh

Why people prefer to join IBM Daksh

 Not get a better job.

Why people leave the IBM Daksh

 No growth opportunity/lack of promotion

IBM Daksh FOR HR Practices

EMPLOYEE BENEFITS PROVIDED BY THE COMPANY

1. Group Medi-claim Insurance Scheme: This protection plot is to give sufficient

3. Subsidized Food and Transportation: The associations give transportation office

4. Company Leased Accommodation: Some of the organizations gives shared

5. Recreation, Cafeteria, ATM and Concierge facilities: The diversion offices

12. Flexi-time: The fundamental target of the strategic scheduling arrangement is to

16. Employee Referral Scheme: In a few organizations worker referral plot is

2.1 OBJECTIVES OF THE STUDY

2.2 NEED FOR THE STUDY

2.4 LIMITATIONS OF THE STUDY

 A procedure of finding and drawing in proficient candidates for business. The

Recruitment is the process of procuring skilled workers for specific occupations by

As indicated by Edwin B. Flippo, "Enlistment is the way toward hunting the

PURPOSE & IMPORTANCE OF RECRUITMENT:

 Create an ability pool of contender to empower the determination of best possibility