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Recruitment & Selection Periyar University A DISSERTATION REPORT ON “AN ANALYTICAL STUDY OF Recruitment And Selection Process At Pragathi consultancy Services (PCS) Submitted to Periyar University in partial fulfillment of the Requirement for MASTER OF BUSINESS ADMINISTRATION Under the Guidance of Mr. Santosh Mr.GG Pai Branch Manager Faculty Guide Pragathi Consultancy Service Bangalore. Bangalore By Karthick S (Reg No 05DBIA1049) R.No-05DBIA1049 MBA-Human Resource Management Page 1 of 68

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Recruitment & Selection Periyar University

A DISSERTATION REPORT ON

“AN ANALYTICAL STUDY OF Recruitment

And Select ion Process

At

Pragathi consultancy Services (PCS)Submitted to Periyar University in partial fulfillment of the Requirement for

MASTER OF BUSINESS ADMINISTRATION

Under the Guidance of

Mr. Santosh Mr.GG PaiBranch Manager Faculty GuidePragathi Consultancy ServiceBangalore. Bangalore

By

Karthick S

(Reg No 05DBIA1049)

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Recruitment & Selection Periyar University

SSR College of Science , Commerce &MANAGEMENTStudy Center:Periyar Univers ity

BANGALORE

CERTIFICATE

This is to certify that the Dissertation Titled “An analytical

study of Recruitment & Selection at Pragathi Consulatancy

Services.” is based on an Original Project Study conducted

by

Mr.Karthick S of IV semester MBA Programme under the

Guidance of Mr. GG.PAI

This dissertation is based on original Research and has not

formed basis for the award of any other Degree/Diploma By

Periyar University.

(GG Pai)

Professor and Director-MBA

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CERTIFICATE

This is to certify that the Dissertation entit led

“An analytical study of Recruitment And Selection

Process

Undertaken At

Pragathi Consultancy Services.

Bangalore

Submitted in Partial Fulfillment of the Requirement for the Award

of the Degree of Master of Business Administration, Is a bonafide

work carried out by

Karthick S

Reg No 05DBIA1047

Under my supervision and guidance and that no part of this report has been submitted for the award of any other Degree and the work has not been published in any scientific or popular magazines.

Mr.Giri

Course Co-ordinator, MBA

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STUDENT DECLARATION

I hereby dec lare that the Project Report or the DISSERTATION

entit led

“An analytical study of Recruitment And Selection

Process

Undertaken at

Pragathi consultancy Services (PCS)

Under the Guidance of

Mr. Santosh Avadhani

Branch Manager Praghathi consultancy services Bangalore.

Mr.GG PaiFaculty GuideSSRCBangalore

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Submitted in part ial fulf i l lment of the Requirement for the

award of the Degree of Master of Business Administration, to Periyar

Univers ity

Is the result of my own effort and has not been submitted to

any other inst itution for the award of any degree

Place: Bangalore

Date: Karthick S

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Recruitment & Selection Periyar University

SSR College of Science , Commerce &MANAGEMENTStudy Center:Periyar Univers ity

BANGALORE

CERTIFICATE

This is to cert ify that the Dissertation entit led “ An

analytical study of Recruitment And Select ion Process

in Praghathi Consultancy Services ” submitted by Karthick S

in fulfi l lment to requirements for the Degree of Masters of

Business Administration is based on the results carried out by her

under my guidance and supervision.

Bangalore SignatureDate:

GG Pai Faculty MBA

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ACKNOWLEDGEMENT

I am pleased to record my gratitude and sincere thanks to my guide Prof. GG Pai faculty guide, SSRC, Bangalore for his sincere guidance and valuable assistance for completing this report.

I would like to express my sincere thanks to mr.Giri Course coordinator

SSRC, Bangalore-Periyar University for giving this opportunity.

I also take this moment to express my gratitude to Mr.BV Raghunath , ,

HR & Admin Professional ,Bangalore.

I am also indebted to my parents and friends for their support for completing

this project successfully.

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TABLE OF CONTENTS

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Introduction to HRM

Evolution of HRM

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Chapter No.

Particulars Page No.

Certificate from the OrganizationCertificate from the CollegeDeclarationAcknowledgement

1 Introduction2 Company Profile 3 Research Methodology4 Data Analysis5 Findings From the Study6 Suggestions and Recommendations7 CONCLUSION8 BIBLIOGRAPHY9 ANNEXURE

Recruitment & Selection Periyar University

Earlier references: In western countries HRM had its primitive beginning in

1930s. Not much thought was given on this subject in particular and no written

records or documents interesting to note HRM concepts was available, in ancient

philosophies of Greek, Indian and Chinese. This is not to suggest that industrial

establishment and factories system, as it is known today, existed in ancient

Greece, India or china. The philosophy of managing human being, as a concept

was found developed in ancient literatures in general and in Indian philosophy

in particular.

Personnel functions: Till 1930s, it was not felt necessary to have a separate

discipline of management called “Personnel management”. In fact, this job was

assigned as part of the factory manager. Adam Smith’s concept of factory was

that it consists of three resources, land, labour and capital. This factory manager

is expected to “procure,

Process and peddle” labour as one of the resources. The first time when such a

specialist “person” was used; it was to maintain a “buffer” between employer

and employee to meet the “legitimate need” of employees. However, it is the

employer who decided what is “legitimate need” of employees. In fact, the

specialist “person” was more needed to prevent “unionization” of employees.

This was the case before 1930-s all over the world.

Environmental Influences on HRM: Since 1930s, certain developments took

place, which greatly contributed, to the evolution and growth of Human

Resources Management (HRM). These developments are given below:

Scientific Management

Labour Movements

Government Regulations.

Need for the Study :

Shortage of skills.

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Skills and knowledge people are always on short supply. Alternatively they are

too costly to hire from outside. The best alternative is to improve skill and

knowledge of existing employees.

Technological Obsolescence.

Growth of technology takes places very fast. This will render current technology

obsolete in the future. There is a great need to upgrade technology. This needs

suitable training.

Personal Obsolescence.

At the time recruitment employees possess a certain of knowledge and skill. As

time passes knowledge becomes obsolete, unless it is updated by proper training.

This happens because of changes taking place in product technology, production

methods, procurement of better machines, setting up of modern production

lines, introduction of modern method of supervision and information processing

through MIS and EDO..

Organization Obsolescence.

Modern management has introduced a number of innovative steps in functions

of management like planning, organizing, controlling, coordinating and

directing. Organization which is impervious to such changes is bound to fail and

become obsolete.

Upgrading Ability of Threshold workers.

Public policy provides reservation to disadvantaged sections of the society like

handicapped, minorities and dependents of deceased workers etc. All these are

threshold workers having less than minimum prescribed level of knowledge and

skill. They require extensive training to bring them up to the minimum level of

performance standard.

Coercive training by government.

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In order to provide better employability chances of unemployed youth, certain

governments taken initiative to mobilize resources available at

pubic/government and private sectors to outside candidates. One such example

is the “Apprentice Training ” conducted by govt. of India. A part of expenditure

incurred for this by private sectors are reimbursed by government.

Human capital

The latest thinking is to treat employees as “human capital”. The expenditure

involved is training and developments are now being considered as an

investment.

Scope of Human Resource Management

The Scope of HRM is in deed fast. All major activities in the working life of

worker from time of his entry in an organization until he / she leaves, come

under the preview of HRM. Specifically, the activities included are Human

Resource planning, Job analysis and design, Recruitment, Selection, Orientation

and placement, Training and development, Performance appraisal and Job

evaluation, employee and executive remuneration and communication,

employee welfare, safety and health, industrial relations and the like.

HRM is becoming a specialized branch giving rise to a number of specialized

areas like :

• Staffing

• Welfare and Safety

• Wages and Salary Administration

• Training and Development

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• Labour Relations

Scope of HRM

Human Resource Management in PCS :

Personnel/Human Resource of an undertaking is its important constituent.

Efficiency, Profitability and in fact the very existence of the undertaking will

depend on this constituents. Co-operation and dedication in performance on the

part of its personnel ends in the accomplishment of its objectives. Therefore

human resource is of immense importance since it involves matters such as

identifying, placing, evaluating, and developing individuals at work and

maintaining effective multilateral communication systems. Human resources

along with financial and material resources contribute to production of goods

and services in an organization.. In short HRM may be defined as the art of

procuring, developing and maintaining competent workforce to achieve the

goals of an organization in an effective and efficient manner.

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Nature of Human Resource ManagementProspects

of HRM

Industrial Relations

Human Resource Management

Employee and executive Remuneration

Employee hiring

Employee Maintenance Employee Motivation

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Objectives of the HRM are to secure the following: -

1. Industrial peace: This is secured by excellent union management relations,

healthy inter-personal relationships, and promoting participative management

style and good industrial and labour relations.

2. Achieve High Productivity: The underlying objective brings to increase the

“quantity or volume” of the product or service for a given input, productivity

improvement programme is very significant in a competitive environment.

3. Better quality of working life of employees: This involves both intrinsic and

extrinsic factors connected with work.

4. Obtain and sustain competitive advantage through empowerment :

continuous improvement and innovative steps being the two essential

ingredients to achieve and sustain competitive advantage, today’s industries

are “knowledge based” and “skill intensive”.

5. Cordial relationship between the employer and employees.

6. Personnel research functions.

7. Proper orientation and introduction to the new employees.

BACKGROUND SCENARIO

William James of Harvard University estimated that employees could retain

their jobs by working at a mere 20-30 percent of their potential. His research led

him to believe that if these same employees were properly motivated, they could

work at 80-90% of their capabilities. Behavioral science concepts like motivation

and enhanced productivity could well be used for such improvements in

employee output. Training could be one of the means used to achieve such

improvements through the effective and efficient use of learning resources.

Training and development has been considered an integral part of any

organization since the industrial revolution era. From training imparted to

improve mass production to now training employees on soft skills and

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attitudinal change, training industry has come a long way today. In fact most

training companies are expecting the market to double by the year 2007, which

just means that the Indian training industry seems to have come of age.

Organization and individual should develop and progress simultaneously

for the their survival and attainment of mutual goals. So, every modern

management has to develop the organization through human resource

development. Employee training is the most important sub-system of human

resources development. Training is a specialized function and one of the

fundamental operative functions for human resources management.

The market is unofficially estimated to be anywhere between Rs 3000 crores

and Rs 6000 crores. What is surprising is that the Indian companies. Perception

regarding corporate training seems to have undergone a sea-change in the past

two years, with most companies realizing it to be an integral part of enhancing

productivity of its personnel. While MNC.s with their global standards of

training are the harbingers of corporate training culture in India, the bug seems

to have bitten most companies aiming at increasing their efficiency.

According to Ms Pallavi Jha, Managing Director, Walchand Capital and Dale

Carnegi Training India, "The Indian training industry is estimated at

approximately Rs 3,000 crores per annum. The NFO study states that over a third

of this is in the area of behavior and soft skills development. With the

exponential boom in the services sector and the emergence of a full-fledged

consumer-driven market, human resources have become the key assets, which

organizations cannot ignore. With soft skills training gaining so much

momentum, it.s imperative to understand if it serving the right purpose or not.

With this background, I plan to research if training indeed is proving to be

effective in the behavioral area.

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The following steps must form the basis of any training activity:

• Determine the training needs and objectives.

• Translate them into programs that meet the needs of the selected trainees.

• Evaluate the results.

There are few generalizations about training that can help the practitioner.

Training should be seen as a long term investment in human resources using the

equation given below:

Performance = ability (x) motivation

Training can have an impact on both these factors. It can heighten the skills and

abilities of the employees and their motivation by increasing their sense of

commitment and encouraging them to develop and use new skills. It is a

powerful tool that can have a major impact on both employee productivity and

morale, if properly used.

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Introduction

Recruitment

Recruitment refers to the process of finding possible candidates for a job or

function, usually undertaken by recruiters. It also may be undertaken by an

employment agency or a member of staff at the business or organization

looking for recruits. Advertising is commonly part of the recruiting process,

and can occur through several means: through online, newspapers, using

newspaper dedicated to job advertisement, through professional publication,

using advertisements placed in windows, through a job center, through

campus graduate recruitment programs, etc.

Suitability for a job is typically assessed by looking for skills, e.g.

communication skills, typing skills, computer skills. Evidence for skills

required for a job may be provided in the form of qualifications (educational

or professional), experience in a job requiring the relevant skills or the

testimony of references. Employment agencies may also give computerized

tests to assess an individual's "off-hand" knowledge of software packages or

typing skills. At a more basic level written tests may be given to assess

numeric and literacy. A candidate may also be assessed on the basis of an

interview. Sometimes candidates will be requested to provide a résumé (also

known as a CV) or to complete an application form to provide this evidence.

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Recruitment Policy

Contents

1 Introduction

2 Objectives

3 Scope

4 Principles

4.1 Awareness and training

4.2 Conflict of Interest

4.3 Identifying vacancies

4.4 Authorisation of positions

4.5 Advertisement

4.6 Selection processes

4.7 Feedback

4.8 Confidentiality

4.9 Offers of employment

4.10 Retention of Records

5 Responsibilities

6 Review

7 Associated Policies and Procedures

8 Definitions

1 Introduction

1.1 The School of Oriental and African Studies (the School) is committed to equality of opportunity in recruitment, selection, promotion and all other areas of employment.

1.2 This Policy is underpinned by Procedures and Good Practice Guidelines which form the basis for its implementation.

1.3 This Policy and associated Procedures aim to attract high calibre staff to the School by ensuring that recruitment and selection processes are effective, systematic, equitable and promote equality of opportunity.

. . . Back to Top

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Recruitment Plan -TABLE OF CONTENTSI. Commitment to Equal Employment Opportunity.......................................................... 1II. Dissemination of Equal Employment Opportunity Policy.............................................. 2III. Responsibility for Implementation of Equal Employment Opportunity Program............. 3IV. Identification of Areas of Concern and Resolution....................................................... 5V. Establishment of Goals................................................................................................ 6VI. Development and Execution of Proactive Activities...................................................... 7VII. Monitoring Implementation of Equal Employment Opportunity Program....................... 9VIII. Design and Implementation of Internal Audit and Reporting Systems .......................... 10IX Compliance with Sex Discrimination Guidelines......................................................... 12X. Guidelines on Discrimination Because of Religion or National Origin .......................... 14XI Workforce Analysis by Department .......................................................................... 15XII. Analysis of Major Job Groups.................................................................................. 49Page 3

Commitment to Equal Employment Opportunity (EEO)It has been, and will continue to be, the policy of The University of Texas System Administration (U. T.System Administration) to be an equal opportunity employer. U. T. System Administration’s officialEEO policy statement is included on page 15. In keeping with this policy, U. T. System Administrationwill continue to recruit, hire, train, and promote into all job levels the most qualified persons withoutregard to race, color, religion, gender, national origin or sexual orientation. Similarly, U. T. SystemAdministration will continue to administer all other personnel matters (such as compensation, benefits,transfers, layoffs, system administration training, education, and social and recreational programs) inaccordance with University policy. See Policy I.150 "Equal Employment Opportunity."U. T. System Administration strives to base employment decisions on objective standards to enhance

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equal employment opportunity.Page 4

Dissemination of Equal Employment Opportunity PolicyU. T. System Administration shall take appropriate steps to internally and externally disseminate itsEqual Employment Opportunity Policy.INTERNAL DISSEMINATIONU. T. System Administration will continue to make its Equal Employment Opportunity Policy knowninternally by:1. Ensuring that the Chancellor's annual reaffirmation of policy is communicated to allemployees by means of an executive memorandum.2. Including information concerning U. T. System Administration's equal employmentopportunity policy in the Regents’ Rules and Regulations and in the U. T. SystemAdministration Office of Human Resources System Policy Memoranda.3. Disseminating the policy during new employee orientation sessions.4. Posting required Federal and State Law Posters within the U. T. System Administrationfacilities.5. Including the logo "Equal Opportunity Employer" in all internal recruitment announcements,job listings, position advertisements, and memorandums.6. Publishing the Equal Employment Opportunity Policy in the U. T. System AdministrationClassified Pay Plan.EXTERNAL DISSEMINATIONU. T. System Administration will continue to disseminate its policy externally by:1. Including U. T. System Administration’s Equal Employment Opportunity Policy on theapplication for employment forms and other materials provided to prospective employees.2. Including the logo "Equal Opportunity Employer" in all external recruitment announcements,job listings, and position advertisements.3. Informing all recruiting sources in writing of U. T. System Administration's EEO Policy.Page 5

Responsibility for Implementationof Equal Employment Opportunity ProgramResponsibility for implementation of U. T. System Administration's policy on Equal EmploymentOpportunity Program rests with the Chancellor. The Chancellor delegates the responsibility ofcoordinating U. T. System Administration's compliance to the Director of the Office of Human

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Resources who has the full support of executive management. General responsibility for implementationof the policy rests with U. T. System Administration officials, as well as its employees.1. Duties of the Office of Human ResourcesThe duties of the Office of Human Resources include, but are not limited to:a. Reviews policies and procedures, and recommends changes as necessary to ensure nondiscriminatoryeffect or intent.b. Develops policy statements and internal and external communication techniques.c. Assists department supervisors in the identification and resolution of areas of concern.d. Ensures compliance with federal, state, and local laws of nondiscrimination in all hiring andrecruitment strategies.e. Designs and implements audit and reporting systems that measure the effectiveness ofU. T. System Administration’s EEO programs through statistics and demographics.f. Serves as liaison between U. T. System Administration and local, federal, and state complianceand enforcement agencies.g. Serves as liaison between U. T. System Administration and minority and women's organizations,and community action groups concerned with employment opportunities of minorities andwomen.h. Informs management of the latest developments in the area of equal opportunity.i. Analyzes employment practices and procedures and reviews documents related to theemployment processes, in order to ensure consistency with U. T. System Administration's EqualEmployment Opportunity Policy and Americans with Disabilities Act (ADA) guidelines.j. Maintains and analyzes applicant flow data to ensure equal access to employment opportunities.k. Prepares all required government reports related to equal employment opportunity.Page 6l. Accommodates individuals seeking information on U. T. System Administration's policies andprocedures on equal employment opportunity.m. Serves as respondent to allegations of employment discrimination brought against U. T. SystemAdministration.2. Duties of Department Supervisorsa. Identifies areas of concern and underutilization as it applies to compliance with policies andprocedures, in order to establish departmental goals and objectives to ensure that equalemployment opportunity exists.b. Performs periodic audits of training programs and hiring and promotion patterns in order toattain departmental goals and objectives.

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c. Conducts regular discussions with supervisors and employees to be certain that U. T. SystemAdministration's policies and procedures are being followed.d. Reviews qualifications of all employees under their supervision to ensure that women andminorities are given full opportunities for promotions, transfers, and training.e. Ensures that supervisors foster an supportive environment related to recruitment, promotions,transfers and training.f. Encourages minority and female employees to participate in all educational, training,recreational, and social activities sponsored by U. T. System Administration.g. Includes qualified women and minorities in committees, job assignments, and other activities thatmight serve to enhance individual potential or professional development.Page 7

Identification of Areas of Concern and ResolutionIn an effort to assist in the identification and resolution of areas of concern, the Office of HumanResources' on-going audit process includes an analysis and review of the following personnel matters.1. Analysis of the workforce by ethnicity and gender.2. Analysis of applicant flow by ethnicity and gender.3. Review of the hiring and selection processes including job descriptions, job titles, workerspecifications, application for employment forms, pre-employment forms, test administration andvalidity, interview procedures, referral procedures, final selection process, and similar factors.4. Review of transfer and promotion practices.5. Review of training programs.6. Review and update, as required, Federal, and State law posters to include review of policystatements.7. Equal Employment Opportunity program evaluation system.8. Participate as a member on the U. T. System Administration Compliance Committee.Page 8

Establishment of GoalsOur goal will be to ensure objectivity, consistency, uniformity and job relatedness through design andimplementation of appropriate personnel policy and procedural systems that affect the equalemployment opportunities of the U. T. System Administration employees and applicants foremployment.

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Development and Execution of Proactive ActivitiesIt is the responsibility of U. T. System Administration to identify proactive activities that will assist in thedevelopment of an Equal Employment Opportunity program. U. T. System Administration seeks toestablish a long-range EEO program that will include expanded recruitment efforts and retention ofwomen and minorities in its workforce, and to eliminate impediments to the attainment of U. T. SystemAdministration's EEO goals.1. Selection Processa. U. T. System Administration reviews job descriptions in order to ensure that they accuratelyreflect position functions and are consistent for the same position from one location to another.b. U. T. System Administration has validated job specifications for each job title in eachdepartment using only job performance criteria. These specifications are non-discriminatorywith respect to race, color, religion, gender and national origin.c. These validated job specifications are available to all supervisors involved in the recruiting,screening, selection, and promotion process. Copies of job descriptions for job openings areavailable to all recruiting sources.d. U. T. System Administration provides training in hiring procedures to employees involved in therecruiting, screening, and selection of employees to ensure equal employment opportunity.When a vacancy occurs, the hiring supervisor receives training materials to ensure that theseprocesses remain non-discriminatory.e. U. T. System Administration hiring officials are given the responsibility to assure compliance andenforcement of Equal Employment Opportunity through Human Resources Policy andProcedures Memoranda: Equal Employment Opportunity I.150 and Hiring, Promotion andTransfer Procedures I.010.f. U. T. System Administration reviews the requirements of the Office of Federal ContractCompliance Programs (OFCCP) Uniform Guidelines on Employee Selection Procedures.2. Recruitmenta. U. T. System Administration announces its vacancies nationally and locally with minority andwomen's organizations, including, but limited to, the Urban League, NAACP, Local MinorityChambers of Commerce, libraries, National Veterans Outreach Programs, Texas Higher

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Education Coordinating Board, Texas Rehabilitation Commission, Texas Commission forHuman Rights, and Texas Workforce Commission.Page 10b. Senior-level administration job vacancies are disseminated through The University of Texas JobNetwork (UTJOBNET). The purpose of UTJOBNET is to inform employees of upwardmobility opportunities in particular senior-level administrative positions. In addition, theUTJOBNET maximizes recruitment and retention efforts that foster opportunities for qualifiedminorities and women.c. U. T. System Administration encourages component institutions with student enrollments tosupport minorities and provide opportunities that support minority graduation. An increase inthe graduation rates of African American and Hispanic students enhances employmentopportunities for such candidates within U. T. System Administration and componentinstitutions.d. U. T. System Administration programs which improve employment opportunities for minoritiesand women are encouraged.e. U. T. System Administration participates in local and surrounding area “job fairs.”f. U. T. System Administration maintains a World Wide Web job site.3. Promotionsa. Promotional opportunities are posted or announced.b. Formal employee evaluation programs are provided.c. "Employee evaluations" are based on job related criteria.4. Welfarea. U. T. System Administration’s facilities and social and recreation activities are open to allemployees. All employees are encouraged to participate in U. T. System Administrationsponsored activities.Page 11

Monitoring Implementation ofEqual Employment Opportunity ProgramU. T. System Administration has developed an on-going internal audit and reporting system to monitordecisions on employment and personnel action, which includes but is not limited to, recruitment,promotion, and transfer in order to ensure adherence to the Equal Employment Opportunity Policy. Anassessment of separations from employment will also be conducted to assist with future retention ofwomen and minority employees.The following tools have been devised to assist in the assessment of U. T. System Administration'sattainment of established goals.

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EQUAL OPPORTUNITY COMPLIANCE (EOC) FORM

Hiring officials are required to complete and sign an Equal Opportunity Compliance (EOC) Form priorto making a job offer, and for change in status involving promotions and transfers. This document isreviewed by the Office of Human Resources for compliance to ensure fair hiring and selection processesand good faith efforts are being made in recruitment.YEAR-END EEOA year-end EEO report shall be compiled by the Office of Human Resources. Included in the summaryare applicant activity data, referral information, new hires, promotion, transfer, reclassification, andseparation information by race and gender.All reports and documentation required in recruitment, hiring and selection processes, promotions,transfers, reclassifications, and separations will be maintained in accordance withU. T. System Administration's records retention plan.EXIT INTERVIEW QUESTIONNAIREThis document is administered to separating employees by the Office of Human Resources. Exitinterviews provide the opportunity to address concerns that may exist in the areas of equal opportunity,fair treatment, and/or employee retention within U. T. System Administration.Page 12

Design and Implementationof Internal Audit and Reporting SystemsIt is the responsibility of the Office of Human Resources to implement and monitor an auditing andreporting system that provides for the following:1. Maintain accurate up-to-date records on all referrals, applicants, hires, promotions, transfers, andseparations by race and gender to be certain that all employees are treated on a fair and equitablebasis.a. Data on applicants who apply for vacancies is collected through the administration of thevoluntary Applicant Data Flow form. This voluntary form captures the applicant's race, gender,veteran status and date of birth. An analysis by such factors is conducted in order to evaluatethe effectiveness of current recruiting efforts. All information voluntarily provided is keptconfidential.b. Annual analysis by race and gender within each department for each EEO-6 category is

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conducted in order to evaluate the effectiveness of current recruiting efforts to determine ifstated goals and good faith efforts are being met.c. Annual analysis by race and gender within each department for each EEO-6 category isconducted in order to review internal promotion and monitor upward mobility opportunities.d. Annual analysis by name, race, gender, job title, and reason for separation within eachdepartment for each EEO-6 category is conducted in order to identify possible areas of concernand need for remedial action.e. All separating employees are requested to complete an exit interview questionnaire administeredby the Office of Human Resources. The exit interviews provide the opportunity to addressareas of concerns that may exist in the areas of equal opportunity, fair treatment, and employeeretention within U. T. System Administration.2. Review all selection, promotional, and training procedures to ensure that they are nondiscriminatory.a. Hiring Officials are required to complete and sign an Equal Opportunity Compliance (EOC)Form prior to making a job offer, and for change in status involving promotions and transfers.This document is reviewed by the Office of Human Resources for compliance to ensure fair andequitable hiring and selection processes and that good faith efforts are being made inrecruitment.3. Inform executive management of the effectiveness of the EEO Policy and recommendations forimprovements, if necessary.Page 13a. A year-end EEO report shall be compiled by the Office of Human Resources. Included in thesummary are applicant activity data, referral information, new hire, promotion, transfer,reclassification, and separation information by race and gender.Page 14

Compliance with Sex Discrimination GuidelinesIt has and continues to be the policy of U. T. System Administration not to discriminate on the basis ofsex. To this end, we continue to do the following:1. Recruitment and Advertisementa. U. T. System Administration actively recruits both men and women for all jobs, unless sex is abona fide occupational qualification. Referral sources are informed that U. T. SystemAdministration has no specific sex preference and seeks only qualified applicants without regard

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to race, color, gender, religion, or national origin.b. U. T. System Administration actively recruits both men and women for all jobs, unless sex is abona fide occupational qualification. Advertisements for employment in newspapers and othermedia do not express a gender preference. No advertisements will be placed in columnsheaded "Male" or "Female." All advertisements are followed by "Equal OpportunityEmployer."2. Job Policies and Practicesa. Monitor written personnel policies and procedures to assure that there shall be no discriminationagainst applicants for employment or employees on the basis of gender.b. Employees and applicants for employment of both sexes shall have an equal opportunity to anyavailable job that he or she is qualified to perform. Gender is currently not a bona fideoccupational qualification for any job within U. T. System Administration.c. When terms and conditions of employment are the same, no distinction is made between thesexes in regard to opportunity, wages, hours, benefits, or other conditions of employment. Inthe area of employer contributions for insurance, pensions, and other fringe benefits,contributions shall be the same for both sexes.d. Marital status has no basis between the treatment of male and female as it relates to employmentor separation from employment. Also, U. T. System Administration does not deny employmentto women with young children, nor does it terminate employees of one sex in a particular jobclassification upon reaching a certain age.e. U. T. System Administration provides appropriate and comparable physical facilities for bothfemale and male employees.f. U. T. System Administration follows federal and state guidelines relative to employment.g. No difference is made between women and men as to retirement age for a particular job.Page 15h. Both women and men are eligible for all training programs and benefits offered by U. T. SystemAdministration. U. T. System Administration encourages women to participate in managementtraining programs both internal and external of U. T. System Administration.3. Seniority Systema. Gender shall not be a factor in the determination of service benefits.4. Discriminatory Wages

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a. No distinction shall be made between male and female in establishment of wage schedules.b. No restrictions shall be made on one gender regarding certain job classifications. Proactivesteps shall be taken to make jobs available to all qualified employees in all classifications withoutregard to gender.Page 16

Guidelines on DiscriminationBecause of Religion or National Origin1. Equal Employment PolicyU. T. System Administration does the following to ensure that all applicants for employment andemployees are not discriminated against because of religion or national origin:a. Reviews employment practices to determine whether members of various religious and/or ethnicgroups are given equal employment opportunities.b. To ensure non-discrimination based on religion or national origin, U. T. System Administration isinvolved in the following outreach and recruitment activities:1. U. T. System Administration communicates its obligation to provide equal employmentopportunity without regard to religion or national origin to all employees and applicants foremployment.2. Internal procedures exist at U. T. System Administration to implement equal employmentopportunity without regard to religion or national origin.3. U. T. System Administration informs all employees and applicants for employment of itscommitment to equal employment opportunity without regard to religion or national origin.4. Recruitment sources are used to provide equal employment opportunity without regard toreligion or national origin.2. Accommodations to Religious Observations and PracticeU. T. System Administration accommodates the religious observances and practices of employeesexcept where such accommodation causes undue hardship on the conduct of U. T. SystemAdministration’s business. The extent of our obligation is determined by considering businessnecessity, financial costs and expenses, and resulting human resources problems.3. Non-discriminationIn implementing its EEO policy regarding non-discrimination because of religion or national origin,

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U. T. System Administration does not discriminate against any qualified employee or applicant foremployment because of religion or national origin.

Workforce Analysis by Department

Employee Group InsuranceMedical and Dental Applications CenterOffice for Community RelationsOffice of Academic AffairsOffice of Business AffairsOffice of Business Affairs – H.U.B. DevelopmentOffice of Business and Administrative ServicesOffice of Development and External RelationsOffice of Estates and TrustsOffice of Facilities Planning and ConstructionOffice of Federal RelationsOffice of FinanceOffice of General CounselOffice of Governmental RelationsOffice of Health AffairsOffice of Human ResourcesOffice of Information ResourcesOffice of Information TechnologyOffice of Public AffairsOffice of Special ServicesOffice of the Board of RegentsOffice of the ChancellorOffice of the ControllerReal Estate OfficeSystem Audit OfficeSystem PoliceSystem Compliance OfficeSystem Airplane OperationU.T. TeleCampusUniversity Lands – Accounting OfficeUniversity Lands – West Texas OperationsWorkers/ Compensation Insurance DivisionThe following workforce analysis display, within each department for each job group, the total numberof incumbents, the total number of make and female incumbents, and the total number of male andfemale incumbents by ethnicity.

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Analysis of Major Job GroupsWe have supplied an analysis of all major job groups at U. T. System Administration. Those jobshaving similar content, and opportunities have been grouped into five job categories:01 Executive/Administrative/Managerial03 Professional04 Clerical/Secretarial05 Technical/Paraprofessional06 Skilled Crafts07 Service/MaintenanceThe following reflects the analysis of the major job groups by job title, ethnicity and gender.

Company Profile:

Pragathi Consultancy Services

At PCS, we energetically strive to deliver the best employment options for great companies and the associates we place within them. We serve best and respected companies by sending them the highest-quality individuals for temporary, temp-to-hire and full-time positions.

Companies make Pragathi their first choice for full-time, direct hire, temp-to-hire and temporary employment agencies because we're at the forefront of the ever-changing staffing industry. We meet our clients' needs - precisely, quickly and cost-effectively - with the finest talent.

Young and very experienced - that's probably the best way to describe us ! Pragathi helps companies in searching, selecting and managing the ever-valuable human

assets. Formed in 2005, PCS enjoys an enviable reputation for delivering efficient, effective and professional solutions to meet our IT and ITES clients’

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diverse recruitment needs. We guide the candidates too about the best opportunities in the marketplace, and constantly advise them in their career progression.

Pragathi Consulting brings valuable experience to benchmark, revise, implement and preach the best practices of recruiting to our clients. We will conduct business and HR process reviews to assess what works and what doesn't within the client's unique corporate environment.

Pragathi Consulting will implement methods to decrease the joining time, reduce the cost-per-hire, and propose tailored solutions to streamline your recruitment process. Our services give you the opportunity to focus your expertise where it counts - on your unique business endeavors. Our goal is to ensure that our clients succeed in meeting their hiring goals with cost-effectiveness in mind.

Our recruitment performance consulting services are designed to help take your company to the next level of recruitment capability. Our recruitment consultants are all senior level recruiters with years of IT and software experience in recruiting, screening, and hiring techniques that produce lasting results in IT sector.

Adopt a "Do what it takes to get the job done”

Clients:

Skilled, experienced, high-quality professionals are always at a premium and the competition to acquire such individuals will always be fierce, especially in these booming times. At Pragathi, we believe that by fostering a positive, professional and attractive culture, we are able to attract these candidates on behalf of our clients.

Relationships are at the core of our business. To successfully match candidates to clients, we believe we have to look at more than a resume.

We prefer for our consultants to meet with clients at their offices. This allows us to gain an insight into a client's working culture, as well as taking a detailed brief about their company and the position they wish to fill.

Our candidates are our product and we want our product to be the best. We attract prospective applicants through advertising, and intensive searching and selection through job portals, and our in-house databases, and will invite only those we judge to be of suitable quality to interact with one of our consultants for private interviews. At this point, our consultants will add a comprehensive report to the candidate's application.

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We use self developed enterprise recruitment software, enabling us to conduct a comprehensive search of our candidate database for the criteria specified by our clients. We also have the latest skills testing software to validate the candidate's proficiency and experience on all the major software technologies. We can assist in managerial aptitude and psychometric tests too.

Only candidates who complete our rigorous selection process will be entered into our records and considered for a specific role or other appropriate appointments. We don't add everyone we meet to our books.

For additional information, prior to interviews, clients are provided with our consultant's initial interview reports. Interviews usually take place at the client's offices, but if required, we are happy for our clients to make use of our offices.

HR Team:

PCS also had on Excellent HR and Development team of 50+ man power Strength across the world.

About HR Team:

Well Trained Staff of Four Professionals, and 2 of Business unit HR Professional, and anather Two for Training and HR operations.

Organization Chart of PCS

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HR Organization Chart

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Java

QualityHR & Admin Finance

CEO

Dot net Business one

Testing

Resource

Manager- TTTechnical

Corporate Manager- HR

Recruitment & Selection Periyar University

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Assi Mgr-Recruitment

Recruitment

Assi.Mgr-Contract Assi.Mgr-Documentation

Staffing 1DocumentsDocuments

RecruitmentRecruitment

Staffing 2

Recruitment & Selection Periyar University

Organization Chart of Technical Team

Grade Structure

The grade structure is subject to change depending on the changes in the policy

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Support 1

Intigrated QC

Java Team Dot net Team Testing Team TSR Group

Support 3Support 2

VP- Operations

Support 4

Recruitment & Selection Periyar University

Grade Technical Group Support Group *

A Trainee Trainee/Management Trainee

B Engineer/Developer/Designer/Analyst/Writers/Editors.. Executive/System Administrator/Associate

C Sr. Engineer/Developer/Designer/Analyst/Writers/Editors Sr. Executive/ Administrator /Associate

D Team Leader -

E Asst. Manager Asst. Manager

F Technical Manager/Technical Architect Manager/Branch Manager/Regional Manager

G Sr. Technical Manager/Chief Architect Sr. Manager/National Sales Manager

H Vice President Operations

I Managing Director

*Support: Accounts, HR, System Admin, Quality, Tech Support, Marketing

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Experience Level :

A 0-1

B >1- 3

C >3-5

D >5-7

E >7-10

F > 10 yrs, based on the expertise and managerial capabilities, technical competencies..

G

H

Registered Corporate office

Pragathi Consultancy Services,#331,1st floor, 8th CrossAavalahalli Extn, BDA Layout

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Girinagar Bangalore - 560085.INDIA

Research and Methodology

Statement of Problem:

Human resource has gained a wide acceptance in the industry. The

objective of the study was to access employee satisfaction. This has led to

the need for more experienced and skillful employee where to be trained to

meet the organization requirement.

People in an organization are the most productive resource and also

the most expensive organization spends on this resource in order to extract

the best contribution out of them. A small judgment error in rectifying a non

retainable employee could lead to decal losses in terms of time and money

spend on his training and job socialization as also initial losses in terms of

job held up due to vacancy in position and other related job being postponed

in today’s fast pace corporate world, time management being important,

such errors are not called for therefore more stress is laid on efficient,

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effective and potential worker for the organization corporate world today

recruits people directly and prudently rather simply hire and fire people.

The mobilization of money, the construction of factory building, the

purchase and installation of machines and procurement of materials are the

initial measures taken by a management in the establishment of a company.

The recruitment and selection of people to man and machines and auxiliary

services form a part of these initial measures.

Without people to man and plant, the collection of physical resources

by itself will not serve only purpose. The hiring of men and women required

is more important than the marshalling of physical resources in the

establishment of the company and the attainment of its objectives. Note that

the hiring of people is confirmed to the initial stages in the formation of an

enterprise. The employment is continuous one and it ends only when the

enterprise eases to exist.

More important, an enterprise grows and diversifies, and so there is

great need for men and women. Recruitment and selection, therefore

becomes a specialized function and is disclosed by the personnel

department. In act, employments are one of the foremost functions of the

human resource development.

Therefore, it is necessary to know about the employment function i.e.,

recruitment, selection, interviews, placing and orientation of personnel’s.

HR is the major inputs for any organization to achieve its objectives.

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Therefore it’s important for any organization to spend time and money till

the right personnel are found.

Field of study:

This project work was carried out at Saptha Business Solution Pvt.

Ltd., Bangalore.

Research samples:

IT industry plays a very important role in the economy. The sample

was therefore chosen as it portrays the needs of the researchers.

Research provides an insight into any study top basically evaluate and

judge the data or to find the solution to any given problem a simple is

representative of a group or population that identifies itself as part of it. The

sample chosen for this report is Saptha Business Solution Pvt. Ltd.,

Bangalore.

Objectives of the study:

Recruitment and Selection are one of major HRM function that helps

manager to keep the skilled members in the organization.

Data Collection:

The data collected contains primary data and secondary data. The

primary data has been collected mainly by interviewing and also observation

and audit. Secondary data has been obtained from published journals,

company broachers, books, internet, etc.

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Limitations of the Study:

1. As the project is prepared for academic purpose only, it suffers from

the limitations of time and money, due to which analytical study into

all the strategies adopted by the organization was not possible.

2. The study was completed with in short span of time that was

available.

3. The report also suffers from the limitations of exhaustiveness as far as

the information is concerned.

4. All this study is limited to Saptha Business Solution Pvt. Ltd.,

Bangalore only.

Data analysis

1 NUMBER OF RESPONDENT ACCORDING TO GENDER

GENDER NUMBER OF RESPONDENT PERCENTAGEMALE 26 52FEMALE 24 48TOTAL 50 100

0

20

40

60

80

100

NUMBER OFRESPONDENT

FEMALE

MALE

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Feed Back

The above chart shows that 52% of respondents are male and remaining 48% respondents are female

2 ARE SATISFIED WITH MANAGEMENT POLICIES

MANAGEMENT NUMBER OF PERCENTAGEPOLICIES RESPONDENT YES 50 100%NO 0 0TOTAL 50 100%

0

10

20

30

40

50

60

POLICIES NO

PERCENTAGE

NUMBER OF

The above chart shows that 100% respondents are satisfiedwith the management policies.

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3 ARE YOU SATISFIED WITH MEDICAL FACILITIES BY THE COMPANY ?

MEDICAL NUMBER OF PERCENTAGEFACILITIES RESPONDENT YES 50 100%NO 0 0TOTAL 50 100%

0

10

20

30

40

50

1 2

NO

YES

The above chart shows that 100% respondents are satisfiedwith the medical facilities given by the company

4 NATURE OF RELATIONSHIP BETWEEN THEEMPLOYEES IN ORGANISATION

RELATIONSHIP NUMBER OF PERCENTAGE RESPONDENT EXCELLENT 49 98%GOOD 1 2%AVERAGE 0 0TOTAL 50 100%

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0

10

20

30

40

50

60

EXCELLENT AVERAGE

Series2

Series1

The above chart shows 98% of the respondent had excellent employees in the organization

5 TYPES OF INCENTIVES PREFERRED

INCENTIVES NUMBER OF PERCENTAGE RESPONDENT MONETARY 25 50%NON MONETARY 0 0%BOTH 25 50%TOTAL 50 100%

0

10

20

30

MONETARY NONMONETARY

BOTH

Series2

Series1

The above chart shows that 50% of respondents prefer monetary type of Incentives and another 5% of respondents

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prefer both the types of incentive i.e, monetary and non-monetary

6 DOES AN ORGANISATION GIVE EMPHASISTO CAREER PLANNING

PLANNING NUMBER OF PERCENTAGE RESPONDENT YES 48 96%NO 2 4%TOTAL 50 100%

0

10

20

30

40

50

1 2

NO

YES

The above chart shows 96% of respondents feel the organizational is for career planning

7 DO YOU FEEL THAT YOUR ORGANISATION IS WELL PREPARED TO MEET TODAY'S CHALLENGES

CHALLENGES NUMBER OF PERCENTAGE RESPONDENT YES 50 100%NO 0 0%TOTAL 50 100%

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0

10

20

30

40

50

60

YES NO TOTAL

Series2

Series1

The above chart shows all the respondents agree that their organization is well prepared to meet today'schallenges

8 DO YOU HAVE FAITH IN COMPANY'S POLICIES?

POLICIES NUMBER OF PERCENTAGE RESPONDENT YES 50 100%NO 0 0%TOTAL 50 100%

0

10

20

30

40

50

60

YES NO TOTAL

Series2

Series1

THE ABOVE CHART SHOWS ALL THE RESPONDENTS HAVE FAITHIN THEIR COMPANY'S POLICIES

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1. Are you happy with the Recruitment process?

Recruitment No. of Respondents PercentageYes 68 90.7No 7 9.3Total 75 100

0

20

40

60

80

100

120

Yes No Total

No. ofRespondents

Percentage

Feed Back:

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2. How do you feel about interview panel?

Recruitment No. of Respondents PercentageExcellent 30 40Good 33 44Satisfactory 10 13.3Poor 2 2.7Total 75 100

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Excell

ent

Good

Satisf

acto

ryPoo

rTot

al

No. ofRespondents

Percentage

Feed Back:

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3. Did the Pragathi meet your expectations?

Recruitment No. of Respondents PercentageYes 70 93.3No -- --Cant Tell 5 6.7Total 75 100

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Yes No CantTell

Total

No. ofRespondents

Percentage

Feed Back:

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4. Are you happy with the salary what you offered from the company?

Recruitment No. of Respondents PercentageYes 24 32No 51 68Total 75 100

0

20

40

60

80

100

120

Yes No Total

No. ofRespondents

Percentage

Feed Back:

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5. Did Pragathi Managing fulfill the commitments which are given to

you at the time of interview?

Recruitment No. of Respondents PercentageYes 42 56No 13 17.3Cant Tell 20 26.7Total 75 100

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Yes No CantTell

Total

No. ofRespondents

Percentage

Feed Back:

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6. How do you come to know about openings in PCS?

BG Checks No. of Respondents PercentageFriends 5 6.7Internet 23 30.7News Papers 40 53.3Others 7 9.3Total 75 100

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Friends

Inte

rnet

News Pap

ers

Other

sTot

al

No. ofRespondents

Percentage

Feed Back:

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7. Do you want to refer more friends to PCS?

BG Checks No. of Respondents PercentageYes 58 77.3No 8 10.7Not Replied 9 12Total 75 100

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Yes No NotReplied

Total

No. ofRespondents

Percentage

Feed Back:

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8. Did you have the right Designations?

BG Checks No. of Respondents PercentageYes 34 45.3No 27 36Not Replied 14 18.7Total 75 100

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Yes No NotReplied

Total

No. ofRespondents

Percentage

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Feed Back:

9. What should be the company’s main source of BG Check?

BG Checks No. of Respondents PercentageEmployment Bureau 4 5.3

Direct Verification 17 22.7

Third Party Verification 39 52

Placement agency 13 17.3Others 2 2.7Total 75 100

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Em

ploy

men

tB

urea

u

Thi

rd P

arty

Ver

ifica

tion

Oth

ers

No. ofRespondents

Percentage

Feed Back:

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10.What should be the best recruitment sources according to your

preference?

Recruitment No. of Respondents PercentageInternal Recruitment 63 84

External Recruitment 4 5.3Both 8 10.7Total 75 100

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Inte

rnal

Rec

ruitm

ent

Ext

erna

lR

ecru

itmen

t

Bot

h

Tot

al

No. ofRespondents

Percentage

Feed Back:

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11.Did you fully know about the company policies before joined in this

company?

Recruitment No. of Respondents PercentageYes 10 13.3No 65 86.7Total 75 100

0

20

40

60

80

100

120

Yes No Total

No. ofRespondents

Percentage

Feed Back:

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12.Did you under gone any Written Test during Recruitment?

Recruitment No. of Respondents PercentageYes 75 100No 0 --Total 75 100

0

20

40

60

80

100

120

Yes No Total

No. ofRespondents

Percentage

Feed Back:

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13.How do you think about Recruitment and selection procedure in your

company?

Recruitment No. of Respondents PercentageSatisfactory 70 93.3Unsatisfactory 5 6.7Total 75 100

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Satisf

acto

ry

Unsatis

facto

ryTot

al

No. ofRespondents

Percentage

Feed Back:

Questionnaires

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1) Are you happy with the Recruitment process?

a) Yes

b) No

2) How do you feel about interview panel?

a) Excellent

b) Good

c) Satisfactory

d) Poor

3) Did the Saptha meet your expectations?

a) Yes

b) No

4) Are you happy with the salary what you offered from the company?

a) Yes

b) No

5) Did Saptha Managing commitment which is given to you at the time

of interview?

a) Yes

b) No

6) How do you come to know about openings in Saptha?

a) Friends

b) Internet

c) News Paper

d) Others

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7) Do you want to refer more friends to Saptha?

a) Yes

b) No

8) Did you have the right Designations?

a) Yes

b) No

9) What should be the company’s main source of recruitment?

a) Employment Bureau

b) News Paper ads

c) Direct Recruitment

d) Placement agency

e) Others

10) What should be the best recruitment sources according to your

preference?

a) Internal Recruitment

b) External Recruitment

c) Both

11) Did you fully know about the company policies before joined in this

company?

a) Yes

b) No

12) Did you under gone any Written Test during recruitment?

a) Yes

b) No

13) How do you think about Recruitment and selection procedure in

your company?

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a) Satisfactory

b) Unsatisfactory

14) What are your Guidelines to Saptha Recruitments?

15) How about HR Feed back in Saptha?

Findings from the study

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The data collected and analyzed and general observation has proven

that M/S Pragathi Consultancy Services. Has done remarkable job in its

Human resource development.

The main findings are as follows:

1. Each and every employee is well prepared to meet today’s

challenges.

2. The organization gives encouragement in career planning for every

employee.

3. There are employees in all experience level in the organization.

4. The internal department of core competencies and continuous process

improvements has made Saptha Business Solution Pvt. Ltd. One of

the most exciting SAP companies to work for.

5. The management showing their full efforts for the growth of Saptha

Business Solution Pvt. Ltd.

6. The company is having skilled employees who can give prime

solutions to the clients more effectively.

7. The management is showing there individual attention to each and

every employees for their betterment and to groom there skills.

Suggestions

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1. Create awareness about customer’s requirements among the

employees by maintaining high level of motivation and focus.

2. Increase the competence levels among the employees by giving

suitable Training and Development Program.

3. Identify the competencies and behavior pattern to be developed in

each individual by obtaining there feedback and requirements.

4. Provide training to the employees so that they get better knowledge,

skills and attitude.

5. Convert Saptha Business Solution Pvt. Ltd. into a ‘learning and

development organization’ to make it a “GLOBAL PLAYER AND

LEADER”.

Bibliography

Primary Source

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1. Principles of Management

- By R.N.Gupta.

2. Business Management

- By Reddy and Appanaiah

3. Personal Management and Industrial Relations

-By Dr.T.N.Bhagoliwali

Secondary source

4. www.Google.com

5. www.KarnatakaHRGroup.com

6. www.HR Community .com

7. www.HRIndia.com

8. Mr.BV Raghunath – (HRD Professional)

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