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A STUDY ON EFFECTIVENESS OF RECRUITMENT AND SELECTION PROCESS, SPi
TECHNOLOGIES, PUDUCHERRY
SUMMER PROJECT REPORT
Submitted by
P.KAMAKSHI
REGISTER NO: 27348317
UNDER THE GUIDANCE OF
Mrs. K. VIDHYA, MBA, M.Phil
Faculty, Department Of Management Studies
in partial fulfillment for the award of the degree
Of
MASTER OF BUSINESS ADMINISTRATION
DEPARTMENT OF MANAGEMENT STUDIES
SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE
PONDICHERRY UNIVERSITY
PUDUCHERRY
September 2007
SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE MADAGADIPET PUDUCHERRY
DEPARTMENT OF MANAGEMENT STUDIES
BONAFIDE CERTIFICATE
This to certify that the project work entitled “A STUDY ON EFFECTIVENESS
OF RECRUITMENT AND SELECTION PROCESS, SPi
TECHNOLOGIES,PUDUCHERRY” is a bonafide work done by P.KAMAKSHI
[ REGISTER NO: 27348317] in partial fulfillment of the requirement for the award of
Master of Business Administration by Pondicherry University during the academic year
2007 – 2008.
GUIDE HEAD OF DEPARTMENT
Submitted for Viva-Voce Examination held on
EXTERNAL EXAMINER
ACKNOWLEDGEMENT
I am extremely grateful to Our Principal Dr. V.S.K. VENGATACHALAPATHY to
provide necessary and essential facilities to do this project report.
I express our sincere thanks and deep sense of gratitude to our Head of Department
Mr.S.JAYAKUMAR, Department of Management Studies for providing me with an
opportunity to study and to do this report.
I express a deep sense of gratitude to my Guide Mrs. K. VITHYA, Faculty,
Department of Management Studies, for her encouragement, support and guidance to
complete this project work successfully.
I convey my heartiest thanks to Mr. D. SRIRAM, Senior Personnel manager, SPi
technologies, Puducherry, who kindly granted permission to do this project report in his
esteemed organization.
Finally, I express my sincere thanks and deep sense of gratitude to my parents and
friends for giving timely advice in all the ways and in all aspects for doing the project
ABSTRACT
“A STUDY ON EFFECTIVENESS OF RECRUITMENT AND SELECTION
PROCESS” in SPi technologies was used to study the existing recruitment and selection
process and various factor involved in it.
Both primary and secondary sources were used to collect data. The primary data is
collected from both employers and employees of SPi technologies through a well
constructed questionnaire.
The secondary data was collected from various journals, magazines, articles, various
sites and company records.
From the analysis it was inferred that the organization gave preference to internal
sources rather than external sources. Some of the employees felt that the company would
still fasten the process.
From the study it was found that the employers and employees are satisfied with their
present recruitment and selection process
TABLE OF CONTENTS
LIST OF TABLESLIST OF CHARTS
CHAPTER TITLE PAGE NO.
1 INTRODUCTION 1
2 REVIEW OF LITERATURE 6
3 OBJECTIVES OF THE STUDY 13
4 RESEARCH METHODOLOGY 14
5 DATA ANALYSIS AND INTERPRETATION 17
6 FINDINGS, SUGGESTIONS AND RECOMMENDATIONS OF THE STUDY
43
7 CONCLUSION 45
8 LIMITATION OF THE STUDY AND SCOPE FOR FURTHER STUDY
46
ANNEXURES
1. QUESTIONNAIRE2. BIBLIOGRAPHY
LIST OF TABLES
TABLE NO TITLE PAGE NO.
5.1.1 Respondents based on years of experience 17
5.1.2 Classification based on sources organization rely
heavily
18
5.1.3 Employees channel preference to post the resume 195.1.4 Employees preference of sources that reaches soon 205.1.5 Employees opinion about response after recruitment 215.1.6 Employers opinion about the process for identifying job
vacancies
22
5.1.7 Employers opinion about job analysis 235.1.8 Classification about sources organization use mostly 245.1.9 Classification regarding screening of candidates 255.1.10 Employees opinion about final satisfaction 265.1.11 Employers rating about the process 275.2.1 Table regarding panel member as referee and rating
about recruitment & selection process[observed count]
28
5.2.2 Table regarding panel member as referee and rating
about recruitment & selection process[expected count]
28
5.2.3 Table regarding panel member as referee and rating
about recruitment & selection process[Chi-square
calculation]
29
5.2.4 Table regarding recruitment cost and rating about
recruitment & selection process[observed count]
30
5.2.5 Table regarding recruitment cost and rating about
recruitment & selection process[expected count]
30
5.2.6 Table regarding recruitment cost and rating about
recruitment & selection process[chi-square calculation]
31
5.2.7 Table regarding medical examination and rating about
recruitment & selection process[observed count]
32
5.2.8 Table regarding medical examination and rating about
recruitment & selection process[expected count]
32
5.2.9 Table regarding medical examination and rating about
recruitment & selection process[chi-square calculation]
33
5.2.10 Table regarding recruitment sources organization use 34
and final decision about appointment[observed count]5.2.11 Table regarding recruitment sources organization use
and final decision about appointment [expected count]
34
5.2.12 Table regarding recruitment sources organization use
and final decision about appointment [chi-square
calculation]
35
5.3.1 Table regarding recruitment sources organization use
and source preferred effective by the employer[rank
correlation calculation]
36
5.3.2 Table regarding test & interview process and
satisfaction about selection technique used[rank
correlation calculation]
38
5.3.3 Table regarding questions given prior to the interview
and comfortableness with the interviewer[rank
correlation calculation]
40
5.4.1 Table regarding employers and employees final opinion
about recruitment & selection process[F-test
calculation]
42
LIST OF CHARTS
CHARTNO TITLE PAGE NO.
5.1.1 Respondents based on years of experience 17
5.1.2 Classification based on sources organization rely
heavily
18
5.1.3 Employees channel preference to post the resume 195.1.4 Employees preference of sources that reaches soon 205.1.5 Employees opinion about response after recruitment 215.1.6 Employers opinion about the process for identifying job
vacancies
22
5.1.7 Employers opinion about job analysis 235.1.8 Classification about sources organization use mostly 245.1.9 Classification regarding screening of candidates 255.1.10 Employees opinion about final satisfaction 265.1.11 Employers rating about the process 27
CHAPTER-I
INTRODUCTION
1.1 COMPANY PROFILE
1.2 SPi Technologies– As an Organisation under Study
Recruitment function of HR department in BPO companies is taking much attention due
to attrition rate. SPi technologies is not out of the order in this respect. In this
organisation attrition rate is 45-50 percent. To find out the reasons for this, a study is
conducted to find the effectiveness of recruitment and selection process.
1.3 About SPi Technology
On July 10, 2006, ePLDT acquired 100 per cent of SPi's shares. Together with
ePLDT's Ventus Group, it is one of the world's largest full service BPO companies with a
wide range of voice and non-voice BPO solutions, the broadest global delivery network
with 26 locations spanning North America, Europe, and Asia ,11,000 dedicated
employees , 4,500 in voice and 6,500 in non-voice ,and 7 years of quality and customer
service .SPi deploys its core competencies across the markets, like Banking, Financial
Services and Insurance, Government, Healthcare, Information Technology, Legal, Media,
Not-for-Profit Organizations, Publishing, Retail and Travel.
1.4 Value Proposition
SPi is a leading global BPO provider with numerous locations across the United
States, Europe, and Asia. With over 6,900 employees worldwide, it delivers scalable and
innovative content outsourcing solutions to diversified markets.
1.5 Solutions. People. Innovation.
Three simple words that say who SPi is, what they do and how SPi does it.
1.6Seamless. Professional. Invaluable.
For more than 150 global BPO clients, SPi is improving operating efficiency,
lowering costs, and strengthening competitive positioning in their respective
marketplaces.
1.7 Security. Precision. Integrity.
Internationally respected standards and methodologies provide a base line for
every project it takes on (ISO 9001:2000, ISO/IEC 27001:2005, CMMi Level 5, Six
Sigma).
1.8 Specialists. Partnerships. Intelligence.
Need a strategic BPO partner? It responds to your complex content management needs
with holistic, custom-created solutions that exceed our expectations, both today and for
the long term.
1.9 Brand Story
On April 3, 2006, SPI Technologies renewed its brand and became simply SPi.
Its new brand moves us from four distinct businesses to a single brand and is designed to
showcase the growing array of high quality services we offer today in the Healthcare,
Legal, Publishing and Transaction markets. Building on its 27 year tradition of
innovative business process outsourcing (BPO) solutions, SPi brand has been broadened
to showcase their people and their values, as well as our business.
Its brand is the visual expression of what they do and how they do things. It not
only represents its brand promise: "SPi is a leading global BPO provider. It delivers
valuable and innovative content outsourcing solutions to diversified markets," it also
reflects the essence of who they are, its aspirations, and what drives its business.
1.10 Global Presence: (Global Platform. Total Quality)
Spanning the United States, Europe, and Asia, SPi has built a robust and scalable
international operating platform.
1.11 Publishing (Global Resources. Customer-Centric Solutions)
SPi seamlessly blends years of in-depth domain knowledge with global resources
and the latest technologies to offer end-to-end editorial, content production and business
process outsourcing solutions. Its clients include a wide variety of publishers, including
not-for-profits, university presses, commercial and database publishers, as well as content
aggregators.
1.12 Need a strategic content outsourcing partner?
Its unique onshore/offshore business model ensures that it can consistently deliver
high quality, cost-effective, end-to-end publisher-specific solutions in the following
areas:
• Journal Solutions
• Book Solutions
• Content & Information Solutions
SPi have a long history of partnering with its clients. Its wide array of publishing
solutions support the creation, conversion, enhancement, management and presentation of
its clients' information, whether in print, electronic, or database format.
With its broad industry and process knowledge, robust tools, time-tested
methodologies and scaleable technology and facilities, it routinely delivers results that
enhance the value of all types of published and enterprise content for our clients.
1.13 Concerned about quality
It delivers peace of mind. Our credentials speak for themselves:
• ISO 9001:2000
• CMMi Level 5
• Six Sigma
• Best In Class Business Continuity Practices
1.14 Client List
SPi has over 150 global clients, ranging from Fortune 1000 companies to
internationally respected professional societies and associations, law firms, universities,
and government agencies. Their selected client list speaks for itself. Accruent ,American
Association of Petroleum Geologists ,American Geophysical Union ,American Institute
of Physics ,American Speech-Language-Hearing Association ,Cambridge University
Press, McGraw-Hill ,Oxford University Press ,Springer ,University of Chicago Press
,University of Michigan ,Yale University Press.
1.15 SPi Technologies in India
SPi technologies entered Indian market by acquisition of KOLAM software in
Pondicherry. SPi technologies have their other subsidiary in Delhi, Chennai, Kolkata and
Coimabatore.Their clients for Indian operations are Springer,Elsavier,Tata Mcgraw Hills
and Oxford University Press.Coimbatore subsidiary deals with Medical transcription.
1.16 SPi Technologies in Pondicherry
SPi’s Indian headquarters is Pondicherry facility. The total number of employee working
in Pondicherry facility is 769, working under three shifts. The reason behind launching
their subsidiary in Pondicherry was:
• Pondicherry’s location
• Low cost of living was taken in to consideration.
• Pondicherry government’s schemes like tax holidays
• Less competition .SPi technologies has only one competitor in Pondicherry,
Integra software.
1.17 HR Team
Human resource department is in Pondicherry. It holds a centralised function for all
the other SPi technologies’ subsidiaries (except Coimbatore facility). The HR team is
lead by the senior manager . He is next to vice president – Indian operations in the
hierarchy. He leads a HR team of four managers (recruitment, Pondicherry), four
assistant manager and four executive.
1.18 HR Functions
Human resource department play a major and vital role in the company. HRD is in
Laporte Street, Pondicherry. All the HR related function for Indian operation is take care
by this department in Pondicherry. They practice a centralized function. Some of the HR
functions in SPI technologies are:
• Human resource planning
• Job analysis and design
• Recruitment
• Selection
• Orientation and placement
• Training and development
• Performance appraisal and job analysis
1.2 INTRODUCTION TO THE STUDY
The study was conducted in SPi TECHNOLOGIES, Puducherry to find
the effectiveness of recruitment and selection process.
Recruitment and selection process is a crucial factor in any organization
for selecting the right person for the right job.
The study intends to find how effectively recruitment and selection
process followed in the organization.
The study on effectiveness of recruitment and selection process provides
the organization to know how effectively the process is going on because attrition rate is
one of the major factors in call centers.
CHAPTER - II
REVIEW OF RELATED LITERATURE
2.1 Recruitment Definition
Recruitment refers to the process of finding possible candidates for a job or
function, usually undertaken by recruiters. It also may be undertaken by an employment
agency or a member of staff at the business or organization looking for recruits.
Advertising is commonly part of the recruiting process, and can occur through several
means through online, newspapers, using newspaper dedicated to job advertisement,
through professional publication, using advertisements placed in windows, through a job
center, through campus interviews, etc.
2.1.1 Recruitment Meaning
Employing the right staff is an important human resource challenge faced by all
employers.
Recruitment is an expensive business, which includes the cost of advertising and
the cost of current employees’ time interviewing and selecting the right candidate.
Good recruitment and selection can result in:
a] reduced labour turnover
b] reduced absence
c] reduced stress levels
A recruitment process should be:
a] efficient - cost effective in method and sources
b] effective - producing enough suitable candidates
c] fair - ensuring that decisions are made on merit without discrimination.
2.2 Recruitment and Selection
2.2.1 Definition
Recruitment is the process of identifying and attracting a group of potential
candidates from within and outside the organization to evaluate for employment. Once
these candidates are identified, the process of selecting appropriate employees for
employment can begin.
2.2.2 Recruitment and Selection Practices
Better recruitment and selection strategies result in improve organizational
outcomes. The more effectively organizations recruit and select candidates, the more
likely they are to hire and retain satisfied employees.
2.2.3 Purpose
a) The objectives of this study were to:
1. Identify general practices that organizations use to recruit and select
employees.
2. Determine which recruitment and selection practices are most effective.
3. Determine how the recruitment and selection practices affect organizational
outcomes.
b) Recruitment is the process of identifying and attracting potential candidates from
within and outside an organization to begin evaluating them for future employment. Once
candidates are identified, an organization can begin the selection process. This includes
collecting, measuring, and evaluating information about candidates’ qualifications for
specified positions.
The study, based on survey results from 162 members of the DDI HR Benchmark
Group, addresses the following issues.
a. General recruitment and selection profiles.
b. Recruitment strategies.
c. Organizational offerings and their impact on prospective employees.
d. Current and future selection practices.
f. Outsourcing recruitment and selection activities.
g. Barriers to effective recruitment and selection.
2.2.4 General Profile
a) Findings Overview
Although internal candidates typically stay in positions and are more successful
than external candidates, organizations fill positions with external candidates, on average,
13 percent more often than internal candidates.
In the next two years:
a.75 percent of the organizations surveyed plan to increase spending on
recruiting.
b.68 percent of the organizations plan to increase their spending on selection.
c.Almost half of the organizations plan to significantly change their current
approach to both recruitment (47 percent) and selection (41 percent) within the next two
years.
2.2.5 Recruitment Strategies
a) Findings Overview
Organizations were asked what strategies they use to recruit both
managerial/professional and non management candidates.
a. For recruiting managerial/professional candidates, the Internet is the most
popular advertising medium, used by 76 percent of the organizations surveyed.
b. Organizations regularly utilize internal resources (e.g., internal job postings
and employee referrals) when recruiting both internal and external candidates.
c. Different kinds of agencies are used to recruit for positions at different levels.
i) Temporary and government agencies are used mainly to recruit non
management candidates.
ii) Employment agencies, colleges, and professional organizations are used
more often to recruit managerial/professional candidates.
2.2.6 Organizational Offerings
The quality of an organization’s offerings affects its ability to attract job
candidates.
a. Organizations believe they offer candidates a strong company reputation (69
percent) and high-quality benefits packages (65 percent) and learning opportunities (55
percent).
b. Many organizations do not offer stock options (37 percent) or child care options
(36 percent).
2.2.7 Best Practices
Organizations with the most effective recruiting strategies were 15 to 19 percent
more likely to offer candidates high-quality options such as:
Potential for advancement, Company reputation, Stocks, Benefits package etc.
. 2.2.8 Current and Future Selection Practices
a) Findings Overview
Organizations were asked to indicate how extensively they use several selection
practices and how much they anticipate using them in the future.
a. Most organizations make extensive use of applications (89 percent), manual
resume screening (80 percent), and reference checks (75 percent) in their selection
systems.
b. Less than 20 percent of organizations currently use testing or assessment methods
extensively in their selection process
2.2.9 Barriers to Effective Recruitment and Selection
a) Findings Overview
The surveyed organizations report that the top barriers to effective recruitment
and selection of candidates are:
a. Shortage of qualified applicants (62 percent).
b. Competition for the same applicants (62 percent).
c. Difficulty finding and identifying applicants (48 percent).
By Sheila M. Rioux, Ph.D., and Paul Bernthal, Ph.D.
2.3 Search & Selection
2.3.1 Introduction
The search and selection process is the foundation for all future employee
relations activities. As such, a considerable amount of employee resources is rightfully
spent on working on screening committees and in hiring employees. This document has
been developed to assist hiring supervisors, committee members and others in defining
effective search and selection processes, thereby maximizing the efforts to identifying
and attracting the best candidates.
2.3.2 Planning
As will become evident in further review of this document, planning is an
essential component to nearly every step of the search and selection process. We must
plan the way the position can meet the needs of the department while appropriately using
available resources, plan a recruitment strategy, and plan a screening strategy and, finally,
a selection strategy.
a) Needs assessment
The first step in any process is to determine the goals that you would like to
accomplish. In Search and Selection, this process usually takes one of two forms:
1) An addition to staff
In the event that the job is new and has not been graded before, it will be
necessary for the supervisor to complete the Position Analysis Questionnaire, which will
identify the job responsibilities and competencies required, as well as aid in establishing
the appropriate salary grade for the position.
2) A replacement of staff.
The time when a current employee vacates an existing position can be an
optimal time to review the organization and determine if a reallocation of position
responsibilities is appropriate. Often, a juggling of responsibilities within a unit can
create promotional opportunities, new skills, job enrichment and could better match the
remaining incumbents skills with the skills required for the position.
2.3.4 Identification of minimum requirements and preferred qualities
During the posting and recruitment process, the college identifies and
announces minimum requirements for fulfilling the responsibilities of the position as well
as those qualities which the supervisor believes will lead to further success in the
position.
2.3.5 Development of Screening Materials
Once the position requirements and preferred qualities are identified, it
should be easy for the supervisor to identify the screening questions. Since the committee
should only be asking questions which related to the decision of who to forward to the
supervisor in the next step of the process, the only topics the committee needs to address
are those which have been identified by the supervisor as being either preferred or
necessary qualities (as defined in the Notice of Vacancy).
The three parts to the screening process
a) Paper review
b) Interviews with the candidates
c) Interviews with each, respective candidates references
2.3.6 The interviews with the candidates
As addressed previously, the interview questions should cover specific areas of
concern. In the previous section, sample interview questions are offered for the hiring
supervisor in developing the interview questionnaire. Similar to developing the rating
scale in the paper review process, the supervisor will assign maximum point values to
each question, based on their relative importance to other criteria being reviewed.
Qualities that could fall into this category include:
ability to adapt to change
ability to display a positive outlook
ability to follow instructions
2.3.7 Development of Recruitment strategy
Even though s/he is not part of the screening process, the hiring supervisor
steers the search by developing the recruitment criteria, the position requirements and
preferred qualities, the rating scales and interview questions. The recruitment strategy
is the stage where the hiring supervisor determines, with assistance from Human
Resources, the timing for the search as well as the way that the position vacancy will
be communicated.
2.4 Recruitment Metrics
Recruitment can be an expensive and time-consuming endeavor, and
understanding the value of the results means knowing whether or not the time and money
are being used effectively. A few common recruitment metrics:
1) New Hire Quality:
Three to six months after hire, the hiring manager should complete an
evaluation of the new employee that compares expectations prior to recruiting with the
actual performance of the employee. Facets of quality to be evaluated include
knowledge and skills, performance, experience, motivation, multitasking abilities,
learning curve, customer compatibility, and organization compatibility.
2) Recruiting Cost Ratio:
The RCR is used to determine average HR spending on recruiting activities in
relation to the starting compensation of new hires (positions filled) that result from
staffing activities.This metric calculates the Total Recruiting Costs (both internal and
external) and divides it by the Total Compensation Recruited (the sum of the base annual
compensation of the positions filled through recruitment).
3) Recruiting Efficiency:
Closely related to RCR is the metric for Recruiting Efficiency. Recruiting
Efficiency gives a percentage in relation to complete efficiency, which is considered to be
100%.
CHAPTER- III
OBJECTIVES
• To study the existing recruitment and selection process the organization is using.
• To study various factors involved in recruitment and selection process.
• To study the methods and techniques used in recruitment and selection process.
• To study and identify how the present process affect organizational outcomes.
• To find employers and employees opinion about present process and provide a
suggestion for improvement.
CHAPTER - IV
RESEARCH METHODOLOGY
4.1 DATA COLLECTION:
4.1.1 Sources of data collection:
4.1.1.1 Primary data
Primary data are collected afresh and for the first time. It is the data originated by
the researcher specifically to address the research problem.
In this study, primary data is collected primarily to understand the existing
recruitment and selection process the organization is using.
4.1.1.2 Secondary Data
Secondary data is collected from internet, registers, records, journals, articles,
magazines and annual reports of the organization
4.1.1.3 Data collection Instrument:
Questionnaire Design begins with an understanding of the capabilities of a
questionnaire and how they can help in research. If it is determined that a questionnaire is
to be used, the greatest care goes into the planning of the objectives.
4.2 DATA SAMPLING:
Data sampling process includes the following steps that are sequentially shown
Define the Target Population
Define the Sampling frame
Determine the sample size
Execute the sampling process
4.2.1 Sample Size Design
It refers to the number of elements to be included in the study. A sample
design is a definite plan for obtaining a sample from a definite population. It refers to the
technique or the procedure the researchers would adopt in selecting items for the sample.
It is determined before data is collected. In this study
• 50 samples is collected from the employers.
• 50 samples is collected from employees.
4.2.2 Sampling Process
Convenience Sampling: A convenience is obtained by selecting ‘convenient’
population units. The method of convenience sampling is also called the chunk. A chunk
refers to that fraction of the population being investigated which is neither by probability
nor by judgement but by convenience.
x2= ? [O-E] 2/E
R= 1- 6 ? D2 / N3 -N
4.3 TOOLS FOR ANALYSIS:
• Percentage Analysis
• Chi-square analysis
• Correlation
• F-test
4.3.1 Percentage Analysis:
In percentage analysis, charts like bar chart and pie charts are used to
graphically represent the results from percentage analysis of the questionnaire
4.3.2 Chi-Square Analysis
The chi-square is one of the most widely used non-parametric tests in
statistical work. The Chi-Square was first used by Karl Pearson in the year 1900.
It is defined as
Chi-square test is applicable to a very large number of problems in practice. With
the help of this test we can find out whether two or more attributes are associated or not.
4.3.3 Correlation:
Correlation analysis deals with the association between two or more variables.
Correlation does not necessarily imply causation or functional relationship though the
existence of causation always implies correlation. By itself it establishes only co
variation. In this research rank correlation was used.The formula used to finn rank
correlation is
4.3.4 F-Test
F= S12 / S2
2
F-test is used to find out whether the two independent estimates of population
differ significantly or whether the two samples may be regarded as drawn from the
normal populations having the same variance.
F is defined as
CHAPTER – V
DATA ANALYSIS AND INTERPRETATION
5.1 ANALYSIS USING PERCENTAGE METHOD
TABLE 5.1.1 RESPONDENTS BASED ON YEARS OF EXPERIENCE
Sl.no Years Respondent
s
Percentage%
1 0-2 years 34 68
2 3-5 years 14 28
3 6-8 years 2 4
Total 50 100
Inference
34 respondents belong to 0-2 years of experience, 14 respondents belong to 3-5
years of experience and 2 respondents belong to 6-8 years of experience.
CHART 5.1.1 RESPONDENTS BASED ON YEARS OF EXPERIENCE
0
10
20
30
40
50
60
70
80
0-2 years
3-5 years
6-8 years
Years of experience
Percentage
TABLE 5.1.2 CLASSIFICATION BASED ON THE SOURCES ORGANIZATION
RELY HEAVILY
Sl.no Sources Respondents Percentage%
1 Internal 30 602 External 20 40
Total 50 100
Inference
30 respondents said that organization rely heavily on internal sources and20
respondents said that organization rely heavily on external sources.
CHART 5.1.2 CLASSIFICATION BASED ON THE SOURCES ORGANIZATION
RELY HEAVILY
0
10
20
30
40
50
60
70
Internalsources
Externalsources
Source
Percentage
TABLE 5.1.3 EMPLOYEES CHANNEL PREFERENCE TO POST THE RESUME
Inference
34% of employees prefer jobsites to post the resume, 40% of employees prefer
company sites to post the resume, 18% of employees prefer consultancies to post the
resume and 8% of employees prefer employee referrals to post the resume.
CHART 5.1.3 EMPLOYEES CHANNEL PREFERENCE TO POST THE
RESUME
Sl.no Channels Respondent
s
Percentage%
1 Job sites 17 342 Company sites 20 403 Consultancies 9 184 Referrals 4 8
Total 50 100
0
5
10
15
20
25
30
35
40
45
Jobsites
Companysites
Consultancies
Referrals
Channels
Percentage
TABLE 5.1.4 EMPLOYEE’S PREFERENCE OF SOURCES THAT REACHES
SOON
Inference
38% of employees said that newspaper source reaches them soon, 8% of
employees said that journals/periodicals reaches them soon, 20 of employees said that
campus recruitment reaches them soon and finally 34% of employees said that employee
Sl.no Sources Respondent
s
Percentage%
1 Newspaper 19 382 Journals/Periodicals 4 83 Campus Recruitment 10 204 Employee Referral 17 34
Total 50 100
referral reaches them soon.
CHART 5.1.4 EMPLOYEE’S PREFERENCE OF SOURCES THAT REACHES
SOON
0
5
10
15
20
25
30
35
40
Newspaper
Journals/Magazines
Campusrecruitment
Employee Referral
Sources
Percentage
TABLE 5.1.5 EMPLOYEE’S OPINION ABOUT RESPONSE AFTER
RECRUITMENT
Inference
Sl.no Response Respondent
s
Percentage%
1 Satisfied 44 882 Not Satisfied 6 12
Total 50 100
44 respondents are satisfied with the response given after recruitment and 6
respondents are not satisfied with the response given after recruitment
CHART 5.1.5 EMPLOYEE’S OPINION ABOUT RESPONSE AFTER
RECRUITMENT
0
10
20
30
40
50
60
70
80
90
100
Satisfied
Not Satisfied
Response
Percentage
TABLE 5.1.6 EMPLOYER’S OPINION ABOUT THE PROCESS FOR
IDENTIFYING JOB VACANCIES
Sl.no Process Respondents Percentage%
1 Step by step process 32 642 No step by step process 16 36
Total 50 100
Inference
32 respondents said that their organization follow a step by step process with
certain rules and regulations in identifying job vacancies and 16 respondents said that
their organization does not follow a step by step process with certain rules and
regulations in identifying job vacancies.
CHART 5.1.6 EMPLOYER’S OPINION ABOUT THE PROCESS FOR
IDENTIFYING JOB VACANCIES
0
1 0
2 0
3 0
4 0
5 0
6 0
7 0
S te p b y s te p p ro ce s s
N o s te p b y s te pp ro c e s s
Pr o c e s s
Percentage
TABLE 5.1.7 EMPLOYER’S OPINION ABOUT JOB ANALYSIS
Inference
Sl.no Job analysis Respondents Percentage
1 Yes 35 702 No 15 30
Total 50 100
35 respondents inferred that job analysis is conducted for each position,15
respondents inferred that job analysis is not conducted for each position.
CHART 5.1.7 EMPLOYER’S OPINION ABOUT JOB ANALYSIS
0
10
20
30
40
50
60
70
80
Yes
No
Job analysis
Percentage
TABLE 5.1.8 CLASSIFICATION ABOUT THE RECRUITMENT SOURCES
ORGANIZATION USE MOSTLY
Sl.no Sources Respondents Percentage%
1 Newspaper sources 15 302 Journals 7 143 Campus Recruitment 4 84 Employee Referral 19 385 Consultancies 5 10
Total 50 100
Inference
15 respondents said that their organization uses newspaper source mostly, 7
respondents said that their organization uses journals, 4 respondents said that their
organization uses campus recruitment, 5 respondents said that they use consultancies and
finally 19 respondents said that their organization uses employee referral mostly.
CHART 5.1.8 CLASSIFICATION ABOUT THE RECRUITMENT SOURCES
ORGANIZATION USE MOSTLY
0
5
10
15
20
25
30
35
40
Newspaper source
Journals/Periodicals
Campus Recruitment
Employee Referral
Consultancies
Sources
Percentage
TABLE 5.1.9 EMPLOYER’S OPINION ABOUT SCREENING OF CANDIDATES
Sl.no Screening of Respondents Percentage%
candidates1 Yes 35 702 No 15 30
Total 50 100
Inference
35 respondents said that all initial screening of candidates is performed by HR
department and 15 respondents said that all initial screening of candidates is not
performed by HR department.
CHART 5.1.9 EMPLOYER’S OPINION ABOUT SCREENING OF CANDIDATES
0
10
20
30
40
50
60
70
80
Yes
No
Screening of candidates
Percentage
TABLE 5.1.10 EMPLOYEES OPINION ABOUT FINAL SATISFACTION
Sl.no Opinion Respondents Percentage%1 Satisfied 21 422 Highly Satisfied 13 263 Dissatisfied 5 104 Highly dissatisfied 4 85 No opinion 7 14 Total 50 100
Inference:
42% of employees are satisfied with the present process, 26% of
employees are highly satisfied with the present process, 10% of employees are
dissatisfied with the present process, 8% employees are highly dissatisfied with the
present process, and 14% employees said that they have no opinion about the process.
CHART 5.1.10 EMPLOYEES OPINION ABOUT FINAL SATISFACTION
satisfied
Highly satisfied
Dissatisfied
Highlydissatisfied
No opinionFinal opinion about the process
TABLE 5.1.11 EMPLOYERS RATING ABOUT THE PROCESS
Inference:
24% employers rated that the process is effective, 42% of employers rated
that the process is very effective, 22% of employers rated that the process is not effective,
12% of employers said no opinion about the process.
CHART 5.1.11 EMPLOYERS RATING ABOUT THE PROCESS
Effective
Very effective
Not effective
No opinion
Final rating about the process
Sl.no Opinion Respondents Percentage%1 Effective 12 242 Very effective 21 423 Not effective 11 224 No opinion 6 12 Total 50 100
5.2 ANALYSIS USING CHI-SQUARE
ANALYSIS OF EMPLOYERS OPINION REGARDING PANEL MEMBER AS
REFEREE AND RATING ABOUT RECRUITMENT& SELECTION PROCESS
OBSERVED COUNT:
TABLE 5.2.1
EXPECTED COUNT
TABLE 5.2.2
Rating about recruitment& selection
Panel
member as
referee
Effective Very
Effective
Not Effective No opinion Total
Yes 5 14 5 1 25No 7 7 6 5 25
Total 12 21 11 6 50
Rating about recruitment & selectionPanel
member as
referee
Effective Very
Effective
Not Effective No opinion Total
Yes 6 10.5 5.5 3 25No 6 10.5 5.5 3 25
Total 12 21 11 6 50
CHI-SQUARE CALCULATION
TABLE 5.2.3
Null Hypothesis Ho:
There is no significant difference between the referee as a panel member and final
O E [O-E]2 [O-E]2/E5 6 1 0.1714 10.5 12.25 1.175 5.5 0.25 0.051 3 4 1.337 6 1 0.177 10.5 12.25 1.176 5.5 0.25 0.055 3 4 1.33 ∑ = 5.44
rating about recruitment and selection process.
Inference:
Calculated value Σ [O-E] 2/E = 5.44
Degrees of freedom (m-1) (n-1) = (2-1) (4-1)
= 3
The tabulated value for 3 degrees freedom at 5% level of significance is 12.98.
The calculated value is lesser than tabulated value. Therefore hypothesis is accepted.
ANALYSIS OF EMPLOYERS OPINION REGARDING RECRUITMENT COST
AND FINAL RATING ABOUT RECRUITMENT AND SELECTION PROCESS
OBSERVED COUNT
TABLE 5.2.4
Rating about recruitment & selection
Recruitme
nt cost
Effective Very
Effective
Not
Effective
No opinion Total
Yes 6 11 5 2 24
No 6 10 6 4 26
Total 12 21 11 6 50
EXPECTED COUNT
TABLE 5.2.5
CHI-SQUARE CALCULATION
TABLE 5.2.6
Rating about recruitment & selection
Recruitment
cost
Effective Very
Effective
Not
Effective
No opinion Total
Yes 5.8 10 5.3 2.9 24
No 6.2 11 5.7 3.1 26
Total 12 21 11 6 50
Null Hypothesis Ho:
There is no association between the measurement of recruitment cost and final
satisfaction about recruitment and selection process.
Inference:
Calculated value Σ [O-E] 2/E = 2.11
Degrees of freedom (m-1) (n-1) = (2-1) (4-1)
= 3
The tabulated value for 3 degrees freedom at 5% level of significance is 12.98.
The calculated value is lesser than tabulated value. Therefore hypothesis is accepted.
O E [O-E]2 [O-E]2/E6 5.8 0.04 0.6811 10 1 0.15 5.3 0.07 0.022 2.9 0.81 0.286 6.2 0.04 0.6510 11 1 0.096 5.7 0.09 0.024 3.1 0.81 0.26
∑= 2.11
ANALYSIS OF EMPLOYERS OPINION REGARDING MEDICAL
EXAMINATION AND FINAL RATING ABOUT RECRUITMENT AND
SELECTION PROCESS
OBSERVED COUNT
Table 5.2.7
Rating about recruitment& selection Medical
Examination
Effective Very
Effective
Not Effective No opinion Total
Yes 5 8 7 3 23
No 7 13 4 3 27
Total 12 21 11 6 50
EXPECTED COUNT
Table 5.2.8
Rating about recruitment& selection Medical
Examination
Effective Very
Effective
Not Effective No opinion Total
Yes 5.52 9.7 5.1 2.76 23
No 6.48 11.34 5.94 3.24 27
Total 12 21 11 6 50
CHI-SQUARE CALCULATION
TABLE 5.2.9
Null Hypothesis Ho:
There is no association between the medical examination conducted on employees
and final satisfaction about recruitment and selection process.
Inference:
Calculated value Σ [O-E] 2/E = 2.41
Degrees of freedom (m-1) (n-1) = (2-1) (4-1)
= 3
The tabulated value for 3 degrees freedom at 5% level of significance is 12.98.
The calculated value is lesser than tabulated value. Therefore hypothesis is accepted.
O E [O-E]2 [O-E]2/E
5 5.52 0.27 0.058 9.66 2.76 0.297 5.06 3.76 0.743 2.76 0.06 0.027 6.48 0.27 0.4213 11.34 2.76 0.244 5.94 3.76 0.633 3.24 0.06 0.02
∑=2.41
ANALYSIS OF EMPLOYEES OPINION REGARDING RECRUITMENT
SOURCE ORGANIZATION USE HEAVILY AND FINAL DECISIONS ABOUT
APPOINTMENT
OBSERVED COUNT
TABLE 5.2.10
EXPECTED COUNT
TABLE 5.2.11
Final decision about
appointmentSources
organization rely
heavily
Yes No Total
Internal sources 25 5 30External sources 14 6 20
Total 39 11 50
CHI-SQUARE CALCULATION
TABLE 5.2.12
Final decision about appointment
Sources
organization rely
heavily
Yes No Total
Internal sources 23.4 6.6 30External sources 15.6 4.4 20
Total 39 11 50
O E [O-E]2 [O-E]2/E25 23.4 2.56 0.115 6.6 2.56 0.3914 15.6 2.56 0.166 4.4 2.56 0.58
∑=1.24
Null Hypothesis Ho:
There is no association between sources organization rely heavily and final
decisions about appointment.
Inference:
Calculated value Σ [O-E] 2/E = 1.24
Degrees of freedom (m-1) (n-1) = (2-1) (2-1)
= 1
The tabulated value for1 degrees freedom at 5% level of significance is 7.88.
The calculated value is lesser than tabulated value. Therefore hypothesis is accepted.
5.3 ANALYSIS USING RANK CORRELATION
ANALYSIS OF EMPLOYEES OPINION REGARDING TEST&INTERVIEW
PROCESS AND SATISFACTION ABOUT SELECTION TECHNIQUE USED
TABLE 5.3.1
R= 1- 6 ? D2 / N3 -N
CACULATIONS:
= 1- 6 * 2
23-2
= 1- 12
6
= 1-2
Sl.no X Rx Y Ry [ Rx- Ry ]
D2
1 24 1 39 2 1
2 26 2 11 1 1
Σ D2 = 2
R = -1
INFERENCE:
The test & interview process and satisfaction about selection technique used is
highly negatively correlated.
R= 1- 6 ? D2 / N3 -N
ANALYSIS OF EMPLOYERS OPINION REGARDING RECRUITMENT
SOURCE ORGANIZATION USE AND SOURCE PREFERRED EFFECTIVE BY
THEM
TABLE 5.3.2
CACULATIONS:
Sl.no X Rx Y Ry [ Rx- Ry ]
D2
1 15 4 14 4 0
2 7 3 6 1 4
3 4 1 8 3 4
4 19 5 15 5 0
5 5 2 7 2 0
Σ D2 = 8
R= 0.6
= 1- 6 * 8
53-5
= 1- 48
120
= 1-0.4
INFERENCE:
The recruitment source organization use and source preferred effective by
them is positively correlated.
ANALYSIS OF EMPLOYEES OPINION REGARDING QUESTIONS GAVE
PRIOR TO THE INTERVIEW AND COMFORTABLENESS WITH THE
INTERVIEWER
TABLE 5.3.3
CACULATIONS:
Sl.no X Rx Y Ry [ Rx- Ry ]
D2
1 12 1 23 1 0
2 38 2 27 2 0
Σ D2 = 0
R= 1- 6 ? D2 / N3 -N R = 1
= 1- 6 * 0
23-2
= 1- 0
6
= 1-0
INFERENCE:
If the questions given prior to the interview means then the comfortableness
with the interviewer will be increased. So it is highly positively correlated.
5.4 ANALYSIS USING F-TEST
ANALYSIS OF EMPLOYEES AND EMPLOYERS OPINION REGARDING
FINAL SATISFACTION ABOUT RECRUITMENT AND SELECTION PROCESS
NULL HYPOTHESIS H0:
The two populations have the same variance.
Table 5.4.1
Samples1
X1
X1 X12 Samples2
X2
X2 X22
12 0.5 0.25 21 11 121
21 8.5 72.2
5
13 3 9
11 -1.5 2.25 5 -5 256 -6.5 42.2
5
4 -6 36
7 -3 9
F=1.28 F= 1.28
Σ X12 = 117 Σ X2
2 = 200
X1 is employee’s opinion about the process and X2 is employers rating about the process.
S12 = 50 S2
2 = 39
F = S12 / S2
2
INFERENCE:
For v1=4 and v2=5, F0.05=6.23.
The calculated value is less than the tabulated value. Therefore hypothesis is
accepted. It means the two different populations have the same variance.
CHAPTER - VI
6.1 FINDINGS OF THE STUDY
• A majority of the respondents prefer to post their resume through company web
sites and job sites.
• The percentage analysis shows that the organization relies heavily on internal
sources.
• Most of the employees said that a newspaper source reaches them soon.
• A majority of employees inferred that they are satisfied with the response given
after recruitment.
• Most of the employees said that the final decisions about appointment should be
based only on merit.
• A majority of employers inferred that there organization is following a step by
step process with certain rules and regulations in identifying job vacancies.
• The percentage analysis shows that the organization is conducting job analysis
and job description for each job position.
• A majority of employers said that there organization using newspaper and
employee referral sources mostly.
• Most of the employers inferred that they are measuring the cost for the
recruitment sources by comparing the validated budget versus approved budget.
• The correlation analysis shows that the questions asked in the interview and
comfortableness with the interviewer is positively correlated.
• Most of the employees are satisfied with the present recruitment and selection
process.
• A majority of the employers inferred that the present recruitment and selection
process is effective.
6.2 SUGGESTIONS AND RECOMMENDATIONS
From the study, it is found that majority of the employees prefer to post their
resume in companies website. So the company can have exclusive career link in
its website to post resume.
By using a separate link with resume screening software, the resumes can be
screened and managed effectively.
From the study, it is found that newspaper is the effective medium to advertise for
recruitment. Since this company focus on candidates from Pondicherry, they can
advertise for mass recruitment.
Relocation is the main problem for a candidate’s rejecting an offer. So by
providing a good salary and accommodation, relocation problem can be solved.
Thus the recruitment process can be made effective by retaining the recruited
candidate.
Some of the employees said that the response given after recruitment is not
satisfactory. If the recruitment feedback mechanism is not effective, there is high
risk of loosing good candidates to other companies. So they can give the response
for candidates immediately whether they are short listed or rejected.
It is found that the company is not conducting the medical examination for
employees during selection process. They can conduct medical examination in
order to prevail themselves if any problem happens to the employees.
CHAPTER-VII
CONCLUSION
This project “A STUDY ON EFFECTIVENESS OF RECRUITMENT AND
SELECTION PROCESS” was helpful to know about the recruitment and selection
process in E-Publishing Company. This study inferred that most of the employers and
employees are satisfied with the present process. This study was helpful to study the
sources of recruitment and selection techniques & methods used.
The study on recruitment and selection is more an ART rather than a process. HR
professional is having a big responsibility to hire a best person from the available talent
pool. At the same time, one needs to be cost conscious. The employer should judge on
individual merits and set the same standards for all. In the present scenario, “It is the
biggest challenge for a HR manager to hunt for talent.”
.
CHAPTER – VIII
8.1 LIMITATIONS
• The entire study applies only to the specific concern.
• The period for study is one month, so the detailed analysis about the process is
difficult.
• The study was made only with limited number of samples.
• The respondents may give false information.
8.2 SCOPE FOR FURTHER STUDY
The Project throws light on the need for learning about recruitment and selection
process.
This study will be useful to find out the sources and techniques used in the
recruitment and selection process.
It will be helpful for the company to know the effective sources and techniques in
recruitment and selection process.
ANNEXURE - I
A STUDY ON EFFECTIVENESS OF RECRUITMENT AND
SELECTION PROCESS IN SPi TECHNOLOGIES
EMPLOYER PERSONAL DETAILS
1. Name :
2. Designation :
3. Age:
a) 18 -25 b) 26 – 35 c) 36 -45 d) above 45
4. Marital status:
a) Married b) unmarried
5. Educational Qualification:
a) Below Hr. Sec. b) Hr. Sec c) ITI or others d) UG OR PG
6. Years of Experience:
a) 0 – 2 years b) 3 – 5 years c) 6 – 8 years d) Above 8 years
RECRUITMENT
1. What type of process are there for identifying job vacancies in your organization?
a) Follow step by step process with certain rules.
b) No step by step process.
c) Not aware.
2. Is job analysis conducted for each position?
a) Yes b) No
3. Do you give consideration to internal candidates for all jobs before outside
recruitment begins?
a) Yes b) No
4. Do you accept late applications?
a) Yes b) No
5. Is there any job description for each vacancy including the purpose, tasks and
responsibilities?
a) Yes b) No
6. What kind of recruitment sources does your organization use?
a) Newspaper sources
b) Professional journals/periodical
c) Campus recruitment
d) Employee referral
e) Consultancies
7. Which recruitment source do you prefer very effective from the above?
8. Does your organization measure the cost of these recruiting sources?
a) Yes b) No
If yes specify,
9. To whom are the performance measure and recruiting costs are usually communicated?
a) Finance department
b) Accounts department
c) Administration department
10. Identify any one factor which affects you to recruit best candidate?
a) Image of the organization
b) Government influence
c) Internal organizational policies
d) None of the above
SELECTION
11. Do you have any standard pattern in selection process? (From initial interview to final
placement)
a) Yes b) No
12. Does HR department perform all initial screening of candidates?
a) Yes b) No
13. How many candidates are typically interviewed before final placement?
a) 10 b) Below 10 c) Above 10 d) None of the above
14. Are panel interviews are used?
a) Yes b) No
15. Can you allow a referee as a panel member?
a) Yes b) No
16. Are reference checks considered on all candidates?
a) Yes b) No
17. Are candidate telephone interviews, teleconferencing or video conferencing
conducted before personnel interview?
a) Yes b) No
18. What type of tests are mostly used in your organization during selection process?
a) Personality tests
b) Psychometric tests
c) Judgement tests
c) Ability tests
d) Not aware
19. Do you professionally validate the tests used in selection process?
a) Yes b) No
20. What your organization will do if short listed applicant cannot be interviewed on the
scheduled day?
a) Offer another date, location.
b) Will hold the applicant and used whenever needed.
c) Consideration may be given to exclude that person from the process.
d) No opinion.
21. Does your organization conduct medical examination for employees during selection
process?
a) Yes b) No
22. Finally rate the recruitment and selection process used in your organization
a) Effective
b) Very effective
c) Not effective
d) No opinion
A STUDY ON EFFECTIVENESS OF RECRUITMENT AND SELECTION
PROCESS IN SPi TECHNOLOGIES
EMPLOYEE PERSONAL DETAILS
1. Name :
2. Designation :
3. Age:
a) 18 -25 b) 26 – 35 c) 36 -45 d) above 45
4. Marital status:
a) Married b) unmarried
5. Educational Qualification:
a) Below Hr. Sec. b) Hr. Sec c) UG or PG d) ITI or others
6. Years of Experience:
a) 0 – 2 years b) 3 – 5 years c) 6 – 8 years d) Above 8 years
RECRUITMENT AND SELECTION
1. Did you visit the website of this company before coming for the interview?
a) Yes b) No
2. What is your experience in this company?
a) 0 – 2 years
b) 3 – 5 years
c) 6 – 8 years
d) Above 8 years
3. Which sources your organization rely heavily for recruitment?
a) Internal sources b) External sources
4 .Which channel do you prefer easy to post your resume?
a) job sites
b) company websites
c) consultancy
d) referrals
5. Through which source did you get recruited in this company?
a) Newspaper sources
b) Professional journals/periodicals
c) College recruiting
d) Employee referral
e) Internal computerized applicant database
6. Which type of recruitment sources reaches you soon?
a) Newspaper sources
b) Professional journals/periodicals
c) College recruiting
d) Employee referral
7. Have you ever rejected an offer in any company?
a) Yes b) No
8. State the reason for rejecting the offer.
a) relocation
b) salary
c) growth
d) others
9. State the reason for accepting the offer in this organization?
10. Are you satisfied with the response given after recruitment?
a) Yes b) No
11. Are you satisfied with the selection techniques used in your organization?
a) Yes b) No
If No means give reason:
12. Do you feel that the test and the interview process is lengthy?
a) Yes b) No
13. What type questions they asked you in the interview?
a) Relaxing questions
b) Tough questions
c) Icebreaking questions
14. Did they give the questions prior to the interview?
a) Yes b) No
15. Did you felt comfortable with your interviewer?
a) Yes b) No
16. Do all people have to be interviewed in the same way?
a) Yes b) No
If No means state reason:
17. The people who are all involved in the recruitment and selection process were very
supportive to you
a) Yes b) No
18. The final decisions about the appointment should be based only on merit?
a) Yes b) No
If No means state reason:
19. Does your organization provide you induction or orientation programme after
placement?
a) Yes b) No
If yes means mention how effective and useful,
20. Finally how much you satisfied with the present recruitment and selection process
followed in your organization?
a) Satisfied
b) Highly satisfied
c) Dissatisfied
d) Highly dissatisfied
e) No opinion
If you are not satisfied with the present process means provide suggestion for
improvement:
Annexure - II
Bibliography
Books Referred
1. Christopher Mabey, “Strategic Human Resource Management” – Edition 1.
2. K. Aswathappa, “Human Resource and Personnel Management” – Edition 1.
3. Donnelly , “Managing Human Resource” – Edition 1
4. Statistical methods by S.P.Gupta
Sites Visited
1. www.spi.com
2. www.citehr.com
3. www.explorehr.com