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ASTUDY ON HR EXECUTIVES OPINION ON RECRUITMENT

THROUGH NETWORKING IN IT INDUSTRY

CHAPTER I

INTRODUCTION

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CHAPTER I

INTRODUCTION

Organisation

Organization is a social unit of people, systematically arrange an manage to fulfil a nee

or nees an or to pursue collecti!e goals t"at are mutually #eneficial to t"e organization as a

$"ole an its units%

''H!an r"sor#"s'' is a term in $"ic" many organizations escri#e t"e com#ination of

traitionally aministrati!e personnel functions $it" performance management, employee

relations an resource planning% T"e fiel ra$s upon concepts e!elope in

Inustrial&Organizational Psyc"ology% Human resources "a!e at least t$o relate

interpretations epening on conte't%

I!$ortan#" o% Hr in an Organi&ation

Human resource is an integral part of any organization% (reat stress is lai on implementing

an effecti!e "uman resource system in an organization% T"ere are lots of epartment in an

organization t"at ma)es use of "uman resource to setup strategic planning an means to

process officials assignments% T"e companies t"at o not "a!e a proper "uman resource

epartment suffer from official isorers an lac) of management in office acti!ities%

A Human Resources Department is responsi#le for coorinating t"e acti!ities of employees

$it"in an organization% O#!iously, t"e first t"ing t"at comes to min, in t"e presence of a HR

epartment, is t"at, t"ere is a greater pro#a#ility of t"e organization yieling profits in t"e

future% T"e "uman resources epartment pro!ies guiance an leaers"ip *ualities to

!arious epartmental "eas% In aition, it "elps ot"er epartments $it"in t"e same company

in carrying out effecti!e ecision ma)ing, an monitors an e!aluates t"e recruitment of

employees into t"e organization%

T"ere are many a!antages of "uman resource in an organization% +ome of t"em inclue

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H!an r"sor#" "($s in "!$(o)"" !anag"!"nt*

T"ere are many a!antages t"at "uman resource pro!ies in an organization #ut t"e foremost

a!antage of "uman resource in an organization is t"e assistance it pro!ies in Recruiting

staff an in training employee% T"e "uman resource epartment is mostly responsi#le to

e!elop t"e systematic plan accoring to $"ic" t"ey "ire t"e staff an "elp to #uil a

professional $or) team%

H!an r"sor#" $ro+i,"s #ons(tan#)*

T"ere are many issues t"at t"e employee or $or)-team of an organization faces% T"e

a!antage of "uman resource is t"at it.s a meium $"ic" pro!ie all t"e consulting t"at an

employee nees an also ans$er general *ueries% Human resource is !ery effecti!e in an

organization to settle o$n any managerial ispute or employee pro#lem in a professional

an proficient manner%

-i(,ing .sin"ss $(an*

On more a!antage of "uman resource is t"at t"ese epartments acti!ely participate in

#usiness an mar)eting ecision% T"e "uman resource system comprises of "ig"ly eicate

professionals $"o "a!e t"e a#ility to e!ise ne$ plan an implement mar)eting strategies

t"at $oul #ring more #usiness an capital to t"e organization%In toays $orl Human

resource management is consiere !ital an t"ey are e!en consiere upto t"e le!el of

strategic #usiness partners%

/or"togt o% .sin"ss*

Human resource also eals $it" t"e long-term management of t"e #usiness% T"is epartment

e!aluates t"e future scope of t"e #usiness an e!ises strategies $"ic" $oul #e profita#le to

t"e organization in t"e longer run an #ring in sta#ility to t"e #usiness an pro!ie it an

esta#lis"e meium to stan on in t"e future%

-i(,ing $.(i# r"(ations*

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Human resource also "elps t"e #usiness an commerce to ma)e pu#lic relations an #uilt a

proper referral system% T"e "uman resource epartment arranges seminars, #usiness meetings

an official gat"ering for t"e company so t"at it gets ac*uainte $it" t"e mar)et an ot"er

#usinesses%T"ese a!antages t"erefore clearly illustrate "o$ important t"e "uman resource is

for an organization% /"et"er t"e #usiness is small or it.s a #ig #uget inustry, #uiling an

maintaining a "ig" profile "uman resource system is !ery necessary if t"e #usiness $ants to

a!oi isputes an pro#lems in t"e longer run%

R"#rit!"nt

0Recruitment is t"e process of searc"ing t"e caniates for employment an stimulating t"em

to apply for 1o#s in t"e organization2 - E$in 3% 4lippo

R"#rit!"nt A too( to attra#t 0a(it) 1or2%or#"

Acti!ities esigne to attract a *ualifie pool of 1o# applicants to an organization%

St"$s in t" r"#rit!"nt $ro#"ss*

A!ertisement of a 1o# !acancy%

Preliminary contact $it" potential 1o# caniates%

Initial screening to create a pool of *ualifie applicants%

R"#rit!"nt !"to,s*

E'ternal recruitment 5 caniates are soug"t from outsie t"e "iring organization%

Internal recruitment 5 caniates are soug"t from $it"in t"e organization%

Traitional recruitment 5 caniates recei!e information only on most positi!e

organizational features%

Realistic 1o# pre!ie$s 5 caniates recei!e all pertinent information%

S"("#tion

C"oosing from a pool of applicants t"e person or persons $"o offer t"e greatest performance

potential%

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S"("#tion St"$s

Completion of a formal application form%

Inter!ie$ing%

Testing%

Reference c"ec)s%

P"ysical e'amination%

4inal analysis an ecision to "ire or re1ect%

Ca(("ng"s in R"#rit!"nt

Recruitment function of t"e organization- is constantly facing ne$ c"allenges in Recruitment%

T"e #iggest HR c"allenge in Recruitment for suc" professionals is to source or recruit t"e

#est people or potential caniate for t"e organization%In t"e last fe$ years, t"e 1o# mar)et

"as unergone some funamental c"anges in terms of tec"nologies, sources of recruitment,

competition in t"e mar)et etc% In an alreay saturate 1o# mar)et, $"ere t"e practices li)e

poac"ing an raiing are gaining momentum%HR professionals are constantly facing ne$

c"allenges in one of t"eir most important function- recruitment% T"ey "a!e to face an

con*uer !arious c"allenges to fin t"e #est caniates for t"eir organization% T"e ma1or

c"allenges face #y t"e HR in recruitment are

Aapta#ility to glo#alization 6 T"e HR professionals are e'pecte an re*uire to

)eep in tune $it" t"e c"anging times, i%e% t"e c"anges ta)ing place across t"e

glo#e% HR s"oul maintain t"e timeliness of t"e process

7ac) of moti!ation 6 Recruitment is consiere to #e a t"an)less 1o#% E!en if t"e

organization is ac"ie!ing results, HR epartment or professionals are not t"an)e

for recruiting t"e rig"t employees an performers%

Process analysis 6 T"e immeiacy an spee of t"e recruitment process are t"e

main concerns of t"e HR in recruitment% T"e process s"oul #e fle'i#le, aapti!e

an responsi!e to t"e immeiate re*uirements% T"e recruitment process s"oul

also #e cost effecti!e%

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+trategic prioritization 6 T"e emerging ne$ systems are #ot" an opportunity as

$ell as a c"allenge for t"e HR professionals% T"erefore, re!ie$ing staffing nees

an prioritizing t"e tas)s to meet t"e c"anges in t"e mar)et "as #ecome a

c"allenge for t"e recruitment professionals%

Intro,#tion to R"#rit!"nt trog N"t1or2ing

T"e $orl is c"anging rapily an especially in t"e $ay $e engage in #usiness $it" t"e

emergence of 8social meia9 sites suc" as T$itter an 4ace#oo)%T"e rising tren of

Recruitment t"roug" Net$or)ing is #eing seen in #ot" #usinesses, recruitment an

a!ertising agencies com#ine, le largely #y t"e rise of sites suc" as 7in)e In career-

focuse net$or)ing tools% Net$or)ing +ites popularity is also clearly emonstrate #y t"e

!olume of online 1o# #oars, en"ance user-functionality for 1o# see)ers an employers ali)e%

T"ere "a!e #een many reports see)ing to unco!er t"is tren an it9s #een $iely reporte t"at

recruiters are ta)ing a far more proacti!e approac" to sourcing caniates t"roug" t"eir use of

social meia% It9s #een pro!en t"at recruiters are #ypassing 1o# #oars, a!ertisements an

agencies to connect $it" people *ualifie for t"eir open positions% In our researc" $e $ante

to e'plore t"is furt"er an el!e #e"in t"is tren to loo) at t"e ri!ers $"ic" "a!e cause

t"is s"ift in focus% /"ilst muc" of our finings $ill come as no surprise, t"ere are some

trens $"ic" $ere rat"er une'pecte%

4or t"e past fe$ years, t"e economy "as significantly impacte "iring an recruiting trens

across t"e nation% As "ig"er num#ers of an'ious 1o# see)ers compete for fe$er 1o#s, HR an

talent ac*uisition staffs $it"in companies $ere also reuce% 0T"ey 1ust mig"t not come out

to campus to recruit for t"em% T"ey mig"t post t"em online an :use; less e'pensi!e

recruiting met"os,2 sai Anrea


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e'isting is #usiness acti!ity% =any HR Professionals conten net$or)ing is a more cost-

effecti!emet"o of net$or)ing t"an a!ertising or pu#lic relationsefforts% T"is is #ecause

#usiness net$or)ing is a lo$-cost acti!ity t"at in!ol!es more personal commitment t"an

company money%As an e'ample, a net$or)ing may agree to meet $ee)ly or mont"ly $it" t"e

purpose of e'c"anging #usiness leas an referrals$it" fello$ mem#ers% To complement t"is

acti!ity, mem#ers often meet outsie t"is circle, on t"eir o$n time, an #uil t"eir o$n one-

to-one relations"ip $it" t"e fello$ mem#er% Net$or)ing can #e conucte in a local

community, or on a larger scale !ia t"e Internet%Net$or)ing $e#sites "a!e gro$n o!er recent

years ue to t"e Internet.s a#ility to connect people from all o!er t"e $orl%

T" "!"rging o% N"t1or2ing Sit"s %or R"#rit!"nt in In,ia

Often recruitment is ta)en confine to traitional local 1o# sites, $"ic" is no more t"e case

$it" t"e present generation professionals% +cenario "as got c"ange% No$ any#oy can easily

figure it out t"at t"ese Net$or)ing sites are ta)ing o!er t"ose traitional 1o# #oars, if not in

terms of !olume t"en at least in terms of *uality of recruitment% Recruiters "a!e realize t"at

social meia "as #ecome a potential tool for recruitment% 3y !irtue of t"ese Net$or)ing sites

one can easily go eep in "is personal #raning t"at too $it" a "ig" le!el of aut"enticity%

4or t"e past one ecae some gargoyles $ere ruling in t"e Inian 1o# recruitment

Inustry suc" as Nau)ri%com, Times1o#%com, +"ine%com an =onster%com% T"en t"is league

$as efficiently 1oine #y some social net$or)ing sites li)e 4ace#oo), T$itter an 7in)eIn%

3ot" t"ese leagues "a!e ifferent segment to approac"% 3asically most of t"e $"ite-collar IT,

finance an mar)eting inustry recruiters $ere turning to$ars Net$or)ing sites #ut ot"ers

$ere still "ell-#ent $it" t"e ol ritual met"os of traitional 1o# #oars% T"erefore it #ecame

a esperate re*uirement of t"e 1o# inustry to car!e a #len of #ot"> a traitional 1o# #oar as

$ell as social net$or)ing site%


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T"oug" face#oo), t$itter, 7in)eIn, NAU


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Inia.s (DP from F%G in ?-G to F% in ?G-GG%:G;Accoring toNA++CO=, t"e IT6

3PO sector in Inia aggregate re!enues of U+JKK%G #illion in 4L?GG T"e top se!en cities

t"at account for a#out of t"is sectors e'ports are 3angalore, C"ennai, Hyera#a,

=um#ai, Pune, Del"i,


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T"e most popular +ocial =eia sites use for recruiting are 7in)eIn,4ace#oo)

K,T$itter,3ri11, (oogleQ,Or)ut

I!$ortan#" o% R"#rit!"nt trog N"t1or2ing

4rom t"e recruiter9s perspecti!e one of t"e reasons $"y Net$or)ing "as emerge as an

important tool for recruitment is its po$er to offer t"em a #roa perspecti!e a#out t"e

caniate% It tens to #ring fort" certain traits an personalities of a caniate $"ic" may not

#e reflecte in t"eir resume%

+econly, Recruitment t"roug" Net$or)ing $iens t"e c"oice pool for t"e employers analso fastens t"e recruitment process% /"ile on one "an t"e recruiters get access to a $ie

range of caniates from !arious geograp"ic locations, it also ma)es t"e process *uic) an

more effecti!e #y increasing t"e accuracy of profile searc"es% T"is function is of great

a!antage, especially gi!en t"e fact t"at a !ast ma1ority of social meia users are t"e yout"

$"o $oul #e t"e prime $or)ing force in companies%

T"irly, it is a lo$ cost tool $it" a goo return on in!estment, t"us sa!ing #ot" time an

money costs% Aitionally, Net$or)ing increases t"e #ran !isi#ility of t"e recruiter%

4rom t"e applicant9s perspecti!e, Net$or)ing "elps applicants gain eeper insig"t into t"e

company a#out certain facts an information $"ic" may not #e reaily a!aila#le on t"e

company $e#site% T"ey also get to )no$ t"e openings a!aila#le in !arious companies an

apply accoringly, pro!ie t"e companies are acti!e on t"ese social meiums%

+mall an large companies, career centers, recruiters an staffing firms ali)e $ill e!elop

strategic Net$or)ing plans to create an maintain relations"ips $it" prospecti!e caniates

t"roug" social meia an #raning tactics% Recruiters an staffing firms "a!e #egun to focus

on t"e strategy of Net$or)ing career centers potentially $ill forgo a transition from

traitional career fairs to !irtual /e#-#ase solutions> an 1o# #oars $ill no longer #e t"e

primary source for caniates as employers increase eman for "ig"er *uality caniates

an caniates eman "ig"er *uality communications from employers an recruiters%

T"us Recruitment t"roug" Net$or)ing is reefining an res"aping t"e traitional "iring

processes of companies%

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/a#tors in%("n#ing HR E4"#ti+"s %or R"#rit!"nt trog N"t1or2ing

T"ere are se!eral factors t"at influence&affect t"e climate of an organisation% arious suc"

factors are liste #elo$ for t"e purpose of t"is stuy

56 S"ar# %ir!s' so#ia( $i$"(in" in#r"as"s $r"ssr" on "!$(o)"rs

T"e preicte increase in "iring acti!ity for t"e secon "alf of ?GG s"oul result in a

significant uptic) in #usinessfor agencies an searc" firms% T"ir-party recruiters. "a!e #een

*uic) to aopt an integrate Net$or)ing into t"eir strategies an many "a!e capitalize on

t"e slo$o$n in "iring acti!ity for pipeline #uiling%

Employers 1ust no$ aopting Net$or)ing strategies are li)ely to #e #eaten to t"e punc" #y

t"eir agency partners, particularly for top caniates, many of $"om may alreay #e

represente% In response to t"is tren, Net$or)ing strategies s"oul #ecome t"e most in

eman HR specialty$it"in companies #y year en%

76 On(in" .ran, !anag"!"nt si%ts to iring %n#tion

As Net$or)ing e!ol!es, $e may see priorities of internal "uman resource an recruitment

functions s"ift to$ars #ran management an pu#lic relations% Sust as employers em#race

social meia as a tool to isco!er amaging information a#out caniatesuring t"e pre-offer

ue iligence process, it.s important to remem#er caniates are often returningt"e fa!or%

No$ t"at companies are in!esting significant resources in online employment #raning an

outreac", employers s"oul fin t"emsel!es tas)e $it" protecting t"at in!estment t"roug"

proacti!e engagement, outreac" an careful messaging%

86 In%or!ation +isi.i(it) ("a,s to #o!$(ian#" nigt!ar"s

As po$erful as social net$or)s are for sourcing caniates, t"ey also create a litany of

potentialcompliance nig"tmares, particularly for O4CCP-regulate organizations% +uc" sites

allo$ employers !isi#ility to muc" more t"an stanar profile pictures, incluing information

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http://online.wsj.com/article/SB126135497832099455.htmlhttp://blog.aureusgroup.com/2009/12/08/planning-and-forecasting-with-contingent-workforce-in-2010-and-beyond/http://odeo.com/episodes/24778418-The-top-10-most-in-demand-jobs-for-2010-did-not-exist-in-2004-Ryan-Estis-SHRM-Annual-Conferencehttp://odeo.com/episodes/24778418-The-top-10-most-in-demand-jobs-for-2010-did-not-exist-in-2004-Ryan-Estis-SHRM-Annual-Conferencehttp://odeo.com/episodes/24778418-The-top-10-most-in-demand-jobs-for-2010-did-not-exist-in-2004-Ryan-Estis-SHRM-Annual-Conferencehttp://www.personneltoday.com/articles/2009/12/01/53231/recruitment-in-focus-time-to-get-creative.htmlhttp://bits.blogs.nytimes.com/2009/08/20/more-employers-use-social-networks-to-check-out-applicants/http://www.dmnews.com/Job-seekers-flood-social-networks/article/123465http://www.workforce.com/section/06/feature/26/68/67/http://www.workforce.com/section/06/feature/26/68/67/http://online.wsj.com/article/SB126135497832099455.htmlhttp://blog.aureusgroup.com/2009/12/08/planning-and-forecasting-with-contingent-workforce-in-2010-and-beyond/http://odeo.com/episodes/24778418-The-top-10-most-in-demand-jobs-for-2010-did-not-exist-in-2004-Ryan-Estis-SHRM-Annual-Conferencehttp://odeo.com/episodes/24778418-The-top-10-most-in-demand-jobs-for-2010-did-not-exist-in-2004-Ryan-Estis-SHRM-Annual-Conferencehttp://www.personneltoday.com/articles/2009/12/01/53231/recruitment-in-focus-time-to-get-creative.htmlhttp://bits.blogs.nytimes.com/2009/08/20/more-employers-use-social-networks-to-check-out-applicants/http://www.dmnews.com/Job-seekers-flood-social-networks/article/123465http://www.workforce.com/section/06/feature/26/68/67/


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a#out ate of #irt", religious affiliation an se'ual preference% T"is information remains

protecte, #y la$, uring t"e "iring process%

T"e rise in Net$or)ing opens t"e oor to potential iscriminatory "iring practices an&or

la$suits% /it" t"e O4CCP pre!iously announcing more fre*uent an etaile auits in ?G,

compliance issues coul potentially impact many companies, particularly as many company

$e#sites currently "a!e limite trac)ing capa#ilities as manate #y 4eeral "iring

regulations%

96 So#ia( $riorit) !igrat"s %ro! $r":ir" to $ost:ir"

T"e ease of communications an scala#ility pro!ie #y /e# ?% platforms offers

unpreceente opportunities for employers toproacti!ely engage employee populationsan

increase !isi#ility $it"in t"eir organizations%

3y properly le!eraging social net$or)s to create a ialogue, HR $ill "a!e increase e'posure

to employees. ongoing $or)-relate concerns an fee#ac)%T"is aitional e'posure into

professional #ac)grouns, e'perience an career o#1ecti!es of employee populations outsie

t"e formal planning process s"oul trigger a rise in internal promotions an lateral mo!es

#et$een function an epartment%

;6 -oo!"rangs %ina(() #o!" .a#2

/"ile "esitant to em#race emerging social net$or)s, many corporations "a!e #een #uiling

online alumni net$or)s o!er t"e past ecae% 4eatures li)e searc"a#le irectories, messaging

capa#ilities an e!ent planning allo$ online alumni groups to essentially ser!e as proprietary

social net$or)s t"at are ieally suite to employer outreac"% /it" limite resources an

cut#ac)s still a factor, ?G s"oul continue t"e increasing pre!alence of alumni #oomerang

"ires%

T"ese caniates offer many potential a!antages, incluing familiarity $it" company

policies, culture, systems an "ierarc"y, ena#ling t"em to "it t"e groun running an a

immeiate !alue% T"eir performance "istories an internal references are also easily

accessi#le, allo$ing more informe ecisions an increasing t"e *uality of "ire%


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Net$or)ing s"oul isappear from #eing primarily a sourcing tool an transform into an

employee engagement&e!elopment tool, $it" HR utilizing it to )eep trac) of employees.

complaints, issues an $or)-relate content !ia social meia% T"is $ill gi!e !isi#ility into

people in t"e organization $"ose talents an s)ills align $it" open roles or potential internal

possi#ilities as a $ay to target internal promotion%

=6 Mar2"t %rag!"ntation ("a,s a r"trn to t" .oar,s

A plet"ora of ne't generation rea alternati!e re!enue moelB 1o# posting sitespoppe up

in ?% 4e$ of t"ese sites, "o$e!er, "a!e screening processes for eit"er employers or

caniates, an lac) emonstrati!e ROI, original content, en"ance ser!ices an capa#ilities

t"at go #eyon 1o# posting an resume su#mission%

/"en "iring oes pic) up, many inustry $atc"ers preict caniates an recruiters $ill

a#anon t"ese upstart #oars in fa!or of more pro!en, "ea!ily resource sites, $"ic"

t"emsel!es "a!e e!ol!e to meet t"e c"anging recruitment lanscape, suc" as t"e recent

launc" of=onster Communities%T"ese social net$or)s are esigne aroun professional

specialties, suc" as Information Tec"nology an Healt"Care%T"ese user-ri!en, career-

focuse sites may spell trou#le for more traitional, fee-#ase nic"e #oars, $"ic" "a!e

alreay suffere a steep rop in re!enues an posting acti!ity%

>6 T" s(o1 ,"!is" o% t" "!$(o)"" r"%"rra(

Net$or)ing $ill lea to an increase in !olume for internal referrals, particularly for

employers $it" referral fees% T"is easy access to caniates $ill iffuse recruitment from an

HR acti!ity to acti!e employee solicitation% 3ut t"e lac) of training for line management an

employees $ill lea to a iminis"e percentage of *uality referrals $it" emp"asis on !olume%

Conse*uently, referrals s"oul rop out from t"eir reign as t"e top source of "iring for many

companies $"o $ill respon #y se!erely limiting or eemp"asizing referral programs%

?6 R"#rit!"nt's so#ia( n"t1or2 o% #oi#"* a$$(i#ant tra#2ing s)st"!s

Applicant trac)ing systems AT+B are increasingly going to #ecome integrate $it" social

net$or)s, allo$ing caniate profiles to inclue not only resumes, #ut also consoliate

social net$or)ing information% T"is $ill essentially rema)e AT+ capa#ilities as integrate

#ac)groun c"ec), sourcing an resume isposition solutions%

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http://www.hreonline.com/HRE/story.jsp?storyId=280642792http://www.jobboarders.com/profiles/blogs/job-boards-where-nowhttp://www.hreonline.com/HRE/story.jsp?storyId=298518557http://my.monster.com/communities/default.aspxhttp://my.monster.com/communities/default.aspxhttp://insidetech.monster.com/http://allhealthcare.monster.com/http://www.ere.net/2010/01/04/emerging-talent-acquisition-trends-for-2010-are-you-ready-for-a-roller-coaster-part-i-of-iii/http://www.directionsmag.com/article.php?article_id=3375http://www.directionsmag.com/article.php?article_id=3375http://www.hreonline.com/HRE/story.jsp?storyId=280642792http://www.jobboarders.com/profiles/blogs/job-boards-where-nowhttp://www.hreonline.com/HRE/story.jsp?storyId=298518557http://my.monster.com/communities/default.aspxhttp://insidetech.monster.com/http://allhealthcare.monster.com/http://www.ere.net/2010/01/04/emerging-talent-acquisition-trends-for-2010-are-you-ready-for-a-roller-coaster-part-i-of-iii/http://www.directionsmag.com/article.php?article_id=3375http://www.directionsmag.com/article.php?article_id=3375


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5@6 Ni#" o. .oar,s ."gin s(i," to o.so("s#"n#"

Nic"e 1o# #oars $ill significantly iminis" in scope an effecti!eness as +ocial =eia

Recruiting allo$s for muc" easier engagement $it" targete caniate pools t"roug"

professional communities, lo$ering costs $"ile ecreasing time to fill%T"is $ill also "elp

$it" employment #raning an a$areness as specialty recruiters $ill #ecome increasingly

acti!e%

CHAPTER IIREIE/ O4 7ITERATURE

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http://www.hreonline.com/HRE/story.jsp?storyId=298518557http://www.booleanblackbelt.com/2010/01/the-future-of-recruiting-the-more-things-change/http://www.booleanblackbelt.com/2010/01/the-future-of-recruiting-the-more-things-change/http://www.hreonline.com/HRE/story.jsp?storyId=298518557http://www.booleanblackbelt.com/2010/01/the-future-of-recruiting-the-more-things-change/http://www.booleanblackbelt.com/2010/01/the-future-of-recruiting-the-more-things-change/


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CHAPTER II

REVIEW OF LITERATURE

56 T" N"t1or2ing Era: Ta$$ing on(in" so#ia( N"t1or2 to .i(, ."tt"r $ro,#ts

3 r"a# n"1 a,i"n#"s .) C(ara si

Sor#ing Can,i,at"s

Hunres of millions of t"e #est-eucate, most *ualifie 1o# caniates are #ecoming

mem#ers of social net$or)ing sites li)e 7in)eIn, T$tter,3ri11 an 4ace#oo)%Increasingly,

smart recruiters are 1oining t"ese sites too in orer to connect $it" t"ese ini!iuals an

culti!ate lasting relations"ips%

W) ,o n"t1or2ing sit"s attra#t ,"sira.(" #an,i,at"sB

One reason coul #e t"at "ig"-ac"ie!ing professionals are more ra$n to net$or)ing, an

t"at strong net$or) s"a!e contri#ute to t"eir professional success% Also, t"ese ini!iuals

ten to #e sa!!ier an more selecti!e a#out $"ere t"ey $or)% T"ey are more li)ely to

perioically ree!aluate t"eir careers an see) out or at least #e open to ne$ opportunities for

career a!ancement%In t"e past, one #ig pro#lem $it" 1o# #oars an rsum su#mission $as

rsums $oul #ecome outate, sometimes ma)ing it ifficult to e!en get in touc" $it" a

caniate%3ecause social net$or) profiles are self-maintaine, li!ing ocuments, t"ey ten to

#e more accurate an up to ate $it" a caniate9s most current e'perience,Vualifications,

a!aila#ility, an contact information% Aitional features of social net$or) profiles, suc" as

s"o$ing $"o you )no$ in common, testimonials from colleagues, an profile searc"

capa#ility, ma)es t"e recruiter9s 1o# easier% T"ese features pro!ie !alua#le aitional

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insig"ts t"at allo$ recruiters to *ualify caniates earlier in t"e cycle an not "a!e to $aste

t"eir time or t"e caniates9 time $"en t"ere is not a goo fit% Recruiters typically categorize

caniates into acti!e caniate status or passi!e caniate status% Acti!e caniates are t"ose

proacti!ely see)ing a 1o#% Passi!e caniates are t"ose usually currently employe #ut

potentially open to "earing a#out ne$ opportunities%% T"ere are aitional nuances for "o$ to

#est interface $it" collegecaniates, e'tene net$or) referrals, an specialize groups,

$"ic" $e co!er in turn%

Co(("g" an, Manag"!"nt R"#rit!"nt on /a#".oo2

Uni!ersity recruiters nee to #e $"ere stuents are, an 1ust a#out e!ery college or grauate

stuent t"ese ays is on 4ace#oo)% =ore an more, recruiters are using 4ace#oo) to pro!ie

information a#out prospecti!e employers, promote campus info sessions, connect $it"

stuent groups, stay in touc" $it" interns, an e!en perform ue iligence on prospecti!e

applicants% In lieu of or in aition to traitional /e# pages, college recruiting teams are

setting up 4ace#oo) Pages to pro!ie company information an foster communities of

recruiters, employee alumni current company employees $"o are alumni of t"e sc"oolB,

interns, an prospecti!e applicants% E!ents can #e associate $it" a Page, allo$ing fans to

recei!e upates $"en e!ent etails c"ange or ne$ e!ents are poste%

T"e Page escri#es 1o# opportunities at t"e company, in!ites stuents to atten an upcoming

0=eet an (reet P@( Engineers2 session, an introuces a current P@( employee $"o

recently grauate from t"e uni!ersity, encouraging intereste stuents to get in touc"%

Anot"er effecti!e, lo$-cost strategy use #y college recruiters is engaging $it" campus

stuent groups% =ost stuent organizations "a!e a 4ace#oo) group t"at lists t"eir officers%

Recruiters or employee alumni can sen a 4ace#oo) message to t"ese ini!iuals to say "ello

an per"aps offer to sponsor or spea) at an upcoming meeting% After$ar, t"e

company can follo$ up $it" group mem#ers #y posting t"e slies presente, relate lin)s,

an spea)er contact information to t"e group% =any employers offer summer interns"ips or

co-op programs to pro!ie stuents $it" an opportunity to $or) at t"e company prior to

grauation% 7astly, recruiters an "iring managers are using 4ace#oo) an =y+pace to c"ec)

out prospecti!e applicants% Is t"e caniate9s profile consistent $it" "o$ s"e "as presente

"erself in inter!ie$s an on "er rsum Does t"is person seem frienly an $ell #alance

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Or is "er profile #latantly inappropriate an unprofessional O#!iously, t"ere is a fine line to

#alance #et$een pri!acy an ue iligence%

R"%"rra(s %ro! E4t"n,", N"t1or2s

0+ocial +ales, 0social net$or)ing sites allo$ people to reac" far #eyon 1ust t"eir immeiate

net$or)s% 4or recruiters, t"e a#ility to fin an contact caniates among friens of friens

an greater e'tene net$or)s ramatically e'pans t"e pool of truste talent% 7in)eIn, in

particular, lets recruiters to reac" t"e e'tene net$or)s of t"eir e'tene net$or)s% Instea

of only as)ing n people in t"eir e'tene net$or) $"et"er t"ey $oul #e intereste in a 1o#,

recruiters can as) t"ose n people if t"ey )no$ anyone $"o mig"t #e intereste in t"e 1o#

t"ere#y potentially reac"ing people% Recruiters can furt"er e'pan t"eir net$or) reac" #y

1oining a 7ION net$or), a re*uest for referral sent to me from a 7in)eIn connection%

7in)eIn allo$s recruiters to tap e'tene net$or)s not only for intereste applicants #ut

also for referrals of intereste applicants, $"ic" "as a multiplying effect on "o$ many people

$it"in t"e truste net$or) t"ey are a#le to reac"% +ilicon alley start-up company Appirio "as

ta)en t"is concept to 4ace#oo) $it" 1o#s=y4riens, an application it e!elope t"at allo$s

#usinesses to easily tap employees9 4ace#oo) net$or)s to source 1o# caniates% (i!en t"e

"ig" costs of recruiting an t"e near-uni!ersal tenency for many of t"e #est caniates to

come from employees, many employers offer some form of referral #onus to employees if t"e

referre caniate ens up getting "ire an ta)ing t"e 1o#% =oti!ate #y t"e referral #onus or

1ust a esire to "elp t"e company fin more goo people, employees install t"e

So#s=y4riens application into t"eir 4ace#oo) account, )ic)ing off a matc"ing process t"at

compares t"e company9s 1o# listings to t"e profiles of t"e employees9 4ace#oo) 4riens As

$e tal)e a#out earlier, most social net$or) profiles contain rele!ant information for

recruiting suc" as interests, location, former employers, associations, role, an title% T"e

employee can t"en ecie $"et"er to actually su#mit t"e referral%So#s=y4riens is a

4ace#oo) application t"at lets employees refer friens foropenings at t"eir company%

Targ"ting S$"#ia(i&", N"t1or2s

+ocial net$or) communities an affinity groups are anot"er great source of talent,

particularly if you are loo)ing for caniates of a certain #ac)groun% T"ere are tens of

t"ousans of 4ace#oo) groups an 7in)eIn groups aroun company employees an alumni,

roles, inustries, conferences, an trae associations

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Can,i,at" R"%"r"n#"s

T"e s"ortcoming of traitional caniate references is t"at t"ey are pro!ie #y t"e

caniate, an any rational caniate $ill only isclose fa!ora#le references% As a result,

recruiters mig"t #e getting a #iase !ie$ of t"e caniate%

Mor" O."#ti+"

T"e online social grap" can ma)e reference c"ec)ing more inepenent an o#1ecti!e%

Instea of as)ing t"e caniate to supply references, a recruiter can go to 7in)eIn an fin

t"em "erself% 4or e'ample, t"e recruiter mig"t $ant to #ro$se t"e caniate9s 7in)eIn

contacts, incluing mutual connections, or searc" for profiles of people $it" o!erlapping

tenure $it" t"e caniate at a pre!ious employer% Eit"er $ay, t"e recruiter or "iring manager

for t"e first time can ecie for "erself $"o to tap for an inepenent reference% As a

courtesy, t"e recruiter mig"t $ant to as) t"e caniate for an introuction to t"is person or at

least pro!ie a "eas-up t"at s"e $ill #e reac"ing out%

Mor" A##onta.("

Anot"er type of caniate reference comes in t"e form of professional testimonials on social

net$or)ing sites% 4or e'ample, 7in)eIn mem#ers can pu#licly recommen anot"er mem#er%

T"e testimonial #ecomes part of t"e mem#er9s profile %7in)eIn recommenations are pu#lic

an last fore!er until or unless t"e mem#er remo!es it from "is or "er profile% People t"in)

t$ice #efore agreeing to pro!ie an enorsement, an t"ey t"in) t$ice a#out $"at t"ey are

going to say% T"is introuces a ne$ le!el of transparency an accounta#ility to t"ese

enorsements t"at pri!ate referencec"ec)s in t"e past mig"t not "a!e "a% T"ere is a

4ace#oo) application, Testimonials, t"at offers a similar professional testimonial capa#ility%

Profile recommenations on 7in)eIn carry more $eig"t #ecause t"ey are pu#lic testimonials

t"at can #e scrutinize #y ot"er mem#ers%

Esta.(is Yor Cr",i.i(it) as a R"#rit"r

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Especially for inepenent recruiters or "ea-"unting firms not affiliate $it" one particular

employer, pu#lic recommenations on 7in)eIn from successfully place caniates are a

great $ay to "ig"lig"t your trac) recor an esta#lis" crei#ility% In aition to pu#lic

testimonials, t"e recruiter can use online social net$or)s to see if s"e an t"e caniate "a!e

any mutual contacts% As in t"e sales e'ample, t"e recruiter coul as) t"ese ini!iuals to

ser!e as references% If t"e recruiter is really luc)y, one of t"ese mutual contacts mig"t e!en #e

a past caniate $"o s"e successfully matc"e $it" a 1o#W Transiti!e trust "appens at t$o

le!els for 1o# caniatesTrust in t"e employer% 4rien X $or)s for Employer L% Caniate

trusts an respects 4rien X, so Caniate is more li)ely to trust t"at Employer L is goo%

Ot"er$ise, "is frien $oul not #e $or)ing t"ere%Trust in t"e recruiter% 4rien X $ent

t"roug" Recruiter = an lane a goo 1o# t"at s"e is !ery "appy $it"% Caniate trusts

4rien X an sees s"e is "appy, so "e is more li)ely to #elie!e Recruiter = is *ualifie%

3ecause fining a 1o# is so personal an emotional, transiti!e trust plays an e!en #igger role

in recruiting t"an in sales% In most cases, t"ere is no single 0perfect2 or 0#est2 1o#%T"ere is an

in"erent le!el of uncertainty a#out any ne$ role% Until t"e caniate actually starts $or)ing

t"ere, s"e $on9t "a!e full information a#out $"at "er e'perience $ill really #e li)e% At a

certain point, s"e nees to ma)e a 0leap-of-fait"2 ecision #ase on trust t"at t"is is t"e rig"t

1o#% Employee references, especially from friens t"e caniate )no$s an respects, pro!ie

t"e #est information for mitigating t"e uncertainty%

K""$ing in To#

Despite t"eir greatest efforts, "o$e!er, occasionally e!en t"e #est recruiters aren9t a#le to

close a caniate% T"e timing isn9t rig"t, t"e caniate ecie to go $it" anot"er

opportunity, a personal emergency is pre!enting t"e caniate from relocating5t"ere coul

#e any num#er of reasons% Prior to social net$or)ing sites, it $as easy to lose touc" $it"

caniates, e!en t"ose $it" $"om recruiters in!este mont"s an e!en years% As $e first

tal)e a#out in C"apter an t"en e'plore furt"er in t"e conte't of sales in one of t"e most

!alua#le aspects of online social net$or)ing is t"e a#ility to maintain more $ea) ties% 4or

recruiters, t"is means #eing a#le to )eep in touc" $it" caniates regarless of $"et"er t"ey

$ere successfully place%% Recruiters can also furt"er capitalize on t"ose relations"ips #y

tapping t"ose caniates9 frien net$or)s for aitional talent% /"y $oul caniates $ant

to )eep in touc" As $e tal)e a#out at t"e opening of t"is c"apter, most people !ie$

recruiting as more mutually #eneficial t"an sales calls% T"ey $ant to )eep t"eir options open

in case somet"ing "appens $it" t"eir current 1o# or somet"ing #etter comes along%

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=aintaining relations"ips $it" recruiters, especially lo$ effort $ea) ties, #uys t"em

pri!ilege access to ne$ career opportunities o$n t"e roa%+o more often t"an not,

assuming t"e $or)ing relations"ip $as positi!e> $e are seeing caniates accept 7in)eIn

in!itations an 4ace#oo) 4rien re*uests from t"eir recruiters%

E!$(o)"" Poa#ing

T"e unpreceente access pro!ie #y online social net$or)ing is tremenously empo$ering

for recruiters an 1o# caniates, #ut can #e $orrisome for employers%Poac"ing is not a ne$

p"enomenon% Employees of reputa#le firms are constantly #eing soug"t after5t"ese

ini!iuals are prescreene an )no$ t"e company9s #est practices,so t"eir e'perience is

"ig"ly !alue #y ot"ers% /"at ma)es online social net$or)ing potentially scary is t"at no$,

recruiters can #e !ery systematic a#out t"eir poac"ing% Employers mig"t $ant to #e careful

a#out creating employee communities on social net$or)s unless t"ey are properly moerate

an $atc"e o!er carefully to pre!ent poac"ers from 1oining% +ome companies "a!e

institute internal policies a#out $"at employees can an cannot isclose a#out t"e

organization an t"eir role in pu#lic forums, incluing social net$or)ing sites% Ot"er

recruiters I )no$ follo$ tacit rules of engagement t"at focus t"eir efforts on acti!e caniates

an ma)e t"em less aggressi!e a#out pursuing passi!e caniates, especially from outrig"t

competitors% Ultimately, employers nee to o t"ree t"ings% 4irst, #e a$are t"at poac"ing is a

reality% +econ, "a!e #ac)fill plans reay to #e mo#ilize in case a mission-critical role is

suenly left !acant% =ost important, in!est in creating a great $or)place en!ironment so

t"at employees $on9t $ant to lea!e% In toay9s competiti!e $orl Employee poac"ing is

ine!ita#le, #ut it is t"e uty of employers to cur# t"is e!il %Employers must $or) out $ays

to #oost up t"eir employee morale an create a conuci!e en!ironment for t"e employees%

76 R"#rit!"nt trog N"t1or2ing * A $ra#ti#a( gi," on sing N"t1or2ing Sit"s to

.i(, )or .sin"ss An arti#(" .) R"#rit!"nt 3 E!$(o)!"nt Con%","ration o%

A!"ri#a

T" /tr" o% R"#rit!"nt Trog N"t1or2ing

Intro,#tion

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4uturology is a angerous game - #a preictions often come #ac) to "aunt you% Per"aps a

#etter $ay of loo)ing at preictions is to ta)e t"e approac" of t"e futurologist /illiam (i#son

$"o $rote T"e future is "ere% It.s 1ust not e!enly istri#ute +ocial =eia is !ery muc"

"ere in t"e present an is #ecoming e!enly istri#ute at an unpreceente rate% +o "o$ is

t"is gro$t" li)ely to impact on t"e recruitment Inustry in t"e $ee)s, mont"s an years to

come


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sanctione or notB are alreay #ecoming an important part of t"e recruitment process an t"is

tren is set to continue%

;6 R"$tation Manag"!"nt

As social meia ta)es off in many ifferent irections it $ill #ecome increasingly ifficult for

organizations to monitor an control $"at is #eing sai a#out t"em an $"ere it is #eing sai%


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An article #y NA+ Recruitment Communications, An agency of t"e =cConn

/orlgroupBOnline net$or)s are !irtual communities #ase upon s"are Interests an

acti!ities t"at place emp"asis on relations"ip #uiling% Alt"oug" online net$or)s #egan as a

$ay for college stuent to connect t"ey are no$ regularly use #y all% T"ere are !arious

online met"os for interacting $it" peers an colleagues, incluing messaging, #logging,

!ieo an forums% T"ere are also many types of online net$or)s, from classmate finers to

inustry- an occupation-specific areas% At t"e "eart of social meia are social

net$or)s%T"ese net$or)s allo$ people to interact an maintain con!ersation $it" one

anot"er% T"ey "a!e fore!er c"ange t"e $ay people communicate, #ot" personally an

professionally% +ocial net$or)s are a "ot#e for gaining )no$lege an pro!ie a stream of

peer influencers%

Recruiting is a#out #uiling relations"ips-t"e ifference toay is t"at many of t"ese

relations"ips are #uilt online% People are #ecoming increasingly influence #y online peer

recommenations $"en t"ey are consiering a company, its #ran an t"eir 1o# opportunities%

Creating an maintaining effecti!e communication $it" potential recruits !ia social

net$or)ing )eeps t"e employer messaging in t"e mi', allo$ing for enforcement of t"e

employment #ran, response to any unfa!ora#le peer-to-peer con!ersation an ma)ing sure

t"at caniates remain intereste in your company% T"is solution $ill #uil a talent pipelinean e'cite caniates to sprea your employment #ran% Ot"er $ays to utilize social meia

for recruiting an #raning inclue company profile pages, company fan pages, #anner

a!ertising, status upates featuring e!ents an career announcements, an met"os t"at

allo$ caniates to get an insie loo) t"roug" !ieo, p"otos, employee testimonials an one-

on-one communication% /"en use correctly, social net$or)ing can #e an e'tremely

po$erful an effecti!e tool in recruiter-caniate relations"ip #uiling% T$o-t"irs of t"e

$orl.s Internet population !isits social net$or)ing or #logging sites, accounting for almostG of all Internet time, accoring to t"e Nielsen report (lo#al 4aces an Net$or)e

Places%

i#2 Stats

Time spent on social net$or)ing sites "as increase ?MM in t"e U%+%

T$itter gre$ in one year, no$ $it" o!er M million users

7in)eIn "as surpasse F million registere users

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T"ere are millionQ 4ace #oo) users $orl$ie an t"ey a!erage a#out si' "ours

per mont" on t"e social net$or)ing site

T"ere are more t"an G million acti!e users currently accessing 4ace#oo) t"roug"

t"eir mo#ile e!ices

People $"o use 4ace#oo) on t"eir mo#ile e!ices are almost more acti!e on

4ace#oo) t"an non-mo#ile users O!erall, social net$or) users are a#out K years ol,

$it" an a!erage income of JFK,GG per year, an t"e ma1ority are female%

Currently, of 4ace#oo) users are #et$een t"e ages of GK an % T"e largest

segment #eing GK-? ?KB, follo$e #y t"ose age ?F- ?B% GK of users are

- an ? are -F% T"e youngest users, #et$een t"e ages G-GM, ma)e up GG

of t"e auience%

/"ile 4ace#oo) starte as a site for stuents in 1ust a fe$ colleges, use toay is !ery

$iesprea an intergenerational% Accoring to a recent sur!ey, t"e top reason for 1oining a

social net$or) is to )eep connecte $it" friens MB% T"is attri#ute is follo$e #y pure

fun&entertainment B, )eeping in touc" $it" family GB, an 1oining #ecause of an

in!ite an )eeping in touc" $it" classmates are #ot" at % Professional factors also mae

t"e list, $it" staying connecte to #usiness net$or) B, 1o# searc"ing B an #usiness

e!elopment B%Of t"e G million acti!e Internet users in t"e U%+%, ?% of t"em are

!isiting a social net$or)ing site t$o to si' times per ay%

R"#riting

+ocial net$or)ing is also a simple $ay for 1o# see)ers to gro$ t"eir contacts% 3y reac"ing out

to colleagues, former classmates, fello$ alumni an inustry professionals, 1o# see)ers can

see) out a!aila#le positions an #uil relations"ips $it" "iring managers an important

contacts% +ocial net$or)s are also an effecti!e $ay for 1o# see)ers to fin out more a#out a

company, it.s culture, a!aila#le #enefits an more% Eig"teen percent of caniates feel t"at t"e

most important insig"ts a#out $or)ing at a company are re!eale #y $"at e'-employees

e'press a#out t"eir e'perience !ia social net$or)s an #logs% As a result, many companies

are successfully using social meia an mar)eting strategies to unerstan an engage t"eir

auiences more eeply%

KG agree social net$or)ing can #uil #ran reputation

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F feel suc" net$or)ing can #e !alua#le in recruitment

M of "iring managers use 7in)eIn on a regular #asis to researc" caniates #efore

ma)ing an offer, compare to K using 4ace#oo) an ?F using T$itter

FF of "iring managers !isit 7in)eIn, ? !isit 4ace#oo) an GF use T$itter

tofin 1o# caniates to fill openings an G of CEOs "a!e T$itter profiles

of organizations plan to increase t"e use of tec"nologies t"at lin) to social

net$or)s uring t"e recruitment process

A recent sur!ey #y So#!ite foun t"at K of companies use or are planning to use

social net$or)ing sites to fill !acant positions%

/"ile 7in)eIn is still t"e most popular site use #y employers, $it" of

companies using it, 4ace#oo) an T$itter are gaining groun%

T"e use of 4ace#oo) "as gro$n from F use #y recruiters in ?K to in ?,

$"ile ? of recruiters are currently using T$itter%

Close to four out of G MB employers plan to put a greater emp"asis on social

meia in ?G in orer to create a more positi!e #ran for t"eir organization%

One in fi!e employers plan to a Net$or)ing responsi#ilities to a current employee,

$"ile close to one in G? KB plan to "ire someone ne$ to focus or partially focus on

social meia%

Con#(sion

=any companies are successfully using net$or)ing strategies to unerstan an engage t"eirauiences% In orer to reac" caniates, you must interact $it" t"em% Utilizing social meia

tec"nology can position your recruitment strategy a"ea of t"e competition% 7e!eraging

social net$or)ing as part of a recruitment strategy $ill ena#le a targete auience to respon

to your messaging an #raning, as $ell as s"are t"eir t"oug"ts $it" ot"ers% T"is approac"

transforms caniates into !alua#le employment #ran a!ocates $"o e'ten your online

footprint !irally to auiences pre!iously outsie your reac"% +ocial net$or)s also ena#le

recruiters to go #eyon t"e traitional online resume #an) an ta)e t"e caniate searc" to

t"e ne't le!el% As t"e caniate pool on a social net$or) is not limite to only t"ose $"o

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"a!e uploae a resume, it pro!ies a large net$or) of caniates to connect $it" #y gi!ing

employers access to e!eryone $"o "as an account% Pro!iing personalize, irect an

e'citing messages !ia social net$or)s $ill target specific caniate pools an result in greater

recruiting success%

CHAPTER III

RE+EARCH

=ETHODO7O(L

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CHAPTER III

RESEARCH METHODOFOGY

Tit(" o% t" St,)*

0A stuy on Hr E'ecuti!es opinion on recruitment t"roug" net$or)ing in IT Inustry2

O."#ti+"s o% t" st,)*

G% To +tuy HR E'ecuti!es Acceptance an Perception 7e!el of Recruitment t"roug"

Net$or)ing

?% To Assess t"e effecti!eness, =erits @ C"allenges of recruitment t"roug" net$or)ing

R"s"ar# D"sign*

T"e researc" aopts t"e escripti!e researc" esign as t"e researc"er aims at collating

information a#out Hr E'ecuti!es opinion on recruitment t"roug" net$or)ing in IT Inustry to

arri!e at inferences an "ence oes not aopt any tec"ni*ue of e'ploration or cause finingattempt% T"e impacts are alreay create an t"e researc"er only aims at #ringing t"e same to

lig"t for furt"er stuy an action in possi#le areas%

Sa!$(" Si&"*

T"e num#er of units inclue in t"e sample is )no$n as sample size% T"e sample size for t"is

stuy is F%

Sa!$(ing D"sign

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T"e sampling tec"ni*ue aopte for t"is stuy is simple ranom sampling tec"ni*ue% T"is

sampling tec"ni*ue $as aopte as it gi!es an e*ual prospect to all t"e sample units of t"e

uni!erse to #e inclue in t"e stuy%

+imple ranom sampling is correctly meant t"e arrangement of conitions in suc" a manner

t"at e!ery item in t"e uni!erse from $"ic" $e are to select t"e sample s"all "a!e t"e same

c"ance of #eing selecte as any ot"er item%

Crit"ria %or Sa!$(" S"("#tion

All t"e HR Professionals in IT Inustry,C"ennai% T"e researc"er consiers t"e responents

$"o are in recruitment function are ta)en for t"is stuy%

Too(s %or Data Co(("#tion

Tool use for ata collection $as a *uestionnaire%

Sor#"s o% Data*

In t"is stuy primary source $as preferre as ata collection% Primary ata refers to irect

first "an o#ser!ation of t"e p"enomenon or collection of information irectly from t"e

people or responents%

Pr" t"st*

Pre 6 test $as carrie out on a smallest of samples $"ic" inclues G employees% Pre test $as

conucte in orer to fin out t"e ifficulties in unerstaning an s"ort comings in t"e

*uestionnaire if any%

Ana()sis*

T"e ata $as processe using +tatistical Pac)age of +ocial +cience +P++B% T"e ta#les $oul

#e create accoring to t"e *uestionnaire%

O$"rationa( D"%initions*

R"#rit!"nt*

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Recruitment refers to t"e process of attracting, screening, an selecting a *ualifie person for

a 1o#% All companies in any inustry can #enefit from contingency or retain professional

recruiters or outsourcing t"e process to recruitment agencies%

N"t1or2ing

Net$or)ing in Recruitment can #e efine as t"e use of social meia $it" a #len of

tec"nology an social interaction for t"e co-creation of !alue use as a tool for recruiting%

$"en companies an recruiters use 4ace #oo), 7in)eIn, T$itter an ot"er social meia sites

to source an recruit caniates for employment%

Ana()sis an, Int"r$r"tation

T"e ata collecte $as c"ec)e if all t"e *uestions "a!e #een ans$ere an no *uestion is

left out% T"en t"e ata $as coe, ta#ulate, analyze an interprete%

Organi&ation o% t" Ca$t"rs*

Ca$t"r I T"e first c"apter $as t"e introuction to, importance of t"e stuy,4actors

influencing Recruitment t"roug" Net$or)ing

Ca$t"r II* T"e secon c"apter eals $it" t"e re!ie$ of literature% arious articles a#out

Recruitment t"roug" Net$or)ing

Ca$t"r III* T"e t"ir c"apter eals $it" t"e researc" met"oology% It e'plains t"e

O#1ecti!es of t"e stuy, +ample size, Researc" esign, +ampling esign, Tools for ata

collection, Analysis of ata, C"ec)ing, Coing, Ta#ulation, an limitations of t"e stuy%

Ca$t"r IV* T"e fourt" c"apter pro!ies #asic information a#out t"e responents li)e t"e

age, (ener, E'periences an Designation, E'ecuti!es Perception an Acceptance

le!el,=erits an C"allenges of Recruitment t"roug" Net$or)ing

Ca$t"r V* T"e fift" c"apter eals $it" t"e finings, recommenations, conclusions an

suggestions%

Fi!itations o% t" St,)*

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http://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Recruiterhttp://en.wikipedia.org/wiki/Recruiterhttp://en.wikipedia.org/wiki/Employment_agencyhttp://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Recruiterhttp://en.wikipedia.org/wiki/Recruiterhttp://en.wikipedia.org/wiki/Employment_agency


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G% E!en t"oug" t"e sur!ey $as conucte among t"e HR Professionals in !arious

organization it may not reflect t"e real opinion of t"e all of t"em%

?% 3ecause of time constrain t"e sample size is restricte to F, $"ic" may not reflect t"e

opinion of t"e entire HR Professionals%

CHAPTER I

DATA ANA7L+I+

AND INTERPRETATION

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DATA ANAFYSIS AND INTERPRATATION

PART 5

Profile of t"e responents escri#es t"e c"aracteristics of t"e population% T"e emograp"ic

c"aracteristics consiere for t"e stuy t"e istri#ution of (ener,Age,/or) e'perience in

Recruitment% /"ic" Contains K *uestions ,

Ta.(" No6 96565

Distri.tion o% r"s$on,"nts .) G"n,"r

In%"r"n#"

4rom t"e a#o!e c"art it is inferre t"at ma1ority of t"e responents F?B are male an rest of

responents KB are female%$e can infer t"at t"e compositions of male employees areslig"tly "ig"er t"an t"e female employees

Cart No6 96565

Pi" Cart ,is$(a)ing Distri.tion o% r"s$on,"nts .) G"n,"r

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G"n,"r /r"0"n#) P"r#"ntag"

=ale M F?

4emale ? K

Tota( F G


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Ta.(" No6 96567

Distri.tion o% r"s$on,"nts .) ag"

Ag" /r"0"n#) P"r#"ntag"

?-? G? ?

?F-

G- K G%

an a#o!e G GF%M

Tota( F G

In%"r"n#"

Ta#le %G%? presents insig"t a#out istri#ution of responents #y t"eir age% =ore t"an t$o

t"ir MB of t"e responents are #et$een t"e age group of ?- years of age an less t"an

one t"ir B of t"e responents are a#o!e t"e age of t"irty%

4rom t"e a#o!e ta#le $e can infer t"at a ma1ority of t"e responents are youngsters an are

E'ecuti!es%

Cart No6 96567 Pi" Cart Pr"s"nting Distri.tion o% r"s$on,"nts .) ag"

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Ta.(" 96568

D"signation o% t" R"s$on,"nts

D"signation /r"0"n#) P"r#"ntag"

HR E'ecuti!e an #elo$

+enior HR E'ecuti!e GM ?K

=anager HR @ A#o!e G ??

Total F G

4rom t"e a#o!e ta#le t"e istri#ution of responents are B of t"e responents are HR

E'ecuti!es @ 3elo$,?KB of t"e responents are +enior HR an ??B of t"e responents

are HR =anagers @ A#o!e

4rom t"e a#o!e inference more t"at &t"of t"e responents are $it" of HR Officer an

E'ecuti!es%

Ta.(" 96569

R"s$on,"nts Y"ars o% E4$"ri"n#"

Y"ars o% E4$"ri"n#" /r"0"n#) P"r#"ntag"

3elo$ ? years ?

? Lears to Lears G ?

A#o!e Lears G

T"e a#o!e ta#le %G% inicates t"at B of t"e responents are $it" #elo$ ? years of

e'perience, ?B of t"e responents are $it" ? to years of e'perience an G of t"e

responents are $it" a#o!e years of e'perience%

In t"e a#o!e inferre more t"an "alf of t"e responents "a!e e'perience of ? years an #elo$,

one t"ir of t"e responents "a!e e'perience of ? - years% Concluing ma1or responents

$ere E'ecuti!es%

Ta.(" No6 9656;

N"t1or2ing strat"gi"s s", %or r"#rit!"nt

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R"s$ons" /r"0"n#) P"r#"ntag"

+ocial Net$or)ing G ?

Referrals G ?

Personal Net$or) G ?

Total F G

In%"r"n#"

Ta#le %G% presents insig"t a#out istri#ution of Net$or)ing +trategy% =ore t"an "alf t"e

population of t"e responents opte +ocial Net$or)ing,?B percent of t"e responents opte

for Referrals an ?B percent of t"e responents opte for Personal Net$or)

4rom t"e a#o!e ta#le $e can infer t"at a ma1ority of t"e responents opte +ocial Net$or)ing

as t"eir Net$or)ing +trategy for Recruitment

Cart No6 8656; Pi" Cart Pr"s"nting Ran2 t" N"t1or2ing strat"gi"s s", %or

r"#rit!"nt

Part 7 * A##"$tan#" ("+"( on N"t1or2ing

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Responents $ere gi!en G Vuestions to unerstan t"e Acceptance le!el on

Net$or)ing t"roug" recruitment #y stuying t"e istri#ution of Usages, Relia#ility,

Preference o!er Cost, Time an Accuracy,Employee referral an Pouc"ing%

Ta.(" 96765

Using n"t1or2ing sit"s %r"0"nt()


+trongly Agree ?

Agree ? K

Disagree

+trongly Disagree M

Total F G

In%"r"n#"

Ta#le %?%G presents insig"t a#out istri#ution of net$or)ing site usage% percentB of t"e

responents +trongly Agrees t"at t"ey are using Net$or)ing sites fre*uently,K percentB oft"e responents strongly agrees on t"eir net$or)s sites usages, percentB of t"em isagrees

t"at t"eir fre*uency in Net$or)ing sites usage an only M percentB of t"e users uses

net$or)ing sites fre*uently

4rom t"e a#o!e c"art it is inferre t"at more t"an &t"of t"e responents agrees t"at t"e use

of net$or)ing sites%

Ta.(" 96767

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Distri.tion o% Posting o.s in n"t1or2ing sit"s


+trongly Agree GK

Agree M

Disagree K

+trongly Disagree

Total F G

In%"r"n#"

Ta#le %?%? presents t"e istri#ution of posting 1o#s in net$or)ing sites, percentB of t"e

population strongly agrees t"at posting of 1o#s in Net$or)ing +ites,M percentB of t"e

population agrees t"at posting of 1o#s in net$or)ing sites,K percentB of t"e responents

isagrees t"at Posting 1o#s in net$or)ing sites an percentB of t"e responents strongly

isagrees t"at Posting 1o#s in net$or)ing sites%

4rom t"e a#o!e it is inferre t"at more t"an &t"of t"e population is agrees t"at Posting 1o#s

in net$or)ing sites

Cart 96767

Pi" Cart Pr"s"nts ,istri.tion o% Posting o.s in n"t1or2ing sit"s

Ta.(" 96768

N"t1or2ing Sit"s is a r"(ia.(" sor#" o% r"#rit!"nt

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+trongly Agree G ?

Agree ?

Disagree GG GK+trongly Disagree

Total F G

In%"r"n#"

4rom t"e Ta#le %?% presents t"e istri#ution of Net$or)ing +ites is a relia#le source of

recruitment, ?B of t"e responent strongly agrees t"at Net$or)ing +ites is a relia#le

source of recruitment,B of t"e responents agrees t"at Net$or)ing +ites is a relia#le

source of recruitment, Only ?B is agrees

4rom t"e a#o!e it is inferre t"at more t"an &t"of t"e responent agrees Net$or)ing +ites is

a relia#le source of recruitment%

Cart No 96768

N"t1or2ing Sit"s is a r"(ia.(" sor#" o% r"#rit!"nt

Ta.(" 96769

N"t1or2ing is $r"%"rr", in t"r!s o% a##ra#) o% S2i((

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+trongly Agree G ??

Agree

Disagree G ?+trongly Disagree ?

Total F G

In%"r"n#"

Ta#le %?%? presents t"e istri#ution in terms of accuracy of s)ill ,??B of t"e responents

+trongly agrees t"at Recruitment t"roug" Net$or)ing is preferre in terms of accuracy of

+)ill,B of t"e responents a agree to Recruitment t"roug" Net$or)ing is preferre in

terms of accuracy of +)ill,?KB of t"e responents isagree to t"e a#o!e mentione%

T"is is inferre t"at &t"of t"e responents agree to Recruitment t"roug" Net$or)ing is

preferre in terms of accuracy of +)ill%

Cart 96769

R"#rit!"nt trog N"t1or2ing is $r"%"rr", in t"r!s o% a##ra#) o% S2i((

Ta.(" 9676;

Pr"%"r"n#" o+"r ot"r !o,"s o% r"#rit!"nt in t"r!s o% ti!" #onstraints


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+trongly Agree G ??

Agree

Disagree GG GK

+trongly Disagree F G

Total F G

In%"r"n#"

Ta#le %?% presents t"e istri#ution of Recruitment t"roug" Net$or)ing is prefera#le o!er

ot"er moes of recruitment in terms of time constraints,??B of t"e responents strongly

agrees t"at Recruitment t"roug" Net$or)ing is prefera#le o!er ot"er moes of recruitment in

terms of time constraints, Bof t"e responents agrees Recruitment t"roug" Net$or)ing

is prefera#le o!er ot"er moes of recruitment in terms of time constraints?KB of t"e

responents isagrees t"at Recruitment t"roug" Net$or)ing is prefera#le o!er ot"er moes

of recruitment in terms of time constraints,in t"e a#o!e inferre more t"an "alf t"e

responents agree to preference ue to time constraints%

Cart 9676;

R"#rit!"nt trog N"t1or2ing is $r"%"ra.(" o+"r ot"r !o,"s o% r"#rit!"nt in

t"r!s o% ti!" #onstraints

Ta.(" 9676

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