“ACOMPARATIVESTUDYONTHEEFFECTIVENESSOFSEARCHMETHODSINICONIUM----ARECRUITMENTCONSULTINGFIRM,CHENNAI”

CHAPTER 1

INTRODUCTION

1.1 INDUSTRY PROFILE

1.1.1 Indian Recruitment Industry Moves on the Internet

Around the world online recruitment had an ascending raise, from a market of

approximately $ 300 millions in 2000 to almost 8 billion in 2005. The highest rate is

owned by the United States, where 39% of the companies choose as recruitment method

the internet; and "the big boys" (The Fortune 1000 companies) in a 90% proportion. In

India it can be observed an ascending trend in using the internet as a recruitment method,

in 2005, 10% of the jobs being placed online, "We estimate that 10-12% of the jobs are

generated online, from which 75% can also be found in other channels of distribution,

like newspapers or recruitment agencies with offline activity. With the growth of internet

usage it will be observed a raise of online recruitment rate, with the lost of newspapers

and other ways of promoting. We expect this sector to grow and consolidate, going 10-13

percent higher in 2006". From the jobs published on the internet the higher rate, of

approximately 25-35%, is found in the IT sector. Slowly but surely, those who seek work

will choose the internet, a fast and comfortable environment, which will help them in

professional reorientation and development.

The 1990s were a time of dramatic changes in recruitment practices. Growing

labour shortages, the rise of more flexible work practices, and the rise in the importance

of knowledge workers, all contributed to a new HR environment. While all these changes

altered many job-search and recruitment practices, none has the long-term potential to do

so as much as the Internet.

1

Before the Internet, employers relied on well established methods to identify and

recruit their new employees. Newspaper ads, job fairs, referrals from their own

employees, and the use of head-hunters were typical practices in the traditional labour

market. The result was a protracted and paper-ridden process as the employer

communicated with various job-seekers before a match was made. Today, the cutting

edge industries of the ‘new economy’ have abandoned the paper and the plodding as they

recruit on-line. They use the Internet-based E-labour market to consider more applicants,

from a geographically larger labour pool, and they do it much faster and cheaper than

before.

Internet-based recruitment is growing rapidly. Three years ago it was still quite

rare. However, by 1999 there were already more than 2000 Internet sites devoted

exclusively to information about jobs, with another 100,000 corporate sites that also

contain employment related information.

1.1.2 HR Consulting

Consulting for HR is a huge business. Most of the major consulting firms offer

service lines related to HR. They give them fancy names, like “Human Performance” (at

Accenture), “Organization” (at The Boston Consulting Group), and “Organizations,

People & Performance” (at Booz Allen Hamilton). Consultants in these areas work on

everything from creating more effective organizations, to managing change, to

developing training programs, to managing health-care programs for their clients. The

work is often strategic, focusing on the people issues of running a large company. A lot

of it is data-driven, too, such as in actuarial consulting, which involves financial planning

based on the company’s long-term hiring projections.

2

Consulting firms are traditionally among the largest employers of top MBA and

college graduates. But with single-digit growth projected for the industry in 2004 and

2005, expect competition for jobs to be as tough as ever.

More than half the people in top MBA programs and a significant number of

college seniors flirt with the idea of becoming a management consultant after graduation.

It’s a high-paying, high-profile field that offers students the opportunity to take on a lot of

responsibility right out of school and quickly learn a great deal about the business world.

In essence, consultants are hired advisors to corporations. They tackle a wide

variety of business problems and provide solutions for their clients. Depending on the

size and chosen strategy of the firm, these problems can be as straightforward as

researching a new market or as complex as totally rethinking the client’s organization. No

matter what the engagement, the power that management consultants wield is hard to

scoff at. They can advise a client to acquire a related company worth hundreds of

millions of dollars, or reduce the size of its workforce by thousands of employees.

One word of clarification: "Consulting" is a big, one-size-fits-all term that

includes virtually any form of advice-giving. This industry overview focuses primarily on

the flavor known as management consulting. Often called strategy consulting, this

segment of the industry includes firms that specialize in providing advice about strategic

and core operational issues. Although some of the highest profile firms populate this

segment, they’re not the only ones doing consulting.

In the world of business, management consultants are jacks-of-all-trades.

Working through consulting firms or as independent contractors, they advise corporations

and other organizations regarding an infinite array of issues related to business strategy—

from reengineering to e-commerce, change management to systems integration. From

3

billion-dollar mergers and acquisitions to corporate reorganizations in which thousands of

jobs are at stake, they are the directors behind the scenes of nearly every major event in

the marketplace.

A career in consulting can encompass a wide variety of industries. One word of

clarification: “Consulting” is a big, one-size-fits-all term that includes virtually any form

of advice-giving. Pretty much anyone with a specialty in a field can offer consulting

service; to keep this profile specific, we’ve focused on management consulting, a broad

category in its own right. Often called strategy consulting, this segment of the industry

includes firms that specialize in providing advice about strategic and core operational

issues.

Most management consultants hold salaried positions at firms that cater to a

clientele of mostly large corporations. They are assigned on a project basis to their firm's

clients, who are billed by the hour for their services. Depending on the client's needs and

the firm's functional specialty (or core competency, as it's often called), consultants

conduct objective research and analysis on behalf of their client, and make

recommendations based on their findings. Ultimately, management consultants take on

the responsibility of improving their clients’ businesses by effecting change through their

recommendations.

Although some of the highest-profile firms populate this segment, they’re not the

only ones doing consulting. Thousands of other organizations and individuals call

themselves consultants, make money by selling their advisory services, and offer plenty

of opportunities for employment. If you like the idea of giving advice to other businesses,

and you have a particular interest in computers, human resources, corporate

communications, mobile communications, health care, financial services, real estate, e-

commerce, or some other specialized field, there’s a good chance you can find a position

with an organization doing precisely that.

4

1.1.3 GLOBAL RECRUITING

The importance of Human Resource planning to the success of any business

enterprise is well recognized and documented. Equally accepted is the fact that certain

specific and international skills do not exist in sufficient numbers today.The need to

recruit offshore is immediately apparent.

The aim in all recruitment campaigns is to hire competent, motivated

professionals who will provide an added value and proven expertise to the company. An

advantage with offshore recruiting is that people who are willing to migrate are typically

highly motivated, upwardly mobile, and loyal employees.

The number of key reasons why businesses seek out a consultant. These included:

Lack of in-house expertise;

Need for independent/objective advice;

Need to gain additional resources; and

Need for the quick resolution of issues.

The five principal-consultant success indicators. These were:

1. Ability to listen and comprehend client;

2. Quality of service;

3. Client-consultant communication;

4. Integrity and honesty; and

5. Technical knowledge.

5

Principal-performance indicators were also identified. They were:

Achieving agreed objectives;

Customer/client satisfaction;

Timeliness of service delivery;

Implementation of recommendations; and

Achieving measurable results.

How are HR departments changing?

• Only 30% still do all standard in-house hr functions

• 32% have established an in-house “university”

• Only 27% have retained the training area “as is”

• Benefits have been outsourced or moved to shared service centers

• Staffing is being delegated back to line managers

• Ratio of employees served per hr employee has increased

1.1.4 Current trends in HR

• Emphasis on strategic planning & succession

• Emphasis on cost-related issues / cost control

• New specialties emerging in hr

6

1.2 COMPANY PROFILE

ICONIUM CONSULTING GROUP, the innovative recruitment, search, selection

and training consulting organization. Set up in 1998 with a vision to “become the most

sought after recruitment consulting firm”. With the mix of skill, experience, speed on

commitment to delivery and deadlines with a strong culture of ethics; have consistently

out performed their competitors and growing at a speed of 300% every year. They

provide integrated recruitment solutions for corporates on a platform of business

partnership and are not just a service provider.

The vision” Is to become the top five recruitment consulting companies, the most

sought after”. The mission “Is to obtain, manage, utilize, and maximize human resource

information to provide exceptional executive search and recruitment consulting service to

the corporates and the human talent on their specific requirements in a time bound,

efficient, systematic and organized process”.

The Service offered by ICG is Executive Search, IT Recruitment, ITES

Recruitment, Non-IT Recruitment, BPO and Temp staffing, Corporate Training.

1.2.1 EXECUTIVE SEARCH:

The goal of this method is to reach candidates who are not actively on the job

market, but whose professional experience and qualifications match the employer’s

requirements.

Their business philosophy is Honest, Ethical approach, Efficient, Innovative,

systematic and structured consulting process. Strict adherence to recruitment standards in

long term view to relationships.

7

The Methodologies they adopt are Internal search of our 100,000 strong

databases, Focused networking and head hunting, Network based referencing, Sourcing

through strategic regional associates, Web and portal search, Print and media search.

1.2.2 PROCESS

To build the short list of potential incumbents, their research-based process

ensures that they understand the business, work culture, the role clarification and the

prospective incumbent’s profile, thus they minimize the time involved and eliminate the

mismatches.

ICONIUM has made an image among all other consultancies with in a shorter

time by means of value proposition, less professional fee, immediate replacement. The

evaluation process they adopt to every candidate is based on communication, personality

traits, evaluating and analyzing the psychological, cultural, aptitude, attitudinal fitment,

technical screening, HR screening, reference checking on personal, professional and

social behavioral pattern.This enhances their quality of work which attracts the client

towards them.

Iconium has grown to become premiere executive search firm delighting both, the

corporate recruiter and the human talent. With the mission of building high-level

competencies in Human Resource Recruitment, Iconium has aligned with leading world-

wide corporations in scouting top talent.Some of the clients are Accenture, Cognizant

technology solutions, GE, HP, Honeywell, Iflex, Infosys, Microsoft, Perot, TCS, Wipro,

Mind tree, Mphasis-BFL, Ionedia, Virtusa, AIG, Covansys, Airtel, Sembcorp, Max New

York, SPIC, ALLSEC, E-Serve, Cross domain, Scope international, Caterpillar, Asian

paints and to name a few.

1.3 PROJECT PROFILE

8

An Organization, whether a business or individual enterprise, needs for its

survival and growth. The success and failure of an Organization depends upon these four

main factors money, machinery, material, men. So it is the utmost duty of any

organizational members to look after these factors with great concern.

1.3.1 HUMAN RESOURCE MANAGEMENT

“Human resource management is the process of acquiring, training, appraising,

and compensating employees, and attending to their labor relations, health and safety,

and fairness concerns”.

Today, it’s the firm’s workforce-its knowledge, commitment, skills and training

that provides the competitive advantage for world-class companies. That means an

upgrading of HR’s traditional role is required. In the early 1900s, Personnel people first

took over hiring and firing from supervisors, ran the payroll department, and

administered benefit plans. The job consisted largely of ensuring that procedures were

followed. As new technology in areas like testing and interviewing began to emerge, the

personnel department began to play an expanded role in the employee selection, training

and promotion.

The emergence of union legislation in the 1930s led to a new HR emphasis on

protecting the firm in its interaction with unions. The discrimination legislation of the

1960s and 1970s meant the potential for more lawsuits, and effective Personnel practices

became more important. However the emphasis was still on what HR could do to protect

the organization rather than the positive contribution it made to the firms effectiveness.

9

Today, HR’s role is shifting from protector and screener to strategic partner and

change agent. The metamorphosis of ”Personnel” into Human Resource Management

reflects that in today’s flattened, downsized and high performing organizations, trained

and committed employees not machines are the firms competitive key.

Human Resource Managers performs the activities as listed below:

Conducting job analysis.

Planning the labor needs and recruiting job candidates.

Selecting job candidates.

Orienting and training new employees.

Managing wages and salaries.

Providing incentives and benefits

Appraising performance.

Communicating (interviewing, counseling, disciplining).

Training and developing managers.

Building employee commitment.

1.3.2 WHY IS HR MANAGEMENT IMPORTANT TO ALL MANAGERS?

It is easier to answer this by listing some of the personnel mistakes you don’t

want to make while managing, you don’t want to:

Hire the wrong person for the job

Experience high turnover

Find your people not doing their best

Waste time with useless interviews

10

Have the company taken to court because of discriminatory actions

Have the company cited under federal occupational safety laws for unsafe

practices

Have some employees think their salaries are unfair and inequitable relative to

others in the organization

Allow a lack of training to undermine the department’s effectiveness

Commit any unfair labor practices.

1.3.3 HUMAN RESOURCE PRACTICES

1.3.3.1 RECRUITMENT AND PLACEMENT:

This is the first activity and important, where the managers do the activities like

job analysis, HR planning and recruiting, employee testing and selection, and

interviewing candidates. Recruiters can be found both in-house and with outside

organizations. Many in-house recruiters specialize in one area, such as on-campus

interviews. Recruiters who work outside a company may also have areas of

specialization, such as technical or executive recruiting. They work with hiring managers

to define manager’s employment needs and must therefore be very familiar with every

organization they work for.

Recruiters need to know what the best ways are to attract potential employees,

such as running ads, searching the Internet, attending job fairs, and interviewing at

schools. Recruiters communicate with prospective employees about personnel policies,

wages, benefit packages, working conditions, and promotional opportunities. Recruiters

also screen, interview, test, and check the references of applicants.

11

1.3.3.2 TRAINING AND DEVELOPMENT:

After selecting the person the next step is to train and develop the employees by

providing the necessary training to ensure that employees have the knowledge, and skills,

needed to accomplish their tasks. HR techniques such as quality improvement programs

and team building that firms use to help them manage quality and productivity.

Performance appraisal is carried out and techniques such as career planning and

promotion use to help ensure employees can achieve their potential and be treated fairly.

1.3.3.3 COMPENSATION AND BENEFITS:

The job is establishing strategic pay plans, pay for performance plans such as

financial incentives, merit pay and incentives that help tie performance to pay and

providing benefits that make it clear the firm views its employees as long term

investments and is concerned with their welfare.

1.3.3.4 EMPLOYEE SECURITY AND SAFETY;

The important activity to be carried out is the employee’s security and safety

measures through labor relations, collective bargaining, employee safety and health.

As organizations recognize more the value of their employees as company assets,

the value of human resources is likewise becoming more important. For the more

progressive companies, the job of the HR director is not anymore relegated to the

department level; he or she now has a more important role to play in the corporate

boardroom.

12

Talent management covers functions like leave management, recruitment and

training. "Workforce management is about optimizing the capabilities your people.

Knowledge management is translating the tacit knowledge of your people into something

explicit and allowing them to harness this knowledge through collaboration tools,”

1.3.4 HUMAN RESOURCE MANAGEMENT ACTIVITIES

A. HR Planning and Analysis

B. Equal Employment Opportunity Compliance

C. Staffing

D. HR Development

E. Compensation and Benefits

F. Health, Safety, and Security

G. Employee and Labor/Management Relations

1.3.5 Trends

Demographic Transformations

Labor Shortage and High-Skilled Workers

The Value of HR

1.3.5.1 In-House HR Staff

HR employees deal with all of these issues: staffing (everything from sourcing to

orientation to retention), employee relations, compensation and benefits, training, and

information systems. In larger organizations, several HR people may work on each of

these functions, further subdivided into specialty areas. In smaller organizations, the HR

13

person may wear many hats, but almost every company in the country has somebody on

board to handle HR issues.

1.3.5.2 Staffing Firms

These firms replace or supplement in-house HR functions. It also includes the

executive-recruitment firms that place higher-level candidates into full-time positions and

charge clients a hefty percentage of the candidate's first-year salary. Jobs in these

organizations usually require you to be a sharp judge of people and a good salesperson

and negotiator.

14

CHAPTER 2

OBJECTIVES, SCOPE AND LIMITATIONS OF THE STUDY

2.1 OBJECTIVES OF THE STUDY

Primary objective

To study the effectiveness of search methods that are used by Iconium-a

consulting firm.

Secondary objectives

To minimize the time required to process a profile.

To create confidence to the client by means of faster response and to avoid

failure of candidates for the scheduled interview.

To facilitate higher earning by means of quality and quantity of profiles.

15

2.2 SCOPE OF THE STUDY

The different Sourcing methods that are followed by the firm makes the client to

stay over a long period. Since more consultants are performing well to make their

organization best in the field they follow certain Sourcing methods. The need for the

study is to find out which method provides us the better results in order to achieve their

objectives.

Against this background, an attempt is made to undertake the comparative study

on the effectiveness of search methods, which followed in Iconium Consulting Group-a

recruitment consulting firm. This study is useful in order to know their time require to

process a profile in different methods, quality of profiles obtained in each methods,

quantity of profiles, creativity to obtain profiles. This study also enhances that the

maintenance of profiles is important only then they can able to complete their process

once they receive an offer and also for specific skill we can able to source profile out of

them.

16

2.3 LIMITATIONS

The present study is subjected to the following limitations:

The study is based on the opinions expressed where there is a great tendency for

fluctuations in response and behaviour, which can lead to certain distortions.

The questionnaire method carries with it certain inherent limitations, which have

to be considered.

The respondents were unable or unwilling to give a complete and accurate

response to certain questions.

The data collected from the customers may be biased

Due to time constraints a detailed study could not be made

Only limited number of questions were asked

The results are based on survey methods which has its own limitations.

17

CHAPTER 3

RESEARCH METHODOLOGY

3.1 INTRODUCTION

A research cannot be conducted abrupt. Researcher has to proceed systematically

in an already planned direction with the help of a number of steps in sequences. To make

the research systemized the researcher has to adopt certain methods. The method adopted

by researcher for completing the project is called Research Methodology.

In other word, Research Methodology is simply the plan of action for a research

which explains in detail how data is to be collected, analyzed and interpreted. Data

become information only when a proper methodology is adopted. Thus we can say

Methodology is a tool which processes the data to reliable information. This chapter

attempt to highlight the research methodology adopted in this project.

3.2 RESEARCH DESIGN

A research design is a arrangement of conduction’s for collection for analysis of

data in a manner that aims to combine relevance to the success of the research purpose

with economy in procedure. Fundamental to the success of any research project is the

sound research design. A research design is purely and simply the framework and for the

study that guides the collection and analysis of data. It is a blue print that is followed in

completing a study.

18

3.2.1 TYPE OF RESEARCH PLAN

There are 3 basic type of research design

Exploratory Research Design

Descriptive Research Design

Experimental Research Design

Out of the research design said above the research design took for the study was

Descriptive Research Design.

3.2.2.1 DESCRIPTIVE RESEARCH DESIGN:

The Descriptive approach attempts in describing the characteristics of a particular

individual, or a group. The study concerning whether certain variables are associated, as

against this, studies concerned with specific predictions, with narration of facts and

characteristics concerning individual, group or situation. In this study , the researcher

must be able to define clearly, what he wants to measure and must find adequate methods

for measuring it along with a clear cut definition of population he wants to study.

3.3 SOURCES OF DATA COLLECTION

The method of data collection to be used for the study contains two types of data

called Primary and Secondary data. The primary data are those which are collected afresh

and for the first time and thus happen to be original in character.

19

3.3.1 PRIMARY DATA SOURCES:

The questionnaire so designed is structured one. Keeping in view the objective of

the study the questionnaire is designed.

3.3.2 SECONDARY DATA SOURCES:

The secondary data are those which have already been collected by someone else

and which have already been passed through the statistical process. The secondary data’s

are collected regarding the details of the effectiveness of search methods. It is collected

from the existing database which is maintained by the company. The tools used for the

secondary data were collected through company profile, organization website and other

related library books.

3.3.3 Population Study:

The population refers to the total of items about which information is desired. In

the sampling design when the population is concerned the entire population is taken into

consideration because the size of the target population is only 35 in number for the

purpose of this comparative study. Since the whole population is taken into consideration

there are no samples taken.

3.3.4 Tools used:

Tools used for collection of data are the questionnaires. The respondent’s

opinions have been analyzed for an understanding of the existing system. Findings from

the data collected and further suggestions for betterment of this system have been

provided.

20

3.3.5 SIMPLE PERCENTAGE

Data analysis plays a major role in any research because ultimately it is an apt

analysis, which would be of great use to the organization. A simple percentage analysis

was carried out for the major part of the data analysis. Without this percentage, the

researcher would face difficulty in interpreting results. Simple percentage method has

been followed to examine the proportion of opinion among employees toward the

effectiveness of search methods.

no.of respondents for particular option 100Total no.of respondents answered that particular option

3.3.6 Ranking Method

This type of analysis is particularly useful when the purpose of the question is to

identify the preferences of the sample respondents among different choices. The

respondents indicated the importance they assign to different types of policies. The

ranking was in the order of “1” for most important and “5” for the least important. While

doing the analysis the first rank was given a weightage of 5 and the least rank was given

the weightage of 1.

The rank assigned by all the respondents was cumulated using the weightage.

Accordingly, the type of policy with the larger cumulative weightage was ranked number

1 and so on.

21

3.4 QUESTIONNAIRE DESIGN

The questionnaire includes both open ended and closed ended questions with

multiple choices, Open-ended questions enable wide range of responses, and this enables

the respondent to express his views in his own words. However this is difficult to tabulate

and analyze.

Close-ended questions offer a limited choice of response .Respondent find these

easier to complete. Close-ended questions can also be tabulated and analyzed more

easily. The copies of the questionnaire used in the study are at Annexure.

22

CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

ANALYSIS

Analysis is the process of placing the data in an ordered form, combining them

with the existing information and extracting the meaning from them. In other words,

analysis is an answer to the question “what message is conveyed by each group of data “.

Which are otherwise raw facts and are unable to give a meaningful information. The raw

data become information only when they are analyzed and put in a meaningful form.

INTERPRETATION

Interpretation is the process of relating various bits of information to other

existing information. Interpretation attempts to answer, “What relationship exists

between the findings to the research objectives and hypothesis framed for the study in the

beginning “.

23

4.1 PERCENTAGE ANALYSIS

TABLE NO 4.1.1

AGE OF THE RESPONDENTS

S.No. Age No. of Respondent Percentage

1. Below 23 years 15 42.9

2. Above 23 years 20 57.1

Total 35 100.0

INFERENCE

It is inferred from the above table that 42.9% of the respondents are below 23

years and 57.1% of the respondents are above 23 years.

24

25

TABLE NO 4.1.2

GENDER OF THE RESPONDENTS

S.No. Gender No. of Respondent Percentage

1. Male 9 25.7

2. Female 26 74.3

Total 35 100.0

INFERENCE

It is noted from the above table that 25.7% of the respondents are male and 74.3%

of the respondents are female.

26

27

TABLE NO 4.1.3

YEARS OF EXPERIENCE IN THIS ORGANIZATION

S.No. Opinion No.of Respondent Percentage1. Less than 1 year 17 48.6

2. 1-3 years 16 45.7

3. 3-5 years 1 2.85

4. More than 5 years 1 2.85

Total 35 100.0

INFERENCE

It is observed from the above table that 48.6% of the respondents are working less

than 1 year in the organization, 45.7% of the respondents are working 1-3 years in the

organization and 2.85% of the respondents are working 3-5 years and more than 5 years

in the organization.

28

29

TABLE NO 4.1.4

NATURE OF SOURCING PROFILES

S.No. Opinion No. of Respondent Percentage

1. Advertisement 12 34.3

2. Referencing 26 74.3

3. Networking 8 22.9

4. Head hunting 13 37.1

INFERENCE

It is stated from the above table that 34.3% of the respondents are felt that

advertisement is the best describers of sourcing profiles, 74.3% of the respondents are felt

that reference is the best describers of sourcing profiles, 22.9% of the respondents are felt

that network is the best describers of sourcing profiles and 37.1% of the respondents are

felt that head hunting is the best describers of sourcing profiles.

30

31

TABLE NO 4.1.5

PROFILES SOURCED THROUGH ADVERTISEMENT


1. 10-20% irrelevant 17 48.6

2. 20-30% irrelevant 9 25.7

3. 30-40% irrelevant 9 25.7

4. 40-50% irrelevant 0 0

5. >50% irrelevant 0 0

Total 35 100.0

INFERENCE

It is stated from the above table that 48.6% of the respondents says that 10-20%

irrelevant of the profile sourced through advertisement, 25.7% of the respondents says

that 20-30% irrelevant of the profile sourced through advertisement and 25.7% of the

respondents says that 30-40% irrelevant of the profile sourced through advertisement.

32

33

TABLE NO 4.1.6

INNOVATIVE OF JOB ADVERTISEMENT


1. Yes 25 71.4

2. No 3 8.6

3. May be 7 20.0

Total 35 100.0

INFERENCE

It is found from the above table that 71.4% of the respondents are innovated of

job advertisement, 8.6% of the respondents are not innovated of job advertisement and

20.0% of the respondents are may be innovated of job advertisement.

34

35

TABLE NO 4.1.7

QUANTITY OF PROFILES-JOB PORTAL


1. Strongly agree 6 17.1

2. Agree 17 48.6

3. Neither agree nor disagree 9 25.7

4. Disagree 2 5.7

5. Strongly disagree 1 2.9

Total 35 100.0

INFERENCE

It is observed from the above table that 17.1% of the respondents are strongly

agreed the statement, 48.6% of the respondents are agreed the statement, 25.7% of the

respondents are neither agreed nor disagreed the statement, 5.7% of the respondents are

disagreed the statement and 2.9% of the respondents are strongly agreed the statement.

36

37

TABLE NO 4.1.8

NICHE SKILL REQUIREMENT



2. Agree 14 40.0


4. Disagree 4 11.4


Total 35 100

INFERENCE

It is noted from the above table that 11.4% of the respondents are strongly agreed

with the niche skill requirement, 40.0% of the respondents are agreed with the niche skill

requirement, 31.4% of the respondents are neither agreed nor disagreed with the niche

skill requirement, 11.4% of the respondents are disagreed with the niche skill requirement

and 5.8% of the respondents are strongly agreed with the niche requirement.

38

39

TABLE NO 4.1.9

PROCESSING OF PROFILES SOURCED FROM PORTALS


1. Yes 31 88.6

2. No 4 11.4

Total 35 100.0

INFERENCE

It is observed from the above table that 88.6% of the respondents are satisfied

about the processing of profiles sourced from portals and 11.4% of the respondents are

not satisfied about the processing of profiles sourced from portals.

40

41

TABLE NO 4.1.10

PORTAL IS COMPARATIVELY LESSER THAN HEAD HUNTING



2. Agree 10 28.6


4. Disagree 8 22.9


Total 35 100.0

INFERENCE

It is found from the above table that 11.4% of the respondents are strongly agreed

with the statement, 28.6% of the respondents are agreed with the statement, 34.3% of the

respondents are neither agreed nor disagreed with the statement, 22.9% of the

respondents are disagreed with the statement and 2.8% of the respondents are strongly

disagreed with the statement.

42

43

TABLE NO 4.1.11

MAINTENANCE OF DATABASE - PORTAL



2. Agree 13 37.1


4. Disagree 13 37.1


Total 35 100.0

INFERENCE

It is observed from the above table that 8.6% of the respondents are strongly

agreed with the maintenance of the profile data base through portal, 37.1% of the

respondents are agreed with the maintenance of the profile data base through portal,

14.3% of the respondents are neither agreed nor disagreed with the maintenance of the

profile data base through portal, 37.1% of the respondents are disagreed with the

maintenance of the profile data base through portal and 2.9% of the respondents are

strongly disagreed with the maintenance of the profile data base through portal.

44

45

TABLE NO 4.1.12

QUANTITY PROFILES – NETWORKING



2. Agree 18 51.4


4. Disagree 3 8.6

5. Strongly disagree 0 0

Total 35 100.0

INFERENCE


with the profiles through networking, 51.4% of the respondents are agreed with the

profiles through networking, 20.0% of the respondents are neither agreed nor disagreed

with the profiles through networking and 8.6% of the respondents are disagreed with the

profiles through networking.

46

47

TABLE NO 4.1.13

WAYS TO GET REFERENCES


1. Being informative 2 5.7

2. Being communicator 6 17.1

3. Being an advisor 4 11.4

4. Being friendly 12 34.3

5. All the above 16 45.7

INFERENCE

It is found from the above table that 5.7% of the respondents are felt informative

through references, 17.1% of the respondents are felt communicator through references,

11.4% of the respondents are felt advisor through references, 34.3% of the respondents

are felt friendly through references and 45.7% of the respondents are getting the all the

references.

48

49

TABLE NO 4.1.14

REFERENCING REQUIRES CREATIVITY



2. Agree 18 51.4


4. Disagree 0 0


Total 35 100.0

INFERENCE


with the statement, 51.4% of the respondents are agreed with the statement and 17.2% of

the respondents are neither agreed nor agreed with the statement.

50

51

TABLE NO 4.1.15

AVERAGE LEADS GENERATE PER CALL


1. Only one 2 5.7

2. One- Three 26 74.3

3. Three -Five 7 20.0

4. More than five 0 0

5. Nothing 0 0

Total 35 100.0

INFERENCE

It is found from the above table that 5.7% of the respondents are generated only

one call, 74.3% of the respondents are generated one – three call and 20.0% of the

respondents are generated three- five call.

52

53

TABLE NO 4.1.16

QUALITY PROFILES – REFERENCE

S.No. Opinion No. of Respondents Percentage


2. Agree 13 37.1


4. Disagree 2 5.7


Total 35 100.0

INFERENCE

It is stated from the above table that 20.0% of the respondents are strongly agreed

with the quality profiles through reference, 37.1% of the respondents are agreed with the

quality profiles through reference, 34.3% of the respondents are neither agreed nor

disagreed with the quality profiles through reference, 5.7% of the respondents are

disagreed with the quality profiles through reference and 2.9% of the respondents are

strongly disagreed with the quality profiles through reference.

54

55

TABLE NO 4.1.17

DETAILS ABOUT EVERY COLD CALL


1. Company details 4 11.42. Personal details 9 25.73. Project details 12 34.34. Organization structure 0 0.05. All the above 19 54.3

INFERENCE

It is found from the above table that 11.4% of the respondents are collected

company details in cold call, 25.7% of the respondents are collected personal details in

cold call, 34.3% of the respondents are collected project details in cold call and 54.3% of

the respondents are collected all the above details in cold call.

56

57

TABLE NO 4.1.18

COLD CALLING MAKES RESUME GENERATION


1. Yes 27 77.2

2. No 4 11.4

3. May be 4 11.4Total 35 100.0

INFERENCE

It is found from the above table that 77.2% of the respondents are felt more

effective in the cold calling of resume generation, 11.4% of the respondents are felt in

effective in the cold calling of resume generation and 11.4% of the respondents are felt

may be effective in the cold calling of resume generation.

58

59

TABLE NO 4.1.19

RESUME GENERATION THROUGH COLD CALLING IS LESSER THAN TRADITIONAL METHODS



2. Agree 12 34.3


4. Disagree 8 22.9


Total 35 100.0

INFERENCE


with the statement, 34.3% of the respondents are agreed with the statement, 37.1% of the

respondents are neither agreed nor disagreed with the statement and 22.9% of the

respondents are disagreed with the statement.

60

61

TABLE NO 4.1.20

WAYS TO HEADHUNT


1. Through references 18 51.4

2. Through cold calling 18 51.4

3. Through old leads 10 28.6

4. Through free incoming calls 9 25.7

INFERENCE

It is found from the above table that 51.4% of the respondents are headhunt

through cold calling, 51.4% of the respondents are headhunt through references, 28.6% of

the respondents are headhunt through old leads and 25.7% of the respondents are

headhunt through free incoming calls.

62

63

TABLE NO 4.1.21

HELP OF PORTAL TO HEADHUNT


1. Company details 5 14.3

2. Technology search 14 40.0

3. Project details 12 34.3

4. References 4 11.4

5. All the above 11 31.4

INFERENCE

It is found from the above table that 14.3% of the respondents are taking company

details from the portals to Headhunt, 40.0% of the respondents are taking technology

search from the portals to Headhunt, 34.3% of the respondents are taking project details

from the portals to Headhunt, 11.4% of the respondents are taking references from the

portals to Headhunt and 31.4% of the respondents are taking all the above opinion from

the portals to Headhunt.

64

65

TABLE NO 4.1.22

RESUME GENERATION HEAD HUNTING IS LESSER THAN TRADITIONAL METHODS



2. Agree 8 22.9


4. Disagree 5 14.3

5. Strongly disagree 1 2.8Total 35 100.0

INFERENCE

It is inferred from the above table that 31.4% of the respondents are strongly

agreed with this statement, 22.9% of the respondents are agreed with this statement,

28.6% of the respondents are neither agreed nor disagreed with this statement, 14.3% of

the respondents are disagreed with this statement and 2.8% of the respondents are

strongly disagreed with this statement.

66

67

TABLE NO 4.1.23

HEAD HUNTING NEEDS TO BE INNOVATIVE AND CREATIVE



2. Agree 17 48.6


4. Disagree 2 5.7


INFERENCE


with this statement, 48.6% of the respondents are agreed with this statement, 8.6% of the

respondents are neither agreed nor disagreed with this statement, 5.7% of the respondents

are disagreed with this statement and 2.8% of the respondents are strongly disagreed with

this statement.

68

69

TABLE NO 4.1.24

MAINTENANCE OF DATABASE FOR NEW OPPORTUNITIES



2. Agree 13 37.1


4. Disagree 5 14.3


INFERENCE

It is obtained from the above table that 28.6% of the respondents are strongly

agreed with this statement, 37.1% of the respondents are agreed with this statement,

17.1% of the respondents are neither agreed nor disagreed with this statement, 14.3% of

the respondents are disagreed with this statement and 2.9%of the respondents are strongly

disagreed with this statement.

70

71

TABLE NO 4.1.25

QUALITY - HEAD HUNTING Vs TRADITIONAL CHANNELS



2. Agree 13 37.1


4. Disagree 3 8.6

5. Strongly disagree 0 0Total 35 100.0

INFERENCE


with this statement, 37.1% of the respondents are agreed with this statement, 25.7% of

the respondents are neither agreed nor disagreed with this statement and 8.6% of the

respondents are disagreed with this statement.

72

73

TABLE NO 4.1.26

TIME TO PROCESS - HEAD HUNTED CANDIDATES


1. Yes, always 23 65.7

2. Some times-case to case basis 11 31.4

3. No 1 2.9Total 35 100.0

INFERENCE

It is inferred from the above table that 65.7% of the respondents are always

necessary to quickly complete the process for head hunted candidates, 31.4% of the

respondents are some times-case to case basis for the necessary to quickly complete the

process for head hunted candidates, 2.9% of the respondents are not necessary to quickly

complete the process for head hunted candidates.

74

75

4.2 RANKING METHOD

TABLE NO 4.2.1

DATA BASE MAINTENANCE

S.No. Method Weightage Score Rank

1 Portal 109 II

2 Headhunting 131 I

INFERENCE

It is inferred from the above table that maintenance of data base is more effective

and it is ranked first by the employees with score of 131 points.

TABLE NO 4.2.2

TIME TO PROCESS


1 Portal 66 II

2 Headhunting 68 I

INFERENCE

It is inferred from the above table that maximum of the respondents opinion that

Headhunting method is more effective for time to process and it is ranked first by the

employees which got scored by 68 points.

76

TABLE NO 4.2.3

INNOVATION / CREATIVITY


1 Advertisement 158 II

2 Referencing 145 III

3 Headhunting 166 I

INFERENCE

It is observed from the above table that maximum of the respondents says that

Headhunting method requires more creativity and it is ranked first by the employees

which got scored by 166 points followed by advertisement with 158 points.

77

CHAPTER 5

SUMMARY OF FINDINGS, SUGGESTIONS AND CONCLUSION

5.1 FINDINGS

It is inferred from the above analysis that most (57.1%) of the respondents are

above 23 years

It is noted from the above analysis that majority (74.3%) of the respondents are

female.

It is observed from the above analysis that maximum number (48.6%) of the

respondents are working less than 1 year in the organization.

It is stated from the above analysis that most (74.3%) of the respondents are felt

that referencing best describers nature of Sourcing profiles.

It is found from the above analysis (71.4%) of the respondents says innovation is

required for job advertisements.

It is noted from the above analysis that majority (40.0%) of the respondents are

agreed with the niche skill requirement.

It is noted from the above analysis that maximum (88.6%) of the respondents are

satisfied about the processing of profiles sourced from portals.


agreed with the database maintenance of the profile through portal.

78

It is observed from the above analysis that maximum number (45.7%) of the

respondents are getting the all the references.

It is noted from the above analysis that most (74.3%) of the respondents on an

average can able to generate one – three references per call.

It is observed from the above analysis that majority (37.1%) of the respondents

are agreed with the quality profiles through reference.


collected all the details per every cold call.

It is concluded from the above analysis that maximum (77.2%) of the respondents

are felt more effective in the cold calling of resume generation.

It is found from the above analysis that majority (37.1%) of the respondents are

neither agreed nor disagreed with the statement.

It is noted from the above analysis that maximum (51.4%) of the respondents

headhunt through cold calling and referencing.

It is concluded from the above analysis that most (40.0%) of the respondents take

help of portal in order to collect details about technology search while Head

hunting.

It is inferred from the above analysis that (65.7%) of the respondents are always

necessary to quickly complete the process for head hunted candidates.

It is found from the analysis that maintenance of database is more effective in

Head hunting.

79

It is noted from the analysis that Head hunting method is more effective to

process since we targeted.

It is observed from the analysis that Head hunting method requires more

creativity.

80

5.2 SUGGESTIONS

Though the process of head hunting consumes more time it is more effective

when compared to advertisements, referencing and networking.

In portals- best fit profiles will be less so hit ratio will be less when compared

to other methods. Though they can able to get 1-3 leads per call it can be only

effective if it is processed.

Innovation plays a major role so try to adopt new innovative search methods

like

1. Web search (Search Engines, Free Skill Sites, Free Advertisements

Sites, and Matrimonial Websites).

2. e-Groups (Skill Groups, Alumni e-groups, and corporate e-groups,

Associations / Clubs).

3. Marketing database (Bank Card Agents, Telecom Service Providers,

Airline Agencies, Leisure Resorts, Mansions ‘n Hostels, Marriage

Bureau).

4. Creative advertising (Gas Balloons, Local Newspaper, News Paper

Inserts, Mobile Recruitment, Recruitment Bike Tags, Car Stickers).

5. Drop box @ Restaurants, Library’s, Shopping malls, Cinemas Counters.

81

5.3. CONCLUSION

The project titled “A comparative study on the effectiveness of search methods in

ICONIUM-A recruitment consulting firm, Chennai”. At the end of study it is found that

among all the search methods used in ICONIUM head hunting is more effective.

In a consulting firm, the employee’s duty is to source profiles that should always

hit only then they can able to survive. The organization has to adopt new innovative

search techniques time to time to survive in the market.

The study reveals that the effectiveness about the search methods that they are

following gives better results. In order to make the best in the field they have to adopt

new search methods. So it is necessary that more creative advertisement should be given

in the form of Gas Balloons, Local Newspaper. News Paper Inserts. Mobile Recruitment,

Recruitment Bike Tags, Car Stickers. Therefore if the given suggestions put into practice

it is easy for them to achieve.

82

1-24,26,28,30,32,34,36,38,40,42,44,46,48,50,52,54,56,58,60,62,64,66,68,70,72,74,76-82

83

Documents

“ACOMPARATIVESTUDYONTHEEFFECTIVENESSOFSEARCHMETHODSINICONIUM----ARECRUITMENTCONSULTINGFIRM,CHENNAI”