Godrej (Repaired)

8/20/2019 Godrej (Repaired)

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Date :

TO WHOM IT MAY CONCERN

This is to certify that Ms. Yasmeen Fatima students of G.L.BAJAJ College, MBA I Year

(2!"#2!$% undertoo& a 'roect on the to'ic "A project report on Sorcin! an

Recritment" )ith s'ecial reference to G*+-J, +irect ales under /y su'er0ision and

guidance.

This 'roect re'ort is an outco/e of e1tensi0e study on the ao0e suect and y their o)n

effort as )ell as dedication.

I reco//end this to e e0aluated and acce'ted.

#.# A$ARWA%

&Associate C'ie( Mana!er)

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AC*NOW%ED$EMENTS

Any 'iece of research ,eing a tea/ )or&,is al/ost i/'ossile to co/'lete )ithout the hel'

of others.It )as learning e1'erience to co/'lete our training at G*+-J,+I-CT AL-.

This study also eca/e 'ossile through the )hole hearted co#o'eration of /any 'eo'le as

)ell as the )ell)ishers.3e dee/ it as an act of i//ense 'leasure to ac&no)ledge the/ here.

4irst and fore/ost )e )ould li&e to than& our res'ected +ean Dr M+, $pta and 5ead of

+e'art/ent Dr. Deepa $pta for gi0ing us o''ortunity to do u//er Internshi' Training in

Godre.

econdly, 3e )ould li&e to e1'ress our heartfelt gratitude to Mr. #.# A$ARWA% -

NI%ADARI. S. CHATTEREE- /AN*A CHI*ARA an ARIITA M0*HEREE of

G*+-J +I-CT AL- , our guide, for constant guidance and suggestions.

Thirdly, I a/ also dee'ly indeted to /y class/ate fro/ College, )hose hel', sti/ulating

suggestion and encourage/ent hel'ed in all the ti/e of research and in co/'letion of 'roect.

Lastly, 3e also ac&no)ledge the constant su''ort of our 'arents and our friends.

Date :

/,ace:

Yasmeen Fatima

GODREJ

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CONTENTS:

• I6T*+7CTI*6

• 8*4IL- *4 *GA6IATI*6

• C*6C-8T7AL 9 T5-*ITICAL BACG*76+

• M*+-L +-:-L*8M-6T A6+ +-:-L*8M-6T

5Y8*T5-I• ACTI:ITI- 8-4*M-+ +7I6G --AC5

• J*B +-IG6

• -7M-

• +AILY :IIT -8*T

• +ATA A6ALYI A6+ I6T-8-TATI*6

• 4I6+I6G

•C*6CL7I*6

• 7G-I*6

• A88-6+I;

•

GODREJ

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CHA/TER 1:

Introction To T'e

St2.

GODREJ

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A#O0T THE ST0DY

I a/ Yas/een 4ati/a of MBA has underta&en this study as it is a 'art of 7ttar 8radesh

technical uni0ersity syllaus. I started )ith the deciding of the 'roect title and thenfor/ulating all the oecti0es for /y study. I considered /y study for G*+-J 9 B*YC-

MA674ACT7I6G C* LT+ . I co0ered the area of outh +elhi and Greater 6oida for

fulfilling /y 'roect re I6+IA..

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The findings are confined only to this co/'any )hich cannot e generali?ed to any other

co/'anies.

1.5 RESEARCH METHODO%O$Y

It refers not only to the research /ethods ut also to the logic ehind the /ethods used in a

gi0en research study. esearch is closely related to finding, selecting, structuring and sol0ing

'role/. The research )as done on the ourcing and ecruit/ent for sales e1ecuti0e in +elhi

city. The data )as collected through


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90ESTIONAIRRE METHOD

The /aor /oti0e of ta&ing this /ethod )as that it co0ers large 'o'ulation at a ti/e. *ne can

ha0e direct contact )ith the res'ondents. The


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1.; SAM/%E SI


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CHA/TER 8:

/ro(i,e O( t'e

Or!ani=ation.

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THE $ODRE $RO0/

-stalished in !FH, the Godre Grou' has its roots in Indias )adeshi /o0e/ent. *ur

founder, Ardeshir Godre, la)yer#turned#serial entre'reneur failed )ith a fe) usinesses,

efore he struc& gold )ith the loc&s usiness that you &no) today. *ne of India@s /ost

trusted rands, )ith re0enues of 7+ ".! illion, Godre enoys the 'atronage of o0er $

/illion Indians across our consu/er goods, real estate, a''liances, agri and /any other

usinesses. You thin& of Godre as such an integral 'art of India that you /ay e sur'rised

to &no) that o0er 2> 'er cent of our usiness is done o0erseas.

3e 'ro/ise Godreites a culture of tough lo0e ta&e serious ets on the/ and differentiate

asis 'erfor/ance. 3e also understand that our tea/ /e/ers 'lay /ulti#faceted roles and

so, )e strongly encourage the/ to e1'lore their )hole sel0es. *ur can0as is gro)ing. In fact,

our :ision for 22 is to e ! ti/es the si?e )e )ere in 2!. 3e truly elie0e that )hile

our a/a?ing 'ast distinguishes us, )e are only as good as )hat )e do ne1t.

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In conunction )ith our 0ision for righter li0ing for all our sta&eholders, )e ha0e

de0elo'ed a long#ter/ 0ision for 'laying our 'art in creating a /ore inclusi0e and greener

India. 3e ha0e na/ed this the Good 9 Green 0ision. By 22 )e as'ire to do the

follo)ingE

1. Ensrin! emp,o2a>i,it2

India has $ /illion 'eo'le elo) the age of 2> out of )hich only F /illion (!K% are

e/'loyale. The effort is going to e on s&illing these 'eo'le such that they eco/e

e/'loyale.

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Or $oa,: To train ! /illion rural and uran youth in s&illed e/'loy/ent to increase their

)age earning 'otential.

8. Creatin! a !reener Inia

In order for our usinesses to truly eco/e sustainale, efforts )ill e focused on creating

caron neutral, ?ero )aste, )ater 'ositi0e and energy efficient usinesses.

Or $oa,: To eco/e caron neutral and )ater 'ositi0e, achie0e ?ero )aste to landfill,

reduce s'ecific energy consu/'tion and increase our rene)ale energy sources.

The Godre Grou' has already een )or&ing on these goals as )e are signatories to the CII

code for Mission of ustainale Gro)th (MG% )hich is a !#'oint 'rogra/ for

ecologically sustainale usiness gro)th.

3. Inno?atin! (or !oo @ !reen procts

A good 'roductD ser0ice is that )hich addresses a critical issue for 'eo'le li0ing elo) the

'o0erty line. The issue could e related to health, hygiene, )ater, sanitation, housing,

education or li0elihoods.

A green 'roduct D ser0ice is that )hich reduces energy, )ater or /aterial consu/'tion y

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2, G5G e/issions y 2, eli/inates to1ic /aterials or uses ! recyclale,

rene)ale and D or natural /aterial.

Or $oa,: To ha0e a third of our 'ortfolio re0enues co/'rise good andDor green 'roducts

and ser0ices defined as 'roducts that are en0iron/entally su'erior or address a critical

social issue (e.g., health, sanitation, disease 're0ention% for consu/ers at the otto/ of the

inco/e 'yra/id.

$ODRE :INDIA C0%T0RE %A#

The Godre India Culture La is a fluid e1'eri/ental s'ace

that cross#'ollinates ideas and 'eo'le to e1'lore )hat it

/eans to e /odern and Indian. 3e are ased in :i&hroli,

Mu/ai, at the Godre head


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8ar/eshhahani, the founder of the La says, India is an

i/'ortant )orld 'o)er. Its conte/'orary culture needs to e

chronicled, a/'lified and deated across interdisci'linary

silos. 5o'efully the con0ersations that )e enale )ill lead to

insights, connections and serendi'itous collaorations a/ong

its 'artici'ants.N

The La@s interactions ta&e the sha'e of curated e0ents of different si?es, /ost of )hich are

held )ithin the Godre ca/'us in :i&hroli and are free and o'en to attend for all Godre

e/'loyees as )ell as /e/ers of the general 'ulic (:8 is re


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reality ga/es, and /uch /ore set in a $, s


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no) called 8iroshanagar in the suurs of Mu/ai, )here the Godre Grou' has its

head


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#OARD OF DIRECTORS :

ams'2 $orej

Ja/shyd Godre is the Chair/an of the Board of Godre 9 Boyce Mfg. Co. Ltd. 5e

graduated in Mechanical -ngineering fro/ Illinois Institute of Technology, 7A. 5e is the

Chair/an of As'en Institute India.

Ai $orej

Adi Godre is Chair/an of the Godre Grou'. The Godre Grou' is /ainly 'ri0ately held,

an o0er ! year#old fa/ily conglo/erate, )ith o'erations in India and se0eral other

countries.

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Nair $orej

6adir Godre is the Managing +irector of Godre Industries and Chair/an, Godre

Agro0et. 5e is also a +irector of nu/erous fir/s including Godre 9 Boyce, Godre 4oods

and Godre Consu/er 8roducts.

*a?as /eti!ara

=a0as 8etigara is a Che/ical Consultant and a usiness/an. 5e is the Managing 8artner

of citech Cor'oration. 5e has een associated )ith che/ical and allied usiness acti0ities

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in India and aroad for /any years.

ija2 Cris'na

:iay Crishna is the -1ecuti0e +irector of La)&i/ Motors Grou'. 5e oined La)&i/ Ltd,

a an&ru't light engineering co/'any ta&en o0er y the Godre Grou' at the ehest of

6.8. Godre in !HH after eight years of /anage/ent e1'erience in =ol&ata.

/'iro=e %am

8hiro?e La/ is the -1ecuti0e +irector 9 8resident of the Co/'any and has een

associated )ith the Co/'any since !H>. 8rior to oining Godre, he )as a 'artner in the

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olicitors fir/ of 8ayne 9 Co.

*2amas/a,ia

=ya/as8alia is the -1ecuti0e +irector (4inance% of the Co/'any and has een associated

)ith the Co/'any since !H. 5e holds a Master@s +egree in Co//erce and a +i'lo/a in

Managerial Accounting fro/ the Mu/ai 7ni0ersity, and a 8h.+. in Business

Ad/inistration fro/ the *&laho/a tate 7ni0ersity, 7A.

/raip S'a'

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8radi' hah started IndAsia, a cor'orate finance and 'ri0ate e


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Anil :er/a is the -1ecuti0e +irector (8ersonnel 9 Ad/inistration% of the Co/'any and

has een associated )ith the Co/'any since !FK. 5e is an -ngineering graduate and has

an MBA fro/ the 'restigious Indian Institute of Manage/ent, Ah/edaad.

Na?ro=e $orej

6a0ro?e directs strategy and inno0ation at Godre 9 Boyce, India. 5is elief that the

inno0ation 'rocess can e used for identifying hidden o''ortunities )hich can a/eliorate

the li0es of 'eo'le in unforeseeale )ays led hi/ to set u' the Inno0ation Centre at Godre

9 Boyce.

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*e+iE,a?ia

Mr. =e&i-la0ia is a Chartered Accountant in 8ulic 8ractice. 5e retired as a enior 8artner

of MDs. =alyani)alla9Mistry# Chartered Accountants. 5e )as associated )ith this fir/

for /ore than " years and )as also a 'artner of . . Batlioi9 Co# Chartered

Accountants, for a rief 'eriod

Godre Industries

Indias leading /anufacturer of oleoche/icals /a&ing /ore than a hundred che/icals for

use in o0er t)o do?en industries. Its 'roducts also include edile oils, 0anas'ati and a&ery

fats.

Godre 8ro'erties

*ne of India@s leading real estate de0elo'/ent co/'anies focusing on residential,

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co//ercial and to)nshi' de0elo'/ent.

Godre Consu/er 8roducts

A /aor 'layer in the Indian 4MCG /ar&et )ith leadershi' in 'ersonal care, hair care,

household care and faric care seg/ents.

Godre Agro0et

+i0ersified agriusiness co/'any )ith interests in ani/al feed, oil 'al/ 'lantations, agro

che/icals and 'oultry. It is india@s largest ani/al feed co/'any.

Godre 6atures Bas&et

Godre 6atures Bas&et, a retail 0enture under Godre Industries Ltd, is today Indias

fore/ost retail destination for fine and gour/et foods and e0erages fro/ across the )orld.

GODREJ

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http://www.godrejcp.com/http://www.godrejagrovet.com/http://www.naturesbasket.co.in/http://www.godrejcp.com/http://www.godrejagrovet.com/http://www.naturesbasket.co.in/


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tarted in 2> as a single fresh food store, it has today /or'hed into a /uch ad/ired chain

of 're/iu/ Gour/et tores strategically located at high street locations in Mu/ai,

+elhiD6C, 8une, 5yderaad and Bangalore.

Ot'er Companies

Godre Infotech

Godre -facec Auto/ation 9 ootics

Geo/etric

International *'erations

/ROD0CTS OF $ODRE AND #OYCE MF$ CO %TD

Re(ri!erator

• 4rost 4ree

•

+irect Cool

GODREJ

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http://www.godrejinfotech.com/http://www.godrejefacec.com/http://www.geometricglobal.com/http://www.godrej.com/godrej/godrej/international.aspx?id=1&menuid=1163http://www.godrejappliances.com/GodrejAppliances/product.aspx?id=6&menuid=346&catid=91&subcatid=0&subsubcatid=0http://www.godrejappliances.com/GodrejAppliances/product.aspx?id=6&menuid=346&catid=91&subcatid=117&subsubcatid=0http://www.godrejappliances.com/GodrejAppliances/product.aspx?id=6&menuid=346&catid=91&subcatid=124&subsubcatid=0http://www.godrejinfotech.com/http://www.godrejefacec.com/http://www.geometricglobal.com/http://www.godrej.com/godrej/godrej/international.aspx?id=1&menuid=1163http://www.godrejappliances.com/GodrejAppliances/product.aspx?id=6&menuid=346&catid=91&subcatid=0&subsubcatid=0http://www.godrejappliances.com/GodrejAppliances/product.aspx?id=6&menuid=346&catid=91&subcatid=117&subsubcatid=0http://www.godrejappliances.com/GodrejAppliances/product.aspx?id=6&menuid=346&catid=91&subcatid=124&subsubcatid=0


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•

Air Conitioner

• 3indo) AC

• 'lit AC

•

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•

Was'in! Mac'ine

• 4ully Auto/atic

•

e/i Auto/atic•

MicroBa?e O?ens

• Con0ection

• Grill 9 Co/ination

•

olo GODREJ

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•

•

Meica, Re(ri!erators

Ot'er procts o( !orej

Frnitre

4urniture for

ho/e, office,

educational

institutions,

estalish/ents,

las, hos'itals,

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shi'yard...

FMC$ Rea, Estate

esidential,

co//ercial

and to)nshi'

de0elo'/ents.

A!ri

Ani/al feed,

oil 'al/

'lantations,

agroche/ical

s and 'oultry.

A So,tions

+is'lay

solutions, audio

0ideo

conferencing

solutions,

electronic co'y

oards.

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#atteries

Godre andG8 Batteries

offer a range

of ?inc

chloride,

al&aline 9

rechargeale

atteries and a

range of

chargers.

C'emica,s

*leoche/icalsand surfactants.

Constrction

:ariety of

construction

ser0ices li&e

E,ectrica,s an

E,ectronics

Industrial

auto/ation,

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real estate

de0elo'/ent,

ready /i1

concrete,

horticulture

and en0iro#

tech.

'o)er

distriution,

co/'ressed air

solutions 9

green usiness

co//issioning.

IT @

So(tBare

So,tions

olutions for

engineering

and ser0ice

industry.

%oc+s

Loc&ing

solutions for

different

security needs

to ensure

o'ti/u/

safety.o/e of

the )ell &no)n

rand...

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Materia,

Han,in!

Counter

alance

truc&s,

for&lift

truc&s, tyre

handlers, all

terrain truc&s,

attach/ents

and

accessories.

Motors

'eciali?ed

custo/ uilt

co/'ressor

/otors.

Caliration 9

Ins'ection

er0ices (I*

!H2> accre...

/recision

En!ineerin!

Critical

custo/#uilt

'recision

engineering

Aerospace

Machining 9

farication,

heat 9 surface

treat/ent,

asse/ly, GODREJ

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e


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Stora!e

So,tions

3arehousing

solutions,

auto/ation

and

consulting.

Too,in!

+ie casting

dies, 'ress

tools, s'ecial

'ur'ose

/achines and

engineering

ser0ices.

enin!

5igh


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esearch sho)s so/e of the /ost 'o'ular reasons )hy co/'anies choose direct sales .

+irect sales is a good )ay to o)n a usiness thus catering to gainful self e/'loy/ent.

3o/en e/'o)er/ent and 'oint of 'urchase

Con0enience to custo/er

+irect sales offers fle1ile )or& schedules

+irect sales is a good )ay to earn e1tra inco/e

+irect sales is a /ediu/ to attract custo/ers through attracti0e sche/es and 'rices.

+irect selling is the sale of a consu/er 'roduct or ser0ice, 'erson#to#'erson, a)ay fro/ a

fi1ed retail location, /ar&eted through inde'endent sales re'resentati0es )ho are so/eti/es

also referred to as consultants, distriutors or other titles. +irect sellers are not e/'loyees of

the co/'any. They are inde'endent contractors )ho /ar&et and sell the 'roducts or ser0ices

of a co/'any in return for a co//ission on those sales.

*rders are usually 'laced in 'erson or 0ia the consultant@s 3e 'age. o/eti/es the 'hone is

used to 'lace orders or reorders, ut only aout !2 of sales ta&e 'lace this )ay. 5o/e

sho''ing 'arties are the /ost )idely recogni?ed sales /ethod, )here friends, fa/ily or

ac


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)orld. Many 'eo'le thin& of cos/etics, )ellness 'roducts and ho/e dQcor as 'roducts that

are often sold through direct sales, ut add to that countless other 'roduct categories

including &itchen 'roducts, e)elry, clothing, organic gardening su''lies, s'a 'roducts,

scra'oo&ing su''lies, ruer sta/'s and /uch, /uch /ore.

+irect selling should not e confused )ith other ty'es of sales that ta&e 'lace a)ay fro/ a

fi1ed retail location such as /aga?ine sales, ho/e re'air ser0ices, tele/ar&eting,

)holesaling, real estate sales, or )orfro/#ho/e usinesses such as en0elo'e stuffing or

'roduct asse/ly.

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CHA/TER 3:

Concepta, Or

T'eoretica,

#ac+!ron

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SO0RCIN$:

ourcing is the 'rocess of finding resu/es )ithin the recruit/ent 'rocess. ecruiters, oth

third 'arty and cor'orate, need to find


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'rofessionalsthat concentrate only on the initial 'rocure/ent of candidates.

The sourcers then hand off the candidates to a different de'art/ent of tea/ of recruiters

)hich handle


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candidates 'roducti0ely, an e1'erienced sourcing 'rofessional &no)s the est 'laces to loo&

for great talent and the &ind of e1'erience to loo& for in indi0idual resu/es.

HoBe?er- sorcin! is a,so more t'an specia,i=e resme searc' an caniate name

!eneration. ourcing is also an integral 'art of any co/'any@s o0erall hiring and talent

ac


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understand. In /any cases, the sourcing tea/ /ight e local to the actual hiring effort, and

then send


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SO0RCIN$ RESO0RCES

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Amon! ,ar!er emp,o2ers- t'e resme searc' aspect o( t'e recritment process is

sometimes

e,e!ate to specia,i=e recriters. Sorcin! pro(essiona,s specia,i=e in (inin! resmes

t'ro!' on,ine recritin! an a?ance se o( searc' en!ines.

Tenured sourcers also add 0alue to organi?ations y uilding co/'etiti0e intelligence,

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creating lists for future hiring, generating referrals, and /a''ing out local and industry hiring

de/and and co/'ensation. Additionally, sourcing 'rofessionals )ill often consult )ith

e/'loyers to reduce recruit/ent costs and design and i/'le/ent efficient recruit/ent

tactics.

Sorcin! re(ers to (inin! jo> caniates t'ro!' se o( recritin! tec'nies. T'e

critica, step o( isco?erin! caniates is per(orme >2 eit'er an interna, recriter-

a!enc2- or a esi!nate sorcin! pro(essiona, &re(erre to as a sorcer).

Candidate sourcing acti0ity usually ends )hen all of the infor/ation for a 'otential e/'loyee

is recei0ed y the candidate sourcer. To further de0elo' 'otential e/'loyees, co/'anies )ill

so/eti/es ha0e a second 'erson contact the 'eo'le on the list to 're#screen the candidate

ased on the o re


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Career>i,er an Inee. NetBor+in! is a primar2 too, o( an a!!ressi?e recriter

eac'

contact s'o, >e consiere a netBor+ noe t'at ,in+s a netBor+ o( re,ate contacts.

ourcing 'rofessionals use one contact as le0erage to disco0er the list of related industry

contacts. By doing this, sourcers generate large lists of 'otential candidates for )hich to

further 'rofile and inter0ie).

Sorcin! is a ta,ent mana!ement iscip,ine B'ic' is (ocse on t'e ienti(ication-

assessment an en!a!ement o( s+i,,e Bor+er caniates t'ro!' proacti?e recritin!

tec'nies. /ro(essiona,s specia,i=in! in sorcin! are +noBn primari,2 as Sorcers >t

a,so Internet Recriters- Recritin! Researc'ers or Ta,ent Scots.

The actual act of sourcing for candidates is 'erfor/ed y either a recruiter (e it an internal

cor'orate recruiter or agency recruiter% or a dedicated recruiter ust focused on the sourcing

function. The definition of sourcing needs to e clearly defined y )hat it is, as /uch as )hat

it is not. Candidate sourcing acti0ity ty'ically ends once the na/e, o title, o function and

contact infor/ation for the 'otential candidate is deter/ined y the candidate sourcer. To

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generatorN or Ntele'hone na/es sourcerN generally a''lies to the utili?ation of 'ri/ary

sourcing techni


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loo&ing for o o''ortunities ('assi0e candidates% or % candidates )ho are acti0ely searching

for o o''ortunities (acti0e candidates%, though the industry also recogni?es the e1istence of

acti0e candidate sourcing using candidate dataases, o oards and the li&e.

Though there has een /uch deate )ithin the staffing co//unity as to ho) to accurately

define an Nacti0e candidateN 0ersus a N'assi0e candidate,N ty'ically either ter/ is irrele0ant to

a candidate sourcer as the status of any 'articular candidate can change fro/ /o/ent to

/o/ent or )ith a si/'le 'hone call fro/ a recruiter that ha''ens to 'resent a o

o''ortunity.

The status of eing an Nacti0eN or N'assi0eN candidate is fluid and changes de'ending on the

circu/stances, including the 'osition eing offered.

Acti0ities related to sourcing in recruiting can also e categori?ed into N'ush acti0itiesN and

N'ull acti0ities.N /s' acti?ities are acti0ities underta&en to reach out to the target audience.

This generally includes headhunting, 5TML /ailers, referral follo)#u's, etc.

/,, acti?ities are acti0ities that result in a''licants co/ing to &no) of an o''ortunity on

their o)n. 8ull acti0ities /ay include the follo)ingE ad0ertising on a /icrosite )ith a

registration 'rocess (this /a&es search engines inde1 the ad%, ad0ertising (in ne)s'a'ers, onGODREJ

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cale T:, through flyersDleaflets, etc.%, 'osting a o in o 'ortals, etc.

In su//ary, a 'ush acti0ity is a&in to a direct /ar&eting acti0ity, )hereas 'ull acti0ities are

/ore indirect /ar&eting of the sa/e conce't. Both ideally result in a''licants eco/ing

interested and the interest triggering a res'onse (a''lying, referring, calling, sending an M,

etc.%. These action triggers are also so/eti/es referred to as Ca,, To Action &CTA) ste's.

/ROACTIE TECHNI90ES

Using Boolean operators on a!or sear"# engine sites

$Google% &i'e("o% )a#oo*% et"(+ to

i,enti-. potential "an,i,ates /#o ig#t eet t#e "riteria o- t#e position to

e lle,

ase, on targete, e./or,s( Eaple string in Google P "onsltant

$rese :;

"rri"l 'itae<

earching for candidates in o oard resu/e dataases using &ey)ords related to the

'osition re


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net)or&ing tools and sites such as Lin&edIn.

•

•

• N8hone sourcingN or cold calling into co/'anies that /ight contain indi0iduals that

• /atch the &ey re


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researchers, etc.%, )hich is a co//on s&illset )ithin the field of co/'etiti0e intelligence.

e0eral recruiters can rely on the sa/e sourcer to generate leads and fill their 'i'elines )ith

're#screened or 're#


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use. Acisorcin! is a so,tion (or companies t'at are intereste in aci'irin!. There

is a school of thought that as de/and increases for talent (es'ecially technical talent% it

eco/es harder and harder to recruit (ac


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ADANCED CANDIDATE SO0RCIN$:

WHAT ARE THE /ROCESSES FOR CANDIDATE SO0RCIN$G

ourcing in recruit/ent refers to the identification and unco0ering of candidates through

'roacti0e recruiting /ethodologies. Talent sourcing strategies are for/ulated to fit a certain

industry and targeted 'rofiles so that the est candidates fro/ oth acti0e and 'assi0e talent

'ools )ill e found. A successful talent sourcing strategy needs a fe) ingredientsE dedicated

sourcing resources, sourcing e1'ertise and a su''orting technology.

The first ste' in candidates sourcing is to identify a nu/er of 'otential candidates for an

o'en 'osition. 6o)adays recruiters are also using social net)or&s to identify candidates.

This a''roach is li/ited ecause their )or& is not entirely dedicated to candidates sourcing.

*nly a fe) co/'anies ha0e recruit/ent de'art/ents )ith a dedicated sourcing function )ith

the focus, training and e1'ertise to source effecti0ely # And those that do ha0e a 0ery li/ited

ca'acity.

At erendi )e regard the sourcing function as success critical and that is )hy )e

ha0e a ratio of 2E! # t)o sourcing consultants to su''ort one recruit/ent consultant.

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A 'rofessional talent sourcing strategy i/'lies that all niches and candidate channels on the

)e are searched for 'otential candidates. This /eans to contact and net)or& e1tensi0ely and

co/'rehensi0ely )ith all a''ro'riate 'rofiles, to le0erage 'rofessional net)or&ing sites and

sources li&e Lin&edIn, ;ing, :iadeo and T)itter and social net)or&ing sites and sources li&e

4aceoo& and My'ace. earching these sites and the o'en )e can e difficult and /ost

search strings )hen )ritten are not )ell designed resulting in hundreds of results # so the

&no)ledge of ho) to uild the right search strings is essential.

*nce the 'i'eline of candidates has een uilt they need to e contacted. This re


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Is it )orth all the effortP +efinitely yesS 6ot only is the 'ool of 'otential candidates /uch

igger )ith 'assi0e candidates, ut )e increase the li&elihood of identifying /ore to' talent

)ho )ould ne0er e found through traditional sources li&e o oards.

And )ith an increased talent 'i'eline o'en 'ositions can get closed faster, )hich

significantly reduces the ti/e to hire.

5o)e0er to &ee' talent sourcing efficient and cost effecti0e 'rofessional setu', technology

and e1'erience are needed.

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Caniate Sorcin! #est /ractices

I fir/ly elie0e that candidate identification is the /ost critical ste' in the

talent.ac


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a1e. Araha/ Lincoln

That@s eco/e one of /y fa0orite


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You should al)ays ta&e ti/e to analy?e your search criteria to assess the 'ossiility that your

search ter/s /ay not find all


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3: DO NOT R0N OER%Y $ENERIC#ASIC SEARCHES:

If you run generic searches )ith 'erha's one title and a cou'le of asic &ey)ords you@ll e

sure to get corres'ondingly generic and asic results. I@0e heard /any a recruiter co/'lain

aout getting too /any results. 8eo'le /a&ing this /ista&e un&no)ingly increase the si?e

of the 5idden Talent 8ool of candidates they don@t find.

+on@t rely solely or hea0ily on title#ased searches. 6ot all co/'anies use the sa/e titles for

the sa/e roles and res'onsiilities so /a&ing this /ista&e contriutes to you 'o'ulating

5idden Talent 8ools )ith e0ery candidate that /atches your hiring 'rofile or o order ut

has a title that you didn@t thin& of and include in your search. ee est 'ractice ! ao0e.

+on@t rely solely on using s&illDtech ter/s (e.g., Ja0a, *racle, Accounts 8ayale, *;, etc.%

)hen creating your Boolean search strings. Technical ter/s such as 'rogra//ing languages,

o'erating syste/s, and dataases )ill only gi0e you results of 'eo'le )ho /ention those

ter/s in their resu/es. Mentioning u?? )ords does not i/'ly any degree of res'onsiility or

ca'aility.

The /ost effecti0e searches reach eyond s&illDtechnology ter/ /atching and into the real/

of se/antic search y include res'onsiility ter/s (ad/inister, configure, create, /anage,

reconcile, coordinate, design, etc.% and en0iron/ental ter/s (enter'rise, hostU, etc.% )here

a''licale. This is the first ste' in /o0ing eyond si/'le u??#)ord ingo.

: SEE EACH RES0ME AS MORE THAN A /OTENTIA% MATCH FOR THE

/OSITION YO0RE WOR*IN$ ON :

Any source of candidates you ha0e access to can e le0eraged in /uch the sa/e )ay as

Lin&edIn can e0ery 'erson is actually a conduit to a larger net)or& of 'eo'le. o e0en if a

'articular resu/e or social /edia 'rofile you@re re0ie)ing doesn@t a''ear to e an ideal

/atch they actually /ight e (see K ao0e%, and they /ay &no) so/eone )ho is.

If you find yourself scanning a search result that a''ears to e under# or o0er#


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e a)are that 'eo'le )ho are in fact too unior or too senior for your current needs /ight fit

future needs. Additionally, 'eo'le )ho are either too unior or too senior for a 'articular

'osition /ight )or& )ith or &no) so/eone )ho is an e1act /atch.

4: R0N M0%TI/%E SEARCHES ACROSS M0%TI/%E SO0RCES:

6o) /atter ho) strong your sourcing s&ills are or ho) /any ti/es you@0e recruited for the

sa/e 'osition, you should al)ays run /ulti'le searches. It@s i/'ossile for one Boolean

search to find all


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/y o)n dataase on on a o oard, and once I /ade contact, they e1'lained they )ere ust

chec&ing to see )hat@s out there. +oesn@t sound too acti0e to /eS

Also, ust ecause a resu/e is K#$R /onths old you ha0e 6* idea )hat their o search

status is. You cannot safely assu/e they are not loo&ing and are off the /ar&et.

They could eE

!. till 'assi0ely loo&ing, ha0ing not found the right /atch yet.

2. A0ailale ecause they are finishing u' a contract 'osition they too& K#$ /onths ago.

K. In a ne) 'osition, ut e1tre/ely unha''y ecause it@s nothing li&e they )ere led to

elie0e it )ould e.

". In a ne) 'osition, ut their a% oss is lea0ing, % 'osition is in eo'ardy due to layoffs,

c% di0ision is eing ac R days old.

And /ost 'eo'le don@t call the/.

6: DONT #E A SO0RCIN$ SNO# :

+es'ite 'o'ular o'inion to the contrary, o oard resu/e dataases are not filled )ith

des'erate, lo)


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course not. Just ecause Y*7 didn@t catch the fish you )ere loo&ing for, it doesn@t /ean they

)eren@t there to e caught.

And if you@re the ty'e )ho elie0es that the o oard resu/e dataases are filled )ith

acti0e candidates, you /ight e sur'rised to &no) that a''ro1i/ately H> of all resu/es

in the /aor o oards resu/e dataases are dated o0er K days old. o/e are 2#"R years

old. Are they still acti0e candidatesP +o you thin& anyone@s calling the/P

+on@t e a sourcing sno. As I 'ointed out in est 'ractice $ your goal should e to find

the BEST 'ossile candidates, regardless of )hat side of the trac&s they li0e on.

7: DONT S0#MIT THE FIRST 8 3 CANDIDATES YO0 FINDS/EA* WITH :

ound cra?yP I can hear so/eone as&ing, 3hy shouldn@t I su/it the first candidates I find

that fit the re candidates and then su/it your BEST .

Talent selection ased on 4I4* /ethods is li&e a single 'erson )al&ing into a ar and lea0ing

)ith the first 'erson that s'ea&s to the/. There is no selection.

You sa) it here first. Thin& aout it.

;: SEE* TO CONTIN0A%%Y IM/ROE YO0R CANDIDATE SO0RCIN$ S*I%%S

As a sourcingDrecruiting 'rofessional, one of your goals should e to get etter at )hat you do

on a daily asis. 6ot ust /eeting your oecti0es and =8I@s ut actually i/'ro0ing your

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sourcing and recruiting s&ills and aility.

As a sourcerDrecruiter, you can 'erfor/ delierate 'ractice, )hich is s'ecifically designed to

i/'ro0e 'erfor/ance y getting you out of your co/fort ?one and continually stretching you

ust eyond your current aility. -0er hear the cliche of, If you@re not getting etter, you@re

getting )orseP

7nfortunately, )hen /ost 'eo'le 'ractice on the o, they are ust doing )hat they@0e

al)ays done, going through the sa/e old /otions )hich does nothing

to improve 'erfor/ance. 7nli&e /any 'rofessional athletes, /ost usiness 'rofessionals

(including sourcers and recruiters% do not go to )or& e0ery day s'ecifically trying to get

etter at )hat they do. It@s so/ething /any 'eo'le /ay tal& aout, ut 0ery fe) 'eo'leactually do.

Be one of those fe).

1: S/END 7J OF YO0R SO0RCIN$ TIME 0SIN$ HI$HYIE%D SO0RCES:

3hy s'end a lot of ti/e trying to s


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found else)here and entered inS And )hen it co/es to finding candidates on the Internet 0s.

the o oard resu/e dataases, see these t)o articles for an eye#o'ening a''les#to#a''les

co/'arison of Monster 0s. Google search results, see Monster 0s. Google ound

! and ound 2. 4acts are facts, fol&s.

5igh yield sources of candidates are ! 5ighly earchale, and 2 +ee' on candidate data. *f

the social net)or&ing sites out there, Lin&edIn is the /ost searchale and has the dee'est

candidate data, and you don@t need /ore than a free account to le0erage it li&e a roc& star .

Also if you ha0e access to any of the /aor o oards they ha0e highly effecti0e search

ca'aility, actually ha0e a larger 'ercentage of 'assi0e o see&ers than acti0e, and they

ha0e so/e fantastic candidates see est 'ractices $ and H.

RECR0ITMENTK

ecruit/ent is a 'ositi0e 'rocess of searching for 'ros'ecti0e e/'loyees and sti/ulating

the/ to a''ly for the os in the organisation. 3hen /ore 'ersons a''ly for os then there

)ill e a sco'e for recruiting etter 'ersons.

The o#see&ers too, on the other hand, are in search of organisations offering the/

e/'loy/ent. ecruit/ent is a lin&age acti0ity ringing together those )ith os and those

see&ing os. In si/'le )ords, the ter/ recruit/ent refers to disco0ering the source fro/

)here 'otential e/'loyees /ay e selected. The scientific recruit/ent 'rocess leads to higher

'roducti0ity, etter )ages, high /orale, reduction in laour turno0er and enhanced

re'utation. It sti/ulates 'eo'le to a''ly for os hence it is a 'ositi0e 'rocess.

ecruit/ent is concerned )ith reaching out, attracting, and ensuring a su''ly of


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De(inition:

According to -d)in B. 4li''o, It is a 'rocess of searching for 'ros'ecti0e e/'loyees and

sti/ulating and encouraging the/ to a''ly for os in an organisation. 5e further elaorates

it, ter/ing it oth negati0e and 'ositi0e.

5e says, It is often ter/ed 'ositi0e in that it sti/ulates 'eo'le to a''ly for os, to increase

the hiring ratio, i.e. the nu/er of a''licants for a o. election, on the other hand, tends to

e negati0e ecause it reects a good nu/er of those )ho a''ly, lea0ing only the est to e

hired.

In the )ords of +ale Yoder, ecruit/ent is the 'rocess to disco0er the sources of /an'o)er

to /eet the re


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attracti0e salaries, 'ro'er facilities for de0elo'/ent, etc.

(i0% The ne1t stage in this 'rocess is to sti/ulate as /any candidates as 'ossile to a''ly for

os. In order to select a est 'erson, there is a need to attract /ore candidates.

FACTORS INF%0ENCIN$ RECR0ITMENT:

All enter'rises, ig or s/all, ha0e to engage the/sel0es in recruit/ent of 'ersons. A nu/er

of factors influence this 'rocess.

Some O( T'e Main Factors Are #ein! Discsse #e,oB:

1. Si=e o( t'e Enterprise:

The nu/er of 'ersons to e recruited )ill de'end u'on the si?e of an enter'rise. A ig

enter'rise re


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8. Emp,o2ment Conitions:

The e/'loy/ent conditions in an econo/y greatly affect recruit/ent 'rocess. In under#

de0elo'ed econo/ies, e/'loy/ent o''ortunities are li/ited and there is no dearth of

'ros'ecti0e candidates. At the sa/e ti/e suitale candidates /ay not e a0ailale ecause of

lac& of educational and technical facilities. If the a0ailaility of 'ersons is /ore, then

selection fro/ large nu/er eco/es easy. *n the other hand, if there is a shortage of


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In situations )here /ulti'le ne) os are created and recruited for the first ti/e, or the nature

of a o has sustantially changed, a o analysis /ight e underta&en to docu/ent

the &no)ledge, s&ills, ailities and other characteristics (=A*s% re


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contact and screen.

3. SCREENIN$ AND SE%ECTION

ecruiters ty'ically assess suitaility for a o y loo&ing for a candidate )ith the =A*s

(see ao0e% desirale for that o. They deter/ine these 0ia one or /ore ofE

• creening rQsu/Qs or curriculu/ 0itae (C:s%

•

• Jo a''lications

•

• Biogra'hical infor/ation lan&s Vassess/ents that as& for a /ore e1tensi0e

•

• ac&ground than a''lications

RECR0ITMENT /ROCED0RE:

Before going to recruit/ent, careful study is needed aout os )hich are to e &e't under

recruit/ent. Careful study is nothing ut doing Jo analysis )hich is other)ise called as

collection of e0ery infor/ation aout the o so as to figure out e1act candidate needed to

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'erfor/ said o.

5 /anager needs careful attention and should e diligent )hile going for recruit/ent of

hu/an resource, since it gras attention of 'ros'ecti0e e/'loyees at large. 5o)e0er it is not

so easy to find out s&illed 'eo'le. 5ence 0arious tests in selection 'rocess hel's to identify

'otential candidate needed for an organisation.

Co/ing to 'rocedure for recruit/ent, it de'ends on nature and si?e of organisation. But

conce't of recruit/ent is one and sa/e.

ecruit/ent does in 0arious /odes )hich are asically categorised into t)o out of that first

one is internal recruit/ent and e1ternal recruit/ent, )hich are elaorately e1'lained in

detailed elo).

3hate0er the /ode of recruit/ent 'referred y an organisation, it should e clear in )hat

An organisation needs and easily understandale y 'ros'ecti0e e/'loyees at large so as to

a0oid fri0olous and unsolicited a''lications )hich )ill consu/e lot of ti/e for an

organisation to identify the/. 5ence organisation should e clear and thoroughly chec&

efore 'osting recruit/ent

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#asic contents o( Recritment noti(ication

It contains rief aout an organisation )hich is recruiting.

• Contains nu/er of 'ostsDos lying 0acant in an organisation.

• Contains nu/er of os in reser0ed category. (es'ecially in go0ern/ent

organisation

• os are allotted to reser0ed category%.

• Contains infor/ation aout gender needed for the os. (4or e1a/'leE Male

or

fe/ale%

• Contains infor/ation aout educational


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s'ecifications

• needed y a candidate to ha0e


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Interna, Recritment ELterna, Recritment

8ro/otions College recruit/ent

Transfers Co/'etitors and other fir/s

-/'loyee eferrals -/'loy/ent agencies

4or/er -/'loyees Laour unions

etrenched -/'loyees -1ecuti0e search fir/s

8rofessional associations

Internet recruit/ent

Media sources

Basically organi?ations are a0ailale y the t)o /ain sources of recruit/ent )hich

areE Interna, ?s. ELterna, Recritin!

Ad0antages and disad0antages are associated )ith 'ro/oting fro/ )ithin the organi?ation

(internal recruit/ent% and hiring fro/ outside the organi?ation (e1ternal recruit/ent% to fill

o'enings. fro/ )ithin generally is thought to e a 'ositi0e force in re)arding

good )or&, and so/e organi?ations use it )ell indeed. 5o)e0er, if follo)ed e1clusi0ely, it

has the /aor disad0antage of 'er'etuating old )ays of o'erating. In addition, there are e


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The recruit/ent 'rocess egins )hen you &no) you need so/eone ne) in the +e'art/ent,

either ecause an e1isting staff /e/er has left, or ecause there is ne) )or& to e done. It

doesnt finish until after the a''oint/ent has een /ade.

The /ain stages are identified in the elo) flo) chart

T'e 'irin! process is t'e process o( re?ieBin! app,ications- se,ectin! t'e ri!'t

caniates to inter?ieB- testin! caniates- c'oosin! >etBeen caniates to ma+e t'e

'irin! ecision an per(ormin! ?arios preemp,o2ment tests an c'ec+s.

+uring the hiring 'rocess, a hu/an resources /anager )ill use the follo)ing ste's to

deter/ine the est 'ossile fit for the oE

!. e0ie) o a''lications

2. Test candidates

K. Inter0ie) selected candidates

". Choose candidates ased on a 're#deter/ined selection criteria

>. 8erfor/ ac&ground and reference chec&s

$. end selected candidates for a health chec&

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What is the Hiring Process?

In this lesson, )e )ill e1'lore the recruiting 'rocess used y hu/an resource /anagers to

re0ie) a''lications, test and inter0ie) candidates, 'erfor/ reference chec&s and re


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reading each a''lication that is recei0ed to deter/ine )hether the candidate 'ossesses the

s&ills, education, e1'erience or other


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C'oosin! a caniate is done y co/'aring the candidates ac+!ron c'ec+s generally in0ol0es chec&ing a candidates credit

score, cri/inal record, education record and /ilitary record. These chec&s are done to 0erify

that )hat a candidate states on his a''lication is actually true and can e 0erified. If a

candidate does not 'ro0ide truthful infor/ation or lies aout any of the infor/ation he

includes in his a''lication, it is generally grounds to rescind the o offer.

Re(erence c'ec+s generally in0ol0e contacting references, )ho are usually 'rofessional

ac


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According yo /e )ithout effecti0e co//unication s&ill no one )ill co#ordinate )ith us.

A second factor consists of the a''roachaility of the 'eo'le fro/ the res'ecti0e fir/s.

A''roachaility can e defined as the e1tent to )hich 'eo'le of the res'ecti0e fir/s are

easily reachale and )hether their res'onses are ti/ely. Although )e did not retrie0e this

factor in /odels of trust or co//it/ent, it e/erged re'eatedly throughout our inter0ie)s.

3e 'osit that a''roachaility is an antecedent of trust ecause eing a''roachale and

reachale is a concrete e1a/'le of the reliaility and 'redictaility co/'onents that are

essential to &no)ledgeased trust.

A//ROACHA#I%ITY:

Third, 5 /anagers do not rely solely on firsthand e1'erience aout the 0endor@s

trust)orthiness (signaled y the a''roachaility and effecti0e co//unication of 'eo'le at the

5 0endor3e 'osit that 5 /anagers )ill use others@ assess/ent of the fairness of an 5

ser0ice fir/ as an i/'ortant infor/ational ele/ent in assessing the trust)orthiness of 'eo'le

fro/ that fir/

. A stratified (in ter/s of region and industry% rando/ sa/'le of 2 8lace/ent agencies,>

ngos@! 'ri0ate colleges )as dra)n fro/ this list. esearch assistants /ade tele'hone calls to

the de'art/ent of these co/'anies and as&ed )hether they outsourced so/e of their

GODREJ

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CHA/TER :4ACTIITIES

/ERFORMED

D0RIN$

RESEARCH

GODREJ

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FIRST%Y -3e chal&ed out the 'lan y 'rinting detailed Jo +escri'tion of ales

-1ecuti0e Jo in Godre +irect ales. Then )e 0isited so/e of the 8lace/ent

agencies, 6G*s, Colleges of our targeted area ie, *7T5 +-L5I and G-AT-

6*I+A.

SECOND%Y- In our training 'eriod )e )ent so/e of the 8lace/ent Agencies such

as E

1. IID FO0NDATION : 6ot got 'ositi0e res'onse.

8. MAEN WOR*FORCE: Met =o/al /a/ and got 'ositi0e res'onse as she

3. assured that she )ill 'ro0ide candidates soon for ales -1ecuti0e Jo in

. Godre +irect ales.

". SHIA CONS0%TANT : Met hi0a sir , 'ro0ided hi/ all rele0ant

>.

infor/ation and he 'ro0ided t)o candidates for ales -1ecuti0e Jo in Godre +irect

$.

H. ales ut oth )ere reected in inter0ie).

>. ETASHA: Met 75A /a/ and MI6I /a/ , 'ro0ided her all rele0ant

GODREJ

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infor/ation and she 'ro0ided fi0e candidates for ales -1ecuti0e Jo in Godre +irect

ales and all )ere selected.

4. /ERSONE% 0NCTION: In0alid address W.no such 'lace/ent agencies

e1ist here.

)e also 0isited Colleges )hich are as follo)sE

!. AMIA MI%IA 0NIERSITY : 3e got the 'er/ission letter for interacting

2. )ith students of Ja/ia y egistrar as )ell as 8lace/ent *fficer. As a result

)e got 'ositi0e res'onse fro/ the students and three students ca/e for an

inter0ie).

K. SAM#H0 DAYA% CO%%E$E : Gi0en all rele0ant infor/ation ut they )ill

".

>. 'ro0ide candidates in ul& after su//er 0acations.

$. MMH CO%%E$E: They don@t res'ond anything.

H. FM$ CO%%E$E : They )ill infor/ us in fe) days.

F. /IIT CO%%E$E : They )ere not interested in such 'ro'osals.

. $NI#M: They )ere interested and /ay 'ro0ide candidates in ul&.

!. HIMT CO%%E$E : Gi0en all infor/ation and they )ill infor/ us in fe)

days.

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!!. /RIYADARSHNI CO%%E$E : Tal&ed to concern 'erson and he )ill let us

&no) after fe) days.

%AST%Y- 3e also contacted and re/inded all the 8lace/ent agencies, 6G*s,

Colleges to )ho/ )e 0isited till no) in order to 'ro0ide so/e /ore candidates for

sales e1ecuti0e o.

3e uses follo)ing O# DESCRI/TION and INITIA% SCREENIN$ y follo)ing details

gi0en elo) E

DESI$NATION: AL- -;-C7TI:-

Door to Door sales

Tele sales

%OCATION: +elhi 6C

*EY RES0%T AREA: Target Achie0e/ent• 8rofitale Business

• 6o -scalation (Co/'laints )

90A%IFICATION:

Door to Door :12th pass

Tele Sales: 12th pass to raduate

E/ERIENCE:

GODREJ

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"1 #ear

ESSENTIA%S: $ike with %uthentic Dri&ing 'icence

SA%ARY: Delhi:(T("s 112*+ ,(:s-1

S*I%%S RE90IRED:

• .ffecti&e (ommunication skills

• /resenta0le loop .ffecti&e sales skill

GODREJ

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RES0ME

NAME :

FATHERS NAME :

90A%IFICATION:

CONTACT N0M#ER:

ADDRESS:

ACHIEEMENTS - i( an2:

GODREJ

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E/ERIENCE - i( an2:

WHY TO OIN $ODRE DIRECT SA%ESG

CANDIDATES SI$NAT0RE

GODREJ

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%IST OF CANDIDATES WHICH WE SO0RCED:

SR NO. CANDIDATES

NAME

CONTACT

N0M#ER

RES0%T

! 8AC5+-* >>>$H!2HK -J-CT-+

2 6IA A5M-+ FKKH2F"H -J-CT-+

K A6A6+ HFKFH!!$ -J-CT-+

" 6A6+LAL HF2!H">2! -L-CT-+

> Y*G-5 H!H$>22$ -L-CT-+

$ 5I: FHK!2> -L-CT-+

H *67 FF2$HK>$$K -L-CT-+

F AT7L F>F$F" -J-CT-+

+--8A= FF!H$$! -L-CT-+

! :I=A $>""$HK$> -L-CT-+

!! A=A5 H!!!F2>> -L-CT-+

!2 8A+--8 >K"H2>2" -L-CT-+

!K +--8A= H!H"!$>" -L-CT-+

!" A:I >$$$$$>2 -L-CT-+

!> AC5I6 5AMA >K>F2F$$ -L-CT-+!$ 7MA =A6T FF2!FKK> -L-CT-+

!H G*8AL F!F2K2" -L-CT-+

!F **AJ H>K"K$!$ -L-CT-+

The ra'id gro)th of 5 outsourcing e1e/'lifies that for /any organi?ations the decision to

GODREJ

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DE6@RE

>OA@;7A@O?

:O>>@AA>E?A

either /a&e or uy 5 acti0ities s)ings to)ard the latter. 5ence, it is 'i0otal that

researchers also shift their attention fro/ identifying conditions related to the initial

outsourcing decision to 'sychological factors related to the continuity of the 5 outsourcing

relationshi'. This study ta&es a first ste' in this direction y e1a/ining )hich factors are

related to 5 /anagers@ co//it/ent to continue the 5 outsourcing relationshi'. *ur

conce'tual /odel distinguished et)een continuance and affecti0e co//it/ent. These t)o

for/s of co//it/ent are grounded in different theoretical fra/e)or&sV

Name,2- transactioncost economics t'eor2 an socia, eLc'an!e t'eor2- respecti?e,2.

GODREJ

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*ne &ey conclusion of our study )as that 'ositi0e, affecti0e#ased /oti0ations for continuing

the outsourcing relationshi' (i.e., the desire for a relationshi' to continue% )ere related to a


95/121

outsourcing outco/es /ight e that in selection#related ser0ices, 5 /anagers ty'ically

/a&e hu/an ca'ital in0est/ents instead of 'hysical ca'ital in0est/ents.

GODREJ

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C5A8T-E>

+ATA A6ALYI

9I6T-8-TATI*6E

GODREJ

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0NIERSE:

The research )or& )as acco/'lished in Gr. 6oida and outh +elhi.

SAM/%IN$ 0NIT:

The sa/'ling unit )as the colleges,uni0ersities,'lace/ent agencies and coaching institutes

3here )e acco/'lished our /y sourcing and recruit/ent 'rocess.

SAM/%E SI


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t'e or!ani=ationG

S.NO O/INION NO OF

RESIDENT

/ERCENTA$E

1 Yes 14 4J

8 No 6 8J

3 To some eLtent ; 3J

)E

?O

AO O>E EAE?A

K. +irect /ethods of recruit/ent and selection 'ractices are /ost suitaleP

.6* *8-6I*6 6* *4

-8*6+-6T

8-C-6TAG-

! Y- $ >

2 6* K >

GODREJ

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95

5

NO. OF RESPONDENT

)E ?O

". Are you satisfied )ith the 'resent recruit/ent and selection 'rocess for the 'ost of

sales e1ecuti0eP

.6* *8-6I*6 6* *4

-8*6+-6T

8-C-6TAG-

! Y- " >F

2 6* >> "2

GODREJ

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42

58

RESPONDENT

)E ?O

>. +o you thin& the direct recruit/ent and selection 'ractices is


102/121

89

11

RESPONDENT

)E ?O

$. .Are you interested in this sales e1ecuti0e 'ostP

.6* *8-6I*6 6*. *4

-8*6+-6T

8-C-6TAG-

! Y- KF F

2 6* $ 2

GODREJ

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92

8

)E ?O

H. could you easily na0igate the )esite and easily find the a''lication for/P

S.NO O/ENION NO OFRES/ONDENT

/ERCENTA$E

! Y- F F

2 6* 2 2

GODREJ

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80

20

RESPONDENTS

)E ?O

F. .+id you feel that the there )as enough infor/ation in the o 'ac&(ad0ert odescri'tion and and 'erson s'ecificationPto gi0e you a clear of )hat the o entailedP

S.NO *8-6I*6 6* *4

-8*6+-6T

8-C-6TAG-

! Y- H> HF."

2 6* 2 2!.>

GODREJ

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79

21

RESPONDENT

)E ?O

. .+o you read our re)ards and enefitsP

.6* *8-6I*6 6*. *4

8-C-6TAG-

8-C-6TAG-

! Y- K 2

2 6* 2" F

92

8

RESPONENT

)E ?O

GODREJ

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!. .+id this i/'act on your decision to a''ly for a o on godre co.

.6* *8-6I*6 6* *4

-8*6+-6T

8-C-6TAG-

! Y- F

2 6* !F

96

4

)E ?O

!!. +id you attend an inter0ie)P

.6* *8-6I*6 6* *4

-8*6+-6T

8-C-6TAG-

! Y- > $2.>

2 6* K KH.>

GODREJ

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63

38

RESPONDENT

)E ?O

!2. After eing notified of the inter0ie).did u ha0e ade


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FINDIN$S

S0$$ESTIONS

AND

CONC%0SION

GODREJ

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FINDIN$S:

.

• 3e found that sourcing is a est and difficult o for 5 Managers.

• 3e )ere interacted /any ig institutions li&e JAMIA 'lace/ent incharge +r.I5A6

=5A6 7I )ho hel'ed us a lot issued a letter of ca/'us +ri0e )ithout any

difficulties.This institutions can also 'ro0ides est candidates for other 'ost.

• 3e )ere found that /ostly candidate )ho )ere interested in sales e1ecuti0e 'ost

ut they )ere ; 'ass.

• 3e found that /ostly candidate )on@t ale to )or& )ith CTC.

• 3e )ere also found that /ost of the 'lace/ent agencies are fraud li&e 0i0id

foundation and other real agencies )ho )ere deal )ith co.on contract asis.

-tasha society career and de0elo'/ent institute 'ro0ides candidate )ithout any

contract.it is a est ngo )hich hel's 'oor 'eo'le to i/'ro0e their s&ills and enhanced

the ca'aility in 'articular field.

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Through this Ty'e of 6G*s 'ro0ides est candidates in near future.

• 3e )ent to Gr.6oida colleges /ostly colleges deals )ith MBA and B.tech students

.they )ere not interested in sales e1ecuti0e.

GODREJ

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CONC%0SION:

• G*+-J is a )ell re'uted co, in the /ar&et .it )as estalished in !FH y

• A+5-5I G*+-J ,it has /ore than2K ranches and >! sho)roo/.they ha0e

• t)o cor'orates E

• G*+-J I6+7TI- 9A*CIAT-

• G*+-J 9 B*YC- MA674.C* LT+.

• But )e ha0e done our internshi' in +I-CT AL- It@s a 'art of godre 9 oyce

/anuf. Ltd.

• ourcing and ecruit/ent is the est to'ic for our 'roect.

.

• it /eans that inducing and attracting /ore and /ore a''licant to a''ly for o

through 0arious sources li&e internal and e1ternal sources.)e ha0e done

e1ternal sources of recruit/ent li&e done ca/'us dri0e in ig institution li&e

• Ja/ia /ilia,G6IBM,4MG ,M5,ha/hudayal degree college etc.

• 8asting 'a/'hlets on roads,colleges interacting )ith so/e 'lace/ent agencies

GODREJ

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• incharge li&e -TA5A,Te/'etation Ms Mini harga0a,Mr.+i0ya&ant har/a

,interacted )ith 'lace/ent incharge of JAMIA +r. ihan &han uri etc.

• .Its a 0ery ig challenge for us.its too /uch difficult tas& ut )e ha0e learned

• a lot li&e ho) to 're'are a J+,ho) to interact )ith ig institution.ho) to

• 'ersuade candidate for the 'ost of sales e1ecuti0e.

INTERACTED

/ERSONA%ITIES :

GODREJPage 113


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M.I5A6 =5A6 +I:YA=A6T 5AMA

MI MI6I B5AGA:A

S0$$ESTIONHIRIN$ /EO/%E REMAINS ONE OF THE #I$$EST CHA%%EN$ES AND

MYSTERIES FOR START0/S

You can use 0arious ser0ices 'ossile to find 'eo'le through internet sites li&e

lin&edin,google,t)itter,faceoo&,nau&ri.co/,/onster.co/ etc.

GODREJ

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can e0ery result 0ery


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%IMITATIONS

• 3e )ere failed to /et other 'lace/ent agencies due to in0alid address.

• Met == *:--A they deals only laour class 'eo'le.

• o/e 'lace/ent agenciesli&e J-Y :AG5-- I6T-6ATI*6AL LT+.

• they 'ro0ide candidate after signing contract.

• Ta&en out so/e address fro/ google )as in0alid.

• 3ent to a/ia /ilia isla/ia ,got recei0ing ut not ale to /et 'lace/ent incharge.

GODREJ

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• 3ent to 0arious colleges in Gha?iaad and Gr.noida li&e ha/hudayal degree

college,MM5 college,8IIT,4MG grou' of institution. they )ere interested in

'ro0iding students in ul&.

A//ENDI

GODREJ

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/RE/ARIN$ INTERIEW 90ESTION FOR SO0RCIN$ AND

RECR0ITMENT OF CANDIDATE:

-/'loyee selection is the 'rocess of collecting and e0aluating infor/ation aout indi0idual

in order to e1tend an offer of e/'loy/ent.

3e )ere used the elo)


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a.Yes

.6o

".Are you interested in this sales e1ecuti0e 'ostP

a.Yes

.6o

>,could you easily na0igate the )esite and easily find the a''lication for/P

a.Yes

.6o

$.+id you feel that the there )as enough infor/ation in the o 'ac&(ad0ert o descri'tion

and and 'erson s'ecificationPto gi0e you a clear of )hat the o entailedP

a.Yes

.6o

H.+o you read our re)ards and enefitsP

a.yes

.6o

F.+id this i/'act on your decision to a''ly for a o on godre co.

a.yes

.6o

.+id you attend an inter0ie)P

GODREJ

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a.yes

.6o

!.After eing notified of the inter0ie).did u ha0e ade


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