Base Report

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PROJECT ABSTRACT

This report is the outcome of the study undertaken in KG Information Systems Private

Limited., (KGISL) Coimbatore.

The major objective of the study is to know the best recruitment method for KGISL; to

suggest the recruitment method which is cost effective to KGISL; to study the cost

effective method through seven different dimensions of recruitment.

Simple Random Sampling was used for selecting the recruiters from the collected

database.

A sample size of 50 recruiters, which includes Human Resource Executives, VicePresident Human Resource, Senior Executives Human Resource, Manager Human

Resource, Assistant manager Human Resource. Primary data was collected through

unstructured questionnaire.

The data collected were analyzed by using Conventional Analysis (Simple percentage),

Weighted Average and CorrelationDegree of relationship between two variables

Suitable Suggestions and Recommendations were given for corrective actions.


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CHAPTERI

INTRODUCTION

1.1 PROJECT

1.1.1 Objective of the study

To Study the best source of recruitment for KGISL.

To suggest the best source of recruitment which is cost effective to KGISL?

To study the cost effective source through seven different dimensions of

recruitment.

1.1.2 Limitations of the Study

The area is restricted to Coimbatore city.

The recruiters were shortlisted according to the convenience from the database

collected.

The findings of the study are based on the information provided by the

respondents.

It is assumed that the responses of respondents are true.

In view of shortage of Time and Constraints Sample size is confirmed to 50.


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1.1.3 Need for the Study

To know the cost effective source of recruitment

To know the best recruitment source for KGISL

To know the effective source of recruitment from the seven different dimensions

1.1.4 Scope of the Study

The project concentrates on the cost effective source of recruitment for KGISL. It also

suggests about adopting a method which is suitable for KGISL.


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1.1.5 PLAN OF THE PROJECT WORK

Geographical Area

The project is conducted in KGISL, Coimbatore. The respondents are from Coimbatorecity

Period of the Study

The Project was started on March 2010 and completed by May 2010. Approximately two

and half months.

Plan for the Research Work

Step: 1 Defining the Project title

Step: 2 Selecting the mode of Data CollectionPrimary Data Collection

Step: 3 Way of getting the DataQuestionnaire format

Step: 4 Framing the Questionnaire

Step: 5 Data Collection

Step: 6 The Analysis and Interpretation work

Step: 7 Findings and Suggestions for the Research work

Step: 8 Project submissionRough draft

Step: 9 Project Review and Correction

Step:10 Final Project Submission


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1.2 INDUSTRY PROFILE

1.2.1 OVERVIEW OF IT INDUSTRY

The Information Technology (IT) sector in India holds the distinction of advancing thecountry into the new-age economy. The growth momentum attained by the overall

economy since the late 1990s to a great extent can be owed to the IT sector, well

supported by a liberalized policy regime with reduction in telecommunication cost and

import duties on hardware and software. Perceptible is the transformation since

liberalizationIndia today is the world leader in information technology and business

outsourcing. Correspondingly, the industrys contribution to Indias GDP has grown

significantly from 1.2% in 1999-2000 to around 4.8% in FY06, and has been estimated

to cross 5% in FY07. The sector has been growing at an annual rate of 28% per annum

since FY01.

Indian IT companies have globally established their superiority in terms of cost

advantage, availability of skilled manpower and the quality of services. They have been

enhancing their global service delivery capabilities through a combination of organic

and inorganic growth initiatives. Global giants like Microsoft, SAP, Oracle, Lenovohave already established their captive centres in India. These companies recognise the

advantage India offers and the fact that it is among the fastest growing IT markets in the

Asia-Pacific region.


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Industry Structure

The size of the Indian IT industry, according to NASSCOM, has been estimated to be

around US$ 47.8 bn. The Indian IT industry can be broadly divided into two markets:

domestic market and exports market. The exports market constitutes the largest segment

accounting for 75% of the total revenue generated by the Indian software industry.

The domestic IT market is broadly divided into the following four segments: IT Services,

software segment which includes engineering and Research & Development (R&D)

services, IT-enabled Services and Business Process Outsourcing (ITeS-BPO), and

Hardware. While IT Services accounted for 34% of the total revenue generated by the

domestic market in FY06, the Engineering Services, R&D and Software Products

segments together accounted for 10% of the revenue. The ITeS-BPO segment, on the

other hand, contributed 7%. Hardware is the dominant segment with a share of about

49%. The domestic IT market grew at a CAGR of 21.9% during FY02-06 to touch US$

13.2 bn, and is projected to grow to US$ 15.9 bn in FY07, registering a growth of 24%

y-o-y.

The exports market is dominated by the IT services market holding a share of 56.4% in

the software and services exports in FY06, followed by the ITeS-BPO segment with

26.7% share and the software products and engineering services segment with 16.9%

share.

The Indian hardware industry is at present estimated to be in the proportion of 30%

domestic, 1.25% exports and the remaining being imports. The domestic market itself

offers tremendous potential for hardware companies, thus having very few companiesventuring into hardware exports. Imports of IT hardware which form a large component

of the industry are mainly from Taiwan, China and Korea. Lately, however, MNCs in the

hardware segment have been viewing India as a hub for setting up hardware

manufacturing facilities, for instance Dell.


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Indias IT Industry (US$ bn)

Table showing Indias IT industry

Table No.1

IT Services Exports

Indian IT Services exports grew from US$ 10 bn in FY05 to US$ 13.3 bn in FY06,

registering a growth of 33.4%, and is further expected to reach US$ 18.1 bn in FY07,

posting a growth of 36%. Revenue from projects dominated the IT Services exports

with a share of 58%, with outsourcing and support & training activities accounting for

33% and 9% respectively.


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Chart Showing Indias IT export

Chart No.1

Within the ITeS-BPO segment, Customer Interaction Services (CIS) account for nearly

Indias IT Exports XIV 45-50% of the total ITeS-BPO services exports while finance &

accounting contributes for the remaining 40-45%. Human resource and other high-end

knowledge-based processes account for 2% and 8-10% respectively.

The Software product, Engineering services and R&D segment contributes around 17%

of the software and services exports. India is well positioned in the engineering and R&D

services segment.

Apart from Indian companies offering these services, several foreign companies (both

captive and third party) are also setting up base in India to provide these services.

Overseas companies operating in sectors like hightech, telecommunications,

automobile, aerospace, heavy machinery, construction and industrial products are

looking at off-shoring their engineering and R&D related work to India.


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Few important characteristics of the Indian IT sector include:

Export intensive: Ever since the industrys evolution, exports has been the major

contributor to the industry.

Concentration on Low-end services: Low-end services such as customized

software services and maintenance have been the key strength of the Indian IT

companies. These companies are now however moving up the value chain

offering end-to-end solutions to clients.

Labour intensive industry: The very nature of the services offered by the industry

makes human resources a significant driver for the industry.

Fragmented industry: D&Bs in-house database has identified over 8,000

companies which operate in the IT space in India, offering a wide range of

software products and services. A large number of these companies are

unorganized players

Skewed concentration: The revenues of the top four companies, TCS, Infosys,

Wipro and Satyam, including income of their subsidiaries, account for around

22% of the overall industry. This skewness is all the more pronounced in the case

of software services.

Emerging Trends in the Indian IT Services Industry

While the global IT players are aggressively scaling up their operations in India, due to

the advantages that the Indian industry offers, the Indian IT companies are also

preparing to tap the global market. The companies are witnessing significant changewith regard to their service offerings and geographical concentration. Today, companies

are expanding their service offerings from application development and maintenance to

high end services like testing, consulting and engineering designing.


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The global delivery model has not only facilitated the companies in delivering quality of

work but also helped them to control costs. Over the years, the Indian companies have

positioned themselves well to reap benefits of the emerging scenario in the IT sector.

New Service Offerings

The Indian IT companies are expanding their service offerings to provide a complete

basket of services to their clients. These new services include IT consulting, testing,

business process management and IT infrastructure services, which in a way allows the

IT companies to de-risk their business from pricing pressures and enter into newer areaswhich provide them higher growth and profitability.


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SWOT Analysis of IT Industry

Strengths

Highly skilled human resource

Low wage structure

Quality of work

Initiatives taken by the Government

(setting up Hi-Tech Parks and

implementation of e-governance

projects)

Many global players have set-up

operations in India like Microsoft,

Oracle, Adobe, etc.

Following Quality Standards such as

ISO 9000, SEI CMM etc.

English-speaking professionals

Cost competitiveness

Quality telecommunications

infrastructure

Indian time zone (24 x 7 services to

the global customers). Time difference

between India and America is

approximately 12 hours, which is

beneficial for outsourcing of work.

Weaknesses

Absence of practical knowledge

Dearth of suitable candidates

Less Research and Development

Contribution of IT sector to India 's

GDP is still rather small.

Employee salaries in IT sector are

increasing tremendously. Low wages

benefit will soon come to an end.


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Opportunities

High quality IT education market

Increasing number of working agepeople

India 's well developed soft

infrastructure

Upcoming International Players in the

market.

Threats

Lack of data security systems

Countries like China and Philippineswith qualified workforce making

efforts to overcome the English

language barrier

IT development concentrated in a few

cities only

Table showing SWOT analysis of IT industry

Table No.2


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1.2.2 BUSINESS PROCESS OUTSOURCING

Business process outsourcing (BPO) is a form ofoutsourcing that involves

the contracting of the operations and responsibilities of specific business functions

(orprocesses) to a third-party service provider. Originally, this was associated

with manufacturing firms, such as Coca Cola that outsourced large segments of its supply

chain. In the contemporary context, it is primarily used to refer to the outsourcing of

services.

BPO is typically categorized into back office outsourcing - which includes internal

business functions such as human resources orfinance and accounting, and front office

outsourcing - which includes customer-related services such as contact centerservices.

BPO that is contracted outside a company's country is called offshore outsourcing. BPO

that is contracted to a company's neighboring (or nearby) country is called near shore

outsourcing.

Given the proximity of BPO to the information technology industry, it is also categorized

as an information technology enabled service orITES. Knowledge process

outsourcing (KPO) and legal process outsourcing (LPO) are some of the sub-segments of

business process outsourcing industry.

Industry size

India has revenues of 10.9 billion USD[2]

from offshore BPO and 30 billion USD from IT

and total BPO (expected in FY 2008). India thus has some 5-6% share of the total BPO

Industry, but a commanding 63% share of the offshore component. This 63% is a drop

from the 70% offshore share that India enjoyed last year, despite the industry growing

38% in India last year, other locations like Philippines, Morocco, Egypt and South

Africa have emerged to take a share of the market. China is also trying to grow from a

very small base in this industry.
http://en.wikipedia.org/wiki/Outsourcinghttp://en.wikipedia.org/wiki/Contractinghttp://en.wikipedia.org/wiki/Business_processhttp://en.wikipedia.org/wiki/Manufacturinghttp://en.wikipedia.org/wiki/Coca_Colahttp://en.wikipedia.org/wiki/Back_officehttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Financehttp://en.wikipedia.org/wiki/Accountinghttp://en.wikipedia.org/wiki/Contact_centerhttp://en.wikipedia.org/wiki/Offshore_outsourcinghttp://en.wikipedia.org/wiki/Nearshoringhttp://en.wikipedia.org/wiki/Nearshoringhttp://en.wikipedia.org/wiki/Information_technologyhttp://en.wikipedia.org/wiki/Knowledge_process_outsourcinghttp://en.wikipedia.org/wiki/Knowledge_process_outsourcinghttp://en.wikipedia.org/wiki/KPOhttp://en.wikipedia.org/wiki/Legal_process_outsourcinghttp://en.wikipedia.org/wiki/LPOhttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/ITES#cite_note-1http://en.wikipedia.org/wiki/ITES#cite_note-1http://en.wikipedia.org/wiki/Philippineshttp://en.wikipedia.org/wiki/Moroccohttp://en.wikipedia.org/wiki/Egypthttp://en.wikipedia.org/wiki/South_Africahttp://en.wikipedia.org/wiki/South_Africahttp://en.wikipedia.org/wiki/Chinahttp://en.wikipedia.org/wiki/Chinahttp://en.wikipedia.org/wiki/South_Africahttp://en.wikipedia.org/wiki/South_Africahttp://en.wikipedia.org/wiki/Egypthttp://en.wikipedia.org/wiki/Moroccohttp://en.wikipedia.org/wiki/Philippineshttp://en.wikipedia.org/wiki/ITES#cite_note-1http://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/LPOhttp://en.wikipedia.org/wiki/Legal_process_outsourcinghttp://en.wikipedia.org/wiki/KPOhttp://en.wikipedia.org/wiki/Knowledge_process_outsourcinghttp://en.wikipedia.org/wiki/Knowledge_process_outsourcinghttp://en.wikipedia.org/wiki/Information_technologyhttp://en.wikipedia.org/wiki/Nearshoringhttp://en.wikipedia.org/wiki/Nearshoringhttp://en.wikipedia.org/wiki/Offshore_outsourcinghttp://en.wikipedia.org/wiki/Contact_centerhttp://en.wikipedia.org/wiki/Accountinghttp://en.wikipedia.org/wiki/Financehttp://en.wikipedia.org/wiki/Human_resourceshttp://en.wikipedia.org/wiki/Back_officehttp://en.wikipedia.org/wiki/Coca_Colahttp://en.wikipedia.org/wiki/Manufacturinghttp://en.wikipedia.org/wiki/Business_processhttp://en.wikipedia.org/wiki/Contractinghttp://en.wikipedia.org/wiki/Outsourcing


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However, while the BPO industry is expected to continue to grow in India, its market

share of the offshore piece is expected to decline. Important centers

in India areBangalore, Hyderabad, Kolkata, Mumbai, Pune, Chennai and New Delhi.

The top five Indian BPO exporters for 2006-2007 according to NASSCOM

are Genpact, WNS Global Services, Transworks Information Services, IBM Daksh,

and TCS BPO.

According to McKinsey, the global "addressable" BPO market is worth $122 $154

billion, of which: 35-40 retail banking, 25-35 insurance, 10-12 travel/hospitality, 10-12

auto, 8-10 telecoms, 8 pharma, 10-15 others and 20-25 is finance, accounting and HR.

Moreover, they estimate that 8% of that capacity was utilized as of 2006

BPO Benefits and Limitations

An advantage of BPO is the way in which it helps to increase a companys flexibility.

However, several sources have different ways in which they perceive

organizational flexibility. Therefore business process outsourcing enhances the flexibility

of an organization in different ways.

Most services provided by BPO vendors are offered on a fee-for-service basis. This can

help a company becoming more flexible by transforming fixed into variable costs. A

variable cost structure helps a company responding to changes in required capacity and

does not require a company to invest in assets, thereby making the company more

flexible.Outsourcing may provide a firm with increased flexibility in its resource

management and may reduce response times to major environmental changes

Another way in which BPO contributes to a companys flexibility is that a company is

able to focus on its core competencies, without being burdened by the demands of

bureaucratic restraints. Key employees are herewith released from performing non-core

or administrative processes and can invest more time and energy in building the firms

core businesses.
http://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Bangalorehttp://en.wikipedia.org/wiki/Hyderabad,_Andhra_Pradeshhttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Punehttp://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/New_Delhihttp://en.wikipedia.org/wiki/Genpacthttp://en.wikipedia.org/wiki/WNS_Global_Serviceshttp://en.wikipedia.org/w/index.php?title=Transworks_Information_Services&action=edit&redlink=1http://en.wikipedia.org/wiki/IBMhttp://en.wikipedia.org/wiki/Tata_Consultancy_Serviceshttp://en.wikipedia.org/wiki/Flexibilityhttp://en.wikipedia.org/wiki/Core_competencieshttp://en.wikipedia.org/wiki/Core_competencieshttp://en.wikipedia.org/wiki/Flexibilityhttp://en.wikipedia.org/wiki/Tata_Consultancy_Serviceshttp://en.wikipedia.org/wiki/IBMhttp://en.wikipedia.org/w/index.php?title=Transworks_Information_Services&action=edit&redlink=1http://en.wikipedia.org/wiki/WNS_Global_Serviceshttp://en.wikipedia.org/wiki/Genpacthttp://en.wikipedia.org/wiki/New_Delhihttp://en.wikipedia.org/wiki/Chennaihttp://en.wikipedia.org/wiki/Punehttp://en.wikipedia.org/wiki/Mumbaihttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/Hyderabad,_Andhra_Pradeshhttp://en.wikipedia.org/wiki/Bangalorehttp://en.wikipedia.org/wiki/India


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The key lies in knowing which of the main value drivers to focus oncustomer intimacy,

product leadership, or operational excellence. Focusing more on one of these drivers may

help a company create a competitive edge.

A third way in which BPO increases organizational flexibility is by increasing the speed

of business processes. Using techniques such as linear programming can reduce cycle

time and inventory levels, which can increase efficiency and cut costs. Supply chain

management with the effective use of supply chain partners and business process

outsourcing increases the speed of several business processes, such as the throughput in

the case of a manufacturing company.

Finally, flexibility is seen as a stage in the organizational life cycle. BPO helped to

transform Nortel from a bureaucratic organization into a very agile competitor.

A company can maintain growth goals while avoiding standard business

bottlenecks. BPO therefore allows firms to retain their entrepreneurial speed and agility,

which they would otherwise sacrifice in order to become efficient as they expanded. It

avoids a premature internal transition from its informal entrepreneurial phase to a more

bureaucratic mode of operation.

A company may be able to grow at a faster pace as it will be less constrained by large

capital expenditures for people or equipment that may take years to amortize, may

become outdated or turn out to be a poor match for the company over time.

Although the above-mentioned arguments favor the view that BPO increases the

flexibility of organizations, management needs to be careful with the implementation of it

as there are a issues, which work against these advantages. Among problems, which arise

in practice are: A failure to meet service levels, unclear contractual issues, changing

requirements and unforeseen charges, and a dependence on the BPO which reduces

flexibility. Consequently, these challenges need to be considered before a company

decides to engage in business process outsourcing.
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A further issue is that in many cases there is little that differentiates the BPO providers

other than size. They often provide similar services, have similar geographic footprints,

leverage similar technology stacks, and have similar Quality Improvement approaches.

Opportunities

According to projections, the market size of the industry is expected to grow to

$21billion-$24 billion by 2008-2010 and approximately 1 million jobs are expected to be

created during the same period. Growing at a rate of 35%-40%, the domestic BPO

segment employs around 1,50,000-2,00,000 people. Some global BPOs such as Aegis

Communications Group, Firstsource Solutions, and IBM-Daksh are looking at the localmarket for potential BPO business.

Speaking about emerging opportunities in the industry, Manish Mehta, Senior Manager,

HR, at one of the leading financial services BPO, since this is a very young industry with

multiple position openings and recruitment happening in large numbers. The biggest USP

of this sector is the availability of growth opportunities. Typically young graduates who

joined the industry in 2000-2001 will have risen to position of General Manager today.

The industry is growing at an exponential rate of more than 70% in India, and people

associated with the industry are also progressing along with it, says Mehta. Progress is

driven by performance, aptitude and an ability and willingness to learn while being both

lateral and vertical, he adds. Mehta says that the basic qualification required for this

sector is graduation though some companies also prefer to hire from B-schools also.

Initially when ITES sector came into being there was a huge influx from the services

sectors such as travel and tourism, hotels and airlines. Even today if senior positions are

concerned one prefers experience over everything else, he says.

Jobs in the ITES sector are spread across categories such as business development,

operations, migrations, administrative, human resources, and quality initiatives.


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However, since the revenue generation in the ITES sector is via processes, it is the

Operations jobs that are the revenue generators therefore the core function of the sector.

In Operations jobs usually fall in three categories: voice-related jobs like customer help

lines, and interacting with international customers; data-related jobs that involvecommunicating with customers on e-mail among other things; and consulting work like

arranging balance-sheet data to facilitate analysis by clients like merchant bankers.

Additionally, since the Financial Services segment is the fastest growing arm of ITES a

lot of CAs and MCAs are being hired as well. Even a while ago p rofessionals may have

been a little apprehensive about joining this sector as it was perceived only for graduates

and those with lesser qualification. However, things are fast changing. There is a growing

awareness about growth opportunities in the sector and the competitive salaries offered.

In fact, today the ITES sector attracts and retains some of the best talent. Currently the

IT/ITeSindustry is among the largest employers in the organised sector creating jobs for

over 7.5 million people both directly and indirectly, and this figure is expected to be well

over 10 million by 2010 (Source: NASSCOM). From being perceived as an industry that

merely specialises in answering calls and entering data, the ITES sector has moved on

and is today recognised for the talent and potential to prove the talent and potential it

contains. says Mehta. Today, even radiologists and doctors are being hired for remote

analysis and diagnosis based on medical records, while lawyers are hired as research

associates and for legal transcription.

Currently the IT/ITeS industry is among the largest employers in the organised sector

creating jobs for over 7.5 million people both directly and indirectly, and this figure is

expected to be well over 10 million by 2010 (Source: NASSCOM). From being perceived

as an industry that merely specialises in answering calls and entering data, the ITES

sector has moved on and is today recognised for the talent and potential to prove the

talent and potential it contains.


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1.3 COMPANY PROFILE

1.3.1 About KGISL

Dating back to 1932, the group was founded by Mr.K.Govindasamy Naidu, a leading

industrialist and philanthropist from Coimbatore, thus earning its acronym 'KG' and

the Trademark. With its deep rooted base in Coimbatore, 'The Manchester of South

India' the KG Group made its mark as a cotton-trading venture and today stands as an

USD 150 million company with diversified interests.

Pre-eminent among the K.G. Group units is the K.G. Hospital, a 300-bed specialty

facility offering a multitude of services through different departments equipped with

the newest technology with the most dedicated, caring, and excellent team of

physicians and surgeons. The K.G. Heart Center is committed to Total Heart Care

aided by its most modern facilities. Additionally the K.G. Eye Hospital with its latest

additions in eye care equipments reaches out far and wide to the poorest and the tribalareas with its free vision camps and programs.

The K.G. Group has also created educational institutions with a vision solely for the

growth of young professionals of the country in specialized studies like nursing,

physiotherapy, engineering and information management. With a finesse touch on

society, the K.G. Group's contribution to the fashion world comes from K. G. Denim.

In the leisure arena, the group serves the public with its travel agency and the K. G.

Arts Center.

The K.G. Group's entry into the IT market has been a success story throughout. The

new chapter KGISL, the name to reckon with, is riding the high waves of growth

initiatives both in the national and international IT markets.


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KGISL's software, engineering, web, and IT enabled services are branded with the

mark of quality guaranteeing the highest degree of customer satisfaction globally.

KGISL provides consulting and IT services to clients globally and has always focused

on leveraging new technologies in a proven, cost-effective fashion. Our approach

focuses on new ways of business combining IT innovation and adoption while also

leveraging an organization's current IT assets. KGISL offers solutions that are robust,

scalable and easily integrated with a diverse range of products and technologies. At

KGISL, the focus is on continually defining, optimizing and aligning client's business

strategy with IT initiatives. We provide solutions for a dynamic environment where

business and technology strategies converge.

1.3.2 MISSION

Will to win in the competitive world by exceeding expectations.

Achieving the hallmark of success, a platform to attract customers.

Treating every goal/target as a challenge.

Creating value at every angle/turn in each of the business units.

Motivation through team work.

1.3.3 VISION

Innovation: Striving to be the best through being the first in all services and

solutions.

Quality Service:Always setting a target to exceed expectations.

Diversity:Stamping the quality mark on a diversified community.

Global View:Focus on the world market for constant improvement.

Customer Satisfaction:Setting a chain reaction of satisfaction in each

customer and creating reliability.


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1.3.4 FOCUS

Serving the community for an improved and better life through its multi

commitments in healthcare and other services.

Providing means to the society for quality-oriented services.

Opening new opportunities in the diversified business units.

Keeping ahead with competitors in the market with services exceeding

expectations.

Conscientious contribution to the society through free healthcare services.

1.3.5 BUSINESS SECTORS

KG Group's current operations include:

Health Care

KG Hospital And Post Graduate Medical Institute

K.G. Heart Center

K.G. Eye Hospital

Education

K.G. Institute of Health Sciences

K.G. Nursing College

KGISL Institute Of Information Management

Information Technology

K.G. Information Systems Private Limited

Heartland KG Information Services
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Textiles

K.G. Denim Ltd.

Yarn : Sri Kannapiran Mills Ltd.

Yarn : The Kadri Mills Ltd.

Yarn : Dhandapani Spinning Mills Ltd.

Yarn : Sridevi Textiles (P) Ltd.

Cotton : Shanmuga Ginning Factory

Cotton : Jayalaxmi Ginning Factory

Cotton : Sri Shanmuga Mills

Finance

Southern Technologies Ltd.

Entertainment

K.G. Arts Center

Travels

K.G. Travel Services Private Limited

KGISL operates in the following domains

Manufacturing

Health Care

Finance & Banking

E-Commerce

Entertainment

Logistics

Communication

Utility

Retail

Service

Technology


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1.3.6 Quality Initiatives

Quality is the cornerstone of cutting edge IT solutions and as anSEI CMM Level

4 company, KGISL fully appreciates the importance of the quality paradigm.

KGISL constantly benchmarks itself against international quality standards and is

also today a certified ISO 9001 service provider. Its Quality Initiatives mean its

development processes are sharply focused on enhancing the quality standards by

aligning the people, the business objectives with the processes and technology.

Constantly following up on this firm belief, KGISL has stringent quality assurance

and control measures to ensure its clients have nothing but the best of services.

Establishing a mature process and improving it continuously to make it effective and

contemporary requires specialized process knowledge, quality management skills,

and exposure to the latest trends in industry, technology and best practices.

At KGISL it is equally important to innovate on project management and

engagement processes that enable it to deliver robust solutions for its clients within

time and budget.

At KGISL, dedicated groups responsible for thought leadership drive the

organizational impetus to innovate. Process frameworks, methodologies, and

reusable knowledge objects combine with topical thought leadership to demonstrate

innovation in solution definition and engagement delivery for the client.

KGISL's varied experience with multiple vertical domains has enabled the company

to evolve a robust development process/methodology which ensures that client

projects measure up to expectations.

Extensive usage of process measurements helps KGISL constantly improve its

quality, productivity and on-time delivery capabilities, thus enabling it to provide

innovative software services
http://www.kgisl.com/cmm.htmlhttp://www.kgisl.com/cmm.htmlhttp://www.kgisl.com/cmm.htmlhttp://www.kgisl.com/cmm.htmlhttp://www.kgisl.com/cmm.htmlhttp://www.kgisl.com/cmm.html


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1.3.7 Software Solution

Introduction

As multiple skills and competencies combine to realize technology-driven business

transformations, software development continues to be the largest software

engineering activity across enterprises. Drivers for custom-built solutions for clients

are based on innovative use of technology to achieve competitive advantage and

differentiation.

As organizations drive towards iteration of their business and IT strategies,

outsourcing IT application development allows focus on core businesses with benefitsacross the business spectrum.

KGISL's well-honed capabilities and service methodologies address specific needs of

enterprise IT programs, and Internet technology product development. KGISL IT

services complement to define, optimize and align enterprise business strategy with

technology initiatives in a comprehensive IT outsourcing framework that ensures cost-

effective and efficient management of customer IT operations.

An enterprise will benefit from seamless coordination across strategy, implementation,

and management of their technology programs; and from KGISL's expertise in

focused industries, strong quality orientation, cross-technology expertise, and

distributed project management capabilities.

A proper understanding of this synthesis motivates every engagement, enabling

KGISL to deliver technology solutions that give its clients the decisive competitive

advantage.


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KGISL has a strong record of success in custom-built solutions and through this

process has perfected its processes which continue to be the key success drivers for

these engagements.

KGISL provides both end-to-end solutions (analysis to maintenance) and specific

design/development services.

Methodology

KGISL's solutions are robust, scalable and will easily integrate with a diverse range of

products and technologies. KGISL's expertise spans the entire gamut of application

and custom development. At KGISL, its wide range of technological expertise,application knowledge and consulting experience, enable it to develop and integrate

robust and scalable e-business solutions that keep end customer's requirement in mind.

The software development process, supported by a proven onsite-offshore

development methodology and quality management system, shortens application

development timeframes, providing significant business benefits to customers.

The Software Solutions provided by KGISL comprise:

Client Server Technology

ERP

Web Solutions

Turnkey Projects

Microsoft.NET Practice

Linux/Open Source Practice

Content Management Solutions - Zope, Vignette Workflow Management Solutions

Migration

Re-engineering services


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1.3.8 Bpo services:

" I have always believed that to ensure sustained growth, i t is important to constantly

look beyond our hor izons to seek and break newer grounds" - Ashok

Bakthavathsalam, (CEO - KGISL)

KGISL is a pioneer in the field of Business Process Outsourcing services to

India.Based in India, KGISL possesses strong infrastructural and intellectual strengths;

judiciously used to evolve the technology and process that makes KGISL the success

it is today.

KGISL BPO Services division is a leading overseas service provider created with theobjective of providing affordable quality services to various vertical industry segments

in the US like Healthcare, Legal, Insurance, Business and Finance.

KGISL offers the following BPO Services

E-Content Processing

Engineering Design Services

Back office Email Support

Transcription

Remote Data Processing

CRM Services

HR Recruiting
http://www.kgisl.com/ashok.htmlhttp://www.kgisl.com/ashok.htmlhttp://www.kgisl.com/bposervices.htmlhttp://www.kgisl.com/edservices.htmlhttp://www.kgisl.com/bkemailoffice.htmlhttp://www.kgisl.com/transcription.htmlhttp://www.kgisl.com/dataprocess.htmlhttp://www.kgisl.com/crms.htmlhttp://www.kgisl.com/hrrec.htmlhttp://www.kgisl.com/hrrec.htmlhttp://www.kgisl.com/crms.htmlhttp://www.kgisl.com/dataprocess.htmlhttp://www.kgisl.com/transcription.htmlhttp://www.kgisl.com/bkemailoffice.htmlhttp://www.kgisl.com/edservices.htmlhttp://www.kgisl.com/bposervices.htmlhttp://www.kgisl.com/ashok.htmlhttp://www.kgisl.com/ashok.html


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1.3.9 CAD/CAM Solutions

KGISL's services cover all the well-known CAD applications including

Pro/Engineer, Unigraphics, CATIA, IDEAS, and Solid Works. The services

cover a range of engineering domains such as Automotive, Automotive Tooling,

Aerospace, and Manufacturing. With concurrent engineering solutions, well-

established quality processes and superlative design methodology, KGISL

ensures shorter and more efficient design cycles.

1.Design

The Design team helps with the entire product design and development process,from design, product layout/assembly planning, and component design, to

assembly design, assembly analysis and product packaging design. This is done

in close interaction with the client to ensure the required result. Services include

Legacy Conversion of old drawings (paper/CAD package) to the latest CAD

packages with ensured cost effectiveness, consistent quality and quick

turnaround.

2.Modeling

Complex 3D geometrical models are used to express built-in design intent while

behavioral modeling is used to optimize the design. The models created can be

completely parametric with interdependent dimensions driven by relations. The

most efficient possible techniques are used to obtain the optimal CAD model.

3. Drafting

KGISL design team generates engineering production drawings or assembly layout

drawings matching customer specifications using international drafting standards.


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4. Assembly

KGISL Design team also creates initial layouts and top-down assemblies with

modular methodology for requiring clients.

5. Tool/Die design

Design and development of press tools, jigs and fixtures, dies and punches, die

design for cast, forged and sheet metal components is also carried out at the

Design Division using latest tools and technology.

Product Data Management

KGISL also offers Product Data Management solutions and services to

manufacturers. These integrated solutions provide collaboration among the

internal product development team, partners, suppliers, and customers dispersed

across different locations and organizations.

The customized PDM solutions connect, control and manage the Data and

Processes of the Product through its lifecycle, across the supply chain on a

project-by-project basis. The accurate and synchronized product information is

made available based on levels and rights of access in a scalable environment.


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The implementation of PDM solutions derives advantages to KGISL's clients

like

Access to a pool of highly trained and resourceful manpower in industry-

standard PDM packages.

Prior Experience in implementation of solutions to provide

Data Integration and Security

Connectivity to Legacy Applications and Databases

Office Workflow Process Automation

Change Management

Re-engineering and Optimization of Business Processes

Vast industry expertise in different CAD/CAM applications / tools and their

customization.

PDM solutions integrate existing CAD/CAM applications and customized"point solutions" in the ever-changing environment.

A deep understanding of the industry requirements.

Product Data Management implementation and support coupled with KGISL's

domain expertise in providing Engineering Design Services by leveraging the latest

technology and state-of-the-art tools provides the ideal way to create a collaborative

product development environment between itself and its clients.


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1.3.10 Transcription

KGISL initiated its Overseas Documentation Services in 1998 as an Overseas

Transcription Provider for the US based Transcription major Heartland Information

Services, a part of the S&P 500 HCR ManorCare Group. By the year 2000, this

operation had grown to be the largest of its kind in ASIA employing more than 1300

quality transcriptionists providing valuable support, on 24x7 day schedule, to the

Healthcare industry in the US.

In the year 2001, this support division was spun into an independent entity called the

HeartlandKG Information Services with independent service capability dedicated to

Heartland needs.

Outsourced Documentation Services offered offshore at KGISL provide numerous

advantages to its clients abroad. Abundant English proficient manpower and

significant cost advantages are just some of them. KGISL is one of the few overseas

transcription service providers that have been able to dispel the notion that "Cheap

Manpower Yields Cheap Quality".

KGISL is committed to providing complete and comprehensive documentation

solutions by offering a wide range of dictation options and transcription services.

To fulfill this commitment, KGISL has developed a fully integrated dictation and

transcription system that provides unparalleled efficiency, flexibility, reliability, and

management capabilities.

At KGISL, we clearly understand the fact that processing of documents, as in case of

healthcare, business, and legal, usually requires a high degree of confidentiality. The

fact that our clients repose their faith in our services time and again stands testimony

to KGISL's quality of service.


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Data Processing

" As a business manager, you need to take a hard look at your core competencies.

Revisit the areas of your company that aren't directly involved in those

competencies, and consider whether Web technologies can enable you to spin of f

those tasks. Let another company take over the management responsibi l i ties for that

work, and use modern communication technology to work closely with the people -

now partners instead of employees are doing the work .

I n the Web work style, employees can push the freedom the Web provides to i ts

limi ts." - Bi ll Gates (Times - Apr' 99)

Almost every business can become overwhelmed and backlogged by the tremendous

volume of paper that generates tons of data which requires sorting and analysis to be

processed. Banks, Financial Institutions, Airlines, Healthcare, insurance companies,

government agencies, hospitals, advertising, and retailers are businesses that typically

handle forms that have been filled out by individuals or are machine-generated.

Business entities are dependent upon speed and accuracy as this has a direct impact on

their efficiency, resources and profits. For small one-time keyboarding requirements to

complex Order processing & entry, KGISL caters to a huge magnitude of clients.

Data Processing essentially involves collecting data, creating a master data, tabulating

available data, validate the data as per given rules, create a database and transfer the

output back in acceptable media.

KGISL offers a wide range of data capture and document management solutions forlitigation support, publishing, scientific and engineering applications, insurance and

medical forms.


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Captured data is delivered to KGISL's Data Center where various edit checks, data

validation, and database management functions are performed. The Data Center

provides application design and development as well as statistical and analytical

reports for a wide variety of corporate customers.

The programming staff at KGISL boasts of expertise in COBOL, Oracle, Visual Basic

among others and address clients' most complex database management, on-line access,

and data reporting needs on a continual basis.

The powerful complement of systems at KGISL involves use of state of art latest

generation technology supported by an array of IBM Netfinity servers providing the

very vital technological backbone to its Data Processing operations. The Data Center

is networked to client sites via dedicated IPLC communication links through the earth

station based at KGISL's facility with a redundant Optic Fiber Cable link. Regular

scheduled nightly or weekly data backups ensure full support in the event of a disaster.


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The various Data processing offerings at KGISL cover a host of industrial segments

like..


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The service offerings include:


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The data processing operations at KGISL follow a robust and time-tested methodology

to ensure the veracity of data processed or analyzed or entered before delivery to the

client. The Data Delivery Methodology at KGISL follows a multi-level, multi-stage

process illustrated as

Custom-built programs are utilized for efficient processing and effective quality

control.


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Advantages

The distinct advantages that KGISL offers to its international clients are superior

quality, low cost & timely solutions. Being ideally positioned with an extensive

experience in this field, KGISL continues to give advantages through a range of data

conversion & processing solutions to multiple industries the world over.

Major benefits can be calculated in terms of organizational responsiveness and notjust cost savings. In other words, redefinition of jobs, plus better use of people and

corporate resources are very likely to play a greater role in the decision to outsource

the data, forms and document processing. At KGISL, the benefit of outsourcing has

thus been field tested and proven


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5.Advanced Features & Services

Integrated customer surveys

ROI conversion tracking

Personalization

Data synchronization with client data bases

Multi-campaign subscription management

E-business integration

Custom reporting

Strategic planning and integration services

Track views, click-stream data, and friendly forwards

Complete online ROI reporting


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1.4 TOPIC INTRODUCTION

Recruitment refers to the process of attracting, screening, and selecting qualified people

for a job at an organization or firm. For some components of the recruitment process,

mid- and large-size organizations often retain professional recruiters or outsource some

of the process to recruitment agencies.

The recruitment industry has five main types of agencies: employment agencies,

recruitment websites and job search engines, "headhunters" for executive and

professional recruitment, niche agencies which specialize in a particular area of staffing

and in-house recruitment. The stages in recruitment include sourcing candidates by

advertising or other methods, and screening and selecting potential candidates using tests

or interviews.

Recruitment can conduct by 9 methods as follows:

1. Recruitment by Campus method

Campus is the location of a university, college, or schools main buildings. This method

is based on recruitment at university, colleges

2. Recruitment by Job centers

Job centers often specialize in recruitment for specific sectors. They usually provide a

shortlist of candidates based on the people registered with the agency. They also supply

temporary or interim employees.

3. Head hunting.

Head hunting are recruitment agents who provide a more specialized approach to the

recruitment of key employees and/or senior management.
http://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Recruiterhttp://en.wikipedia.org/wiki/Employment_agencyhttp://en.wikipedia.org/wiki/Executive_searchhttp://en.wikipedia.org/wiki/Advertisinghttp://www.humanresources.hrvinet.com/recruitment-by-job-center/http://www.humanresources.hrvinet.com/recruitment-by-job-center/http://en.wikipedia.org/wiki/Advertisinghttp://en.wikipedia.org/wiki/Executive_searchhttp://en.wikipedia.org/wiki/Employment_agencyhttp://en.wikipedia.org/wiki/Recruiterhttp://en.wikipedia.org/wiki/Organizationhttp://en.wikipedia.org/wiki/Employment


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4. Recruitment by Advertisements

They can be found in many places such as:

Newspaper

Job posting on job sites

Ads on websites related to positions recruited.

5. Database search on job sites.

Company can buy data from job websites for a week or a month to search candidates.

6. Employee referral

This method often refer to as word of mouth and can be a recommendation from a

colleague at work.

7. Contract staffing.

Company can buy staffing contract from HR outsourcing.

8. Word-of-mouth recruitment

9. Internal recruitment

Internal recruitment can conduct by types of:

Present permanent employees (based on programs of career development).

Present temporary / casual employees.

Retired employees.

Dependents of deceased disabled, retired and present employees
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1.4.1 RECRUITMENT PROCESS FOR THE SOURCES

ADVERTISEMENT

Getting the quotation from vendors

Internal discussions for approval

Designing of Advertisement

Modifications if any in the design

Final settlement after confirmation

Publishing of advertisement

Cheque payment

Time Taken : A weeks time

Cost incurred : Rs.20000 approximately


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CONSULTANCIES AND AGENCIES

Approach by the agencies

Background verification by us

Memorandum of understanding (MoU)

Details of Job Description being sent to consultancies

Profiles being sent to the company for initial review

Shortlists by the company will be informed to them after interview

Time taken : More than one and half months

Cost incurred : 10 to 12 percent from the salary of the selected candidates


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CAMPUS RECRUITMENT

Proposal from the college

Acceptance from the company

Schedule of the interview dates

Visiting of campus

Conducting of tests

Grammar test

Audio test

Face to Face interview

Final HR round

If selected

Offer letter

Time taken : A weeks time

Cost incurred : Nil it is bared by the college


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HEAD HUNTING

Head Hunting

Through Networking Job portals Gate crashing

Searching of candidates Searching of candidates Finding the experienced

through employees as per the need candidates

Interviewing the Calling them for the Bye passing them thro

Candidates interview reception

Offer letter Interviewing the Finding their view for

candidates working with us

Offer letter Offer letter

Time taken : Less than 2 months

Cost incurred : Certain percentage depending on the candidate


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JOB FAIRS

Invitation to the company from the conductors

Acceptance from the company

Requisite for installation of stalls

Finding the candidates

Interviewing the candidates

Selection of candidates

Offer letter

Time taken : One month

Cost incurred : Travel expenses


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REFFERALS

Receiving profiles from the employees and top management

Matching the profiles with the requirements

Calling the candidates for the interview

Interviewing the candidates

Selection of candidates

Offer letter

Time taken : More than 2 months

Cost incurred : Incentives to the employee


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INTERNAL PROMOTION

Finding the vacancies in the company

Analysing the performance of the employees who are eligible for promotion

Finding the right employee for promotion

Promoting the employee internally

Time taken : 3 months

Cost incurred : Nil


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1.5 REVIEW OF LITERATURE

Cost-effectiveness of Recruitment Methods in an Obesity Prevention Trial for

Young Children

Research Done By

Jodie L. Robinson, M.A., M.B.A, Janene H. Fuerch, B.S, Dana D. Winiewicz, B.S, Sarah

J. Salvy, Ph.D, James N. Roemmich, Ph.D, and Leonard H. Epstein, Ph.D

Background

Recruitment of participants for clinical trials requires considerable effort and cost. There

is no research on the cost-effectiveness of recruitment methods for an obesity prevention

trial of young children.Methods

This study determined the cost-effectiveness of recruiting 70 families with a child aged 4

to 7 (5.9 1.3) years in Western New York from February, 2003 to November, 2004, for

a two year randomized obesity prevention trial to reduce television watching in the home.

Results

Of the 70 randomized families, 65.7% (n = 46) were obtained through direct mailings,

24.3% (n = 17) were acquired through newspaper advertisements, 7.1 % (n = 5) from

other sources (e.g. word of mouth), and 2.9% (n = 2) through posters and brochures.

Costs of each recruitment method were computed by adding the cost of materials, staff

time, and media expenses. Cost-effectiveness (money spent per randomized participant)

was US $0 for other sources, US $227.76 for direct mailing, US $546.95 for newspaper

ads, and US $3,020.84 for posters and brochures.

Conclusion

Of the methods with associated costs, direct mailing was the most cost effective in

recruiting families with young children, which supports the growing literature of the

effectiveness of direct mailing


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A Practical, Cost-effective Method for Recruiting People Into Healthy Eating

Behavior Programs

Research Done By

Paul W McDonald, PhD,Assistant Professor Paul W McDonald, Department of Health Studies and Gerontology, University ofWaterloo; Waterloo, ON, N2L 3G1, Canada,

Introduction

The population impact of programs designed to develop healthy eating behaviors is

limited by the number of people who use them. Most public health providers and

researchers rely on purchased mass media, which can be expensive, on public service

announcements, or clinic-based recruitment, which can have limited reach. Few studies

offer assistance for selecting high-outreach and low-cost strategies to promote healthy

eating programs. The purpose of this study was 1) to determine whether classified

newspaper advertising is an effective and efficient method of recruiting participants into a

healthy eating program and 2) to determine whether segmenting messages by

transtheoretical stage of change would help engage individuals at all levels of motivation

to change their eating behavior.

Methods

For 5 days in 1997, three advertisements corresponding to different stages of change were

placed in a Canadian newspaper with a daily circulation of 75,000.

Results

There were 282 eligible people who responded to newspaper advertisements, and the cost

was Can $1.11 (U.S. $0.72) per recruit. This cost compares favorably with the cost

efficiency of mass media, direct mail, and other common promotional methods. Message

type was correlated with respondent's stage of change, and this correlation suggested thatattempts to send different messages to different audience segments were successful.


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Effectiveness and cost of recruitment strategies for a community-based

randomised controlled trial among rainwater drinkers

Research done by

Shelly Rodrigo

Department of Epidemiology and Preventive Medicine, School of Public Health and

Preventive Medicine, Monash University, Melbourne, Australia

Background

Community-based recruitment is challenging particularly if the sampling frame is not

easily defined as in the case of people who drink rainwater. Strategies for contacting

participants must be carefully considered to maximise generalisability and minimise bias

of the results. This paper assesses the recruitment strategies for a 1-year double-blinded

randomised trial on drinking untreated rainwater. The effectiveness of the recruitment

strategies and associated costs are described.

Methods

Community recruitment of households from Adelaide, Australia occurred from February

to July 2007 using four methods: electoral roll mail-out, approaches to schools and

community groups, newspaper advertising, and other media involvement. Word of mouth

communication was also assessed.

Conclusion

The use of electoral roll mail-out and advertising via schools were effective in reaching

households using untreated rainwater for drinking. Employing multiple strategies enabled

success in achieving the recruitment target. In countries where electoral roll extracts are

available to researchers, this method is likely to have a high yield for recruitment into

community-based epidemiological studies.


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CHAPTERII

2.RESEARCH METHODOLOGY

Research Methodology is used to systematically solve the problem. Considering the

Objective of the study, the methods are logically chosen and adopted, so that the results

are capable of being evaluated either by the researcher or by others.

2.1 RESEARCH DESIGN

The type of research conducted for this study is Descriptive Research Studies which

are concerned with describing the characteristics of a particular variables.

2.2 SAMPLE DESIGN

Sample size

The Sample Size consists of 50 Respondents from Coimbatore City

Sample design

It is a technique or procedure the researcher would adopt in selecting the items for the

sample. Respondents were chosen at Probability Simple Random Sampling.


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CHAPTERIII

ANALYSIS AND INTERPRETATION

3.1 CONVENTIONAL ANALYSIS

3.1.1Table showing the age of respondents

Category Frequency Percent

Valid 20 - 30 16 32.0

31 - 40 10 20.0

41 - 50 11 22.0

51 - 60 13 26.0

Total 50 100.0

Table No. 3

3.1.1 Chart showing the age of respondents

51 - 6041 - 5031 - 4020 - 30

20

10

0

Chart No.

Interpretation

Majority of the respondents are aged between 2030 that is 32% of the

population. The 26%, that is second largest population comes under 5160 years

of age.

22% of the population belongs to 4150 years of age. 20% of the population

comes under 3140 years


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3.1.2 Table showing the Gender of the respondents

Table No .4

3.1.2 Chart showing the Gender of the respondents

FemaleMale

30

20

10

0

Chart No .

Interpretation

Majority of the respondents are Female, that is 52% of the population

The Male respondents are 48% of the population


Valid Male 24 48.0

Female 26 52.0

Total 50 100.0


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3.1.3 Table showing the Work experience of the respondents


Valid 1 - 10 16 32.0

11 - 20 16 32.0

21 - 30 10 20.0

31 - 40 8 16.0

Total50 100.0

Table No.5

3.1.3 Chart showing the Work experience of the respondents

31 - 4021 - 3011 - 201 - 10

20

10

0

Interpretation

Majority of the respondents have work experience of 110 years and 1120

years that is both the category has 32% from the population.

20% of the population has the work experience of 2130 years and 16% of the

population has the work experience of 3140 years.


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3.1.4 Table showing the advertisements expected ResponseCategory Frequency Percent

Valid Strongly agree 9 18.0Agree

31 62.0

Neither agree nordisagree

10 20.0

Total 50 100.0

Table No.6

3.1.4 Chart showing the advertisements expected Response

Neither agree nor diAgreeStrongly agree

40

30

20

10

0

Chart No.

Interpretation

From the above table it is interpret that the response for the advertisement is as

follows

62% of the respondents agree that the advertisement gives the expected response

20% of the respondents neither agree nor disagree to the statement

18% of the respondents strongly agree that advertisement gives the expected

result


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3.1.5 Table showing that advertisement Reaches the targeted candidates


Valid Agree 15 30.0

Neither agree nordisagree 35 70.0

Total 50 100.0

Table No.7

3.1.5 Chart showing that advertisement reaches the targeted candidates

Neither agree nor diAgree

40

30

20

10

0

Chart No.

Interpretation

The majority of 70% of the respondents neither agree nor disagree that

advertisement reaches the targeted candidates

Only 30% of the respondents agree that advertisement reaches the targeted

candidates


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3.1.6 Table showing advertisement Cost incurred


Valid Strongly agree 16 32.0


Total 50 100.0

Table No.8

3.1.6 Chart showing advertisement Cost incurred

Neither agree nor diStrongly agree

40

30

20

10

0

Interpretation

The majority of 68% of the respondents neither agree nor disagree that cost is

incurred on advertisement.

32% of the respondents strongly agree that cost is incurred on advertisement.


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3.1.7 Table showing that advertisement is responded by the candidate



Agree 24 48.0Neither agree nordisagree

10 20.0

Disagree 5 10.0

Total 50 100.0

Table No.9

3.1.7 Chart showing that advertisement is responded by the candidate

DisagreeNeither agree nor diAgreeStrongly agree

30

20

10

0

Interpretation

The majority of 48% of respondents agree that candidate responds to the

advertisement

22% of respondents strongly agree that candidate responds to the advertisement

20% of respondents neither agree nor disagree that candidate responds to the

advertisement

The rest 10% of respondents disagree that candidate responds to the advertisement


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3.1.8 Table showing that advertisement is not useful than other source



Agree 15 30.0Neither agree nordisagree 21 42.0

Disagree 13 26.0

Total 50 100.0

Table No.10

3.1.8 Chart showing that advertisement is not useful than other source

DisagreeNeither agree nor diAgreeStrongly agree

30

20

10

0

Chart No.

Interpretation

The 42% of the respondents neither agree nor disagree that advertisement is not

useful than other sources

30% of the respondents agree that advertisement is not useful than other sources 26% of the respondents disagree that advertisement is not useful than other

sources

Only 2% of the respondents disagree that advertisement is not useful than other

sources


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3.1.9 Table showing that consultancies gets better candidates


Valid Agree 21 42.0


Total 50 100.0

Table No.11

3.1.9 Chart showing that consultancies gets better candidates


30

20

10

0

Interpretation

The 58% of the respondents neither agree nor disagree that consultancies gets

better candidates

42% of the respondents agree that consultancies gets better candidates


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3.1.10 Table showing that Consultancies acquire right candidates only


Valid Neither agree nor

disagree 35 70.0

Disagree 15 30.0

Total 50 100.0

Table No.12

3.1.10 Chart showing that Consultancies acquire right candidates only

DisagreeNeither agree nor di

40

30

20

10

0

Chart No.

Interpretation

The majority of the respondents, that is 70% neither agree nor disagree that

consultancies acquire right candidate only

30% of the respondent disagree that consultancies acquire right candidate only


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3.1.11 Table showing that consultancies are effective for the cost incurred




Disagree 28 56.0

Total 50 100.0

Table No.13

3.1.11 Chart showing that consultancies are effective for the cost incurred

DisagreeNeither agree nor diStrongly agree

30

20

10

0

Chart No.

Interpretation

56% of the respondent disagree that consultancies are effective for the cost

incurred

42% of the respondent neither agree nor disagree that consultancies are effective

for the cost incurred

The rest 2% of the respondents alone strongly agree that consultancies are

effective for the cost incurred


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3.1.12 Table showing that consultancies provides skilled candidates


Valid Agree 10 20.0


Disagree 31 62.0

Total 50 100.0

Table No.14

3.1.12 Chart showing that consultancies provides skilled candidates

DisagreeNeither agree nor diAgree

40

30

20

10

0

Chart No.

Interpretation

The 62% of the respondents disagree that consultancies provides skilled

candidates

20% of the respondents agree that consultancies provides skilled candidates

18% of the respondents neither agree nor disagree that consultancies provides

skilled candidates


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3.1.13 Table showing that consultancies make investment worthy


Valid Agree 10 20.0


Disagree 15 30.0

Total 50 100.0

Table No.15

3.1.14 Chart showing that consultancies make investment worthy


30

20

10

0

Chart No.

Interpretation

Majority 50% of the respondents neither agree nor disagree that investment made

on consultancies are worthy

30% of the respondents disagree that investment made on consultancies are

worthy

20% of the respondents agree that investment made on consultancies are worthy


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3.1.16 Table showing that campus recruitment provides opportunity to find the

right candidate


Valid Agree 45 90.0


Total 50 100.0

Table No.17

3.1.16 Chart showing that campus recruitment provides opportunity to find theright candidate


50

40

30

20

10

0

Chart No.

Interpretation

The 90% of the respondents have agreed that campus recruitment provides

opportunity to find the right candidate

The rest 10% of the respondents have neither agreed nor disagreed that campus

recruitment provides opportunity to find the right candidate


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3.1.17 Table showing the campus recruitment cost incurred



Agree 36 72.0Neither agree nordisagree 5 10.0

Total 50 100.0

Table No.18

3.1.17 Chart showing the campus recruitment cost incurred


40

30

20

10

0

Chart No.

Interpretation

72% of the respondents agree that cost incurred is worth on campus recruitment

18% of the respondents strongly agree that cost incurred is low on campus

recruitment

The rest 10% of the respondents strongly agree that cost incurred is low on

campus recruitment


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3.1.18 Table showing that campus recruitment investment is worthy




5 10.0

Total 50 100.0

Table No.19

3.1.18 Chart showing that campus recruitment investment is worthy


40

30

20

10

0

Chart No.Interpretation

Majority 60% of the respondents strongly agree that investing on campus

recruitment is worthy

30% of the respondents agree that investing on campus recruitment is worthy

Only 10% of the respondents agree that investing on campus recruitment is worthy


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3.1.19 Table showing that campus recruitment gives the expected response




11 22.0

Total 50 100.0

Table No.20

3.1.19 Chart showing that campus recruitment gives the expected response


40

30

20

10

0

Chart No.

Interpretation

The 68% of the respondents has agreed that campus recruitment gives the

expected response

22% of the respondents has neither agreed nor disagreed that campus recruitment

gives the expected response

10% of the respondents has strongly agreed that campus recruitment gives the

expected response


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3.1.20 Table showing head hunting is better than other source




16 32.0

Total 50 100.0

Table No.21

3.1.20 Chart showing head hunting is better than other source


30

20

10

0


The 50% of the respondents have strongly agreed that head hunting is better than

other source

32% of the respondents have neither agreed nor disagreed that head hunting is

better than other source

18% of the respondents have agreed that head hunting is better than other source


71/103

3.1.21 Table showing that head hunting gives cent percent result




11 22.0

Total 50 100.0

Table No.22

3.1.21 Chart showing that head hunting gives cent percent result


30

20

10

0


The 50% of the respondents have strongly agreed that head hunting gives cent

percent result

28% of the respondents have agreed that head hunting gives cent percent result

22% of the respondents have neither agreed nor disagreed that head hunting gives

cent percent result


72/103

3.1.22 Table showing that head hunting provides competitive advantage

Category Frequency PercentValid Strongly agree 10 20.0

Agree 34 68.0

Neither agree nor disagree6 12.0

Total 50 100.0

Table No.23

3.1.22 Chart showing that head hunting provides competitive advantage


40

30

20

10

0

Chart No.

Interpretation Majority 68% of the respondents has agreed that head hunting provides

competitive advantage

20% of the respondents has strongly agreed that head hunting provides

competitive advantage

12% of the respondents has neither agreed nor disagreed that head hunting

provides competitive advantage


73/103


74/103

3.1.24 Table showing that head hunting is done for top mgt

Category Frequency PercentValid Agree 29 58.0

Neither agree nor disagree

6 12.0

Disagree 15 30.0

Total 50 100.0

Table No.25

3.1.24 Chart showing that head hunting is done for top mgt


40

30

20

10

0

Chart No.

Interpretation The 58% of the respondents agree that head hunting is done for the top

management

30% of the respondents disagree that head hunting is done for the top

management

The rest 12% of the respondents neither agree nor disagree that head hunting is

done for the top management


75/103

3.1.25 Table showing that job fair is the best way to get large candidates


Agree 32 64.0Total 50 100.0

Table No.26

3.1.25 Chart showing that job fair is the best way to get large candidates

AgreeStrongly agree

40

30

20

10

0

Chart No.

Interpretation

The 64% of the respondents agree that job fair is the best way to get large

candidates

The rest 36% of the respondents strongly agree that job fair is the best way to get

large candidates


76/103

Table showing that job fair investments are more useful


Agree 35 70.0

Disagree 5 10.0

Total 50 100.0

Table No.27

Chart showing that job fair investments are more useful

DisagreeAgreeStrongly agree

40

30

20

10

0

ChartNo.

Interpretation

The majority 70% of the respondents agree that investing on job fair is more

useful

20% of the respondents strongly agree that investing on job fair is more useful

Only 10% of the respondents disagree that investing on job fair is more useful


77/103

Table showing that job fair helps to find brand image

Category Frequency PercentValid Strongly agree

19 38.0Agree

31 62.0

Total50 100.0

Table No.28

Chart showing that job fair helps to find brand image

AgreeStrongly agree

40

30

20

10

0

Chart No.

Interpretation

Majority 62% of the respondents agree that job fairs helps to find the brand image

of the organization

The rest 38% of the respondents strongly agree that job fairs helps to find the

brand image of the organization


78/103

Table showing job fair brings competition in hiring candidate


Neither agree nor disagree 14 28.0

Total 50 100.0

Table No.29

Chart showing job fair brings competition in hiring candidate


40

30

20

10

0

Chart No.

Interpretation

The 72% of the respondents agree that job fair brings competition in hiring

candidates

The rest 28 % of the respondents neither agree nor disagree that job fair brings

competition in hiring candidates


79/103

Table showing that job fair cost incurred


Neither agree nor disagree 11 22.0

Disagree 3 6.0

Total 50 100.0

Table No.30

Chart showing that job fair cost incurred


40

30

20

10

0

Chart No.

Interpretation

The 72% of the respondents agree that cost is incurred on job fair

The 22% of the respondents neither agree nor disagree that cost is incurred on job

fair


80/103

Table showing that referrals are relayed on getting right candidate

Frequency Percent

Valid Agree 24 48.0


Disagree 4 8.0

Strongly disagree 5 10.0

Total 50 100.0

Table No.31

Chart showing that referrals is relayed on getting right candidate

Strongly disagreeDisagreeNeither agree nor diAgree

30

20

10

0


The 48% of the respondents agree that employer relay on referrals to get right

candidates

34% of the respondents neither agree nor disagree that employer relay on referrals

to get right candidates

10% of the respondents strongly disagree that employer relay on referrals to get

right candidates

The rest 8% of the respondents disagree that employer relay on referrals to get

right candidates


81/103


82/103

Table showing that referrals mostly have experience in the job



Disagree 6 12.0

Total 50 100.0

Table No.33

Chart showing that referrals mostly have experience in the job


50

40

30

20

10

0

Chart No.

Interpretation

The 78% of the respondents agree that referrals mostly have experience in the job

12% of the respondents disagree that referrals mostly have experience in the job

10% of the respondents neither agree nor disagree that referrals mostly have

experience in the job


83/103

Table showing the referrals cost incurred


Neither agree nor disagree

36 72.0

Disagree 9 18.0

Total 50 100.0

Table No.34

Chart showing the referrals cost incurred


40

30

20

10

0

Chart No.

Interpretation

The 72% of the respondents neither agree nor disagree that cost is involved in

referrals

18% of the respondents disagree that cost is involved in referrals

10% of the respondents agree that cost is involved in referrals


84/103

Table showing that in referrals employees are involved in recruitment


Disagree 28 56.0

Strongly disagree 6 12.0

Total 50 100.0

Table No.35

Chart showing that in referrals employees are involved in recruitment

Strongly disagreeDisagreeAgree

30

20

10

0

Chart No.

Interpretation

The 56% of the respondents disagree that in referrals employees are involved in

recruitment

32% of the respondents agree that in referrals employees are involved in

recruitment

12% of the respondents strongly disagree that in referrals employees are involved

in recruitment


85/103

Table showing that internal promotion gives satisfaction on the employee



Agree 11 22.0Disagree 4 8.0

Total 50 100.0

Table No.36

Chart showing that internal promotion gives satisfaction on the employee


40

30

20

10

0

Chart No.

Interpretation

The majority 70% of the respondents strongly agrees that internal promotion gives

satisfaction on the employee

22% of the respondents agrees that internal promotion gives satisfaction on the

employee

Only 8% of the respondents disagrees that internal promotion gives satisfaction on

the employee


86/103


87/103

Table showing that internal promotion shows the efficiency of the employee


Agree 15 30.0

Disagree 4 8.0

Total 50 100.0

Table No.38

Chart showing that internal promotion shows the efficiency of the employee


40

30

20

10

0


The majority 62% of the respondents strongly agrees that internal promotion

shows the efficiency of the employee

The 30% of the respondents agrees that internal promotion shows the efficiency of

the employee

Only 8% disagrees that internal promotion shows the efficiency of the employee


88/103

Table showing that internal promotion motivates the employee by providing

exposure


Valid Strongly agree 36 72.0Agree 14 28.0

Total 50 100.0

Table No.39

Chart showing that internal promotion motivates the employee by providing

exposure

AgreeStrongly agree

40

30

20

10

0

Chart No.

Interpretation

Majority 72% of the respondents strongly agree that internal promotion motivates

the employee by providing exposure

The 28% of the respondents agree that internal promotion motivates the employee

by providing exposure


89/103

Table showing that internal promotion makes people to work with dedication


Agree 4 8.0Neither agree nor disagree

5 10.0

Total 50 100.0

Table No.40

Chart showing that internal promotion makes people to work with dedication


50

40

30

20

10

0

Chart No.

Interpretation

Majority 82% of the respondents strongly agree that internal promotion makes

people to work with dedication

10% of the respondents neither agree nor disagree that internal promotion makes

people to work with dedication

8% of the respondents agree that internal promotion makes people to work with

dedication


90/103


91/103

3.3 CORRELATION BETWEEN THE SOURCES OF RECRUITMENT

Table showing the correlation between the sources of recruitment

S.no Relationship between Pearson

correlation

(r)

Relation Level of

significance

1 Advertisement cost and

Advertisement factors

0.241 Positive 0.05

2 Consultancies cost and

Consultancies factors

0.348 Positive 0.05

3 Campus recruitment costand Campus recruitment

factors

0.599 Positive 0.05

4 Head Hunting cost and

Head Hunting factors

0.549 Positive 0.05

5 Job fairs cost and Job fairs

factor

0.733 Positive 0.05

6 Referrals cost and referrals

factor

0.668 Positive 0.05

7 Internal promotion cost

and Internal promotion

factor

0.711 Positive 0.05

Table No.42

Interpretation

From the above table it is evident that sources of recruitmenthave positive correlation

between the factor and cost.


92/103

CHAPTER - IV

FINDINGS

The overall findings on this study are mentioned below.

Majority of the respondents are aged between 20 30 that is

Documents

Base Report