a Study on Importance of Recruitment and Selection Process at Manasi Systems Tchnologies

8/10/2019 a Study on Importance of Recruitment and Selection Process at Manasi Systems Tchnologies

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A STUDY ON IMPORTANCE OF RECRUITMENT AND

SELECTION PROCESS

AT

MANASI SYSTEMS TCHNOLOGIES PVT.LTD

A Project report submitted to Jawaharlal Nehru Technological University, Hyderabad, in

partial fulfillment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

By

M.ANOOSHA

Reg. No. 10241E0030

Under the Guidance of

Prof K.SURYA NARAYANA

Professor

Department of Management Studies

Gokaraju Rangaraju Institute of Engineering & Technology

(Affiliated to Jawaharlal Technological University, Hyderabad)


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Hyderabad

2010-2012

CERTIFICATE

This is to certify that the project entitled A Study on importance of

RReeccrruuiittmmeennttaannddSSeelleeccttiioonnPPrroocceessss has been submitted by Ms.M.ANOOSHA (Reg.

No.10241E0030) in partial fulfillment of the requirements for the award of Master

of Business Administration from Jawaharlal Nehru Technological University,

Hyderabad. The results embodied in the project has not been submitted to any

other University or Institution for the award of any Degree or Diploma.

(K.SURYA NARAYANA) (KVS Raju)Internal Guide Professor & HODProfessor Department of Management StudiesDepartment of Management Studies GRIETGRIET

(S. Ravindra Chary)(Project Coordinator)Associate ProfessorDepartment of Management Studies


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SR. NO CONTENT PG.NO

1 CHAPTER 1-5

1.1INTRODUCTION

1.2OBJECTIVES

1.3RESEARCH METHODOLOGY

1.4LIMITATIONS

2 CHAPTER 6-36

2.1 RECRUITMENT

2.1.1PURPOSES AND IMPORTANCE

2.1.2RECRUITMENT PROCESS

2.1.3FACTORS AND SOURCES

2.1.4RECRUITMENT POLICIES

2.1.5METHODS OF RECRUITMENT

2.1.6RECRUITMENT STRATEGIES

2.2 SELECTION

2.2.1STEPS INVOLVED IN SELECTION PROCESS

2.2.2SELECTION TECHNIQUES

2.2.3TRENDS IN RECRUITMENT AND SELECTION

3 CHAPTER 37-64

3.1INDUSTRY PROFILE

3.2COMPANY PROFILE

4 CHAPTER


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4.1DATA ANALYSIS 65-78

5 CHAPTER 79-82

5.1FINDINGS

5.2SUGGESTION

5.3CONCLUSION

BIBLIOGROPHY

Chapter - 1

INTRODUCTION


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Chapter 2

Literature review


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Chapter - 3INDUSTRY PROFILE

&

COMPANY PROFILE


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Chapter 4

DATA ANALYSIS&

INTERPRETATION


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Chapter 5

SUMMARY & CONCLUSIONS

1.1 INTRODUCTION


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IMPORTANCE OF RECRUITMENT & SELECTION PROCESS:

Human Resources Management is concerned with human beings, who are the

energetic elements of management. The success of any organization or an enterprise will depend

upon the ability, strength and motivation of persons working in it.

The Human Resources Management refers to the systematic approach to the problems in any

organization. It is concerned with recruitment, training and Development of personnel. Human

resource is the most important asset of an organization. It ensures sufficient supply, proper

quantity and as well as effective utilization of human resources.

In order to meet human resources needs, and organization will have to plan in advance about the

requirement and the sources, etc. The organization may also have to undertake recruitingselecting and training processes. Human Resources Management includes the inventory of

present manpower in the organization. In cases sufficient number of persons is not available in

the organization then external sources are also identified for employing them. Human Resources

Management lays emphasis on better working condition and also ensures the employment of

proper work force.

A part of Human Resources Management is assigned to personnel who perform some of the

staffing function. The staffing process is a flow of events, which result in a continuous managing

organizational position at, all levels from the top management to the operatives level. This

process includes manpower-planning, authorization for planning; developing sources of

applicant evaluation of applications employment decision (selection) offers (placement)

induction and orientation, transfers, demotions, promotions and separations.

Manpowers planning is a process of analyzing the present and future vacancies as a result of

retirement, discharges, transfer, promotion, absence or other reasons.

Recruitment is concerned with the process of attracting qualified and components personnel for

different jobs. This includes the identification of existing sources of the labor market, the


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development of new sources and the need for attracting large number potential applications so

that good selections may be possible.

Selection process is concerned with the development of selection policies and procedure and the

evaluation of potential employees in terms of job specifications. This process includes the

development of application blanks, valid and reliable tests, interview techniques employee

reversal systems, evaluations and selections of personnel in terms of jobs specifications the

making up of final recommendations to the hire management and the sending of offers and

rejection latters.

1.2 OBJECTIVES OF THE STUDY:


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To understand the current Recruitment Policies being followed at MANASI SYSTEMS

TECHNOLOGIES PVT. LTD conducted this study and to know how effectively it is being

implemented in the organization.

To study the present Recruitment Policies MANASI SYSTEMS TECHNOLOGIES

PVT. LTD

To study the different methods of recruitment & selection depending on the requirements

of the organization.

To find the relationship whether jobs offered based on qualification to the employees

in the organization.

To study the level of job satisfaction in the organization.

To study the changes of recruitment policy in recent times in the organization.

To know how the company fulfills its manpower requirements.

1.3 RESEARCH METHODOLOGY


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The study thus conducted is restricted to the MANASI SYSTEMS TECHNOLOGIES

PVT. LTD Hyderabad only.

The accuracy of the study is based on the information given by the respondents.

Data collected cannot be asserted to be free from errors because of bias on behalf of the

respondents.

As the sample size consists size consists of only 60 employees its accuracy has its

limitations.

2.1. RECRUITMENT


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INTRODUCTION:

Recruitment forms the first in the process, which continues with selection and ceases

with the placement of the candidate. It is the next step in the procurement function, the first

being the manpower planning, Recruitment makes it possible to acquit the number and types of

people necessary to ensure the continued operation of the organization. Recruitment is the

discovering of potential applicants for actual or anticipated organizational vacancies.

Recruitment has been regarded as the most important function of personnel administration,

because unless the right type of people is hired, even the best plans, organization charts and

control systems would not do much good.

Definition:

Recruitment is a process to discover the sources of manpower to meet the requirement of the

staffing schedule and to employ effective measures for attracting that manpower in adequate

number to facilitate effective selection of an efficient working force.

- Dale Yoder

Recruitment is the process of searching the candidates for employment and stimulating them to

apply for job in the organizations recruitment is the activity that links the employers and the jobseekers.

- Edwin B.Flippo

2.1.1 PURPOSES AND IMPORTANCE:


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Determine the present and future requirements

Increase the pool of job candidates at minimum cost

Reduce the probability of employee turn over

Increase the success rate of the selection process

Increase organizational and individuals effectiveness

EFFECTS:

Positive Recruitment Process Attract highly qualified and competent people

Ensure that the selected candidates stay longer with the company

Make sure that there is match between cost and benefit

Help the firm create more culturally diverse work-force

Negative Recruitment Process Failure to generate qualified applicants

There is no match between cost and benefit

Extra cost on training and supervision

Increases the entry level pay scales

2.1.2 RECRUITMENT PROCESS:


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Planning Strategy development Searching Screening Evaluation and control

OBJECTIVES OF RECRUITMENT:


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To attract people with multi-dimensional skills and experiences that suit the present and

future organizational strategies so as to obtain a pool of suitable candidates for vacant

posts.

To induct outsiders with a new perspective to lead the company To infuse fresh blood at all levels of the organization.

To develop organizational culture that attracts competent people to the company.

To use a fair process.

To ensure that all recruitment activities contribute to company goals.

To search for talent globally and not just within the company.

To conduct recruitment activities in an efficient and cost effective manner.

EMPLOYEE RECRUITMENT:

In the working place is essential to a companys long term success. By hiring correctly,

an organization adds the talent it needs and can enjoy the benefits in increased productivity and

morale. However this process is not simple and if the careful process of selection is not followed:

you can be mired with poorly skilled, unmotivated and un-loyal labor force which can impact

future profits as well as other employee behavior.

Recruitment, Quite often this word stands alone when some gaming companies develop a human

resources management strategy. An organization cannot develop a recruitment strategy without

simultaneously for mulcting an employee retention plan. Simply stated, it is one thing to attract

workers, but quite another to retain them.

FACTORS EFFECTING RECRUITMENT:

All organizations whether small or large, do engage in recruiting activity, though not to the same


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extent.

This differs with

1) The size of the organization.

2) The employment conditions in the community where the organization is located.

3) Working conditions, salary and benefit packages offered by the organization.

4) The rate of growth of the organization.

5) Future expansion program of the organization. And

6) Cultural and legal issues.

7) Organizations ability to find and retain good performing people.

2.1.3 FACTORS AND SOURCESINTERNAL FACTORS:

Employees from within the organization are hired to fill a job vacancy.

It is normally used for higher level jobs.

The internal factors are:

1 Companys pay packages

2 Quality of work life

3 Organization culture4 Career planning and growth

5 Companys size

6 Companys products/services

7 Geographical spread of the companys operations

8 Companys growth rate

9 Role of trade unions

10 Cost of recruitment

11 Companys name and fame.

EXTERNAL FACTORES:

The external factors are:-

1 Socio-economic factors


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2 Supply and demand factors

3 Employment rate .

4 Labor market conditions.

5 Political, legal and governmental factors like reservations for SC/ST/BC and sons of soil.

6 Information systems like employment exchanges /Tele-recruitment like internet.

ADVANTAGES:

Benefits of new skills, new talents and new experiences to organization

Compliance with reservation policy is easy

Scope for resentment, jealousies and heartburn are avoided

DISADVANTAGES: Better morale and motivation associated with internal recruiting is denied to the

organization

It is costly

Chances of creeping in false positive and fake negative errors

Adjustment of new employees to the organizational culture takes longer time.

EVALUATION & CONTROL:

Salaries for Recruiters

Management & professional time spent on preparing job description, job specification

advertisements, liaison etc..

Cost of advertisement

Cost of producing supporting literature

Recruitment overheads & administrative expenses

Cost of overtime & outsourcing

PHILOSOPHIES OF RECRUITING:

Traditional philosophy to get as many people to apply for a job as possible

Waiting in queues


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Job dissatisfaction & employee turnover

Emphasis is on matching the needs of the organization to the needs of the applicants

Minimize employee turnover & enhance satisfaction

REALISTIC JOB PREVIEWS:

Provides complete job related information to the applicants so that they can make right

decision before taking up jobs

Lower rate of employee turnover

High level of job satisfaction & performance

Beneficial for organizations hiring at the entry level

JOB COMPATIBILITY QUESTIONNAIRE:

To determine applicants preference for work match the characteristics of the job

Greater the compatibility of applicants preferences & characteristics of the job greater the

probability of employee effectiveness & longer the tenure

400 item instrument

Measures job factor related to performance, satisfaction turnover and absenteeism

SOURCES OF RECRUITMENT:

The various sources of external recruitment are:

1. Advertising

2. Employment agencies

3. Employee referrals

4. Schools, colleges and professional institutions

5. Labor unions

6. Casual applicants

7. Professional organizations or recruiting firms or executive recruiters

8. Indoctrination seminars for college professors

9. Unconsolidated applications

10.Nepotism

11.Leasing


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12.Voluntary organizations

13.Computer data banks

2.1.4. RECRUITMENT POLICIES

A recruitment policy is concerned with quantity and qualifications of manpower. A well

considered and pre-planned recruitment policy, based in corporate goals, study of environment

and the corporate needs may avoid hasty of ill-considered decisions and may go a long way to

man the organization with the tight type of personnel.

The most commonly adopted practice in an organization is to centralize the recruitment and

selection function.

A recruitment policy in its broadest sense involves a commitment by the employer to such

general principles as:-

1 To find and employ the best qualified persons for each job.

2 To retain the best and most promising to those hired.

3 To offer promising opportunities for the life-time working careers.

4 To provide programs and facilitates for personal growth on the job.

The following factors should be taken into considerations in formulating recruitment policy.

They are

1. Government policies

2. Personnel policies of other competing organization

3. Organization personnel policies

4. Recruitment sources

5. Recruitment need

6. Recruitment costs

7. Selection criteria and preferences etc.

2.1.5 METHODS OF RECRUITMENT

Recruitment can be broadly categorized under three heads. Namely, Direct method, indirect


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method and Third method.

DIRECT METHOD:-

One of the widely used direct methods is that of sending of recruiters to colleges and technical

schools. Most college recruiting is done in co-operation with the placement office of a college.

The placement office usually provides help in attraction students, arranging interviews,

furnishing space, and providing student resumes. For managerial professional, and sales

professional, campus recruiting is an extensive operation. Persons reading for MBA or other

technical diplomas are picked up in this manner. Many companies have found employees contact

with the public a very effective method. Other direct methods include sending recruiters to

conventions and seminars, setting up exhibits at fairs, and using mobile offices to go to the

desired centers.

INDIRECT METHOD:-

Indirect method usually involves advertising in news papers, on the radio, in trade and

professional journals, technical magazines and broachers. Advertising in newspapers and

magazines, is the most frequently used methods, when qualified or experienced personnel are not

available from other sources. Senior posts are largely filled by such methods when they cannot

be filled by promotion from within.Advertising is very useful for recruiting blue-collars and hourly workers as

well as scientific, professional, and technical employees. Local newspapers can be a good source

of blue-collar workers, clerical employees, and lower level administrative employees.

THIRD PARTY METHOD:-

These include the use of commercial of private employment agencies, placement offices of

schools colleges and professional associations, recruiting firms, management consulting firms,

indoctrination seminars for college for college professors and friends and relatives.

PRIVATE EMPLOYMENT AGENCIES:-

They are the brokers who bring employers and employees together. The specialization of these

agencies enhances their capacities to interpret the needs of their client, to seek out particular


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types of persons, and to develop proficiency in recognizing the talent of specialized personnel.

STATE PUBLIC EMPLOYMENT AGENCIES:-

Also known as labor exchanges, they are the main agencies of public employment. They providea clearing housing for jobs and job information. These agencies provide a wide range of services-

counseling, assistance in getting jobs information about labor market, labor and wage rates.

PROFESSIONAL ORGANIZATION OR RECRUITMENT FIRMS:-

They maintain complete information records about employed executives. These firms are looked

up on as headhunters, raiders and pirates by organizations which loose personnel through

their efforts. However, these same organizations may employ executive search firms to help

them find executive talent. These consulting firms recommend persons of high caliber for

managerial, marketing and production engineers posts.

TRADE UNIONS:-

Also provide manual and skilled workers in sufficient numbers.

MODERN SOURCES AND TECHNIQUES OF RECURITMENT

A number of modern recruitment sources and techniques are being used by the

corporate in addition to traditional sources and techniques. These sources and techniques include

walk-in and consultin, head-hunting, body-shopping, business alliances, and tele-recruitment.

1. WALK-IN:

2. CONSULT-IN:

3. HEAD-HUNTING:

4. BODY-SHOPPING:

5. BUSINESS ALLIANCES:

1. TELE-RECRUITMENT:

The technological revolution in telecommunication helped the organization to


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use internet as a source of recruitment. Organization advertise the job vacancies through

the world wide web (WWW) internet. The job seekers send their applications through e-

mail or internet. Alternatively, job seekers place their CVS in the world wide

web/internet, which can be drawn by the perspective employers depending upon their

requirements.

ALTERNATIVES TO RECRUITMENT:

OVERTIME

When demand for product peaks

additional income for employee

It results in Fatigue, increased accidents & more absenteeism

Need to pay double wages

EMPLOYEE LEASING

Often called Staff outsourcing

Useful to small & medium sized firms

TEMPORARY EMPLOYMENT

Low labour costs

Easy access to experienced labour

Flexibility in future

DISADVANTAGE- Do not know the work culture of the firm

REFERENCE CHECK:

The reference of the person should be checked before making a final decision.

Check through a personal visit or a phone call directly to the applicants immediate


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former supervision, if possible.

Verify that the information given to you is correct.

Consider, with judgment, any negative comments you hear and what is not said.

Checking references can bring to light significant information which may save you

money and future inconvenience.

2.1.6 Recruitment Strategies:

Findings Overview

Organizations were asked what strategies they use to recruit both managerial/professional and

non management candidates. For recruiting managerial/professional candidates, the Internet is

the most popular advertising medium, used by 76 percent of the organizations surveyed.

Organizations regularly utilize internal resources(e.g., internal job postings and employee

referrals) when recruiting both internal and external candidates. Different kinds of agencies are

used to recruit for positions at different levels. Temporary and government agencies are used

mainly to recruit non-management candidates. Employment agencies, colleges, and

professional organizations are used more often to recruit managerial/professional

candidates.

Organizational OfferingsThe quality of an organizations offerings affects its ability to attract job candidates.

Organizations believe they offer candidates a strong company reputation (69 percent) and

high-quality benefits packages (65 percent) and learning opportunities (55 percent).

Many organizations do not offer stock options (37 percent) or child care options (36 percent).

Best Practices

Organizations with the most effective recruiting strategies were 15 to 19 percent more likely to

offer candidates high-quality options such as:


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Potential for advancement.

Company reputation.

Stocks.

Benefits package.

Corporate culture.

Salary scale.

Organizations offering candidates and employees a positive culture (e.g., innovative,

diverse, potential to advance) and learning environment have more satisfied employees and more

successful at retaining them.

Barriers to Effective Recruitment and Selection:Findings Overview r The surveyed organizations report that the top

barriers to effective recruitment of candidates are:

Shortage of qualified applicants

(62 percent).

Competition for the same applicants

(62 percent).

Difficulty in finding and identifying applicants

(48 percent).

2.2 SELECTION

Selection is the process of examining the applicants with regard to their suitability for the given


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selection process.

SIGNIFICANCE OF SELECTION PROCESS:

Definition:It is the process of differentiation between applicants in order to identify (and hire)

those with a greater likelihood of success in a job. Selection of personnel to man the organizationis a crucial, complex and continuing function. The ability of an organization to attain its goals

effectively and to develop in a dynamic environment largely depends upon the effectiveness of

its selection program. If right personnel is selected the remaining functions of personnel

management becomes easier, the employee contribution and commitment will be at an optimum

level and employee- employer relations will be congenial. In an opposite situation where the

right person is not selected, the remaining functions of personnel management, employee-

employer relations will not be effective. If the right person is selected, he becomes a valuable

asset to the organization. In case of faulty selection, the employee will become a liability to the

organization.

who are to be offered employment and those who are not. The process might be called rejection,

since more candidates may be turned away than hired. For this reason, selection is frequently

described as a negative process, in contrast with the positive program of recruitment.

According to Yoder:-the hiring process is of one or many go, no-go gauges. Candidates are

screened by the

SELECTION PROCESS CHART


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SCREENING:


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Retention Survey found that nationally small agencies took an average of 6.84 weeks to

conduct the screening processes, while large agencies took an average of 11.51 weeks

(U.S. Department of Justice, Office of Justice Programs, Hiring and Keeping Police

Officers)

GOAL: reduce this time so that valuable candidates are still available

PRINCIPLES OF THE SCREENING:

A fair set of screening criteria

The criteria must be in line with the job content and appointment as well as advertised

requirements

Applicants should be clear on the criteria that apply

The criteria should apply to all applicants in a consistent manner Any waivers should be fully motivated and approved

Declarations should be made of whether any candidate is related to or friends of an

official in the component where the vacancy exists

The various activities of the screening process should be documented and put on record

INITIAL REVIEWING AND TESTING:

Education And Experience Evaluation

Letters Of Recommandation

Elf-Assessment

Gaptitude Andeneral Trait Test

Perfomance Test For Specific Jobs

2.2.1 STEPS INVOLVED IN SELECTION PROCESS:


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A scientific selection procedure completes in 10 basic steps which are as follows:

1. Application Form.

2. Written Examination.

3. Preliminary Interview.

4. Group Discussion.

5. Tests.

6. Final Interview.

7. Medical Examination.

8. Reference Checks.

9. Line Managers Decision, and

10.Employment

TESTING IN SELECTION:

Testing represents an additional tool in the kit of the employment office. It supplements direct

personal contracts in interviews of various types with a wide range of tests. All operate on the

general theory that human behavior can best be forecast by sampling it. The test creates a

situation in which the applicant reacts; reactions are regarded as useful samples of his behavior

in the work he is applying.

Formal testing programs have becomes increasingly common in modern selection. A major

reason is their convenience. Another is their relatively low cost. Perhaps unfortunately, test

results appeal to many managers because they provide quantitative measures of something. They

ate, for this reason, more easily compared. They seem to bring the personalities of applicants

down to a common denominator. Another reason for the growing use of tests is the fact that they

have been and are the subject of extensive research.


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TYPES OF EMPLOYMENT TESTS:

A simple classification of the tests used in selection would distinguish five principal types,

including achievement, aptitude, interest, personality, and combination tests.

Achievement Tests: sample and measure the applicants accomplishments and developed

abilities. They are performance tests; they ask the applicants accomplishments and developed

abilities. They are performances tests; they ask the applicant to demonstrate certain knowledge

skills.

APTITUDE TESTS:

Measures an applicants capacity, his potential. Their simples form is the intelligence test, which

is intended to measure the ability to learn, to remember, and to reason.

INTEREST TESTS:

Use selected questions or items to identify patterns of interests-areas in which the individual

shoes special concern, fascination and involvement.

PERSONALITY TESTS:

Probe for the dominant qualities of the personality as a whole the combination of aptitudes,

interests, and usual mood and temperament. Whole the combination of aptitudes, interests, and

usual mood and temperament.

GUIDES TO TESTING:

Dale s. Beach suggested the following guidelines for the employment test.

1. Tests should be taken in addition to other selection techniques as entire can only provide

information about a part of total behavior of a candidate.

2. Test information should be taken into consideration to find out candidates weakness rather

than strength.

3. Tests are helpful in pocking a most likely successful group from a larger group rather than

successful individuals.

4. A test should be tested in ones own organization as a valid test in one that measures.


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5. Tests can be held only in case of failure of other selection devices in providing satisfactory.

6. Test administrators should not heavily depend upon test score in making decision regarding

selection of a candidate.

Relationship between tests score and job success is not always linear. Hence, decision-makers

should use the test score judiciously.

OUTCOMES OF SELECTION DECISION:

Mainly four different types

True positive

True negative

False positive error:

Results in cost for training, transfer or terminating the service of employee.Costs of replacing an employee with a fresh one-hiring, training, and replacement.

False negative error:

Costs associated difficult to estimate

ENVIRONMENTAL FACTORS

EXTERNAL

Supply and demand in labour market

Unemployment rateLegal and political considerations

Companys image

INTERNAL

Companys policy

Cost of hiring

CONCEPTS OF TESTING:

1. Job analysis

2. Reliability

3. Validity


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TYPES OF TESTS:

Intelligence tests include: sample learning, ability, the adaptabilit tests etc.

s(i) Aptitude Tests

Intelligence Test

(b)Mechanical Aptitude

Psychomotor Tests

Clerical Aptitude Tests

(ii) Achievement Test

Job Knowledge Test

Work Samples Test

(iii)Situational Test

Group Discussion

In basket

(iv) Interest Test

(v) Personality Test

(a)Objective Test

(b)Projective Test

(b) Mechanical aptitude tests

(c) Psychomotor tests

(d) Clerical aptitude tests


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FINAL INTERVIEW:

APPLICATION OF INTERVIEWS

TYPE TYPE OF QUESTIONS USUAL APPLICATIONS

Structured

Unstructured

Mixed

Behavioral

Stress

A predetermined checklist

if questions, usually asked

of all applicants.

Few, if any, planned

questions are made up

during the interview.

A combination of structured

and unstructured questions,

which resembles what is a

usually done in practice.

Questions limited to

hypothetical situations.

Evaluation is based on the

solution and approach of the

applicant.

A series of harsh, rapid fire

question intended to upset

the applicant.

Useful for valid results,

especially when dealing

with large number of

applicants.

Useful when the interview

tries to probe personal

details of the candidate

analyzes why they are not

right for the job.

A realistic approach that

yields comparable answers

plus in depth insights.

Useful to understand

applicants reasoning and

analytical abilities under

modest stress.

Useful for stressful jobs,

such as handling

complaints.


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PRELIMINARY INTERVIEW:

This is a short interview and is used to eliminate unqualified candidates.

Generally, there is no paper work at this stage.

If the applicant looks like he can qualify for existing job openings, he or she is given the

application blank to complete.

APPLICATION BLANK:

Application blank is used to get information from prospective applicant to help

management to make a proper selection.

It quickly collects the basic data about a candidate.

It is also useful to store information for future use.

An application forms consists of

o Biographical data

o Educational achievements

o Salary and work experience

o Personal items

o Names and addresses of previous employers, references, etc.

CHECK OF REFERENCES:

References are used in most selection processes.

During the selection process it is believed that former employers, friends and professional

personnel give reliable evaluation of applicant.

Reference checks are generally made by mail or telephone and sometimes personally

also.

PSYCHOLOGICAL TESTS:

Most organizations do not use psychological tests for selection.

But larger the size of the firm, more are the chances of using psychological tests. Larger companies that can afford to conduct psychological tests do so to have a more

detailed and accurate selection procedure.

Smaller companies are more dependent on interviews.


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INTERVIEWING:

Interview is the interaction between the interviewer and the applicant.

It is the most common method of selection.

It is a good method to get accurate information about the applicant.

TYPES OF INTERVIEWS:

1. Informal interview

2. Formal interview

3. Planned interview

4. Patterned interview

5. Non-directive interview

6. Depth interview7. Stress interview

8. Group interview

9. Panel interview

TYPES OF EMPLOYMENT INTERVIEW

(i)PRELIMINARY INTERVIEW

(a)Informal interview(b)Unstructured interview

(II)CORE INTERVIEW

(a)Background information

(b)Job and probing interview

(c)Stress interview

(d)The Group Discussion interview

(e)Formal and structured interview

(f)Panel interview

(g)Depth interview


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(iii)DECISION-MAKING INTERVIEW

1. PRELIMINARY INTERVIEW

(a)Informal interview

(b)Unstructured interview

2. CORE INTERVIEW

(a)Background information interview

(b)job and probing interview

( c) Stress interview

(d)Group discussion interview

(e) Formal and Structured interview

(f)Panel interview

(g)Depth interview

3. DECISION-MAKING INTERVIEW

After the candidates are examined by the experts including the line managers of the

organization in the core areas of the job, the head of the department/ section concerned

interviews the candidates once again, mostly through informal discussion. The interviewer

examines the interest of the candidate in the job, organization, reaction/adaptability to the

working conditions, career planning, promotional opportunities, work adjustment and allotment

etc. the personnel Manager also interviews the candidates with a view to find out his

reaction/acceptance regarding salary, allowances, benefits, promotions, opportunities etc. The

head of the department and the personnel manager exchange the views and then they jointly

inform their decision to the chairman of the interview board, who finally makes the decision

about the candidates performance and their ranks in the interview.


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INTERVIEW PROCESS:

Interview is not a single step. It is a process consisting of several steps. The major steps are

grouped into four categories.

Before starting the interview, the important areas for asking questions should be worked

out.

The candidates application form should be examined to find his/her skills, incidents and

experiences which are related to important areas for asking questions.

The interviewer should make the candidate relaxed by starting with questions that are not

directly related with the job.

After the candidate is relaxed, the interviewer should ask the questions related to the job.

Now the interviewer should make a tentative decision about the candidate.

Approval by the Supervisor:

At this stage, we can reach the conclusion about which candidate should be hired.

Physical Examination:

Physical examination is done to check whether the applicants physical capabilities match

with the job requirements or not.

The three basic objectives of physical examination are:

o

To determine the applicants physical capabilities.o To protect the company from needless claims under workers compensation laws.

o To stop communicable diseases from entering the organization.


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INDUCTION:

It is the process of introducing the new employee to the organization.

According to a report, more than half of voluntary resignations occur within the first six

months.

A good induction program helps to take care of this problem and reduce the costs

associated with it.

(a)Preparation for Appropriate type of interview

The interview the areas to be tested

Type and number of interview

Review the information

(b)Conduct the interview Open the interview

Get complete and accurate

Information

Record observations and

Impressions

Guide the interview

Check the success of the interview

(c)Close the interview

(d)Evaluate interview results

(A)Preparation for the interview

(b)Conducting the interview

(c)Closing the interview

(d)Evaluation of interview results


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EVALUATION OF APPLICATION FORMS:-

The are two methods of evaluating an application form, viz., clinical and method and weighted

method.

1. Clinical method2. Weighted method

3. Biographical inventories

WRITTEN EXAMINATION:-

The organization have to conduct written examination for the qualified candidates after they are

screened on the basis of the application blanks so as to measure the candidates ability in

arithmetical calculations, the know the candidates attitude towards the job to measure the

candidates to know the candidates aptitude, reasoning, knowledge in various disciplines, in

various disciplines, general knowledge and English language.

PRELIMINARY INTERVIEW:

The preliminary interview is to solicit necessary information from the prospective applicants and

to assess the applicants suitability to the job.

GROUP DISCUSSION:

The technique of group is used in order to secure further information regarding the suitability of

the candidate for the job. Group discussion is a method where groups of the successful applicants

are brought around a conference table and are asked to discuss either a case study of a subject

matter.

TEST:

The next stage in the selection process is conducting different tests as given below. The objective

of tests is to solicit further information to assess the employee suitability to the job.


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FINAL SELECTION:

Keep a list of all applicants considered for final selection.

Identify fair selection criteria for the final selection phase.

Ensure that the criteria are in line with the advertised requirements as well as the job

content.

Ensure that each selection committee member is provided with all the relevant

information pertaining to each short-listed applicant.

Ensure that the interviews are conducted in a fair and effective manner and that each

candidate is weighed comprehensively against the requirements as advertised.

Ensure that a comprehensive motivation is compiled in respect of all the applicants

interviewed.

Ensure that all applicants are informed about the outcome of the final selection phase.

Ensure that all relevant information is put on record.

CLOSING SELECTION:

1. Phone call and further clarification

2. Letter of intent

3. Completing employment forms

4. Protocols may be available for interested individuals

5. Number of candidates

6. Names, surnames and addresses of 5 top candidates

7. Recruitment and selection criteria

8. Justification of the decision


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2.2.3 TRENDS IN RECRUITMENT AND SELECTION:

PROCEDURAL CHANGES: Eliminating arbitrary rules and regulations that restrict the choices of hiring managers and

supervisors

Adopting flexible and appealing hiring procedures. Screening applicants quickly Validating entry requirements and examinations. Instituting worker-friendly personnel policies, Creating more flexible job descriptions

IMPROVEMENTS TO THE RECRUITMENT AND SELECTION PROCESS:

The decentralization movement "New Public Management" is known in many

quarters as devolution, often characterized by the decentralization of HR responsibility.

Aggressive outreach efforts

Current employees as recruiters

USE OF TECHNOLOGY:

Many scholars believe that technology will be the most notable HRM trend of the next

few decades

Many large public organizations use computer bulletin boards and electronic mail to

improve recruitment process

Managers can have online access to applicants' test scores, qualifications and contact

information

Software programs: to administer online examinations, track applicants, match resumes

with skill sets, expedite background checks, and shepherd job candidates through a

paperless staffing process


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3.1INDUSTRY PROFILE

PROFILE OF THE INDUSTRY

The 15 year old software company is one of the cardinals and basic infrastructure which

enjoys core sector status and play a crucial role in the economic development and growth of a

country. Being a core sector this industry was subject to price and distribution controls almostuninterruptedly from past 15 years.

OVERVIEW OF THE INDUSTRY

Manasi Information Technologies is a leading global provider of technology that strengthens

client innovation. We currently offer services to our clients throughout the world. Our nature of

work involves Software Development, Maintenance, Outsourcing and BPO. We have established

practices in Enterprise Applications, Customer Facing Applications, Business intelligence

Applications and E-Business Solutions. We as a professional software-development company are

highly concerned with the quality of our solutions and services. Moreover, our team constantlyworks on developing and improving our service performance to satisfy our customers and

maintain long-term cooperation with them. We are totally committed to ensure highest quality

standards and to understand changing customer needs. At Manasi Information Technologies we

are striving to understand changing customer needs, and enrich their quality of life by simply

making the technology readily usable for them.

Software Industry consists of that part of computer programming activity that is traded between

software-producing organizations and corporate or individual software consumers. Traded

software represents only a fraction of domestic software activity, whose extent cannot be reliably

estimated, since much computer programming takes place within firms and its value Sis not

captured by the industrial census or software industry analysts. According to the industry analystINPUT, in 2010 the U.S. market for traded software was $138 billion (Table 1). The U.S.

software industry is a major exporter, and the total revenues of the top 500 U.S. software firms in

the year 2010 were $259 billion, according to the trade publication Software Magazine. The

traded software industry consists of three main sectors: programming services, enterprise

software products, and shrink-wrapped software products. These three sectors became

established in the mid-1950s, the mid-1960s, and the late 1970s, respectively, in response to the

technological opportunities and the business environment of the time. The most successful firms

developed specialized capabilities that enabled them to prosper within their sector; however, this

specialization made it difficult to move into other sectors, and very few firms have been

successful in more than one software sector. It should be noted that the software industry is not

confined to independent software vendors, but also includes computer manufacturers such as

IBM, Unisys, and NCR who supply programming services and software products alongside their

hardware offerings and are among the largest software suppliers. These are sometimes referred to

as "captive" markets because computer users have relatively little choice in the supplier of basic

operating software for corporate systems.


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Table 1

U.S. Software Market (User Expenditures in $ millions),

19802010

Year Source:

Courtesy of INPUT.Programming

Services

Software

Products

TOTAL

The United States has been the world leader in the software industry throughout its history, and

today accounts for half of global revenues overall, and an estimated three-quarters of thesoftware products market. A notable feature of the industry is its low concentration: there are

many thousands of software firms in the United States and throughout the world, but relatively

few mostly American global players.

1980 1985 1990 1995 2000 2005 2010

744 1,352 2,985 6,233 10,402 15,319 33,400

250 810 2,726 13,286 34,066 58,311 104,689

994 2,162

5,711 19,519 44,468 73,630 138,089


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SECTORS OF THE SOFTWARE INDUSTRY

1.PROGRAMMING SERVICES:

SOFTWARE PROGRAMMING SERVICES: Dynamic Ventures provides software

programming services. It creates user friendly solutions to very complex problems. Company

includes the work in their core product offerings.

The teams are responsible for the development of major commercial software products and

web applications. They deliver more reliable applications in shorter time frames using the

iterative "evolving milestone" process. It enables one to achieve best case results even when

they do not have specifications or their specifications start out vague and change often.

CURRENT CONDITIONS:According to Software Magazine in January 2011, "The trend of

engaging outside service firms to perform critical IT functions continues." This statement was

borne out by the specialties reported by firms in the journal's list of top 500 computer software

and services companies of 2010. The largest primary business sector--for the third year in a

row--was system integration services and IT consulting. Outsourcing services was the second

largest, followed by IT services/consulting/staffing and outsourced productdevelopment/testing. Of companies with more than $1 billion in revenues, Salesforce.com

increased its sales by 44 percent. According to Software Magazine, "The Company "insists on

continuing its 'no software' marketing positioning even though [it] sells access to its software

through the Software-as-a-Service (SaaS) model." Hewlett-Packard also showed strong growth,

increasing its revenues by more than 50 percent, due mostly to its acquisition of former rival

Electronic Data Systems Corp. in 2008. Those providing computer programming and related

services were required to keep up with constantly changing technology. For example,

according to a report by IBIS World, in the 2010s, "Newer platforms and technologies, such as

software as a service, open source software, and cloud computing, will penetrate the industry

and change the landscape." In the meantime, services in wireless and mobile applications werestrong growth areas as the nation entered the second decade of the twenty-first century.

According to research firm Gartner, the mobile applications industry was predicted to almost

triple in 2011 to $15.1 billion.

INDUSTRY LEADERS: Custom programming services are furnished by a diverse group of

companies, including several multinational firms that provide a comprehensive set of IT

services to large businesses and government agencies. One of the largest was IBM Corp. By

2010 IBM's services unit accounted for more half of its revenues, which in 2010 were just

under $100 billion. Hewlett-Packard was another leader. The firm doubled its size when it

purchased Electronic Data Systems Corp. in 2008, and revenues in 2010 reached $125 billion.

Oracle and Computer Sciences Corp. were other significant players, registering 2010 sales of

$26.8 billion and $16.1 billion, respectively, as was Accenture, whose annual revenues

surpassed $23 billion. Smaller companies that provided programming services included

Analysts International Corp., CIBER (Consultants in Business, Engineering, and Research)

Inc., and Keane International Inc., which was acquired by NTT Data in 2011.

2.ENTERPRISE SOFTWARE PRODUCTS: Enterprise software describes a collection of

computer programs with common business applications, tools for modeling how the entire


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organization works, and development tools for building applications unique to the

organization. The software is intended to solve an enterprise-wide problem, rather than a

departmental problem. Enterprise level software aims to improve the enterprise's productivity

and efficiency by providing business logic support functionality. According to Martin Fowler,

"Enterprise applications are about the display, manipulation, and storage of large amounts of

often complex data and the support or automation of business processes with thatdata."Although there is no single, widely accepted list of enterprise software characteristics,

they generally include performance, scalability, and robustness. Furthermore, enterprise

software typically has interfaces to other enterprise software (for example LDAP to directory

services) and is centrally managed (a single admin page, for example).

ENTERPRISE APPLICATION SOFTWARE:

Enterprise application software is application software that performs business functions such as

order processing, procurement, production scheduling, customer information management,

energy management, and accounting. It is typically hosted on servers and provides simultaneousservices to a large number of users, typically over a computer network. This is in contrast to a

single-user application that is executed on a user's personal computer and serves only one user at

a time.

a. TYPES:

Enterprise software can be designed and implemented by an information technology (IT)

group within a company.

It may also be purchased from an independent enterprise software developer that often

installs and maintains the software for their customers. Installation, customization, and

maintenance can also be outsourced to an IT consulting company.

Another model is based on a concept called on-demand software, or Software as a

Service (SaaS). The on-demand model of enterprise software is made possible through

the widespread distribution of broadband access to the Internet. Software as Service

vendors maintains enterprise software on servers within their own company data center

and then provides access to the software to their enterprise customers via the Internet.

Enterprise software is often categorized by the business function that it automates - such

as accounting software or sales force automation software. Similarly for industries - for

example, there are enterprise systems devised for the health care industry, or formanufacturing enterprises.

b. DEVELOPERS:Major organizations in the enterprise software field include SAP, IFS AB, QAD Inc,

IBM, BMC Software, HP Software Division, Redwood Software, UC4 Software, JBoss (Red Hat),

Microsoft, Adobe Systems, Oracle Corporation, Inquest Technologies, ScheduALL, CA

Technologies, Wipro Technologies, [Johnson Controls], and ASG Software Solutions but there are

thousands of competing vendors.


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INDIAN IT INDUSTRY:INDIAN IT INDUSTRY PRESENT STATUS:

Information technology (IT) is defined as the design, development, implementation and

management of computer-based information systems, particularly software applications and

computer hardware. Today, it has grown to cover most aspects of computing and technology.India is a preferred destination for companies looking to offshore their IT and back-office

functions. It also retains its low-cost advantage and is a financially attractive location when

viewed in combination with the business environment it offers and the availability of skilled

people. The countrys domestic market for business process outsourcing (BPO) is projected to

grow over 23 per cent to touch US$ 1.4 billion in 2011, says global research group Gartner. In

2010, the domestic BPO market was worth US$ 1.1 billion. The firm predicts that the domestic

BPO market would reach US$ 1.69 billion in 2012 and increase to US$ 2.47 billion by 2014.

With the first quarter of the new fiscal 2011-12 offering positive business outlook, hiring

sentiments for sectors like IT, ITeS and telecom have risen by over 20 per cent, says a study by

Team Lease Services Pvt. Ltd. As per the Employment Outlook Report for the period April-June

2011, released by Team Lease Services Pvt. Ltd., hiring intent from IT and ITeS was the highest

in cities like New Delhi, Mumbai, Hyderabad and Pune. India's top technology firms like TCS,

Infosys, Wipro and HCL are readying plans to gain a bigger share of their largest market, US, by

aggressively chasing contracts being served by multinational rivals. Analysts expect the top IT

firms to grow between 23-27 per cent in the FY2012 on the back of more number of

discretionary projects, improved pricing, and robust business volumes.

PERFORMANCE:

In India, it is important to make the distinction between IT and ITES (IT enabled services). The

latter refers to services delivered over telecom networks/ Internet to a range of external business

areas (Colloquially referred to as KPO and BPO) and is treated elsewhere on this website (see

ITES industry overview). Hence, we shall focus on the IT industry here by limiting the

discussion to electronics hardware manufacturing and software development and service. Despite

the unprecedented global economic downturn, the Indian IT industry has weathered the storm

well, and will achieve sustainable growth going forward. India is expected to witness an average

8% salary increase in 2010 and ~50% of companies have strong hiring plans, according to a

survey by global HR consultancy Mercer, giving yet another indication of the high confidence

levels among the countrys corporate houses after the economy staged a faster-than-expectedrecovery from the slowdown. While the larger players continue to lead growth, gradually

increasing their share in the industry aggregate, several high-performing small and medium

enterprises have also stood out.


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GROWTH POTENTIAL:

The strong demand for electronic hardware and software in India has been fuelled by a variety of

drivers including the high growth rate of the economy, emergence of a vast domestic market

catering to the new generation of young consumers, a thriving middleclass populace with

increasing disposable incomes and a relatively low-cost work force having advanced technical

skills. Indeed, the Government has also identified growth of this sector as a thrust area as there

remains great expectation for significant growth given the fairly low levels of penetration of

technology among the 1.1 billion population; There were only 60 million Internet users in 2009,

7 million DVD players and personal computers were sold in 2008-09, and 11 million new mobile

subscribers were added every month in the same period. In this scenario there is now a big

opportunity to step up the production to gain higher global share besides meeting the domestic

demands. The Indian IT sector has also built a strong reputation for its high standards of software

development ability, service quality and information security in the foreign market- which has

been acknowledged globally and has helped enhance buyer confidence. The industry continues

its drive to set global benchmarks in quality and information security through a combination ofprovider and industry-level initiatives and strengthening the overall frameworks, creating greater

awareness and facilitating wider adoption of standards and best practices.

FUTURE PROSPECTS:

The industry is likely to continue growing from strength to strength, as local players incorporate

best in class practices from global counterparts whilst retaining their edge in terms of lower cost

of labor and focused governmental investments.

New graduates with degrees in related fields such as electrical engineering and computer science

can hope to achieve significant professional growth and a healthy remuneration from companieslooking to hire the best talent available, given the high proportion who leave to pursue jobs in

this sector overseas..

Indian Software Industry:

In 2008-09, the software industry in India was worth Rs. 158.9 billion (US$ 3.9 billion). If the

value of in-house development, which is taking place at many large corporate, is added then the

figure would touch around Rs. 190 billion (US$ 4.6 billion). This phenomenal growth has not

been achieved overnight. The C.A.G.R (Compounded Annual Growth Rate) for the Indian

software industry revenues in the last five years has been 56.3 percent. Here the C.A.G.R. for the

software export industry has been 60.71 percent while that for the domestic market has been46.05 percent.


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Domestic Software Market:

In 2008-09, the domestic software market has been estimated at Rs. 49.5 billion (US$ 1.25

billion) and this does not include the in-house development of software by end users. The

domestic software market has shown a C.A.G.R. of 46.05 percent which has been steadily

improving in the last few year. The growth rate of the domestic software market was 41.02

percent 2008-09. The domestic software market is expected to gross Rs. 73 billion in 2011-2021.With the rigorous enforcement of Copyright laws, increase in government spending on I.T. it is

expected that in the coming years, the domestic market for software can even register more than

50 percent annual growth rates. Also, the government has implemented zero import duty on

software. This is already having buoyant effect on the market and there is a increasing trend of

buying software through the Internet. It is expected that by 2018 revenues of Indian domestic

software market would touch US $ 37 billion. In the next few years, the prominent growth in the

domestic software market is expected to get boost by segments such as banking, E-governance,

defense, etc.

Software Export Industry:

The Indian software export industry continues to show impressive growth rates.

In terms of Indian rupees, the C.A.G.R. over the past five years has been as high as 60.71

percent. The industry exported software and services worth Rs. 0.30 billion (U.S.$ 0.03 billion)

in 1985; in 2008-09, a total export of Rs. 109 billion (U.S.$ 2.65 billion) was achieved and it is

expected that during 1999-2000, software exports will be worth Rs. 172 billion (U.S.$ 3.9

billion). The software industry in India expects to reach an export level of U.S.$ 6.3 billion by

2000-01 and U.S.$ 10 billion by 2013-14. The National IT Task Force of India has set a target of

U.S $ 50 billion of annual I.T. software and services exports by 2018. For achieving this

velocity of business, both the software industry and the Government of India are currently taking

some bold and purposeful steps. Amongst others, this exercise includes path-breaking measures

adopted by the National IT Task Force to further liberate the economy, simplification of

procedures, and development of additional resources for technical manpower development, new

marketing channels, enhancing global brand equity and providing state-of-the-art infrastructure

for software development. The thrust on I.T. services like E-commerce, Software Development,

Interactive Integration services, Application Service Providers (ASPs).

Location of Software Companies:

The mushrooming of new software companies until a couple of years ago was

limited to a few cities. The industry was mainly concentrated around Bangalore, Mumbai,Chennai, Delhi, Pune, Hyderabad and Calcutta. However, with the InfoTech revolution sweeping

India, we have witnessed a very high growth of InfoTech companies in other cities and towns as

well. Most of the state governments have today accorded the highest priority to the development

of the InfoTech sector in their states.


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SWOT ANALYSIS:

1. STRENGTHS

High Quality & Price Performance: Quality is the hallmark of Indian I.T. software and, services.

ISO 9000 certification and SEI Level 5 are the order of the day. High quality knowledge workersand attractive price performance have been and will continue to be a key component of India's

value proposition.

Large Pool of Knowledge Workers: The basic raw material for any software development

activity or a dotcom start up is the availability of quality knowledge workers. India's main

competitive advantage is its abundant, high-quality and cost effective human resources.

Currently, India trains more than 73,000 professionals a year and has around 80,000 people

working in the software and services sector. This is the second largest I.T. work force in the

world. Recently, the Government of India has committed to providing computer education in

every school by year 2003.

State-of-the-art Technologies: A majority of Indian software companies use state-of-the-art

technologies, including the latest in client-networking, E-commerce, Internet, ASP, CASE tools,

communication software, ATM, protocols, GUI etc.

Flexibility and Adaptability: Indian software professionals easily adapt themselves to new

technologies. In the software industry, where technological obsolescence is the order of the day,

flexibility to adapt to new technologies a major strength

Reliability: Software programmers from India are able to provide expertise for all or large

projects with dollar savings. The motto is ultimate adherence delivery schedules and customer

satisfaction

Off-shore Development through Datacom links: Off-shore software development in India

especially through high-speed datacom (satellite links), provides immense cost and time saving.

Large Projects: Indian companies increasingly large numbers are demonstrating their ability to

handle large projects (more than 500-700 man- ears), including turnkey projects.

High Growth: Software exports as well as the domestic demand in the last few years have been

consistently growing at annual growth rate of about 50 percent.


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2.WEAKNESSES

Lack of Package Orientation: Although, a few companies have started making shrink-wrapped

software packages, the industry as a whole is still not oriented towards development of world

class 'shrink-wrapped' software packages. Thus, the industry is not able to take advantage of a

multiplier effect for growth in revenues.

Lack of Domestic Computerization: Lack of adequate computerization has led to a relatively

weak domestic software market. Even, the PC penetration rate is very low.

Lack of Internet Penetration: With low penetration of PCs, it is obvious that Internet penetration

is also poor. At the end of the year 1999, India could only boast of 6,10,000 Internet connections

with about 2.1 million users. The recently announced Internet Service Provider policy is

expected to improve the situation.

Original Technology: The Indian software industry possesses the expertise to absorb and use thelatest technology. However, barring a few exceptions, it has still not produced enough original

technology breakthroughs. Succinctly put, the industry has not created original operating systems

or new computer languages and technologies, which could be used globally

.

Project Management Skills: As the Indian software industry has been growing at a fast rate,

most of the project managers are becoming entrepreneurs, thus creating a gap in demand and

supply of project management skills.

Venture Capital: In building a robust venture creation process, India still faces few constraints.

To build a prolific venture community, India needs to focus on boosting all stages of venture

creation process and have simplified procedures so that the domestic Venture Capital movement

can flourish and overseas Venture Capital funds can be attracted.

Localization: With the exception of isolated cases, not much exists in providing software

applications in innumerable local languages. Thus, computer penetration in India is restricted to

merely the English speaking population.


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3.OPPORTUNITIES

Global Market: The market is large and rapidly changing-from a mix of legacy client server to

web / package-based services. Market openings are emerging across I.T. services, software

products, I.T. enabled services and E-businesses, and creating a number of new opportunities for

Indian companies.

Domestic Demand: The corporate, government and consumer sector of the Indian domestic

market offers a U.S.$ 18 billion opportunity by 2008 to software and services companies.

Outsourcing: The global outsourcing business was worth U.S.$ 77 billion in 1997 and has been

growing at the rate of 15-18 percent per annum. A recent survey indicates that by 2002, more

than 59 percent of the Fortune 1000 companies and other multinationals will outsource some part

of their application development and maintenance activities. India can gain and corner a greater

marketplace.

E-Commerce/E-Business: India not only has a huge opportunity to service this market but also

has a unique opportunity to address the needs of the NRI community around the world.

Overseas Listings: India today commands a very high respect among investors in India and

overseas. Almost all major overseas stock exchanges -are keen for Indian software companies to

list themselves on their respective exchanges. This is a major opportunity for the Indian software

industry to attract the requisite investments.

Internet Service Provider (ISP) Policy: The recent permission to allow private ISP's operate in

India and set up their own gateways will unprecedented Internet proliferation throughout India.


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To provide highest and reliable quality of software solutions, Services, Globally.

To fulfill the organizational goals and Societical needs through innovation and creativity

for professional satisfaction.

The primary goal of Manasi Information Technologies would be towards acquiring the

technology and know how for product development in the fields of wireless application,

Internet/Intranet technologies, Client/Server, E-Commerce Solutions, Enterprise Resource

Planning and the embedded technologies. The major player in this field would be 'ERP'. Apart

from the above it will also act as a customized solution provider and consulting firm.

Manasi Information Technologies management team includes experienced, senior engineers and

managers with a clear understanding of the bottom line of business. They understand the need for

communication, clearly defined deliverables and the need to add real value to our clients

operations. All Manasi Information Technologies managers have advanced technical degrees and

significant experience delivering effective solutions on time.

Working with start ups as well as Fortune 500 companies.

Development and management of both short term and long term projects.

Work experience around the globe including US, Europe & Far East.

Ability to Understand the real world of business & stretch your $$$ to the maximum.

Significant Operations and IT experience in a range of industries.

Get your projects done On -Time and In - Budget.


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ASP.Net, C#.Net, VB .Net and XML Web Services.

CorelDraw, Flash and Photoshop.

JavaScript and PHP.

& C++, Java/J2EE, C#, .Net.

&

ASP. Net, JSP, D/HTML, CSS,Divtags, Photoshop, Dream weaver, Flash, JavaScript,Perl/CGI Script,

Applications that do not work in production can cost companies millions of dollars. Imagine how

many potential customers would leave a web site if the links did not work properly.

Sound quality assurance programs utilizing high-quality testing tools are required to ensure

customer satisfaction.

Manasi Information Technologies delivers a wide range of quality assurance and automated

testing services featuring tools from major vendors including functional testing tools and

scripting languages with tools such as QARun from Compuware, WinRunner from Mercury

Interactive and Visual Test from Rational Software (IBM). Load testing tools and associated

scripting languages on tools such as LoadRunner from Mercury Interactive, QALoad from

Computerware, Webload from Radview Software and Traning Services.

Manasi Information Technologies consultants are also skilled at managing the testing process

with test data management tools such as File-Aid from Computerware for test data generation,

extraction and comparison and TestBytes from Mercury Interactive and whitebox testing tools

such as NuMega DevPartner for checking code complexity, code coverage and memory leaks.


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Services

Manasi Information Technologies is committed to our clients business success. Its that simple.

Our clients need to optimize their IT investment to help them reach their business goals. Manasi

Information Technologies employees are trained to ensure that the IT systems they build

specifically are designed to help our clients achieve their goals.

We know that IT systems are a means to an end, and we work with our clients to ensure that the

systems we help them design, deploy and manage are perfect for their needs. We have

experience in many areas of IT, across many platforms and in many industries.

Our clients view us as partners. They know that we are as committed to their business success as

they are. We get involved in their IT projects right from the beginning to ensure that

requirements are clearly defined.

In many cases, our clients trust us to help them define the requirements for them based on our

years of experience and the many systems we have managed and successfully implemented. We

do not take this trust lightly and give each individual project specific and focused attention.

We do what we say we are going to do, on time and within budget. Implementing new

information systems can be a risky and difficult undertaking. We work closely with our clients to

ensure that we deliver what is expected.

Our clients look to Manasi Information Technologies for excellence in design, deployment and

implementation. Thats what we deliver.

Quality assurance is a critical concern for companies that either produce commercial software or

develop internal applications. Billions of dollars are wasted every year due to applications that

do not work, are faulty, or do not perform adequately.

In order to ensure that their people are productive and that customers are satisfied, companies

need to implement quality assurance programs.


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It makes sense to outsource the quality assurance process to highly skilled QA professionals. The

quality assurance process includes test plan development; software requirements verification;

application integration, regression, and performance testing; and load or stress testing.

Many companies are looking to bring on highly skilled, well trained IT consulting organizations

to manage projects for them. It makes sense to do so for economic, logistic and practical reasons.

Companies do not have time to experiment and need to ensure that their IT projects are

implemented correctly and on time. They need to design, deploy and manage the right projects

on time and under budget. This is a primary reason why companies look to Manasi Information

Technologies for superior project management.

Manasi Information Technologies creates and implements working solutions for our clients by

interacting with all levels of management where appropriate. Our consultants have extensive

hands-on experience in business and management practices to help your organization implement

projects the right way. Manasi Information Technologies consultants take a complete view of

whats needed to ensure IT projects are implemented in the most professional manner.

Compile detailed requirement analysis and scope of the project. Project Life-Cycle Development and Control. Research and Development related to technology and service deliverables. Risk analysis. Cost analysis, estimates and financial control. Role and responsibility planning. Contract administration and documentation control. Implementation planning & project procedure scheduling. Timeframe planning. Utilization of technical resources. Coordination of management & progress meetings. Coordination of outsourced consultants and entities. Communication procedures. Quality control. Training & skills transfer. Technical documentation.


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hierarchy. Our employees are entitled to a variety of incentives which are performance based and

are in addition to the fixed compensation structure thereby motivating the employees to perform

aggressively to the best of their capabilities.

Manasi Information Technologies is a leading global provider of technology that strengthens

client innovation. We currently offer services to our clients through out the world. Our nature of

work involves Software Development, Maintenance, Outsourcing and BPO.

We have established practices in Enterprise Applications, Customer Facing Applications,

Business intelligence Applications and E-Business Solutions.

We as a professional software-development company is highly concerned with the quality of our

solutions and services.

Moreover, our team constantly works on developing and improving our service performance to

satisfy our customers and maintain long-term cooperation with them.

We are totally committed to ensure highest quality standards and to understand changing

customer needs.

At Manasi Information Technologies we are striving to understand changing customer needs,

and enrich their quality of life by simply making the technology readily usable for them.

Our clients hire and re-hire us because we provide some of the most high performing, highly

skilled IT professionals in the industry. Our employees are our major strength, which means our

clients benefit from a well trained, conscientious, and diligent work force. Manasi Information

Technologies employees are extremely talented and experienced in the IT industry, and with an

average experience level of 6+ years our people can resolve the most critical IT issues for our

clients. More than half of our employees have certifications in their respective domain areas


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Our employees are committed to our clients success. Manasi Information Technologies

employees want to ensure that your IT systems help you meet and exceed your business goals.

With domain expertise in many vertical industries, Manasi Information Technologies

professionals understand the role that IT plays in your specific market.

Manasi Information Technologies is committed to our clients business success. Its that simple.

Our clients need to optimize their IT investment to help them reach their business goals. Manasi

Information Technologies employees are trained to ensure that the IT systems they build

specifically are designed to help our clients achieve their goals. We know that IT systems are a

means to an end, and we work with our clients to ensure that the systems we help them design,

deploy and manage are perfect for their needs. We have experience in many areas of IT acrossmany platforms and in many industries.

Our clients view us as partners. They know that we are as committed to their business success as

they are. We get involved in their IT projects right from the beginning to ensure that

requirements are clearly defined. In many cases, our clients trust us to help them define the

requirements for them based on our years of experience and the many systems we have managed

and successfully implemented. We do not take this trust lightly and give each individual project

specific and focused attention.

We do what we say we are going to do, on time and within budget. Implementing new

information systems can be a risky and difficult undertaking. We work closely with our clients to

ensure that we deliver what is expected. Our clients look to Manasi Information Technologies for

excellence in design, deployment and implementation. Thats what we deliver.

Grievance handling:

Financial Investment products tend to be tricky and complex without proper guidance.

Even after the investment has been made, there are many processes and intricacies which

needtobehandledeffectively. We have tried to set in a system where you can place your queries

on our client queries and grievance redressed module which makes investing for our clients, a

simple process. In this module response is given to all queries within 1 hour. If within 36 hours a


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5.Act

Mutually we will agree on how the recommendations will be carried out. We may carry out the

recommendations or serve as your "coach", coordinating the whole process with you.

6.Track

As goals and needs evolve over time, well track your progress as part of the ongoing process

and make necessary modifications.

Key executives:

S.No Name Designation

1Vij

Documents

a Study on Importance of Recruitment and Selection Process at Manasi Systems Tchnologies