CHAPTER I

INTRODUCTION

INTRODUCTION
According to Leon C. Meggisson, The term Human Resources can be thought of as "The total Knowledge, Skills, Creative abilities, Talents, and Aptitudes of an organizations work force, as well as the value, attitude, and beliefs of the individuals involved". Recruitment is an important aspect of every organization. Recruitment process helps us in acquiring the skilled and suitable employees. Recruitment is important for taking qualitative human resource to the organization, which in turn gives quality products/services to the society, which benefits the organization also. RECRUITMENT Recruitment refers to the process of finding possible candidates for a job or function, undertaken by recruiters. It may be undertaken by an employment agency or a member of staff at the business or organization looking for recruits. Either way it may involve advertising, commonly in the recruitment section of a newspaper or in a newspaper dedicated to job adverts. Employment agencies will often advertise jobs in their windows. Posts can also be advertised at a job centre if they are targeting the unemployed. Suitability for a job is typically assessed by looking for skills, e.g. communication skills, typing skills, computer skills. Evidence for skills required for a job may be provided in the form of qualifications (educational or professional), experience in a job requiring the relevant skills or the testimony of references. Employment agencies may also give computerized tests to assess an individual's off hand knowledge of software packages or typing skills. At a more basic level written tests may be given to assess numeric and literacy. A candidate may also be assessed on the basis of an interview. Sometimes candidates will be requested to provide a rsum (also known as a CV) or to complete an application form to provide this evidence.

DEFINITIONS OF RECRUITMENT According to Edwin B. Flippo, recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization". Recruitment is the activity that links the employers and the job seekers. A process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applications from which new employees are selected. It is the process to discover sources of manpower to meet the requirement of staffing schedule and to employ effective measures for attracting that manpower inadequate numbers to facilitate effective selection of an efficient working force. Recruitment of candidates is the function preceding the selection, which helps create a pool of prospective employees for the organization so that the management can select the, right candidate for the right job from this pool. The main objective of the recruitment process is to expedite the selection process. Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified applicants for the future human resources needs even though specific vacancies do not exist. Usually, the recruitment process starts when a manger initiates an employee requisition for a specific vacancy or an anticipated vacancy. RECRUITMENT NEEDS Planned policy Anticipated: Anticipated needs are those movements in personnel, which an organization can predict by studying trends in internal and external environment. Unexpected: Resignation, deaths, accidents, illness give rise to unexpected needs. : The needs arising from changes in organization and retirement

PURPOSE AND IMPORTANCE OF RECRUITMENT Attract and encourage more and more candidates to apply in the organization. Create a talent pool of candidates to enable the selection of best candidates for the organization. Determine present and future requirements of the organization in conjunction with its personnel planning and job analysis activities. Recruitment is the process which links the employers with the employees. Increase the pool of job candidates at minimum cost. Help increase the success rate of selection process by decreasing number of visibly under qualified or overqualified job applicants. Help reduce the probability that job applicants once recruited and selected will leave the organization only after a short period of time. Meet the organizations legal and social obligations regarding the composition of its workforce. Begin identifying and preparing potential job applicants who will be appropriate candidates. Increase organization and individual effectiveness of various recruiting techniques and sources for all types of job applicants. OBJECTIVE OF RECRUITMENT 1. To attract with multi dimensional skills and experience that suite the present and future organization strategies. 2. To induct outsider with new perspective to lead the company. 3. To infuse fresh blood at all levels of organization. 4. To develop an organizational culture that attracts competent people to the company. 5. To search or headhunt people whose skill fit the companys values. 6. To seek out non-conventional development grounds of talent 7. To devise methodology for assessing psychological traits. 8. To search for talent globally not just within the company.

9. To design entry pay that competes on quality but not on quantum. 10. To anticipate and find people for position that doesnt exists yet. Recruitment represents the first contact that a company makes with potential employees. It is through recruitment that many individuals come to know about the company and eventually decide whether they wish to work for it. The recruitment process should inform qualified individuals about the job so that applicant can make comparison with their qualification and interest. Purpose and importance of Recruitment: 1. Determine the present and future requirements of the organization on conjunction with its personnel-planning and job analysis activities. 2. Increase the pool of job candidates at minimum cost. 3. Help increase the success rate of the selection process by reducing the number of visibly under qualified or overqualified job applicants. 4. Help reduce the probability that job applicants, once recruited and selected, will leave the organization only after a short period of time. 5. Meet the organizations legal and social obligations regarding the composition of its work force. 6. Begin identifying and preparing potential job applicants who will be appropriate candidates. 7. Increase organizational and individual effectiveness in the short term and long term. 8. Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants. Recruitment is a positive function in which publicity is given to the jobs available in the organization and interested candidates are encouraged to submit applications for the purpose of selection.

METHODS OF RECRUITMENT Dunn and Stephens summaries the possible recruiting methods into three categories, namely 1: Direct method 2: Indirect method 3: Third party method DIRECT METHOD The direct method includes sending of the recruiters to different educational and professional institutions, employees contact with public and mannered exhibits. One of the widely used methods is sending the recruiters to different colleges and technical schools. This is mainly done with the cooperation of the placement office of the college. Sometimes, firms directly solicit information from the concerned professors about student with an outstanding record. Other direct methods include sending recruiters to conventions and seminars, setting up exhibits at fairs, and using mobile offices to go the desired centers. INDIRECT METHOD Indirect method involves mainly advertising in newspapers, on the radios, in trade and professional journals, technical magazines and brochures. Advertisements in newspapers and or trade journals and magazines are the most frequently used methods. Senior post is largely filled with such methods. Advertising is a very useful for recruiting blue color and hourly worker, as well as scientific, professional, and technical employees. Local newspaper can be good sources of blue collar workers, clerical employees, and lower level administrative employees. The main point is that the higher the position in the organization the more dispersed advertisement is likely to be. The search for the top executive might include advertisement in a national periodical, whereas the advertisement of the blue color jobs usually confine to the daily newspaper.

According to the Advertisement tactic and strategy in personnel Recruitment, three main points need to be borne in the mind before an advertisement in inserted. First, to visualize the type of applicants one is trying to recruit. Second, to write out a list of advantages the company offers, or why should the reader join the company. Third, to decide where to run the advertisement , not only in which area, but also in which newspaper having a local, state or a nation- wide circulation. THRID PARTY These include the use of commercial or private employment agencies, state agencies, and placement offices of schools colleges and professional associations recruiting firms, management consulting firms, indoctrination seminars for college professors, and friends and relatives. Private employment agencies are the most widely used sources. They charge a small fee from the applicant. They specialize in specific occupation; general office help, salesmen, technical workers, accountant, computer staff, engineers and executives. State or public employment agencies are also known as the employment or labor exchanges, are the main agencies for the public employment. Employers inform them of their personnel requirement, while job seekers get information for them about the type of job are referred by the employer. Schools and colleges offer opportunities for recruiting their student. They operate placement services where complete biodata and other particular of the student are available. Professional organization or recruiting firms maintain complete information records about employed executive. These firms maintain complete information records about employed executives. These firms are looked upon as the head hunters, raiders, and pirates by organization which lose their personnel through their efforts.

CHARACTERISTICS OF SOUND PERSONNEL POLICY While developing sound personnel policies, management should pay attention to the following: 1) Related to objectives: Policies must be capable of relating objectives to functions, physical factors and company personnel. 2) Easy to understand: Policies should be stated in definite, positive, clear and understandable language 3) Precise: Policies should be sufficiently comprehensive and prescribe limits and yardsticks for future action 4) Stable as well as flexible: Personnel policies should be stable enough to assure people that there will not be drastic overnight changes. They should be flexible enough to keep the organization in tune with the times. 5) Based on facts: Personnel policies should not built on the basis of facts and sound judgment and not on personal feelings or opportunities decisions. 6) Appropriate number: There should be as many personnel policies as necessary to cover conditions that can be anticipated, but not so many that they become confusing or meaningless. 7) Just, fair and equitable: Personnel policies should be just, fair and equitable to internal as well as external groups. For example, a policy of recruitment from within my limit opportunities to bright candidates from outside and a policy of recruitment from outside only would limit promotional avenues to promising internal candidates. To ensure justice, it is necessary to pursue both the policies scrupulously and to apply them carefully. 8) Reasonable: Personnel policies must be reasonable and capable of being accomplished. To gain acceptance and commitment from employees, they should be conditioned by the suggestions and reactions of those who will be affected by the policy. 9) Review: Periodic review of personnel policies is essential to keep in tune with changing times and to avoid organizational complacency or managerial stagnation. For instance if the current thinking is in favor of workers participation in management , the personnel policy should be suitably adjusted to accommodate the latest fad, accepted by many in the organization.

EVALUATION OF THE RECRUITMENT METHOD The following are the evaluation of the recruitment method 1: Number of initial enquires received which resulted in completed application forms 2: Number of candidates recruited. 3: Number of candidates retained in the organization after six months. 4: Number of candidates at various stages of the recruitment and selection process, especially those short listed. Recruitment refers to the process of attracting, screening, and selecting qualified people for a job at an organization or firm. For some components of the recruitment process, mid- and large-size organizations often retain professional recruiters or outsource some of the process to recruitment agencies. THEORIES REGARDING RECRUITMENT Recruitment is two way street: it takes a recruiter has a choice whom to recruit, same way the prospective employee also has taken the decision whether or not to apply for the given job vacancy. The individual take the decision usually on three different basic: 1: The objective factors 2: The critical contact 3: The subjective factor 1. The objectives theory views that the process of organizational choice as being one of weighing and evaluating set of measurable characteristic of employment offers, such pay, benefits , location, opportunity for advancement, the nature of job to performed, and education opportunities. 2. Critical contact theory suggests that the typical candidates is unable to make a meaningful differentiation of organization s offers in terms of objective or subjective factors, because of his limited or very short contact with the organization. Choice can be made only when applicant can readily perceive the factors such as the

behavior of the recruiters, the nature of the physical facilities, and such as the efficiency in processing paper work association with the application. 3. Subjective theory emphasizes the congruence. Here the choices are made on highly personal and emotional basis. NEED FOR THE STUDY Recruitment is the primary activity to be conducted in the organization. So, it is needed to know the recruitment policies which are implemented and methods followed by the organization. It is important to know the employee intension about the recruitment process in the organization. It helps in need of human resource in the organization. This helps to our career in the corporate world. It is needed to Assess the Performance of employees in the Rating format for the review period Issue self appraisal format to employees to rate himself Assess the potential of employee for taking up higher responsibilities in case of promotion Decide in consultation with the HR committee annual increments which are based on overall progress of the organization. OBJECTIVE OF THE STUDY 1. To analyze the recruitment policy of the organization. 2. To know the purpose of recruitment. 3. To know the sources of recruitment. 4. To know the challenges faced by the recruiters while recruiting. SCOPE OF THE STUDY The study is related to Apollo Health Street, Hyderabad only. 1. It extends to the whole Organization including all departments. 2. It covers workers, Clerical Staff, Officers, Jr. Management, Middle Management and Senior Management cadres.

RESEARCH METHODOLOGY SOURCES OF DATA Required data for analysis has been collected through Primary data Secondary data

Primary data Information that is collected from employees or any person is known as primary data, it is otherwise called as first information. It is collected through questionnaires and interviews. Secondary data Information that is gathered from books, companys previous records, magazines are known as secondary data. This study is based on mainly of primary data. The main sources of primary data are employees of Apollo Health Street. The secondary data is gathered from the status reports, records and personnel manual of Apollo Health Street. TOOLS FOR DATA COLLECTION Tools used for data collection were as follows: Unstructured discussion Structured discussion

STRUCTURED QUESTIONNAIRE: It is usually associated with the self-administered tools with items of the closed or fixed alternative type. The respondents feel great confidence in the anonymity of questionnaire than in that of any interview; it plays less pressure on the subject of immediate response. There were the reasons for choosing questionnaires one of the tools for data collection. The investigator framed questionnaire including 16 questionnaires other than respondents details.

The questionnaire consists of three types of questions: Multiple Choice Dichotomy Questions Open-ended Questions

The multiple-choice questions offer the respondents with a choice of specific answers. While a dichotomous questions offer two choices YES or NO. An open-ended question is accurate with space provided for the responses. Different areas that were proposed with space provided for the responses. Different areas that were proposed with questionnaire were namely personal information, promotion policy, interpersonal relationship, job satisfaction and other related areas. SAMPLE DESIGN SAMPLE SIZE 100 Employees (including executives and non-executives) from various departments were chosen randomly for this study. SAMPLE TECHNIQUE Simple random sampling was the sampling technique used for the study. POPULATION Population is the total no. of employees in the company. It may include executives, non executives and the officers of the company. SAMPLING FRAME The set of samples listed is known as sampling frame. The sampling frame for the current study is high level, middle level and low level employees of Apollo Health Street.

SAMPLE UNIT HR department of Apollo Health Street is considered as sample unit of the present study.

LIMITATIONS The following limitations are considered: As the study will be conducted in Apollo Health Street, in HR division it indicates the perception of the employees in that division only. The study restricts up to 100 samples. It will not consider all the employees in the organization. The study focuses on the attitudes and perceptions of employees only; it will not cover the financial conditions of the employees. Time constraint. Cost constraint.

PLAN OF WORK
Chapter-I - Introduction Chapter II-Industry profile Company profile Chapter III-Theoretical concepts of Recruitment and Selection Chapter IV-Data Analysis & Interpretation Chapter-V-Findings, Conclusions & Suggestions Questionnaire Bibliography

CHAPTER II
PROFILE OF HOSPITAL INDUSTRY

INDUSTRY PROFILE
Until the early 1980s, government run hospitals and those operated by charitable organization. From the last two decade there seen the mushrooming of corporate and privately run hospitals. Most large trust and corporate hospitals have invested in modern equipment and focus on super specialties. The private sector accounts for 70 per cent of primary medical care and 40 per cent of all hospital care in India. They employ 80 per cent of the countries medical personnel. The corporate hospital sector is most evolved in the south while charitable or trust hospitals proliferate in the west. However, the north and east showing a growing trend in private hospital expansion. Key therapeutic areas are cardiology, nephrology, trauma or critical care. Hospital are not profit making, they are social institution to make available to society the required medical services. Today hospitals are a place of diagnosis and treatment of human ills. Hospital industry is an important component of the value chain in India. Hospital rendering services are recognized as healthcare industry. It is growing at an annual rate of 14 per cent. The size of an Indian healthcare industry is estimated at Rs.1, 717 billion in 2007. It is estimated to grow by 2012 to Rs.3163 billion at 13 per cent CAGR. The private sectors accounts of nearly 80 per cent of the healthcare market, while public expenditure includes of 20 per cent. The country had 15,393(2009) hospitals, which had Rs 8.75 lakhs hospital beds. According to WHO report, India needs to add 80,000 hospital beds each year for the next years to meet the demands of its growing population. Medical tourism is changing the face of traditional healthcare industry in India. Indias cost advantage and explosive growth of private hospitals, equipped with latest technology and skilled healthcare professionals has made it a preferred destination for medical tourism, according to Ministry of Commerce and industry, Indian medical tourism that was valued at $350 million US dollar in 2006, is estimated to grow into $7 billion US dollar by 2012.

PRESENT STATUS OF THE INDUSTRY: With time the classes and quality of hospitals have changed a lot. Today most hospitals are trying to provide all kinds of ultra facilities and are in the process of making states of the art hospitals. Hospitals provide the infrastructure facility to healthcare On the basis of objective: Teaching and research General hospital Special hospital

On the basis of ownership: Government hospital Semi-government hospital Voluntary organization Charitable trusts

On the path of treatment: Allopath Ayurveda Unani Homeopath Others

On the basis of the size there are Teaching hospitals- generally have 500 beds, which can be adjusted in tune with number of students District hospital- generally have 200 beds, which can be raised to 300 in contingencies Taluk hospital- generally has 50 beds that can be raised to 100 depending on the requirement.

FUTURE PROSPECTUS OF THE HOSPITAL INDUSTRY Indian hospital market is estimated to touch US $77 billion by 2013 Hospital industry accounted for 5.1 per cent of the countrys GDP in 2006 Private hospitals to form a large share of the healthcare spend and would increase to US $ 33.6 billion in 2010 from US $14.8 billion in 2002. Share of private expenditure as a percentage of total expenditure on hospital has grown from 60 per cent to nearly 80 per cent over the last decade Sector estimated at about US $ 38 billion and expected to grow at a compound annual growth rate (CAGR) of 15 per cent for the next years. OVERVIEW OF HEALTHCARE SECTOR IN INDIA: Indias healthcare sector has made impressive strides in recent years. It has transformed to a US$ 17 billion industry and is surging ahead with an annual growth rate of 13 per cent a year. The healthcare industry in India expected to grow in size to Rs. 270,000 crores by 2012. The healthcare industry employs over four million people, which makes it one of the largest services sectors in the economy of our country. Healthcare is dependent on the people served; Indias huge population of a billion people represents a big opportunity. People are spending more on healthcare. The rise in literacy rate; the higher level of income; and an increased awareness through the deep penetration of media, has constituted to greater attention being paid to health. Corporation like the Tatas, Apollo Group, Fortis, Max, Wockhardt, Piramal, Ispat, Escorts have made significant investments in setting up state-of-the-art private hospitals in cities like Mumbai, New Delhi, Chennai and Hyderabad. Good Healthcare in India is in extreme short supply and it is this gap that Corporate are looking to plug. Most users of healthcare prefer private services to government ones. The private healthcare segment has grown into a formidable industry estimated to be Rs.8, 00,000 crores. Using the latest technical equipment and the services of highly skilled medical personnel these hospitals are in a position to provide a variety of general as well as specialists services.

India is well positioned to tap the top end of the global healthcare industry because of the facilities and services it offers, and by leveraging the brand equity of Indian healthcare professionals across the globe, said Vinod Khanna, Union Minister of state for External affairs. The Government of India places top priority to healthcare in the national agenda. It is very serious about encouraging indigenous R& D and creation of human capital. This would improve the quality of life of our people, leading to greater socioeconomic progress of the country. CHALLENGES OF HEALTH CARE INDUSTRY A. Health Infrastructure in Public Sector Issues in regard to public and private health infrastructure are different and both of them need attention but in different ways. Rural public infrastructure must remain in mainstay for wider access to health care for all without imposing undue burden on them. Side by side the existing set of public hospitals at district and subdistrict levels must be supported by good management and with adequate funding and user fees and out contracting services, all as part of a functioning referral net work. This demands better routines more accountable staff and attention to promote quality. Many reputed public for hospitals non-wage have suffered leading from to lack faltering of autonomy and poorly

inadequate budgets

O&M

motivated care. All these are being tackled in several states are part of health sector reform, and will reduce the waste involved in simpler cases needlessly reaching tertiary hospitals direct. These, attempts must persist without any wavering or policy changes or periodic denigration of their past working. More autonomy to large hospitals and district public health authorities will enable them to plan and implement decentralized, flexible locally controlled services and remove

the dichotomy between hospital and primary care services. Further most preventive services can be delivered by down staging to a public health nurse much of what a doctor alone does now. Such long-term commitment for demystification of medicine and down staging of professional help has been lost among the politicians bureaucracy and technocracy after the decline of the PHC movement.

One consequence is the huge regional disparities between states, which are getting stagnated in the transition at, different stages and sometimes, polarized in the transition. B. Financing related Issues Fair financing of the costs of health care is an issue in equity and it has two aspects, Firstly how much is spent by Government on publicly funded health care and on what aspects? And secondly how huge does the burden of treatment fall on the poor seeking health care? Health spending in India at 6 per cent of GDP is among the highest levels estimated for developing countries. In per capita terms it is higher than in China Indonesia and most African countries but lower than in Thailand.PHC approach was also intended to test the extent to which non-doctor based healthcare was feasible through effective down staging of the delivery of simpler aspects of a care as is done in several countries through nurse practitioners and physician assistants, physician assistants etc can each get trained and recognized to work in allotted areas under referral/supervision of doctors. This may indeed be

more acceptable to the medical profession than the draft NHP proposal to restart licentiates in medicine as in the thirties and give those shorter periods of training to serve rural areas. Such a licentiate system cannot now be recalled against the professions opposition nor would people accept two level services. C. Shape of Private Sector in Medicine Over the last several decades, independent private medical practice has become widespread but has remained stubbornly urban with polyclinics, nursing homes and hospitals proliferating often through doctor entrepreneurs. Tertiary hospitals in major cities are in many cases run by business houses and use corporate business strategies and hi-tech specialization to create demand and attract those with effective demand or the critically vulnerable at increasing costs. Standards in some of them are truly world class and some who work there is outstanding leaders in their areas. But given the co modification of medical care as part of a business plan it has not been possible to regulate the quality, accountability and fairness in care through criteria for accreditation, transparency in fees, medical audit, accountable record keeping, credible grievance procedures etc.

such accreditation, standard setting and licensure systems are best done under self regulation, but self regulation systems in Indian medical practice have been deficient in many respects creating problem incredibility. Acute care has become the key priority and continues to attract manpower and investment into related specialty education and facilities for technological improvement. Common treatments, inexpensive diagnostic procedures and family medicine are replaced and priced out of the reach of most citizens in urban areas. Public health spending accounts for 25 per cent of aggregate expenditure the balance being out of pocket expenditure incurred by patients to private practitioners of various hues. Privatization has to be distinguished from private medical practice, which has always been substantial within our mixed economy. What is critical however is the rapid commercialization of private medical practice in particular uneven quality of care. There are complex reasons for this trend. i. The high scarcity cost of good medical education. ii. The reward differential between public and corporate tertiary hospitals leading to the reluctance of the young professional to be lured away from the market to public service in rural areas iii. There is the compulsion of returns on investment whenever expensive equipment in installed as part of practice. D. Regulatory Issues 1. Consumer Protection Act (COPRA) 2. Medical Council of India and State medical Councils (SMCs) 3. The Nursing Homes Act

PROFILE OF APOLLO HEALTH STREET

PROFILE OF APOLLO HEALTH STREET Apollo Health Street is an end to end healthcare focused services company, with Impeccable credentials: proven track record and unwavering commitment aimed At delivering value added services to its clients. It is backed by the renowned Apollo Hospitals group, headquartered in India, whose integrated healthcare network involves 35 hospitals, 40 clinics and 100 plus pharmacy outlets, a workforce of 16000 including 4000 physicians Our services, management processes and qualified accredited professionals match International standards. We offer Business Process Outsourcing services to US healthcare providers and payers. We aim to help healthcare providers and payers worldwide, save time and money, by remotely executing their noncore health information management and claims processing. By medical transcription, coding, revenue cycle management and claims processing. By doing so, we help our clients to focus their core business, increase their productivity and quality of service resulting in better customer satisfaction and higher revenues. Our IT based business solutions are designed to increase process efficiencies and significantly reduce costs. Our offerings are tailored to meet the requirement of your processes while keeping in mind the services you want to grow. Through technologies that increase productivity and open up new sources of benefits to our clients, we have helped both public and private sector healthcare organization improve their business performance. VISION To become the leading healthcare BPO and IT services company a relentless pursuit of PEOPLE EXECELLENCE. MISSION Our mission is to demonstrate world class in India. We are committed to growth, to our values, to ethical standards and to customer satisfaction at all times. We promise our employees, clients and partner an extraordinary emphasis o service excellence and the creation of sustained value.

OUR VALUES Passion for Excellence We shall aim at excellence in all our endeavors, both within the organization and the market in which we deliver our selves. Integrity and Confidentiality We shall conduct ourselves in a conscientious manner in all transactions and deal with people professionally and transparently, while maintaining privacy and confidentiality deserved by our customers. Focus On Customer We shall be empathetic, sensitive and responsive to the need as of our customers external and internal. Trust We shall give up to the depth and assurance of the integrity of our character reposed in us by our customers. Respect for People We recognize that people are the corner stone of our successes. We value our diversity as a source of strength and at all times shall treat our colleagues with respect and dignity. Benefit of Humanity We shall remember that our work in whichever sphere, is to be at all times, for the greater benefit of the society and humanity at large. Apollo Health Street is a global healthcare services company offering business process outsourcing and IT solutions and services to global clientele with its principle place of business in the city of Hyderabad, India. Apollo is a focused pure-

play health care process outsourcing company with business presence and service delivery capabilities in India, US and the UK. Apollo is a subsidiary of the renowned Apollo Hospitals Group (Reuters Ticker-APLH:BO): Indias largest integrated health care services provider. The Apollo Hospital group has been a key contributor to its success in building a domain lead business for health care services. Backed with the support of the parent organization, it has emerged as a pure play healthcare back office and technology organization creating win-win solutions for clients. Since its inception in 1991, Apollo Health Street has grown to be ranked among the top three Healthcare focused BPO firms in India with a growth rate of more than 70% in the last 3 years. Apollos business solutions address the provider (Hospital and Physician) and Payer (Insurer and TPA) segments of the health care market. The service portfolio includes revenue cycle management, medical billing, medical coding, claims administration, claims adjudication and clinical information systems implementation as offered onsite and/or offshore. The management team is a dedicated group of skilled managers and health care domain experts with a passion for business and for Apollo. Continuous learning, training and quality continue to drive the management philosophy. Apollo has been able to demonstrate its fulfillment and services capabilities across all its business lines and is geared to grow. ACHEIVEMENTS We have doubled our staff strength to 900 FTEs in a span of one year. We have been awarded the largest healthcare contract outsourced to on offshore location. Our clients, who have been with us for 5 years now, stand undisputable testimony to the high standards of service we consistently deliver. One of the significant highlights of the year 2005 was our chairman Dr.Prathap C. Reddys visit to the US a part of high level CEO from India. The delegation, which accompanied the Prime minister of India, resolved to

strengthen ties between the two countries, and the future holds great promise of collaborations between us. AHS has been recommended for ISO 9001:2000 CERTIFICATION and we have been certified ISO 27001(ISO 27001 replaced the original standard, BS 7799-2). The state Government awarded our MD, Ms Sangita Reddy the TOP WOMAN ENTREEPRENEUR in the Information and Communication Technology sector for the year2005. BPO Apollo Health Street is an end-to-end focused global healthcare service company. We offer back office services to commercial and government health plans, managed care organization, third party administrators, pharmacy benefit management companies and other payer organization. Our processes significantly curtail the operational cost of care administration and improve the bottom-line of our clients. Our clientele is among the top five commercial payers in the US market. Apollo caters to health information needs of US based Physician groups and Hospitals. Our HIPAA complaint service, internationally recognized information management processes and highly qualified professionals with industry approved accreditations deliver effective solutions to our clients. A combination of our global delivery model, medical domain expertise, US market knowledge and customer focus provides our clients with superior services at all times entailing a reduction in total cost of delivery by 30%. BPO PROVIDER Apollo Health Street offers end-to-end healthcare focused services to Physicians, Physician groups and Hospitals. Our HIPPA compliant services, internationally recognized information management processes and highly qualified professionals with industry approved accreditations deliver effective solutions to our clients. A combination of our global delivery mode, medical domain expertise, US market knowledge and customer focus provides our clients with superior service and

reduction in total cost of delivery by 30%. Our key services for physician groups and hospitals, are: Revenue cycle management and extended business office Medical collection Medical coding.

Medical Transcription

BPO PAYER We offer back-office services to Commercial and Government Health Plans, Managed Care Organizations, Third Party Administrators, Consumer Directed Health Plans, Pharmacy Benefit Management companies and other payer organizations. Our processes significantly curtail the operational cost of care administration and improve the bottom-line of our clients while letting them focus on their core activities. Our clientele is among the top 5 commercial payers in the US market.

IT DEVELOPMENT With our in- deph understanding both provider and payer business processes, developing applications that EMPOWER providers and payers, is what we specialize in. They in turn are able to focus on what they do best and improve the quality of care and healthcare services. We partner with Healthcare vendors to develop high-end enterprise applications for providers, payers, intermediaries, pharmaceutical companies and other healthcare/life sciences entities. We offer Software Development, integration, Maintenance and Support services to healthcare organizations, globally. We make this possible with a team of highly qualified and experienced IT professionals and large pool of Healthcare consultants. We specialize in: Provider Applications Payer Applications Pharmacy Applications E-service

AHS end-to-end development capabilities

QA/AC Testing Apollo has a well trained and certificate Quality team specialized in advanced technology. Their skill set on the Quality front adds value to our clientele as trouble shooting even in complexities are readily identified and fixed. The QA testing procedures at Apollo meet deadlines with adherence to a stringent quality testing norm. Apollo offers a total solution for companies looking for quality QA testing. It is this service of ours that gives you an edge over our competitors. IT IMPLEMENTATION We, at AHS follow a structured and well-defined implementation process. This includes, pre-implementation and post-implementation stage. Each stage has a series of well-defined steps that are followed to ensure that our partners solutin is accepted and ready-to-roll with the client. Our implementation team consist of Healthcare professionals or IT orofessionals who have worked in Healthcare environment, working on Information Systems. Thereby, with a better understanding of a Healthcare facility our implementation team ensures that the application is implementation as it should be and users appreciate the benefits that the application will provide. We partner with Healthcare Information Systems/other enterprise Healthcare application vendors, to complement their development team. We partner with the following product companies: HIS (For both clinical and administrative modules) PACS Claims Management Systems Healthcare Supply-Chain Mgmt.Systems HER/EMR in hospitals Practice Management Systems in hospitals/ large provider practices. Asia.

We are the preferred implementation partners one of the largest HIS firm in Europe. We are engaged in a large implementation project in the UK. We are the implementation partners of leading billing application firm is US.

With our strong Healthcare domain knowledge and a pool of experienced implementation professionals, we not only bring exceptional implementation experience, but also lower implantations costs. Its HIMS This Product offering for Asia only An ideal hospital information system, manages information across the entire hospital by eliminating data capture redundancy and controlling the time and cost, there by facilitating for a secured access to patient and administrating information within the 4 walls of the hospital on a real time basis. LIFELINE is a Hospital Information Management System built for automating the care process in-synchronous with the administrative process for the New Generation Healthcare Providers. LIFELINE adopts the best business practice suiting hospitals of varied sizes. LIFELINES is an integrated HIS with a comprehensive suit of modules, providing an array of technological imperatives including, computerized services booking, automated nursing documentation, integrated pharmacy, automated medication administration and billing system that endures zero lost billing opportunities. LIFELINE is: Seamlessly integrated across all points of care and support functions leveraging the best clinical and administrative practices. Configurable to dynamic clinical and administrative parameters enduring a flexible user defined solution. Highly secure and protects clinically sensitive information with option to configure access depending on roles, user/group types. Follows international medical standards for codification.

Scalable beyond the 4 walls of the healthcare entity by leveraging the power of the web.

LIFE LINE integrates the front-office operations like helpdesk, Registration. Appointments scheduling, OP clinics, and patient admissions to points of care like wards, Day care unit, ICU/ICCU/PICUs, Operation Theatres, Laboratories, Radiology and Pharmacy. All these modules are tightly integrated with billing, hence enduring NO REVENUE LEAKAGE. LIFELINE also supports back office functions like inventory administration. Payroll and MIS reports generation. INFRASTRUCTURE FACILITIES Apollo Health Street is a private company, incorporated in the United States and registered under the state laws of Delaware. The corporate office is located in Long Island, New York with 15 employees. We offer our clients a global delivery model through our onsite (client location), Onshore (US location) and Offshore (India) delivery capabilities. Our global delivery center is located in the Apollo Hospital Complex in Hyderabad, India. WE have about 600 Professionals working out of this delivery center for clients across the US and UK. The Apollo group overall occupies more than 4 millions square feet across India (Hyderabad, Delhi, Chennai, Bangalore, Bombay and other centers). Our global delivery center currently occupies a fully furnished office space of 40,000 square feet, accommodating 350 seats that can seat close to 600 people on a 2- shift basis Librarywe have a library housing magazines and journals on various aspects of healthcare such as Health Information Standards Healthcare Financing. Healthcare Technologies and region specific global Healthcare trends.

Cafeteria- Subsidized lunch service is available for all the employees in the Apollo cafeteria. Coffee and tea vending machines are installed for the employees. Further, food and nutrition counselors are available for health advice. A round the clock professional catering service is also available in the hospital cafeteria. RECREATION AND WELLNESS CENTER Employees have access to a well developed gymnasium with facilities for exercising, yoga, meditation and aerobics. Facilities for sports like table tennis, badminton, and football are available for the employees. Medical Services Medical services at the Apollo Hospital are available round the clock. Medical services at Apollo Hospital are available at discounted rates for employees and family members. Logistics Given that our office is a landmark within Hyderabad city, it is well connected by both public and private transport. Local staff use the following transport means: Dedicated buses run by us for the staff. State government run buses, which ply from other parts of the city to our office. Private transport like cabs and three wheelers. Personal vehicles like cards and two wheelers.

Apollo Health Street offshore delivery center is completely networked for voice and data. Local Area Network (LAN) High performance switches with redundant power and CPU. Integrated security services including firewalls, filtering and per port security supplies, end-to-end safe transport for all types of applications data including CRM, ERP and VoIP.

Secured V-LAN for separate clients. Network security with ACLs

Data & System Security Network Based Intrusion Prevention (IDS) With the help of a network- based state of the art intrusion prevention system we keep track of all attempts and drop packets make to compromise servers/applications. Firewall Deployed high performance firewalls with high availability mode to secure perimeter networks. All the servers/applications are placed behind the firewall. All access to servers is compulsorily routed through this fire wall. Anti-virus We have deployed enterprise wide anti-virus protection on all servers, desktops and gateway level to scan inbound and outbound traffic for SMTP, HTTP, FTP and POP3 protocols. Windows Authentication Windows 2000-based network with Kerberos enabled logon. Data Backup Backup is done on a daily basis using SDLT drives. Monthly backups are stored offsite. We undertake regular data. Restoration enduring data availability. Internet Connectivity Sufficient back width internet connectivity from different service providers with OFC & radio last miles are installed for web connectivity and redundancy. High performance routers with internet load balancers are configured in high availability mode.

International Private Leased Circuit Adequate dedicated international private leased circuit over the Pacific and Atlantic routes acquired through different service providers for redundancy and high availability. Multiple modes for last mile- Fiber & Radio. Our service providers have delivered an uptime of 99.5% and above. Call Center Hybrid (inbound and outbound). Built for both VOIP and VOFR. All critical systems and subsystems have built-in redundancies, supplemented by in-house stocked spares and extremely stringent response and uptime SLAs. We achieve this through the following. Data security systems Compliance management Training and education

Our intellectual property and data is safe in a 5-tier security system. Workstation security Server security Network security Web content security Data misuse checks

CHAPTER III
THEORETICAL CONCEPTS OF RECRUITMENT AND SELECTION

RECRUITMENT
Recruitment is the generating of applications or applicants for specific positions. It is a linking activity bringing together those with jobs and those seeking jobs. Recruitment is therefore the process of searching prospective workers and stimulating them to apply for jobs in the organization. FACTORS AFFECTING RECRUITMENT The recruitment function of the organizations is affected and governed by a mix of various internal and external forces. The internal forces or factors are the factors that can be controlled by the organization. And the external factors are those factors which cannot be controlled by the organization. The internal and external forces affecting recruitment function of an organization are: External factors The factors which affecting recruitment are the forces which cannot be controlled by the organization. The major external forces are: 1. Supply and demand: The availability of manpower both within and outside the organization is an important determinant in the recruitment process. If the company has a demand for more professionals and there is limited supply in the market for the professionals demanded by the company, then the company will have to depend upon internal sources by providing them special training and development programs. 2. Labour market: Employment conditions in the community where the organization is located will influence the recruiting efforts of the organization. If there is surplus of manpower at the time of recruitment, even informal attempts at the time of recruiting like notice boards display of the requisition or announcement in the meeting etc will attract more than enough applicants. 3. Image / Goodwill: Image of the employer can- work as a potential constraint for recruitment. An organization with positive image and goodwill as an employer finds it easier to attract and retain employees than an Organization with negative image. Image of a company is based on what organization does and affected by industry. For

example finance was taken up by fresher MBA's when many finance companies were coming up. 4. Political-social-Legal Environment: Various government regular ms prohibiting discrimination in hiring and employment have direct impact on recruitment practices. For example, Government of India has introduced legislation for reservation in employment for scheduled castes, scheduled, tribes, physically handicapped etc. Also, trade unions play important role in recruitment. This restricts management freedom to select those individuals who it believes would be the best performers. If the candidate can't meet criteria stipulated by the union but union regulations can restrict recruitment sources. 5. Unemployment Rate: One of the factors that influence the availability of applicants is the growth of the economy (whether economy is growing or not and its rate) When the company is not creating new jobs, there is often oversupply of qualified labor which in turn leads to unemployment. 6. Competitors: The recruitment policies of the competitors also effect the recruitment function of the organizations. To face the competition, many a times the organizations have to change their recruitment policies according to the policies being followed by the competitor. Internal factors The internal factors or forces which affecting recruitment and can be controlled by the organization 1. Recruitment Policy: The recruitment policy of an organization specifies the objectives of recruitment and provides a framework for implementation of recruitment program. It may involve organizational system to be developed for implementing recruitment programmes and procedures by filling up vacancies with best qualified people.

Factors Affecting Recruitment Policy Organizational objectives. Personnel policies of the organization and its competitors. Government policies on reservations. Preferred sources of recruitment. Need of the organization. Recruitment costs and financial implications.

2. Human Resource Planning: Effective human resource planning helps in determining the gaps present in the existing manpower of the organization. It also helps in determining the number of employees to be recruited and what qualification they must possess. 3. Size of the Firm: The size of the firm is an important factor in recruitment process. If the organization is planning to increase its operations and expand its business, it will think of hiring more personnel, which will handle its operations. 4. Cost: Recruitment incur cost to the employer, therefore, organizations try to employ that source of recruitment which will bear a lower cost of recruitment to the organization for each candidate. 5. Growth and Expansion: Organization will employ or think of employing more personnel if it is expanding its operations. RECRUITMENT PROCESS Recruitment refers to the process of identifying and attracting job seekers so as to build a pool of qualified job applicants. The process comprises 5 stages: Planning Strategy Development Searching Screening Evaluation & Control

(1) Recruitment Planning: This is the first step in recruitment. Ultimately leads to deciding Number of people required Type of applicants to be contacted

Based on the above the companies (HR Deportments) calculate the ratios which express the relationship & applicants inputs to outputs at various decisions points.

The type of people to be contacted depends on the tasks and qualification? Experience and expected. These details are provided the job analysis. (2) Strategy Development: Strategy to be decided with respect to Whether to recruit less skilled workers and spend on training? Whether to recruit high skilled labor and pay more wages? What type of methods to be used in recruitment and selection? (Using computer, video tapes) Which market to be looked into National market for managerial and professional employees? Local markets for managerial and professional employees. Local/Region market for clerical employees whether the source or recruitment would be internal or external. 3. Searching: Searching involves 2 steps (a) Source activation (b) selling Source Activation: Sources and search methods are activated by the issuance of an employee requisition.

Selling: On selling, both the media and message deserve attention. On one hand, companies have to overplay attract the candidates. At the same time temptation to be avoided in over selling virtues.

4. Screening: The purpose of screening is to remove from the recruitment process at an early stage those applicants who are visibly unqualified for the jobs; Effective Screening can save a great deal or money and time. Care must be taken to see that potential candidates are next dropped during the screening stage. The screening can be done as a last stage in recruitment process or during the beginning of selection process. However it is advisable to complete the screening process before selection process before selection process starts. 5. Evaluation and Control: Evaluation and control is necessary as considerable costs are involved in the recruitment process. The costs which are generally incurved are: Lot of time spent on preparing job description, job specifications, advertisement etc. Costs of advertisement. Cost of producing supporting literature. Recruitment overheads. Cost of recruitment suitable candidates for the selection process Recruitment methods adopted must be periodically reviewed. The evaluation of recruitment methods should include Return rate of applications issued. Number of candidates retained after 6 months. Cost of recruitment process.

CHALLENGES OF RECRUITMENT In actual practice, it is always not easy to find and select a suitable candidate for a job opening. The recruiters choice of a communication medium (e.g. advertising in a trade journal read by the prospective candidate) may not be appropriate. Some of the bright candidates may begin to view the vacancy as not in

line with their current expectations (e.g. challenging work, excellent rewards, and flexible schedules and so on). The most suitable ones may not have been motivated to apply due to several other constraints. 1) Poor image: If the image of a firm is perceived to be low (due to factors such as operating in a declining industry, earning a bad name because of environmental pollution, poor quality products, nepotism, insider trading allegations against promoters etc.), the likelihood of attracting a large number of qualified applicants is reduced. 2) Unattractive job: If the job .to be filled is not very attractive, most prospective candidates may turn indifferent and may not even apply. This is especially true in case of jobs that are dull, boring, anxiety producing, devoid of career growth opportunities and generally do not reward performance in a proper way (e.g., jobs in departmental undertakings such as Railways, Post and Telegraphs, public sector banks and Insurance companies failing to attract talent from premier management institutes.) 3) Conservative internal policies: A policy of filling vacancies through internal promotions based on seniority, experience, job knowledge etc. may often come in the way of searching for qualified hands in the broader job market in an unbiased way. Likewise, in firms where powerful unions exist, managers may be compelled to pick up candidates with questionable merit, based on issues such as caste, race, religion, region, nepotism, friendship etc. 4) Limited budgetary support: Recruiting efforts require money. Sometimes because of limited resources, organizations may not like to carry on the recruitment efforts for long periods of time. This can, ultimately, constrain a recruiters efforts to attract the best person for the job. 5) Restrictive policies of government: Governmental policies often come the way of recruiting people as per the rules for company or on the basis merit/seniority, etc. For example, reservations for special groups (such a scheduled castes, scheduled tribes, backward classes, physically handicapped disabled persons & ex-servicemen) have to

be observed as per constitutional provisions while filling up vacancies in govt. corporations, departmental undertakings, local bodies, quasi-govt. organizations, etc,. SOURCES OF RECRUITMENT Every organization has the option of choosing the candidates for its recruitment processes from two kinds of sources: internal and external sources. The sources within the organization itself (like transfer of employees from one department to other, promotions) to fill a position are known as the internal sources of recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the external sources of the recruitment.

Internal sources of recruitment Internal sources are Internal Transfer/Promotion with necessary screening, training and selection to meet the specified requirement. It would be desirable to utilize the internal sources before going outside to attract the candidates. The two categories of internal sources include a review of the present employees and nomination of the candidates by employees. Internal sources are highly economical because no expenditure is involved in locating the source of recruitment and no time is wasted in the long process of selection. Moreover, these employees do not need extensive training because they already know about all the works of the enterprise.

It increases the morale of the employees. Everybody in the organization knows that they can be promoted to a higher post, their morale will be boosted and their work efficiency will increase.

Some Internal Sources of Recruitments are given below. 1. TRANSFERS The employees are transferred from one department to another according to their efficiency and experience. 2. PROMOTIONS The employees are promoted from one department to another with more benefits and greater responsibility based on efficiency and experience 3. Others are Upgrading and Demotion of present employees according to their performance. 4. Retired and Retrenched employees may also be recruited once again in case of shortage of qualified personnel or increase in load of work, recruitment such people save time and costs of the organizations as the people are already aware of the organizational culture and the policies and procedures. 5. The dependents and relatives of Deceased employees and Disabled employees are also done by many companies so that the members of the family do not become dependent on the mercy of others. External sources of recruitment 1 Press Advertisements: Advertisements of the vacancy in newspapers and journals are a widely used source of recruitment. The main advantage of this method is that it has a wide reach. 2. Educational Institutes: Various management institutes, engineering-colleges, medical Colleges etc. are a good source of recruiting well qualified executives, engineers, medical staff etc. They provide facilities for campus interviews and placements. This source is known as Campus Recruitment

3. Placement Agencies: Several private consultancy firms perform recruitment functions on behalf of client companies by charging a fee. These agencies are particularly suitable for recruitment of executives and specialists. It is also known as RPO (Recruitment Process Outsourcing). 4. Employee Referrals / Recommendations: Many organizations have structured System where the current employees of the organization can refer their friends and relatives for some position in their-organization. Also, the office bearers of trade unions are often aware of the suitability of candidates. Recruitment Management can inquire these leaders for suitable jobs. In some organizations these are formal agreements to give priority in recruitment to the candidates recommended by the trade union. 5. Employment Exchanges: Government establishes public employment exchanges throughout the country. These exchanges provide job information to job seekers and help employers in identifying suitable candidates. 6. Labour Contractors: Manual workers can be recruited through contractors who maintain close contacts with the sources of such workers. This source is used to recruit labor for construction jobs. 7. Unsolicited Applicants: Many job seekers visit the office of well-known companies on their own. Such callers are considered nuisance to the daily work routine of the enterprise. But it can help in creating the talent pool or the database of the probable candidates for the organization. 8. Employee Referrals / Recommendations: Many organizations have structured system where the current employees of the organization can refer their friends and relatives for some position in their organization. Also, the office bearers of trade unions are often aware of the suitability of candidates. Recruitment Management can inquire these leaders for suitable jobs. In some organizations these are formal agreements to give priority in recruitment to the candidates recommended by the trade union.

9 Recruitment at Factory Gate: Unskilled workers may be recruited at the factory gate these may be employed whenever a permanent worker is absent. More efficient among these may be recruited to fill permanent vacancies. RECRUITMENT STRATEGIES Recruitment is of the most crucial roles of the human resource professionals. The level of performance of an organization depends on the effectiveness of its recruitment function. Organizations have developed and follow recruitment strategies to hire the best talent for their organization and to utilize their resources optimally. A successful recruitment strategy should be well planned and practical to attract more and good talent to apply in the organization. For formulating an effective and successful recruitment strategy, the strategy should cover the following elements: 1. Identifying and Prioritizing Jobs: Recruitment keep arising at various levels in every organization; it is almost a never-ending process. It is impossible to fill all the positions immediately. Therefore, there is a need to identify the positions requiring immediate attention and action. To maintain the quality of the recruitment activities, it is useful to prioritize the vacancies whether to focus on all vacancies equally or focusing on key jobs first. 2 Candidates to Target: The recruitment process can be effective only if the organization completely understands the requirements of the type of candidates that are required and will be beneficial for the organization. This covers the following parameters as well: Performance level required: Different strategies are required for focusing on hiring high performers and average performers. Experience level required: the strategy should be clear as to what is the experience level required by the organization. The candidate's experience can range from being a fresher to experienced senior professionals. Category of the candidate: the strategy should clearly define the target candidate. He/she can be from the same industry, different industry, unemployed, top performers of the industry etc.

3. Sources of Recruitment: The strategy should define, various sources {external and internal) of recruitment. Which are the sources to be used and focused for the recruitment purposes for various positions? Employee referral is one of the most effective sources of recruitment. 4. Trained Recruiters: The recruitment professionals conducting the interviews and the other recruitment activities should be well-trained and experienced to conduct the activities. They should also be aware of the major parameters and skills (e.g.: behavioral, technical etc.) to focus while interviewing and selecting a candidate. 5. How to Evaluate the Candidates: The various parameters and the ways to judge them i.e. the entire recruitment process should be planned in advance. Like the rounds of technical interviews, HR interviews, written tests, psychometric tests et

CHAPTER IV
DATA ANALYSIS AND INTERPRETATION

1: Do your company conducts any formal human resource forecasting before recruitment?

Response Yes No Cant say TOTAL

No. of Respondents 78 10 12 100

Percentage Of Respondents 78% 10% 12% 100%

PERCENTAGE OF RESPONDENTS
90% 80% 70% 60%
Percentage Of Respondents

78%

50% 40% 30% 20% 10% 0% Yes No RESPONSE Cant say 10% 12%

INTERPRETATION Most of the employees i.e., 78% are expressed that the company conducts formal human resource forecasting before recruitment.

If yes, what is the frequency of forecasting?

Response Regular Adhoc Cant say TOTAL

No. of Respondents 8 70 22 100

Percentage Of Respondents 8% 70% 22% 100%

PERCENTAGE OF RESPONDENTS
80% 70% 70% 60% 50%
Percentage 40% Of Respondents

30% 20% 10% 0% Regular Adhoc RESPONSE 8%

22%

Cant say

INTERPRETATION From the above graph, it is clear that the company conducts human resource forecasting whenever required i.e., Adhoc.

2: Recruitment procedure of your organization is excellent. Response Strongly agree Agree Neutral Disagree Strongly Disagree TOTAL No. Of Respondents 32 56 10 2 0 100 Percentage Of Respondents 32% 56% 10% 2% 0% 100%

PERCENTAGE OF RESPONDENTS
60% 50% 40% Percentage 30% Of Respondents 20% 10% 0% Strongly agree Agree Neutral Disagree Strongly Disagree RESPONSE 32% 56%

10% 2% 0%

INTERPRETATION From the above graph, it is clear that 56% of the employees agreed and 32% of the employees strongly agreed that the recruitment process in the organization is excellent.

3: Which method your company will prefer mostly for recruitment?

Response Direct Method Indirect Method Third Party Others TOTAL

No. Of Respondents 74 14 8 4 100

Percentage Of Respondents 74% 14% 8% 4% 100%

PERCENTAGE OF RESPONDENTS
80% 70% 60%
Percentage 40% Of Respondents

74%

50% 30% 20% 10% 0% Direct Indirect Method Method Third Party Others 14% 8% 4%

RESPONSE

INTERPRETATION From the graph, it is observed that the company prefers mostly direct method for recruitment and secondly, it prefers indirect method.

4: What are the sources for internal sourcing among the following?

Response Present permanent employees Present temporary employees Retrenched/ Retired employees Deceased/ disabled employees All above TOTAL

No. Of Respondents 8

Percentage Of Respondents 8%

12

12%

16

16%

14 50 100

14% 50% 100%

PERCENTAGE OF RESPONDENTS
60% 50% Percentage 40% 30% Of Respondents 20% 10% 0% 50%

8%

12%

16%

14%

RESPONSE

From the above graph, it is clear that the company prefers the present permanent employees, present temporary employees, and retrenched/retired employees, deceased/disabled employees as internal source for recruitment.

5: How many rounds of interviews are conducted in your organization? Response 1-3 3-5 More than 5 TOTAL No. Of Respondents 22 14 64 100 Percentage Of Respondents 22% 14% 64% 100%

PERCENTAGE OF RESPONDENTS
70% 60% 50%
Percentage 40% Of Respondents 30%

64%

22% 14%

20% 10% 0% 1-3 ROUNDS

3-5 ROUNDS OPINION

More than 5

INTERPRETATION Above graph shows that the employees of CIL Securities Ltd i.e. 64% are agreed that the company conduct more than 5 rounds for interview process.

6: You satisfied with the recruitment process conducted in your organization.

Response Strongly agree Agree Cant say Disagree Strongly disagree TOTAL

No. Of Respondents 70 20 0 6 4 100

Percentage Of Respondents 70% 20% 0% 6% 4% 100%

PERCENTAGE OF RESPONDENTS
80% 70% 60% Percentage 50% 40% Of Respondents 30% 20% 10% 0% 70%

20% 0% 6% 4%

RESPONSE

INTERPRETATION Above graph shows that 70% of employees are satisfied with recruitment process conducted in the organization.

7: What form of interview does your organization prefer?

Response Personal Interview Telephonic Interview Video Conferencing Others TOTAL

No. Of Respondents 84 4 6 6 100

Percentage Of Respondents 84% 4% 6% 6% 100%

PERCENTAGE OF RESPONDENTS
90% 80% 70% Percentage 60% 50% Of 40% Respondents 30% 20% 10% 0% 84%

4%

6%

6%

RESPONSE

INTERPRETATION

From the above graph, 84% of the employees are expressed that the company mostly prefers the personal interview for the interview process.

8: Are you satisfied with the interview process conducted in your organization?

Response Yes No Cant say TOTAL

No. Of Respondents 86 4 10 100

Percentage Of Respondents 86% 4% 10% 100%

PERCENTAGE OF RESPONDENTS
100% 90% 80% 70% Percentage 60% 50% Of Respondents 40% 30% 20% 10% 0% 86%

4% Yes No RESPONSE

10%

Cant say

INTERPRETATION From the above graph, 86% of employees are satisfied with the interview process conducted in the organization.

9: Is the aptitude test conducted in your organization?

Response Yes No Cant say TOTAL

No. Of Respondents 78 14 8 100

Percentage Of Respondents 78% 14% 8% 100%

PERCENTAGE OF RESPONDENTS
90% 80% 70% 60%
Percentage 50% of respondents 40%

78%

30% 20% 10% 0% Yes No Response Cant say 14% 8%

INTERPRETATION From the above graph it is clear that 78% of employees expressed that the aptitude test is conducted in the organization.

10: Do your organization conduct any of these tests?

Response Psychometric test Medical test Reference test check All above TOTAL

No. Of Respondents 12 52 12 24 100

Percentage Of Respondents 12% 52% 12% 24% 100%

PERCENTAGE OF RESPONDENTS
60% 50% 40%
Percentage Of Respondents

52%

30% 20% 10% 0% 12% 12%

24%

Response

INTERPRETATION Above graph shows that the organization conducts mostly the medical test at the time of recruitment process.

11: How do you rate the HR practices in your company?

Response Very Good Good Average Bad TOTAL

No. Of Respondents 24 52 20 4 100

Percentage Of Respondents 24% 52% 20% 4% 100%

PERCENTAGE OF RESPONDENTS
60% 52% 50% 40% percentage 30% of respondents 20% 10% 0% Very Good Good Average Bad Response

24% 20%

4%

INTERPRETATION From the above graph it is known that 52% of employees at CIL Securities Ltd agreed that the HR practices in the organization are good and 24% are expressed that it is very good.

12. Does your company follow different recruitment process for different grades of employees?

Response Yes No Cant say TOTAL

No. Of Respondents 54 14 6 100

Percentage Of Respondents 54% 14% 6% 100%

PERCENTAGE OF RESPONDENTS
60% 50% 40% Percentage 30% of respondents 20% 10% 0% Yes No Response Cant say 54%

14% 6%

INTERPRETATION From the above graph it is concluded that 54% of employees are expressed that company follow different recruitment process for different grades of employees.

13. Which technological support your company uses for the process of recruiting? Response Telephone Video conferencing Online support Others TOTAL No. Of Percentage Of Respondents Respondents 36 18 16 30 100 36% 18% 16% 30% 100%

PERECENTAGE OF REESPONDENTS
40% 35% 30% 25% Percentage 20% Of Respondents 15% 10% 5% 0% 36% 30%

18%

16%

RESPONSE

INTERPRETATION From the above graph it is clear that the company takes the support of telephone for recruitment process and secondly video conferencing.

14. What kind of verifications your company does for recruitment process?

Response Educational qualifications Legal background check Professional background check Reference check Family background check TOTAL

No. Of Respondents 42 4 14 30 10 100

Percentage Of Respondents 42% 4% 14% 30% 10% 100%

PERCENTAGE OF RESPONDENTS
45% 40% 35% Percentage 30% 25% Of 20% Respondents 15% 10% 5% 0% 42% 30% 14% 4%

10%

RESPONSE

INTERPRETATION From the above graph it is clear that at the time of recruitment process, mostly the company verifies the educational qualifications and next prefers the reference check at the time of recruitment.

15. Are you aware of the concept of RPO Recruitment Process Outsourcing?

Response Yes No TOTAL

No. Of Respondents 62 38 100

Percentage Of Respondents 62% 38% 100%

PERCENTAGE OF RESPONDENTS
70% 60% 50%
Percentage 40% Of Respondents 30%

62%

38%

20% 10% 0% Yes RESPONSE No

INTERPRETATION Most of the employees i.e., 62% in the company are aware about the Recruitment Process Outsourcing but 38% of the employees are unaware about the Recruitment process outsourcing.

16: Do your organization follow employee referral schemes? Response Yes No TOTAL No. Of Respondents 66 34 100 Percentage Of Respondents 66% 34% 100%

PERCENTAGE OF RESPONDENTS
70% 60% 50%
Percentage 40% Of Respondents 30%

66%

34%

20% 10% 0% Yes RESPONSE No

INTERPRETATION Most of the employees i.e., 66% expressed that the company follows referral scheme34% didnt agreed that.

CHAPTER V
FINDINGS, CONCLUSIONS AND SUGGESTIONS

FINDINGS
1. The company conducts human resource forecasting whenever required. 2. The recruitment process in the organization is excellent. 3. The company prefers mostly direct method for recruitment and secondly, it prefers indirect method. 4. The company prefers the present permanent employees, present temporary employees, and retrenched/retired employees, deceased/disabled employees as internal source or recruitment. 5. The company conducts more than 5 rounds for interview process. 6. The employees are satisfied with recruitment process conducted in the organization. 7. The company mostly prefers the personal interview for the interview process. 8. The employees are satisfied with the interview process conducted in the organization. 9. The aptitude test is conducted in the organization for recruitment. 10. The organization conducts mostly the medical test at the time of recruitment process. 11. The HR practices in the organization are good. 12. The company follows different recruitment process for different grades of employees. 13. The company takes the support of telephone for recruitment process. 14. The company mostly verifies the educational qualifications at the time of recruitment. 15. Most of the employees in the company are aware about the Recruitment Process Outsourcing. 16. Most of the employees agreed that the company follows referral schemes.

SUGGESTIONS
1. The company conducts formal human resource forecasting before recruitment whenever is needed only. But it can also forecast regularly for better results in recruitment. 2. The company prefers mostly direct method for recruitment. It can also use indirect and third party method. 3. The employees are satisfied with the recruitment process conducted in the organization. It is good to the organization and it has to continue with it. 4. Samrat Honda follows the traditional methods like personal interview. But it can also adopt the new technology like telephonic interview, Video Conferencing etc. 5. The organization can also conduct the tests like Psychometric test, Reference test check for attracting the candidates for recruitment.

CONCLUSION
The current study is related to analysis of recruitment process at Samrat Honda. The company conducts the Human Resource forecasting whenever needed. It follows mostly personal interview for the interview process. It plans the every act wisely and quickly by taking the suggestions from the employees. The HR practices followed at Samrat Honda are good. The employees are satisfied with the recruitment process conducted in the organization.

QUESTIONNAIRE

QUESTIONNAIRE 1: Does your company conduct any formal human resource forecasting before recruitment? Yes No Cant say

If yes, what is the frequency of forecasting? Regular Adhoc Cant say

2: Recruitment procedure of your organization is excellent. Strongly agree Agree Cant say Disagree Strongly disagree

3: Which method your company will prefer mostly for recruitment? Direct Method Indirect Method Third Party Others

4: What are the sources for internal sourcing among the following? Present permanent employees Present temporary employees Retrenched / Retired / employees Deceased / disabled / employees All above

5: How many rounds of interviews are conducted in your organization? 1-3 3-5 More than 5

6: You are satisfied with the recruitment process conducted in your organization. Strongly agree Agree Cant say Disagree Strongly disagree

7: What form of interview does your organization prefer? Personal Interview Telephonic Interview Video Conferencing Others

8: Are you satisfied with the interview process conducted in your organization? Yes No Cant say

9: Is the aptitude test conducted in your organization? Yes No Cant say

10: Does your organization conduct any of these tests? Psychometric test Medical test Reference test check All above

11: How do you rate the HR practices in your company? Very Good Good Average Bad

12. Does your company follow different recruitment process for different grades of employees? Yes No Cant say

13. Which technological support your company uses for the process of recruiting? Telephone Video conferencing Online support Others

14. What kind of verifications your company does for recruitment process? Educational qualifications Legal background check Professional background check Reference check Family background check

15. Are you aware of the concept of RPO Recruitment Process Outsourcing? Yes No

16: Do you follow employee referral schemes? Yes No

BIBLIOGRAPHY

BIBLIOGRAPHY
BOOKS
Biswajeet pattnayak/ human resource management/prentice hall of India/3rd edition. B.L mathur/human resource management/mohit publications/1st edition. Ashwathappa & Sadnadash International Human Resource Management/Tata McGraw Hill Ltd, New Delhi/1997. P. Subbarao /Essential of Human Resource Management,/ Himalaya Publishing House, Mumbai /1997. Tapomay Deb, Managing Human Resource and Industrial Relations, Excel Publications new Delhi, 1st edition, 2009 Brochures and manuals issued by Samrat Honda.

WEBSITES
http://www.human-resources.org http://www.hrmguide.net http://www.citehr.com http://www.hrguru.com