ARYA SCHOOL OF MANAGEMENT AND IT, PATRAPADA, BHUBANESWAR

“SOURCING AND RECRUITMENT”

With special reference to Adecco Bhubaneswar, Odisha

ADECCO
(For partial fulfillment of the requirement of Bachelor in Business Administration)

Session: 2011–14
Submitted by:
BISWANATH PANDA

EXTERNAL GUIDE
INTERNAL GUIDE MISS IPSITA MISHRA
MISS PRAGYAN PARAMITA DAS HR RECRUITOR

LECTURE IN HR ADECCO

UTKALUNIVERSITY VANIVIHAR BHUBANESWAR,

ORISSA
EXECUTIVE SUMMARY
I optend for this particular topic named Sourcing and Recruitment because
recruitment and sourcing procedure have taken a dramatic change in the
industry. Human resource is responsible for giving birth to embalmers’. The
core function of an organization is Recruitment and Sourcing because the
organization doesn’t want to be a bad recruiter by selecting manpower that
might have potential to spoil the long earned goodwill or corporate image
and also incur heavy recruitment cost on them.

Recruitment refers to process of attracting, screening, and selecting

qualified people for a job at an organization or firm. For some component of
the recruitment process mid and large size organization often retain
professional recruiters outsource. Some of the process to recruitment
agencies. It is the process to discover sources of manpower to meet the
recruitment of staffing scheduled and to employee effective measures for
attracting that manpower in adequate number of facilitate effective selection
of an efficient working force. The main objective is the recruitment process
to expedite the selection process.

Sourcing is a talent management discipline which is focused on the

identification, assessment and engagement of skilled worker candidate
through practive recruiting techniques. Professionals specializing in sourcing
are known primarily as sources but also Recruiters, Recruiting, Researchers
or Talent scouts.

However recruitment is an important part of an organization`s human

resources planning and their competitive strength competent human
resources at the right position in the organization are a vital resources and
can be core competency or a strategic advantage for it.

The objective of the Recruitment process is to obtain the number and quality
of employees that can be in order to help the organization to achieve its
goals and objective. With the same objective recruitment helps to create a
pool of prospective employees for the organization so that the management
can select the right candidate for the right job for this pool.
 I have applied few research tool in the project such as questionnaire,
interview, method to obtain views of the respondents and there by have
analyzed the factor by applying columnar bar and pie charts. However I
faced a few limitation such as sample constraint, time constraint respondent
didn`t take the questionnaire method seriously and so were very reluctant in
answering the questions.

Thus I, would like to conclude that from my project. I have definitely

understood the employee sourcing and Recruitment is the basics of an
organization
DECLARATION
I am Biswanath Panda, a student of BBA [2011-2014] of ASMIT have done my
project entitled. Sourcing and Recruitment in ADECCO undertaking the
summer internship project, this report never been submitted anywhere else for
any other purpose. I declare that all the information given is true to the best of
my knowledge and belief.

DATE- Biswanath panda

Place-Bhubaneswar Signature
 ACKNOWLEDGEMENT
It gives me the immense pleasure taking the opportunity to
knowledge all those who guardians emotes and encouragement served
as platform for me to complete this summer project. I do here by my express
my sincere thanks to Miss Pragyan paramita Das my internal guide of Arya
School Of Management & information Technology Bhubaneswar for providing
me this opportunity to carry my project in esteemed organization like
ADECCO, Bhubaneswar At last but not the least express my whole hearted
thanks to directed of Arya School Of Management & Information Technology
external guide Miss Ipsita Mishra, HR Recruiter ADECCO give me there
assistance and valuable time to complete this project or else this would not
come into or existence at all. Lastly I mostly thanks to the all staffs of
ADECCO, Bhubaneswar Odisha whole support spread the steam in my
project and the respondents whose support is vital for me.

Date: Biswanath Panda

Place: Bhubaneswar Signature
PROJECT SUMMARY

Title of the project: Sourcing and Recruitment

Area of the project: HR
Organization of the project: ADECCO
Duration of the project: 3 weeks
External guide:
Internal guide: Miss pragyan paramita Das
 CONTENTS
CHAPTER 1 INTRODOCTION
CHAPTER 2 COMPANY PROFILE
CHAPTER 3 LITERATURE REVIEW
CHAPTER 4 DATA ANALYSIS AND INFERENCES
CHAPTER 5 CONCLUSION AND SUGGESTION
CHAPTER 6 BIBILIOGRAPHY
CHAPTER 7 ANEXTURE
CHAPTER 1

INTRODUCTION
INTRODUCTION
Sourcing is a process of identifying labor pools which can be attracted to your
organisation by either push or pull recruitment techniques. Post the recruitment
effort, prospective candidates from the labor pool apply for the job of interest
and then the selection process begins. Sourcing for candidates refers to
proactively identifying people who either not actively looking for job
opportunities passive candidates or candidates who are actively searching for
job opportunities active candidates. The possible third category is active
candidate sourcing using candidate database, job boards and the like.

Identify
Bb bbvb
Labor Attract Select Hiring
pool

Recruiting Selection Hiring

Sourcing

It has been hard to accurately define an active candidate versus a passive

candidate. A person may turn from a passive candidate to active candidate if
he/she on hearing the job opening and the associated likely compensation
changes their mind in favour of the new job opportunity. The status of being an
active or passive candidate is fluid and changing depending on the
circumstances and position being offered.

Recruitment 0f application is a function that comes before selection. It helps to

create a list of prospective employees for the organization so that the
management can choose the right person to the right job at the right time from
this list. The main goal or objective of the recruitment is to help in the selection
process. Therefore, it may be started that recruitment is offered to operative
where as development programmes are mint for employee in higher position.

Recruitment a vital & necessary activity in all organization. It plays a

crucial role in determining the efficiency & effectiveness of the organization .
The prime concern of on organization is its viability & hence its efficiency.
There is continuous environmental pressure it may soon loose, its important &
competitiveness.

WHY I CHOOSE THIS TOPIC:

Therefore, sourcing & recruitment imparts specific skill objectives &
knowledge to employee to contribute to the organization efficiency & able to
cope up the pressure of changing environment which rapidly increase the skill.

Every organization has to introduce systematic recruitment programme

for the fresher. This is because selected personnel are like valuable assets of
an organization. They are responsible for the progress and stability of the
organization. The term recruitment is generally used to denote imparting
the freshers.

SCOPE OF THE STUDY:

The present study is regarding training & development programmes for

executive in ADECCO working in different department. The scope of the
study includes three major areas of training.
  In house recruitment

 External training

 Foreign training

OBJECTIVE OF THE STUDY:

 To find out various recruitment and sourcing program implemented in

Adecco.
 To find out how an employee imparting the ideas that are imparted in
the training sessions.
 To provide the actual picture of the survey and also to give suggestions
to ensure the effectiveness of the recruitment and sourcing program.
 design and deliver interview processes based on your ideal
behaviors and competencies.

METHODOLOGY :

The methods which are employed to collect the data to study the Training of
executive and its effectiveness are as follows.

 Interview method
 Questionnaire method.
 Investigation of company profiles and reports and magazines.

The data are collected from the following sources:

PRIMARY SOURCES

Primary sources of data can be collected through experiment survey or

direct communication with the respondent in the form of personal
interview.

SECONDARY SOURCES

Secondary sources of data means that data those are already available
i.e. that data which is already collected by someone else and already passed
through statistical process .The secondary sources covers investigation of
company’s manuals, magazines ,internet ,and records .

LIMITATION OF THE STUDY:

 Limited period of time for the completion of the study.

Insufficient period of time to interact with the employees.
CHAPTER 2

COMPANY PROFILE
COMPANY PROFILE

Adecco S.A is a fortune Global 500 company and the global leader in hr
service. The Adecco group network connects about 500,00 associates with
client each day through its network of over 28,000 employees and over 5,500
offices in over 60 countries and territories around the world. Registered in
Switzerland and managed by multinational team with expertise in markets
spanning the globe the Adecco group delivers an unparalleled range of flexible
staffing and career resources to client and associates.

Adecco India , headquarter in Bangalore, is a leading end to end HR solution

company with a focus on Executive search, Recruitment, Learning and
Temporary staffing services to client organizations.

 Rapid growth with the largest company-owned branch network of 60

 Over 90, 000 associates every day, nationally
 Distinguished list of clients across all segments
 Placement of around 4000 candidates per month, across India
 Over 800 trained and specialized consultants to customize your HR
solution.

We have our offices in Ahmadabad, Bangalore, Mysore, Bhopal,

Bhubaneswar, Chandigarh, Chennai, Coimbatore, Gurgaon, Hyderabad,
Indore, jaipur, Jamshedpur, Jammu, kochi, Mumbai, new Delhi, pune,
Visakhapatnam, lucknow, Aurangabad, goa , Guwahati, madhyapradesh,
rudrapur, Meerut, Patna and sri perambadpur.

.HISTORY OF COMPANY

The Adecco Group is the result of over 50 years’ expansion and growth by
acquisitions around the world. The founding companies, Adia and Ecco,
merged in 1996 to form the global leader.

ADECCO
2012
Adecco Group announces the acquisition of VSN Inc., a leading provider of
professional staffing services in Japan.

2011

Adecco announces the acquisition of US-based Drake Beam Morin, Inc., taking
the worldwide lead in career transition and talent development services.

2010
The acquisition of MPS Group is officially closed. With MPS's strength in
North America and the UK, the Adecco Group also becomes world leader in
professional staffing

Adecco set up a joint venture in Shanghai with leading Chinese HR services

company Fesco. FESCO Adecco began operations on January 1, 2011 with over
100,000 associates and a well-established local and multinational client base.

2009
January 1, 2009 Rolf Dörig starts as Chairman of the Board of Directors of the
Adecco Group. June 1, 2009 Patrick De Maeseneire takes over as Chief
Executive Officer of the Adecco Group from Dieter Scheiff.
Adecco acquires Spring Group in the UK, bolstering the Adecco Group's UK
professional and general staffing business, and tables an offer for MPS Group.
2008
The strategy announced in 2006 moves into its second phase: development of
professional staffing, with devolution of more operational responsibility to
foster the businesses at country level.
September 11: Klaus J. Jacobs, founder and Honorary President of Adecco
Group, passed away. Jürgen Dormann steps down at year end, as Chairman of
the Board of Directors; he is succeeded by Rolf Dörig as of January 1, 2009

2007
The annual General Meeting of Shareholders approves the nomination of
Jürgen Dormann, former Vice- Chairman, as Chairman of the Board. Rolf
Dörig becomes Vice-Chairman. Klaus J. Jacobs, the co-founder of Adecco,
hands back his mandate.
2006
Adecco announces a dual strategy focused on professional and general staffing.
Following the acquisition of DIS AG, Germany, Dieter Scheiff assumes the
position of Chief Executive Officer, Adecco Group. Dominik de Daniel
becomes Chief Financial Officer.

2005
After a strategy review, Adecco makes a commitment to expand through
realignment across six professional business lines defined by occupational
fields, complementing its office and industrial core business.

2002
Recognizing the increasing demand for professional and expert services as well
as the growing importance of attracting talent, Adecco consolidates its
businesses under three leading names and creates three dedicated global
divisions to deliver its services.

1997 - 2000
Following its takeover of TAD Resources International, Massachusetts, in
2000, Adecco acquires Olsten Staffing of Melville (NY) to become the no. 1
recruitment company in the US. That year, the merged Company generates
combined revenues of over EUR 11.6 billion.

1996
Adia and Ecco merge to form Adecco. Two of the world's top three personnel
services firms, with complementary geographical profiles, merge to form a
strong global leader with annualised revenues of over EUR 5.4 billion.
Operations are combined to form a global network of 2,500 branches. The new
Company has an exceptional range and quality of services. The core staffing
business places around 250,000 people in work each day.

ADIA
Late 1980s
Sales topping USD 1 billion in 1986 make Adia the European leader. Its
success is partly down to a focus on quality and high-value services. The 1990s
see a growing trend towards specialised skills, e.g. accounting and word-
processing, including in-house training programmes.
ECCO
1990s
Further acquisitions from the late 1980s onwards strengthen base in highly
skilled, specialised fields. Also, a move into social programmes focused on
more mature workers.
In 1991, recognising the importance of the industry's role in job creation and its
growth potential, Klaus J. Jacobs invests in Adia en route to becoming majority
shareholder.
1961 - 1980
In the 1960s, Adia opens offices in various European countries and then in 1972
takes a first step overseas, with a branch in Menlo, California. In 1974,
Lavanchy recruits Martin O. Pestalozzi and a phase of expansion by
acquisitions begins. In the next 12 years, Adia buys over 85 companies, tripling
in size and gaining footholds in more than a dozen countries, including France
(1975) and the UK (1977), where it buys the market leader: Alfred Marks
Bureau Ltd.

Early 1980s
Further expansion overseas, including Australia, New Zealand, Japan, Hong
Kong and Canada. Meanwhile, Ecco is focusing on its home market. By the
mid-1980s, it is the market leader in France, a decade later world no. 2. The
growth of both companies is part of a wider trend: temporary staffing becomes
the world's third-fastest growing industry in the 1980s. Adia's Pestalozzi states
in 1985: "We want balanced growth; we want to be known as the best, rather
than the biggest in our markets."

OUR MISSION:
To partner with our client to integrate flexibility into their workforce and take
care of their routine people management activities, helping them concentrate on
their core business.

OUR VISION
We inspire individuals and organisations to work more effectively and
efficiently, and create greater choice in the domain of work, for the benefit of
all concerned. As the world's leading provider of HR solutions – a business that
has a positive impact on millions of people every day – we are conscious of our
global role. Helping people to better work,
better life is our common purpose and the way in which we contribute to
society.

STRATEGY
The world of work is constantly changing and Adecco is one of the leading
forces shaping that change. With a growing demand for both flexible and
skilled workforces we have two distinct approaches to the market.
For positions that require general skills, we offer our clients tailored solutions,
focusing on industry know-how and cost leadership. This also means ensuring
continuity and nurturing long-term relationships with associates.
To fill positions requiring specialised professional skills, we have experts who
can find the right candidates. Our aim is to provide consecutive assignments,
ensuring talent retention and skill enhancement for our associates.
In both approaches to the market, it is our goal to focus on operational
excellence, specialisation and efficient delivery models.
As the global leader in HR services, we are aware that traditional patterns of
employment will continue to evolve in the years to come. We therefore
encourage present and future generations to see change as opportunity in its
multiple forms. We invite people to accept tomorrow’s challenges with
confidence and to join us in shaping the future of the workplace.
 CHAPTER 3

LITERATURE REVIEW
LITERTURE REVIEW

SOURCING:
Sourcing is a talent management discipline which is focus on the
identification, assessment and engagement of skilled worker
candidate through practive recruiting techniques. Professionals
specializing in sourcing are known as primarily as sources; but also
Recruiters, Recruiting Researchers or Talent scouts.

Objectives

 Discuss the concept of sourcing and recruitment.

 Explain outsourcing.
 Discuss e-recruitment services.
 Elaborate seven point and five-gold grading system

Sources of candidate

Many organisation use a combination of both internal and external sourcing

alternatives to deliver business support services. Sourcing the candidate from
within the organisation as internal source of recruitment and sourcing
candidates from other sources is known as external source of recruitment

 Internal sourcing
 External sourcing
 Internal Sourcing

When you hire staff or contract staff who is working or was working with your
organisation earlier, then it is called as internal sourcing. An internal source is
consider for:
  PROMOTIONS

Availability of competent resources within the organisation are given

first preference and considered for filling the vacancies at higher levels
by way of promotion.

 TRANSFERS

In case of excess hiring or businesses slowing due to various reasons in

one branch of an organisation and shortage of employees in another
branch organisation consider transferring surplus employees to meet the
shortage of staff in the other branch rather than sourcing externally.

 TEMPORARY STAFF

Many organisation appoint temporary staff for short projects. At the end
of such projects organisation often try to retain efficient resources by
deploying them to available position in other roles.

 RETIRED EMPLOYEES

Sometimes organisations prefer to re-employ their retired employees due

their immense experience and knowledge and lack of suitably skilled and
efficient candidate matching their requirement
Advantages of internal sourcing:

The advantages of internal sourcing are:

 Reduces cost of recruitment.

 Reduces cost of training, induction and orientation.
 The time to transfer to the new role may be shorter.
 The past performance track record of the employee is known.
 Motivates employees and provides experienced competent people for the
job role
 Stability of employment can be ensured for the candidate.
 Disadvantages of internal sourcing:

 Limits the options for selection.

 Lack of new ideas and approaches from outside the business.
 Creates another vacancy by moving the candidates from current job.
 May discourage the candidates not appointed.

EXTERNAL SOURCING

When you hire staff or contract staff who has never worked with your
organisation earlier, then it is called as external recruitment. Examples are:

Advertisements in Media:

Advertisements of the job openings in newspaper and journals magazines are

generally used as a source of external recruitment.

Campus Selection in Institutions:

Various colleges and institutions are a good source of recruiting well qualified
executives, engineers, medical staff, etc.

Employee Referrals:

Organizations encourage internal employees by providing benefits for referring

friends and relatives for some position in their organization.

Consultants:

They identify candidates matching the job profile and charge a fee for providing
candidates till you find the right candidate who accept the offer.

Data Banks:

Organizations collect CV’s of candidates from different sources like

employment exchange, training institutes, etc. and screen and shortlist the
candidates.

When the business grows and if the business is manpower intensive, then
additional resources are required. Therefore external recruitment is done. This
is the only way to scale up the business. Also it brings in a freshnesss of thought
and perspective. Capable people from the world’s best organization bring best
practices with them. They bring the culture of performance and meritocracy.
External recruitment has many advantages. If the job role requires tremendous
experience (e.g. 15 years), it is better to hire someone externally than to wait for
people in your own organization with 4 years’ experience to gain 11 more
years’ of experience.
MEANING OF RECRUITMENT

Recruitment means to estimate the available vacancies and to make suitable

arrangements for their selection and appointment. Recruitment is understood as
the process of searching for and obtaining applicants for the jobs, from among
whom the right people can be selected.

Recruitment may be defined as “The process of finding and attracting capable

applicants for the employment.’’ The process begins when new recruits are
sought and ends when their applicants are submitted. The result is a pool of
applicants from which new employees are selected”. In this, the available
vacancies are given wide publicity and suitable candidates are encouraged to
submit applications so as to have a pool of eligible candidates for scientific
selection.

In recruitment, information is collected from interested candidates. For this

different source such as newspaper advertisement, employment exchanges,
internal promotion, etc.are used. In the recruitment, a pool of eligible and
interested candidates is created for selection of most suitable candidates.
Recruitment represents the first contact that a company makes with potential
employees.

Recruitment objective:

The objective of recruitment is:

  To support the organisation such that it is able to get, maintain and
improve the best talent and skills.
 To be certain about the present and future manpower needs of the
organisation in relation with planning and job evaluation activities.
 To recruit competent employee who can achieve organisational goals &
objective.
 To get a lot of candidates so that the management can select the right
candidate for the right job from the list.
 To persuade and get more and more candidate interested to apply for jobs
in organisation.
 In acts as a link between the employers and the job seekers or job hunters
and ensures that the placement of the right candidate at the right place at
the right time.

Purpose & Importance Of Recruitment:

• Attract and encourage more and more candidates to apply in the

organization.

• Create a talent pool of candidates to enable the selection of best

candidates for the organisation.

• Determine present and future requirements of the organization in

conjunction with its personnel planning and job analysis activities.

• Recruitment is the process which links the employers with the employees.
• Increase the pool of job candidates at minimum cost.

• Help increase the success rate of selection process by decreasing number

of visibly under qualified or overqualified job applicants.

• Help reduce the probability that job applicants once recruited and
selected will leave the organization only after a short period of time.

• Meet the organizations legal and social obligations regarding the

composition of its workforce.

• Begin identifying and preparing potential job applicants who will be

appropriate candidates.

• Increase organization and individual effectiveness of various recruiting

techniques and sources for all types of job applicants

Recruitment Process:

Recruitment refers to the process of identifying and attracting job seekers so as

to build a pool of qualified job applicants. The process comprises five
interrelated stages, viz, planning, strategy development, searching, screening,
evaluation and control. The ideal recruitment programme is the one that attracts
a relatively larger number of qualified applicants who will survive the screening
process and accept positions with the organization.
STAGE 1: RECRUITMENT PLANNING:

The first stage in the recruitment process is planning. Planning involves the job
vacancies and information about the nature of these jobs into set of objectives
or targets that specify the

(1) Numbers of vacancies

(2) Types of applicants to be contacted.

Numbers of contact:

Organization, nearly always, plan to attract more applicants than they will hire.
Some of those contacted will be uninterested, unqualified or both. Each time a
recruitment programme is contemplated; one task is to estimate the number of
applicants necessary to fill all vacancies with the qualified people.

Types of contacts:

It is basically concerned with the types of people to be informed about job

openings. The type of people depends on the tasks and responsibilities involved
and the qualifications and experience expected. These details are available
through job description and job specification.

STAGE 2: STRATEGY DEVELOPMENT:

It deals with estimating what types of recruitment and how many no. of
employees are required, for which one has two concentrate on the following
matters:

(1). Technological sophistication of recruitment and selection devices.

(2). Geographical distribution of labor markets comprising job seekers.

(3). Sources of recruitment.

(4). Sequencing the activities in the recruitment process.

(5). Make or buy employees.

This decision is mainly influenced by the available technology. The advent of

computers has made it possible for employers to scan national and international
applicant qualification. Although impersonal, computers have given employers
and job seekers a wider scope of options in the initial screening stage.

In order to reduce the costs, organizations look in to labor markets most likely
to offer the required job seekers. Generally, companies look in to the national
market for managerial and professional employees, regional or local markets for
technical employees and local markets for the clerical and blue-collar
employees.

An effective recruiting strategy must determine when to look-decide on the

timings of events besides knowing where and how to look for job applicants.

Organization must decide whether to hire low skilled employees and invest on
training and education programmes, or they can hire skilled labor and
professional. Essentially, this is the make or buys decision. Organizations,
which hire skilled and professionals shall have to pay more for these
employees.

STAGE 3: SEARCHNG:
Once a recruitment plan and strategy are worked out, the search process can
begin. Search involves two steps

A). Source activation and

B). Selling.

A). Source Activation:

This means that no actual recruiting takes place until lone managers have
verified that vacancy does exist or will exist. If the organization has planned
well and done a good job of developing its sources and search methods,
activation soon results in a flood of applications and/or resumes. The
application received must be screened. Those who pass have to be contacted
and invited for interview. Unsuccessful applicants must be sent letter of regret.

B). Selling:

Here, organizations do whatever they can to attract desirable applicants. On the

other hand, they must resist the temptation of overselling their virtues. In selling
the organization, both the message and the media deserve attention. Message
refers to the employment advertisement. With regards to media, it may be stated
that effectiveness of any recruiting message depends on the media. Media are
several-some have low credibility, while others enjoy high credibility. Selection
of medium or media needs to be done with a lot of care.

STAGE 4: SCREENING:

The recruitment process extends up to screening the applications. The selection

process commences only later.

Purpose of screening:

The purpose of screening is to remove from the recruitment process, at an early

stage, those applicants who are visibly unqualified for the job. Effective
screening can save a great deal of time and money. Care must be exercised, to
assure that potentially good employees are not rejected without justification. In
screening, clear job specifications are invaluable. It is both good practice and a
legal necessity that applicant’s qualification is judged on the basis of their
knowledge, skills, abilities and interest required to do the job. The techniques
used to screen applicants vary depending on the candidate sources and
recruiting methods used. Interview and application blanks may be used to
screen walk-in. Campus recruiters and agency representatives use interviews
and resumes. Reference checks are also useful in screening.

STAGE 5: EVALUATION AND CONTROL:

Evaluation and control is necessary as considerable costs are incurred in the

recruitment

process. The costs generally incurred are: -

 Salaries for recruiters.

Management and professional time spent on preparing job description, job
specifications, advertisements, agency liaison and so forth.

 The cost of advertisements or other recruitment methods, that is, agency

fees.
 Recruitment overheads and administrative expenses’
 Costs of overtime and outsourcing while the vacancies remain unfilled
 Cost of recruiting unsuitable candidates for the selection process.

Evaluation of Recruitment Process:

The recruitment has the objective of searching for and obtaining applications
for job seekers in sufficient number and quality. Keeping this objective in the
mind, the evaluation might include:

Return rate of application sent out.

 Number of suitable candidates for selection.
 Retention and performance of the candidates selected
 Cost of the recruitment process
 Time lapsed data
Comments on image projected. Sources of Recruitment
SOURCES OF MANAGERIAL RECRUITMENT:

The sources of recruitment can be broadly categorized into internal and external
sources-

(I) Internal Recruitment – Internal recruitment seeks applicants for

positions from within the company. The various internal sources
include

Promotions and Transfers –

Promotion is an effective means using job posting and personnel records. Job
posting requires notifying vacant positions by posting notices, circulating
publications or announcing at staff meetings and inviting employees to apply.
Personnel records help discover employees who are doing jobs below their
educational qualifications or skill levels. Promotions has many advantages like
it is good public relations, builds morale, encourages competent individuals
who are ambitious, improves the probability of good selection since information
on the individual’s performance is readily available, is cheaper than going
outside to recruit, those chosen internally are familiar with the organization thus
reducing the orientation time and energy and also acts as a training device for
developing middle-level and top-level managers. However, promotions restrict
the field of selection preventing fresh blood & ideas from entering the
organization. It also leads to inbreeding in the organization. Transfers are also
important in

providing employees with a broad-based view of the organization, necessary for

future

promotions.

Employee referrals-
Employees can develop good prospects for their families and friends by
acquainting

them with the advantages of a job with the company, furnishing them with
introduction and encouraging them to apply. This is a very effective means as
many qualified people can be reached at a very low cost to the company. The
other advantages are that the employees would bring only those referrals that
they feel would be able to fit in the organization based on their own experience.
The organization can be assured of the reliability and the character of the
referrals. In this way, the organization can also fulfill social obligations and
create goodwill.

Former Employees-

These include retired employees who are willing to work on a part-time basis,

individuals who left work and are willing to come back for higher
compensations. Even

retrenched employees are taken up once again. The advantage here is that the
people are already known to the organization and there is no need to find out
their past performance and character. Also, there is no need of an orientation
programme for them, since they are familiar with the organization.

Recalls: -
 When management faces a problem, which can be solved only by a manager
who has proceeded on long leave, it may de decided to recall that persons after
the problem is solved, his leave maybe extended.

Retirements: -

At times, management may not find suitable candidates in place of the one who
had retired, after meritorious service. Under the circumstances, management
may decide to call retired managers with new extension.

Internal notification (advertisement): -

Sometimes, management issues an internal notification for the benefit of

existing employees. Most employees know from their own experience about the
requirement of the job and what sort of person the company is looking for.
Often employees have friends or acquaintances ho meet these requirements.
Suitable persons are appointed at the vacant posts.

(II) External Recruitment – External recruitment seeks applicants for positions

from sources outside the company. They have outnumbered the internal
methods. The various external sources include

Professional or Trade Associations:-

Many associations provide placement service to it g access to members during

regional or national conventions. Of these associations s members. It consists of
compiling job seeker’s lists and providing carry classified advertisements from
Also, the publications particularly employers interested in recruiting their
members. These are useful for attracting highly educated, experienced or skilled
personnel. Also, the recruiters can zero on in specific job seekers, especially for
hard-to-fill technical posts.
Advertisements:-

It is a popular method of seeking recruits, as many recruiters prefer

advertisements

because of their wide reach. Want ads describe the job benefits, identify the
employer and tell those interested how to apply. Newspaper is the most
common medium but for highly

specialized recruits, advertisements may be placed in professional or business

journals.

Advertisements must contain proper information like the job content, working

conditions, location of job, compensation including fringe benefits, job

specifications, growth aspects, etc. The advertisement has to sell the idea that
the company and job are perfect for the candidate. Recruitment advertisements
can also serve as corporate advertisements to build company‟ image. It also
cost effective.

Employment Exchanges:-

Employment Exchanges have been set up all over the country in deference to
the provision of the Employment Exchanges (Compulsory Notification of
Vacancies) Act, 1959.The Act applies to all industrial establishments having 25
workers or more each. The Act requires all the industrial establishments to
notify the vacancies before they are filled. The major functions of the
exchanges are to increase the pool of possible applicants and to do the
preliminary screening. Thus, employment exchanges act as a link between the
employers and the prospective employees. These offices are particularly useful
to in recruiting blue-collar, white collar and technical workers.

Campus Recruitments:-
Colleges, universities, research laboratories, sports fields and institutes are

Fertile ground for recruiters, particularly the institutes. Campus Recruitment is

going global with companies like HLL, Citibank, HCL-HP, L&T, Motorola and
Reliance looking for global markets. Some companies recruit a given number of
candidates from these institutes every year. Campus recruitment is so much
sought after that each college; university department or institute will have a
placement officer to handle recruitment functions. However, it is often an
expensive process, even if recruiting process produces job offers and
acceptances eventually.

Walk-ins, Write-ins and Talk-ins

The most common and least expensive approach for candidates is direct
applications, in which job seekers submit application letters or resumes. Direct
applications can also provide a pool of potential employees to meet future
needs. From employees viewpoint, walk-ins are preferable as they are free from
the hassles associated with other methods of recruitment. While direct
applications are particularly effective in filling entry level and unskilled
vacancies, some organizations compile pools of potential employees from direct
applications for skilled positions. Write-ins are those who send written
enquiries. These jobseekers are asked to complete application forms for further
processing. Talk-ins involves the job aspirants meeting the recruiter (on an
appropriated date) for detailed talks. No application is required to be submitted
to the recruiter.

Contractors:-

They are used to recruit casual workers. The names of the workers are not
entered in the

company records and, to this extent; difficulties experienced in maintaining

permanent workers are avoided.
Consultants:-

They are in the profession for recruiting and selecting managerial and executive

personnel. They are useful as they have nationwide contacts and lend
professionalism to the hiring process. They also keep prospective employer and
employee anonymous. However, the cost can be a deterrent factor

Head Hunters:-

They are useful in specialized and skilled candidate working in a particular

company. An agent is sent to represent the recruiting company and offer is

made to the

candidate. This is a useful source when both the companies involved are in the
same field, and the employee is reluctant to take the offer since he fears, that his
company is testing his loyalty.

Radio, Television and Internet:-

Radio and television are used to reach certain types of job applicants such as

skilled workers. Radio and television are used but sparingly, and that too, by
government

departments only. Companies in the private sector are hesitant to use the media
because of high costs and also because they fear that such advertising will make
the companies look desperate and damage their conservative image. However,
there is nothing inherently desperate about using radio and television. It
depends upon what is said and how it is delivered. Internet is becoming a
popular option for recruitment today. There are specialized sites like
naukri.com. Also; websites of companies have a separate section wherein;
aspirants can submit their resumes and applications. This provides a wider
reach.
Competitors:-

This method is popularly known as “poaching” or “raiding” which involves

identifying the right people in rival companies, offering them better terms and
luring them away. There are legal and ethical issues involved in raiding rival
firms for potential candidates. From the legal point of view, an employee is
expected to join a new organization only after obtaining a no objection
certificate from his/ her present employer. Violating this requirement shall bind
the employee to pay a few months salary to his/ her present employer as a
punishment. However, there are many ethical issues attached to it.

Evaluation of External Recruitment:

External sources of recruitment have both merits and demerits.

The merits are-

 The organization will have the benefit of new skills, new talents and new
experiences, if people are hired from external sources.

 Scope for resentment, heartburn and jealousy can be avoided by

recruiting from outside.

The demerits are-

 Better motivation and increased morale associated with promoting own

employees
 External recruitment is costly.
 If recruitment and selection processes are not properly carried out,
chances of right candidates being rejected and wrong applicants being
selected occur.
 High training time is associated with external recruitment.

FACTORS AFFECTING RECRUITMENT:

Internal Factors Affecting Recruitment

The internal forces i.e. the factors which can be controlled by the organization
are:
1. RECRUITMENTPOLICY

The recruitment policy of an organisation specifies the objectives of recruitment

and provides a framework for implementation of recruitment programme.

It may involve organizational system to be developed for implementing

recruitment programmes and procedures by filling up vacancies with best
qualified people

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.

1. HUMAN RESOURCE PLANNING:

Effective human resource planning helps in determining the gaps present in the
existing manpower of the organization. It also helps in determining the number
of employees to be recruited and what qualification they must possess.

2. SIZE OF THE FIRM

The size of the firm is an important factor in recruitment process. If the

organization is planning to increase its operations and expand its business, it
will think of hiring more personnel, which will handle its operations.
3. COST

Recruitment incur cost to the employer, therefore, organizations try to employ

that source of recruitment which will bear a lower cost of recruitment to the
organization for each candidate.

4. GROWTH AND EXPANSION

Organization will employ or think of employing more personnel if it is

expanding it’s operations.

External Factors Affecting Recruitment

The external forces are the forces which cannot be controlled by the
organisation. The major external forces are:

1. SUPPLY AND DEMAND

The availability of manpower both within and outside the organization is an

important determinant in the recruitment process. If the company has a demand
for more professionals and there is limited supply in the market for the
professionals demanded by the company, then the company will have to depend
upon internal sources by providing them special training and development
program.

Recruitment Policy Of a Company

In today’s rapidly changing business environment, a well defined recruitment
policy is necessary for organizations to respond to its human resource
requirements in time. Therefore, it is important to have a clear and concise
recruitment policy in place, which can be executed effectively to recruit the best
talent pool for the selection of the right candidate at the right place quickly.

Creating a suitable recruitment policy is the first step in the efficient hiring
process. A clear and concise recruitment policy helps ensure a sound
recruitment process. It specifies the objectives of recruitment and provides a
framework for implementation of recruitment programme. It may involve
organizational system to be developed for implementing recruitment
programmes and procedures by filling up vacancies with best qualified people.

E-RECRUITMENT

Many big organizations use Internet as a source of recruitment. E- recruitment

is the use of technology to assist the recruitment process. They advertise job
vacancies through worldwide web. The job seekers send their applications or
curriculum vitae i.e. CV through e mail using the Internet. Alternatively job
seekers place their CV’s in worldwide web, which can be drawn by prospective
employees depending upon their requirements.

Advantages of recruitment are:

Low cost.

No intermediaries

 Reduction in time for recruitment.

 Recruitment of right type of people.

Efficiency of recruitment process.

 Recruitment Management System

 Recruitment management system is the comprehensive tool to manage the
entire recruitment processes of an organisation. It is one of the
technological tools facilitated by the information management systems to
the HR of organisations. Just like performance management, payroll and
other systems, Recruitment management system helps to contour the
recruitment processes and effectively managing the ROI on
recruitment.The features, functions and major benefits of the recruitment
management system are explained below:
 Structure and systematically organize the entire recruitment processes.

 Recruitment management system facilitates faster, unbiased, accurate and

reliable processing of applications from various applications.

 Helps to reduce the time-per-hire and cost-per-hire.

 Recruitment management system helps to incorporate and integrate the

various links like the application system on the official website of the
company, the unsolicited applications, outsourcing recruitment, the final
decision making to the main recruitment process.

 Recruitment management system maintains an automated active database

of the applicants facilitating the talent management and increasing the
efficiency of the recruitment processes.
 Recruitment management system provides and a flexible, automated and
interactive interface between the online application system, the
recruitment department of the company and the job seeker.
 Offers tolls and support to enhance productivity, solutions and optimizing
the recruitment processes to ensure improved ROI.

 Recruitment management system helps to communicate and create

healthy relationships with the candidates through the entire recruitment
process.

 The Recruitment Management System (RMS) is an innovative

information system tool which helps to sane the time and costs of the
recruiters and improving the recruitment processes.

 The ROI On Recruitment

 Before making any investment, every organisation would want to evaluate
the investment by answering the following questions in quantifiable
terms:

 What are the costs and the corresponding and related risks on the
investment?

 What are the expected returns of the investment?

 What is the expected pay-back period of the investment?

 An organisation makes a tremendous amount of investment in its

recruitment processes.

 A lot of resources like time and money are spent on recruitment processes
of an organisation. But assessing or quantifying the returns on the
recruitment process, or, calculating the return on investment (ROI) on
recruitment is a complicated task for an organisation. Indeed, it is difficult
to judge the success of their recruitment processes. Instead, recruitment is
one activity that continues in an organisation without anyone ever
 realizing its worth or measuring its impact on the organisation’s business.

 According to a survey, 38 % of organisations do not prepare or produce

any kind of documents or reports on their recruitment processes, and there
is no accountability of the HR department for the costs incurred and the
opportunities missed.

 With the increasing strategic focus on the human resources, more and
more organisations are adopting one or the other way for calculating the
ROI on its recruitments. Many organisations are examining their HR
functions and processes and are trying to quantify their results and returns.
 A recruitment professional or manager can calculate and maximize the
return on investments on its organisation’s recruitment by

 Clear definition of the results to be achieved from recruitment.

 Developing methods and ways measuring the results like the time – to –
hire, cost-Per-Hire and effectiveness of the recruitment source etc.
 Estimating the costs associated with the recruitment project

 Estimating the tangible and intangible benefits to the organization

including the payback period of the recruitments.

 Providing and ensuring proper training and development of the

recruitment professionals.

 Assessing the ROI on recruitments can assist an organisation to strengthen

its HR processes, improving its recruitment function and to build a
strategic human resource advantage for the organisation.

 Recruitment Strategies
 Recruitment is of the most crucial roles of the human resource
professionals. The level of performance of and organisation depends on
the effectiveness of its recruitment function. Organisations have
developed and follow recruitment strategies to hire the best talent for their
organisation and to utilize their resources optimally.
 A successful recruitment strategy should be well planned and practical to
attract more and good talent to apply in the organisation.
 For formulating an effective and successful recruitment strategy, the
strategy should cover the following elements:

1. Identifying and prioritizing jobs:

 Requirements keep arising at various levels in every organisation; it is

almost a never-ending process. It is impossible to fill all the positions
immediately. Therefore, there is a need to identify the positions requiring
immediate attention and action. To maintain the quality of the recruitment
activities, it is useful to prioritize the vacancies whether to focus on all
vacancies equally or focusing on key jobs first.

2. Candidates to target:

 The recruitment process can be effective only if the organisation

completely understands the requirements of the type of candidates that are
required and will be beneficial for the organisation. This covers the
following parameters as well:
 Experience level required: the strategy should be clear as to what is the
experience level required by the organisation. The candidate’s experience
can range from being a fresher to experienced senior professionals.

3. Sources of recruitment:
 The strategy should define various sources (external and internal) of
recruitment. Which are the sources to be used and focused for the
recruitment purposes for various positions. Employee referral is one of the
most effective sources of recruitment.

 4. Trained recruiters:

 The recruitment professionals conducting the interviews and the other

recruitment activities should be well-trained and experienced to conduct
the activities. They should also be aware of the major parameters and
skills (e.g.: behavioural, technical etc.) to focus while interviewing and
selecting a candidate.
 How to evaluate the candidates
 The various parameters and the ways to judge them i.e. the entire
recruitment process should be planned in advance. Like the rounds of
technical interviews, HR interviews, written tests, psychometric tests etc

 Outsourcing Recruitment:

 Outsourcing the human resource (HR) processes is the latest practice

being followed by middle and large sized organizations. It is being
witnessed across all the industries. In India, the HR processes are being
outsourced from nearly a decade now. Outsourcing industry is growing at
a high rate.
 Human Resource Outsourcing refers to the process in which an
organisation uses the expert services of a third party (generally
professional consultants) to take care of its HR functions while HR
management can focus on the strategic dimension of their function. The
functions that are typically outsourced are the functions that need
expertise, relevant experience, knowledge and best methods and practices.
This has given rise to outsourcing the various HR functions of an
organisation. HR Consultancies such as Ma Foi and Planman Consulting
provide such services through expert professional consultants. Human
resources business process outsourcing (HR BPO) is a major component
of the worldwide BPO market. Performance management outsourcing
 involves all the performance monitoring, measurement, management
being outsourced from a third party or an external organisation

 Many organizations have started outsourcing its recruitment process i.e.

transferring all or some part of its recruitment process to an external
consultant providing the recruitment services. It is commonly known as
RPO i.e. recruitment process outsourcing. More and more medium and
large sized organizations are outsourcing their recruitment process right
from the entry level jobs to the C-level jobs.
 The present value of the recruitment process outsourcing industry (RPO)
in India is estimated to be $2.5 billion and it is expected to grow at the
annual rate of 30-40 per cent for the next couple of years. According to a
recent survey, only 8-10 per cent of the Indian companies are complete
recruitment processes. However, the number of companies outsourcing
their recruitment processes is increasing at a very fast rate and so is the
percentage of their total recruitment processes being outsourced.
 Outsourcing organizations strive for providing cost saving benefits to
their clients. One of the major advantages to organizations, who outsource
their recruitment process, is that it helps to save up to as much as 40 per
cent of their recruitment costs. With the experience, expertise and the
economies of scale of the third party, organizations are able to improve
the quality of the recruits and the speed of the whole process. Also,
outsourcing enables the human resource professionals of organizations to
focus on the core and other HR and strategic issues. Outsourcing also
gives a structured approach to the whole process of recruitment, with the
ultimate power of decision making of recruiting with the organisation
itself. The portion of the recruitment cycle that is outsourced range from
preparing job descriptions to arranging interviews, the activities that
consume almost 70 per cent of the time of the whole recruitment process.
 Outsourcing the recruitment processes for a sector like BPO, which faces
an attrition of almost 50-60 per cent, can help the companies in BPO
sector to save costs tremendously and focus on other issues like retention.
The job seekers are also availing the services of the third parties
(consultants) for accessing the latest job opportunities.
 In India, the trend of outsourcing recruitment is also catching up fast. For
example: Vodafone outsources its recruitment activities to Alexander
 Mann Solutions (RPO service provider). Wipro has outsourced its
recruitment process to MeritTrac. Yes bank is also known to outsource 50
per cent of its recruitment processes.

Advantage Of Outsourcing Recruitment:

 Outsourcing the recruitment process helps to cut the recruitment costs to

20 % and also provide economies of scale to the large sized organizations.
 The major advantages of outsourcing performance management are:

 Traditionally, recruitment is seen as the cost incurring process in an

organization. HR outsourcing helps the HR professionals of the
organisations to concentrate on the strategic functions and processes of
human resource management rather than wasting their efforts, time and
money on the routine work.

 Outsourcing is beneficial for both the corporate organisations that use the
outsourcing services as well as the consultancies that provide the service
to the corporates. Apart from increasing their revenues, outsourcing
provides business opportunities to the service providers, enhancing the
skill set of the service providers and exposure to the different corporate
experiences thereby increasing their expertise.
 The advantages accruing to the corporates are:
 turning the management's focus to strategic level processes of HRM

 accessibility to the expertise of the service providers

 freedom from red tape and adhering to strict rules and regulations

 optimal resource utilisation

 structured and fair performance management.

 a satisfied and, hence, highly productive employees

 value creation, operational flexibility and competitive advantage

 Therefore outsourcing helps both the organisations and the consultancies
to grow and perform better.
 Changing Role of Recruitment Intermediaries
 Recruitment consultancies, agencies or intermediaries are witnessing a
boom in the demand of their services, both by the employers and the job
seekers. With an already saturated job market, the recruitment
intermediaries have gained a vital position acting as a link between the job
seekers and the employers.
 But at the same time, one of the major threats faced by this industry is the
growing popularity of e-recruitment. With the changing demand,
technologies and the penetration and increasing use of internet, the
recruitment consultancies or the intermediaries are facing tough
competition. To retain and maintain their position in the recruitment
market, the recruitment intermediaries or consultants (as they are
commonly known) are witnessing and incorporating various changes in
terms of their role, functions and the services.
 According to a survey amongst top employers, most of them agree with
the growing influence of technology and the Internet on the recruitment
processes. 70 per cent of employers reported the use of application portal
on their company’s official website. Apart from that, the emerging
popularity of the job portals is also growing.
  But the fact that the intermediaries or the consultants are able to provide
their expert services, economies of scale, up to 40 percent savings in the
recruitment costs, knowledge of the market, the candidates, understanding
of the requirements, and most importantly, the assess to the suitable and
talented candidates and the structured recruitment processes. The
recruitment intermediaries save the organisations from the tedious of
weeding out unsuitable resumes, co-coordinating interviews, posting
vacancies etc. give them an edge over the other sources of recruitment.
 To retain their position as the service providers in the recruitment market,
the recruitment intermediaries are providing vale added services to the
organisations. They are incorporating the use of internet and job portals,
making their services more efficient.
 Despite of the growing use of the internet, the recruitment intermediaries
are predicted to continue dominating the recruitment market in the
anticipated future.

 Outsourcing Process

 Outsourcing Process

How To Select A Recruitment Consultant

 If an organisation decides to outsource its recruitment processes or

activities, it is very important to find and select a suitable recruitment
consultant or consultancies, which can deliver results according to the
needs of the organisation. Today, there are thousands of consulting firms
(consultancies) as well as freelance consultants working independently.
 An organisation looks for various considerations and qualities before
selecting the suitable recruitment consultant.
 The reputation of the consulting firm in the job market (based on
expertise and experience).

 Who are the consultant’s or firm’s past and present clients?

 Consultant’s expertise and experience (from how long has he/firm been
in the business)

 Does the recruitment consultant have the requisite resources to complete

the targets on time?

 Get the idea of the effectiveness and the services of the recruitment
consultant from its current and past clients.

 Qualities of an independent recruitment consultant:

 Some of the qualities or characteristics looked in recruitment consultants
are:

 Marketing skills

 Flexibility and adaptability

 Wisdom

 Exuberance

 Ability to prioritise

 Ambition

 Resourcefulness

 Diplomacy/ delicacy
 Selecting the right recruitment consultant is essential for the effective
recruitment processes. A successful Recruitment consultant is someone
who is determinative, focused, and able to create opportunities for him,
works harder and smarter than competitors and continually set and
achieve higher standards.
 Personal specification:
A personal specification is written by the firm or organisation and
outlines the type of person required. It includes:
 Educational qualification
 General intelligence
 Previous experience
 Specialized skills
 Interests
 Physical requirements
 Personality
It is important to be clear and exact about the knowledge, skills,
qualification and attributes that are required for the job and
experiences and personal characteristic that are needed. It is a good
habit to specify what is compulsory or the minimum skills required
to perform the job, as well as what is desirable. To choose the
qualities required for person specification that need to select key
features from the job description. It is also good to keep for mind
to context of the job and the wider organisational requirements to
define any element of person organisation fit that are vital.

How carefully have you consider the education qualification/training required

for the job? Remember qualification are only a way of knowing what people
have to offer. Skills, experience and competence gained in a very of context.
Have you added any rigid requirements based on age, gender, physical
disability or length of paid work experience which can be questioned?
 How you identified which qualities and attributes would be
important and which desirable? If something is important
you should be able to justify it.
 Is the specification credible? Do such people really exit?
Will they apply for the salary offered? What are the
alternative options in the answer togreat care these
questions are no?

Personal specification have to be prepared and practised with great care. It is

important to ensure the list of essential competencies does not lead to unlawful
discrimination against potential employees.
The seven point system:

The seven point system is used for evaluation and selection of candidates.

 Physical profile- Health, appearance, bearing and speech

 Attainments- Education, Qualifications, Experiences
 General intelligence- Intellectual capacity
 Special aptitude- Mechanical, manual Dexterity, Language fluency,
Ability with words, Mathematical aptitude, IT ability
 Interests – intellectual, practical, constructional, physical active, social
and Artistic
 Disposition Acceptability- influence over others, steadiness,
Dependability and self-Reliance
 Circumstances- Any special demand of the job, such as ability to work
unsocial hours, travel abroad etc.

On the above seven point plan recruitments can ask questions to candidates to
assess them and evaluate them.

The Five Fold Grading system

The five gold grading system is used for evaluation and selection of candidates.

 Impact on the others physical make up appearance speech and manner

 Acquired Qualification- Education vocational training work experience
 Innate abilities- Quickness of comprehension and aptitude for learning
 Motivation – individual goals consistency and determination in following
them up success rate
 Adjustment- Emotional stability ability to stand up to stress and ability to
get on with people.
 CHAPTER 4

DATANALYSIS AND INFERENCES

DATA ANALYSIS AND INTERPRETATION

SAMPLE SIZE= 13

1. In selection procedure, Which type of interview process do you

like the most
 Technical Interview
 HR Interview

(A)Technical interview
B) HR Interview
2. In your interview, how many rounds did you face during recruitment?
a) 6 rounds
b) 5 rounds
c) 4 rounds
d) 3 rounds

A)6 round
B) 5 round
C) 4 round
D)3 round
3-Is competency model used for Recruitment and Selection?
A) Yes
B) No

A) yes
B) No
4-How much time is taken from JRF (Job Requisition Form) till the Final
offer

For Junior Level Recruitment

A) 45-60 Days
B) 30 - 45 Days
C) 6 and above

A) 45-60 days
B) 30-45 days
C) 6 and above
I) For Higher Level Recruitment
A) 6 0 – 7 5 D a y s
B) 7 5 - 9 0 D a y s
C) 9 0 a n d a b o v e

A) 60-75 days
B) 75-90 days
C) 90 and above
 5-How do you practice
Scout Talent
(Searching Best talent)?

with the help of:

A) College Placement Cell

B) Technical Institutes Like NIIT

C) Place ment Co nsultancies

D) From University Researchers

a)0% - 5%
b)5% - 10%
c) 10% - 15%
d) More than 15%
e)Not at all
6. What is the range of Attrition rate in the organization?

A) 1% -5%

B) 5% -10%

C) 10% -15%

D) 15% -20%

E) More than 20%

a) 1%-5%
b) 5%-!)%
c) 10%-15%
d) 15%-20%
e) more than 20%
7. You feel Branding of the organization contributes to the effective
recruitmentand selection process because of:

A) Good Working Environment

B) Good Career Development and Succession Planning

C) Good Compensation and Bonus Structure

D) Quality of Workforce

E) All the above

F) Any other

(Please Specify)

Good Career Development and

Succession Planning
Good Compensation and Bonus
Structure
Quality of Workforce

All the above

Any Other

Good Working Environment

8. Is there any contract (Bond) signed by employees while joining the
organization?( F o r a l l L e v e l s ) ( O r ) D i d y o u s i g n a n y b o n d o r c o
n t r a c t w h i l e j o i n i n g i n t o t h e organization?

A) Yes

B) No

a)Yes
b)No
9. For internal recruitment, are the vacancies declared publicly?

A) Yes

B) No

Yes
No
10. Out of total recruitment in a year, what is the perce
n t a g e o f i n t e r n a l recruitment?

A) 0% - 5%

B) 5% - 10%

C) 10% - 15%

D) 15% - 20%

E) 20% - 25%

F) More than 25%

G) Not at al

a)0% - 5%
b)5% - 10%
c) 10% - 15%
d) 15% - 20%
e)20%-25%
f) More than 25%
g) Not at all
11. Does the organization provide any Educational Assistance and
how?
A) Yes
B) No

a) Yes
b) No
12. What is the percentage of NO SHOWS? (Scheduled candidates
not turning up for joining the job)
A) 0% - 5%
B) 5% - 10%
C) 10% - 15%
D) More than 15%
E) Not at al

a) 0% - 5%
b) 5% - 10%
c) 10% - 15%
d) More than 15%
e) Not at all
13. No of respondent s who are having experience

A 1 years experience

B 1-2 years experience

C 3-5 years experience

D more than 5ys of experience

a) 1 years experience

b) 1-2 years experience

c) 3-5 years experience

d) more than 5 years of

expericnce
 CHAPTER 5
CONCLUSIONAND SUGGESTION
 CONCLUSION

Human being as the most essential resource in an organization can be better

utilized through a systematic process of recruitment which develops the skill of
these human being & broaden their horizons considerably. Since the employee
are responsible for the effective functioning of each component of the
organization, hence their development is of utmost importance for any
organization.

This report analyses about the sourcing & recruitment programs for executives
of ADECCO with special focus on Recruitment centre at Bhubaneswar.

The study revealed that although ADECCO has a very elaborate recruitment set
up & plans, they are only partially able to implement these pans & ideas to the
fullest satisfaction of their employees. A lot of connective majors have to be
taken up by the organization especially the HRD department of the effective
implementation of the executives for the external recruitment. So equal efforts
should be made to cover all the executives for training so that they all yet
chance to develop their skills & also bring changes in the organization & cope
up with the changing climates of the organization.
 Suggestion

 During the recruitment programme the coordinator or any one from the
recruitment department should check whether the recruitment is going on
according to the schedule.

 Recruitment should be need based.

 The recruitment should be given to those employees who really need it &
not just to fill the vacancy..

 The frequency of the recruitment should be increased.

 After the need assessment is done by the boss it should also be assessed
by an employee from the department whether the need assessment is done
correctly.

 There should be 360 evaluation.

 After coming from the training the employee should be given a chance to
present whatever he learned from the recruitment in front of other
employees.

 There should be a scope for career development.

 Course module should be updated in advance.

CHAPTER 6
BIBILIOGRAPHY
Bibiliography

 Human resource management – K . Aswathaapa

 Human resource management – P.Subba Rao
 Manpower planning and Re-sourcing
 www.management paradise.com
 Human resource management – c gupta
CHAPTER 7
ANNEXTURE
 Potential Candidates in your Organization are generated
through the following recruitment sources

Tick and rank them based on the number and quality of

candidatesgenerated. Also roughly specify the percentage mix of
each of the following sourcesadopted.
For e.g.
If your organization get maximum quality candidates from Job
Portals, thenput ranking 1 and percentage say for e.g. 40%.)

1. In selection procedure, Which type of interview process do you

like the most
 Technical Interview
 HR Interview

2. In your interview, how many rounds did you face during recruitment?
a) 6 rounds
b) 5 rounds
c) 4 rounds
d) 3 rounds

3. Is competency model used for Recruitment and Selection?

C) Yes
D) No

How much time is taken from JRF (Job Requisition Form) till the Final Offer

For Junior Level Recruitment

A) 30 –45 Days
B) 45 - 60 Days
C) 60 and above
II) For Middle Level Recruitment
A) 30 – 45 Days
B) 45 – 60 Days
C) 60 and above

III) For Higher Level Recruitment

A) 6 0 – 7 5 D a y s
B) 7 5 - 9 0 D a y s
C) 9 0 a n d a b o v e

5. How do you practice

Scout Talent
(Searching Best talent)?

with the help of:

A) College Placement Cell

B) Technical Institutes Like NIIT

C) Place ment Co nsultancies

D) From University Researchers

E) o t h e r

6. Do you give special treatment to employees in order

t o g i v e t h e m comfortable work environment and how?(For e.g. Allowing
employees to work from Home in case of some family problems, making
flexible work shifts.

7. How do you plan for fast ramping up and which are the modes?

(Meeting up urgent requirement of the workforce)(OE Question)

8. What is the range of Attrition rate in the organization?

A) 1% -5%

B) 5% -10%
C) 10% -15%

D) 15% -20%

E) More than 20%

9. Rank the following reasons for attrition rate.

(1- Topmost Important Reason, 2, 3, 4, ….6- Least Important Reason)

A) Insufficient Salary Package

B) Market Condition

C) Inappropriate Training & Development

D) Lack of Motivation

E) Inept work env ironment

F) Higher studies and other personal reasons

G) Inefficient Supervisor

H) Because other collogues leave

I) Other if any

10. You feel Branding of the organization contributes to the effective

recruitmentand selection process because of:

A) Good Working Environment

B) Good Career Development and Succession Planning

C) Good Compensation and Bonus Structure

D) Quality of Workforce

E) All the above

F) Any other

(Please Specify)
11. Is there any contract (Bond) signed by employees while joining the
organization?( F o r a l l L e v e l s ) ( O r ) D i d y o u s i g n a n y b o n d o r c o
n t r a c t w h i l e j o i n i n g i n t o t h e organization?

A) Yes

B) No

12. For internal recruitment, are the vacancies declared publicly?

A) Yes

B) No

13. Out of total recruitment in a year, what is the perce

n t a g e o f i n t e r n a l recruitment?

A) 0% - 5%

B) 5% - 10%

C) 10% - 15%

D) 15% - 20%

E) 20% - 25%

F) More than 25%

G) Not at al

14. Does the organization provide any Educational Assistance and how?

A) Yes

B) No

15. Which are the metrics undertaken to ensure effective recruitment and
selection?(Specify the perks (monetary and non-monetary benefits) provided to
employees inorder to attract and retain them)(OE Question)

16. What is the percentage of NO SHOWS? (Scheduled candidates not turning

up for joining the job)

A) 0% - 5%
B) 5% - 10%

C) 10% - 15%

D) More than 15%

E) Not at al

16 No of respondent s who are having below

A 1 years experience

B 1-2 years experience

C 3-5 years experience

D more than 5ys of experience