A PROJECT REPORT ON

A STUDY ON ANALYSING THE EFFECTIVENESS OF

RECRUITMENT

Dissertation submitted in partial fulfillment of the Requirements

for the award of degree of
POST GRADUATION DIPLOMA IN MANAGEMENT
In
HUMAN RESOURCE MANAGEMENT
Submitted by
V.DIVYA (13PGDM035)

Under the esteemed guidance of

MS.DEEPTHI
Professor, H.R. Dept.

Department Of Human Resource

ADITYA GLOBAL BUSINESS SCHOOL
Surampalem, E.G.Dt., A.P.
2014

A PROJECT REPORT ON
A STUDY ON ANALYSING THE EFFECTIVENESS OF

RECRUITMENT

Dissertation submitted in partial fulfillment of the

Requirements for the award of degree of

POST GRADUATION DIPLOMA IN MANAGEMENT

In
HUMAN RESOURCE MANAGEMENT

Submitted by
V.DIVYA (13PGDM035)
Under the esteemed guidance of
Mr .RAJ JP
Senior HR Manager

HR DEPARTMENT
ACCEL FRONTLINE LTD.
Chennai - 600029

DECLARATION

I, V.Divya, student of the Department of Management Studies,Aditya global business

school , declare that the project work entitled,

A Study On Analyzing the

Effectiveness of Recruitment in ACCEL FRONTLINE Ltd, Chennai is in partial

fulfillment of Masters Degree of Business Administration. This is my original work and
not submitted for the award of any degree, diploma, fellowship or other similar title or
prizes.

Place:
Signature of the Candidate
V.DIVYA
Date:

ABSTRACT

The project report deals with the research topic - A study of analysing the
effectiveness of recruitment in Accel frontline. Ltd, Chennai. The main purpose of this
research is to identify the effectiveness of recruitment in Accel frontline Ltd. The primary
objective is to analyze the effectiveness of the recruitment and the recruitment process
practised at Accel frontline Limited.

The research is carried out using questionnaire to bring out the opinion of the employees
about the various factors influencing recruitment.

This research is also aimed to find out various recruitment activities that help to improve
effectiveness of recruitment of the organization, like selecting right candidate for the
right job. This study also helps to find out the factors which the organization has to
improve to increase the effectiveness of recruitment in order to get effective employees.

ACKNOWLEDGEMENT

I express my sincere thanks to our Principal, Ravi Kumar, who has given me the
approval to do this project and for providing all facilities in the college premises which
were conducive to the research.
Next, I like to record my heartfelt thanks to and my guide, MS.DEEPTHI
for giving encouragement, support and timely guidance in completing my project in
time.
I also express my gratitude to the entire staff of Department of Management Studies for
their cooperation and guidance towards the completion of the project.
It is an absolute profound sense of gratitude to express my heartfelt thanks to my guides,
Mr,RAJ JP, Deputy Manager in Human Resources, for their scholarly guidance and
kind cooperation throughout the project. Their keen interest and encouraging words at
every step were a source of inspiration that enabled me to broaden my sphere of domain
knowledge. I would also like to thank all the employees of ACCEL FRONTLINE
LIMITED for their immense support and cooperation.

V.DIVYA

TABLE OF CONTENTS
CHAPTER
NO.

TITLE

PAGE NO.

LIST OF TABLES
LIST OF FIGURES
I

II

INTRODUCTION

1.1 Introduction

1.2 Company profile

1.3 Scope Of The Study

1.4Need for the study

1.5 Objectives of The Study

1.6 Limitations Of The Study

REVIEW OF LITERATURE
2.1 Review of Literature

III

IV

RESEARCH METHODOLOGY
3.1 Research Methodology

3.2Research Design

ANALYSIS AND INTERPRETATION

11

4.1 Analysis And Interpretation

11

FINDINGS AND RECOMMENDATIONS

5.1 Findings

59

5.2 Recommendations & Suggestions

61

5.3 Conclusion

62

BIBLIOGRAPHY

64

LIST OF TABLES
Table. no

Name of Tables

Page. No

THE SOURCES OF RECRUITMENT SELECTED BY THE 11

EMPLOYEES

TRACKING THE SOURCE OF THE CANDIDATE

13

AGE GROUP OF CANDIDATES ATTENDED THE INTERVIEW

15

AGE GROUPS OF CANDIDATES

17

THE SOURCES FOR HIRING MIDDLE LEVEL EMPLOYEES

19

LONGEST AVERAGE TIME

AN EMPLOYEE STAY IN THE 21

ORGANIZATION
7

THE PLACE WHERE BEST RECRUITS CAN BE FOUND

THE MODE OF COMMUNICATION SUITABLE TO CONTACT 25

CANDIDATES

DAYS SPENT
VACCANCIES.

10

WHETHER THE CANDIDATES PREFER E-RECRUITING AS A 29

BY

THE

RECRUITERS

TO

FILL

23

THE 27

SUITABLE WAY OF RECRUITING

11

RANKING

OF

THE

FOLLOWING

ACCORDING

COST 31

INVOLVED.
12

IMPORTANCE GIVEN TO CANDIDATE WHILE SELECTION

33

13

THE TABLE SHOWS THE NUMBER OF ROUNDS OF 35

INTERVIEW A CANDIDATE ATTENDS

14

THE EDUCATIONAL QUALIFICATION PREFERRED BY THE 37

EMPLOYEES

15

THE TYPE OF INTERVIEW CONDUCTED FOR SELECTION OF 39

TOP & MIDDLE LEVEL CANDIDATES

16

TIME REQUIRED TO GENERATE THE RESULT OF THE 41

INTERVIEW

17

RANKING OF USING TEST IN THE ORGANIZATION.

43

18

MODES THROUGH WHICH REJECTED CANDIDATES ARE 45

INFORMED

19

RANKING OF STRATEGIES

47

20

WHETHER EXTERNAL RECRUITING BRINGS OUT MORE 49

DESIRABLE EMPLOYEES THAN INTERNAL RECRUITING

21

BACKOUT PERCENTAGE OF CANDIDATE AFTER BEING 51

OFFERED.

LIST OF CHARTS
Table. no

Name of Charts

Page. No

THE SOURCES OF RECRUITMENT SELECTED BY THE 12

EMPLOYEES

TRACKING THE SOURCE OF THE CANDIDATE

14

AGE GROUP OF CANDIDATES ATTENDED THE INTERVIEW

16

AGE GROUPS OF CANDIDATES

18

THE SOURCES FOR HIRING MIDDLE LEVEL EMPLOYEES

20

LONGEST AVERAGE TIME

AN EMPLOYEE STAY IN THE 22

ORGANIZATION
7

THE PLACE WHERE BEST RECRUITS CAN BE FOUND

THE MODE OF COMMUNICATION SUITABLE TO CONTACT 26

CANDIDATES

DAYS SPENT
VACCANCIES.

10

WHETHER THE CANDIDATES PREFER E-RECRUITING AS A 30

BY

THE

RECRUITERS

TO

FILL

24

THE 28

SUITABLE WAY OF RECRUITING

11

RANKING

OF

THE

FOLLOWING

ACCORDING

COST 32

INVOLVED.
12

IMPORTANCE GIVEN TO CANDIDATE WHILE SELECTION

13

THE TABLE SHOWS THE NUMBER OF ROUNDS OF 36

INTERVIEW A CANDIDATE ATTENDS

34

14

THE EDUCATIONAL QUALIFICATION PREFERRED BY THE 38

EMPLOYEES

15

THE TYPE OF INTERVIEW CONDUCTED FOR SELECTION OF 40

TOP & MIDDLE LEVEL CANDIDATES

16

TIME REQUIRED TO GENERATE THE RESULT OF THE 42

INTERVIEW

17

RANKING OF USING TEST IN OUR ORGANIZATION.

44

18

MODES THROUGH WHICH REJECTED CANDIDATES ARE 46

INFORMED

19

RANKING OF STRATEGIES

48

20

WHETHER EXTERNAL RECRUITING BRINGS OUT MORE 50

DESIRABLE EMPLOYEES THAN INTERNAL RECRUITING

21

BACKOUT PERCENTAGE OF CANDIDATE AFTER BEING 52

OFFERED.

INTRODUCTION

"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. It is the 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 .In short, process of attracting the best qualified
individuals to apply for a given job. It is a process to discover sources of manpower to
meet the requirement of staffing, schedule and to employ effective.
Recruitment is the premier major steps in the selection process in the
organizations. It is an activity directed to obtain appropriate human resources whose
qualification and skills match functions of the relevant posts in the organization. Its
importance cannot be over-emphasized and can also be best described as the 'heart' of
the organization.
The process of recruitment does not stop when it commences, it is a dynamic
activity. The purpose of it is to provide of it is to provide an organization with a pool of
qualified candidates. Its specific purposes are as follows:

To assist augmentation of the success rate of selection process by reducing the

numbers of obviously under-qualified applicants.

To increase organizational and individual effectiveness in the short and long

term plans
Recruitment is essential for effective human resources management. It is the
heart of the whole HR system in the organization .The effectiveness of many other HR
activities, such as selection and training depends largely on the quality of new
employees attracted through the recruitment process. Policies should always be
reviewed as these are affected by the changing environment.
Recruitment methods are wide and varied, it is important that the job is

described correctly and that any personal specifications are stated. Job recruitment
methods can be through job centers, employment agencies/consultants, headhunting,
and local/national newspapers.
FACTORS AFFECTING RECRUITMENT PROCESS

The size of the organization

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

The effects of past recruiting efforts that show the organization's ability to locate
and keep good performing people.

Working condition and salary and benefits packages offered by the organizationwhich may influence turnover and necessities future recruiting.

The rate of growth of the organization

SOURCES OF RECRUITMENT
Every organization has the option of choosing the candidates for its recruitment
processes from two kinds of sources:
The placement office of a college. Other direct methods include sending recruiters to
conventions and seminars, setting up exhibits at fairs and using mobile officers to go to
the desired canters.

INDIRECT METHODS
Indirect methods involve mostly advertising in newspaper, on the radio, in trade and
professional journals, technical magazines and brochures

THIRD PARTY METHODS

These include the use of commercial or private employment agencies, management
consulting firms, indoctrination seminars for college professors, friends.

SCOPE OF THE STUDY

The scope of this study is to observe the recruitment techniques adopted by the
company. Apart from getting an idea of the techniques and the techniques and methods
in the recruitment procedures a close look will be taken at the insight of corporate
culture prevailing in the organization. This would not only help to be familiar with the
corporate environment but it would also enable to get a close look at the various levels
authority responsibility relationship prevailing in the organization.

NEED FOR THE STUDY

To decide what specific recruitment each employee needs and what will improve
their job performance.

To improve the effectiveness of recruitment.

This study helps to performance of the employee.

OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVES

To attract potential employees into the rolls of the company.

To analysis the effectiveness of recruitment in the company.

SECONDARY OBJECTIVES

To identify the most preferable educational qualification in the recruitment

process

To know from which location large numbers of employees are selected in the
recruitment.

To identify the basic skill sets required by a candidate while recruiting.

To identify the priority given by the recruiters towards the interview tests &
assessments given in the organization

To identify the strategies the firm should prioritize in order to increase the
number of recruits.

LIMITATIONS OF THE STUDY

The study was conducted towards the HR recruiters of the company, to a period

of three weeks during summer. It was limited to one company namely Accel frontline
Ltd, Chennai. Therefore generalization cannot be made by any means.

The procedures and policies of the organization are elaborate, hence the study

has consumed more time, but the time is limited to one months.

Prejudice /biased answer might have been given by the respondent.

There has been delay in the collection of questionnaire from the respondents and

so time consumption was high in this case.

The study depends upon the 65 respondents only.

As the information is confidential only relevant information is disclosed.

REVIEW OF LITERATURE
A literature review is a description of the literature relevant to a particular field or topic.
It gives an overview of what has been said, who the key writers are, what are the
prevailing theories and hypotheses, what questions are being asked, and what methods
and methodologies are appropriate and useful. As such, it is not in itself primary research,
but rather it reports on other findings.
Recruitment is the premier major steps in the selection process in the organizations. It is
an activity directed to obtain appropriate human resources whose qualification and skills
match functions of the relevant posts in the organization. Its importance cannot be overemphasized and can also be best described as the 'heart' of the organization.

Author Name: Michael Baker

Book: Recruitment Strategies

Formally addressing the recruitment process will help in defining the job, attracting
The most suitable applicant and the employer thus sharpen the competitive edge results in
Effectiveness and efficiency of the organization.

Author Name: Breaugh Macan

Book Name: Employee Recruitment

The attention given to the recruitment by researchers has increased considerably in recent
years (Breaugh, Macan, & Grambow, 2008). Given the importance of the recruitment
process, such attention is clearly warranted. In addition to an increase in the number of
studies being published, there has been an increase in the variety of recruitment topics
being examined. For example, as discussed by Saks (2005), much of the early research
focused on the use of realistic job previews (i.e., providing job applicants with accurate
information about what a position with an organization involves), traditional recruitment
methods (e.g., newspaper advertisements), and recruiter characteristics (e.g., their
behavior). More recently, research has shifted from these three areas and has begun to
explore such topics as the timing of recruitment actions, recruit site visits, and on-line
recruiting.

Author Name: Sarika Panda BOOK NAME: Recruitment source Effectiveness

A candidate appointed to a wrong job is great failure for company progress. This book is
mainly entitled as a practical exposure for corporate to adapt effective recruitment
sources in their recruitment practices.
Recruitment is defined as Finding and/ or attracting applicants for the employers
positions
(Dessler, 2008). The recruitment process can be identified as a support process: a process
that is, in contrary to the primary process, not directly aimed at establishing the primary
organizational goals, but on the support of the other processes in the organization like the
primary processes
(Boer & Krabbendam, 1996) But attracting an effective workforce contributes to the
Competitiveness of an organization and so it is an essential process.
The recruitment process defined in this research includes those practices and activities
carried on by the organization with the primary purpose of identifying and attracting
potential employees
(Breaugh & Starke, 2000).
The recruitment process is followed by the selection process in which the most effective
Recruited applicants are selected; together these two processes form the hiring process.

RESEARCH METHODOLOGY
Aim of the research:
The aim of the study about Effectiveness of recruitment process with special reference to
Accel frontline. Ltd.
Research Design:
A research design is the arrangement of conditions for collection and analysis of data in
manner that aims to combine relevance to the research purpose with economy by
procedure, the research, design specifics the methods of data collection, sampling plan
data analysis and interpretation. The research design is exploratory research.
On the other hand, research methodology is a way to systematically solve the research
problem. It may be understand as a science of studying now research is done
scientifically. Methodology gives details about various steps generally adopted by
research in studying research problem along with the logic behind them, it is necessary
for the researcher to know not only the research methods and techniques but also the
methodology.
Research unit:
Accel frontline Ltd employees.
Research Approach:
Exploratory research.
Research period:
Two months
Data source:
Primary data

Secondary data
Primary data:
The Primary data was collected from the respondents by administering a structured
questionnaire and also through observation, interviews, discussion with manager and
senior officer.
Secondary data:
The secondary data has been collected through text book, records of Accel frontline Ltd,
journal from library, academic reports and Internet is used for the studies.
Research instrument:
Questionnaire consists of open ended, dichotomous, and closed ended.
Sample population: 120
THE SOURCES OF RECRUITMENT SELECTED BY THE EMPLOYEES
Sources of Recruitment

No. Of candidate

Percentage (%)

Campus

12

10 %

Employee Referrals

15

12.5 %

Consultants

27

22.5 %

Walk Ins

7.5 %

Advertisements

5%

Job Fairs

7.5 %

Portals

36

30 %

Websites

5%

Total

120

100 %

SOURCES OF RECRUITMENT SELECTED BY THE EMPLOYEES

Sources Of Recruitment
35
30%
30
25

22.5%

20
15

10%

10

12.5%

7.5%

7.5%
5%

5
0

INFERENCE:

The table infers that 10% of the Employees have gone with campus,

12.5% of the Employees have gone with employee referrals,

22.5% of the Employees have gone with consultants,

7.5% of the Employees have gone with Walk INS,

5% of the Employees have gone with advertisements,

7.5% of the Employees have gone with job fairs,

30% of the Employees have gone with portals, and

5% of the Employees have gone with websites.

5%

TRACKING THE SOURCE OF THE CANDIDATE

Track the source of the candidates No. of Candidate Percentage
Online

93

77.5

Manual

21

17.5

Both

Total

120

100

TRACKING THE SOURCE OF THE CANDIDATE

Tracking the source of the candidates

140

percentage

120
100
80
60

No. of Employees

40

Percentage

20
0
Online

Manual

Both

Total

source

INTERPRETATION:

The chart infers that 77.5% of the people sourced from the online.

17.5% of people sourced from manual.

5% of the people sourced from manual and online

AGE GROUP OF CANDIDATES WHO ATTENDED THE INTERVIEW

Age Groups

No. of Employees

Percentage (%)

19yrs to 21yrs

5%

20 yrs to 25 yrs

84

70 %

26 yrs to 30 yrs

30

25 %

Above 30 years

0%

Total

120

100 %

AGE GROUPS OF CANDIDATES WHO ATTENDED THE INTERVIEW

Age Groups of Candidates

70%
70

60

50

40

25%

30

20

10

5%
0%

0
Below 20 yrs

20yrs-25yrs

26yrs-30 yrs

Above 30 yrs

Age Groups
INTERPRETATION:
The table infers that 5% of the Employees have selected Below 20 yrs,
70% of the Employees have selected age groups between 20yrs to 25yrs,
25% of the Employees have selected age groups between 26yrs to 30yrs and

0% of the Employees have selected above 30yrs.

THE RANGE OF MONTH IN WHICH MOST OF THE CANDIDATES HAS

ATTENDED THE INTERVIEW
Month of Interview

No. of Candidate

Percentage (%)

January April

24

20%

April July

51

42.5%

July October

42

35%

October December

2.5%

Total

120

100%

RANGE

OF

MONTH

ATTENDED

IN

WHICH

MOST

CANDIDATES

HAVE

THE INTERVIEW

Range of Month in which most candidates

have attended the interview.
42.5%
45

35%

Percentage of espondents

40
35
30
25

20%

20
15
10

2.5%
5
0
Jan-April

Aprl-July

July-Oct

Oct-Dec

Quaterly Months

INTERPRETATION:

The table infers that 20% of the Employees have selected months between
January - April,

42.5 % of the Employees have selected months between April - July,

35% of the Employees have selected months between July - October and

2.5% of the Employees have selected the months between October - December.

THE SOURCES OF HIRING MIDDLE LEVEL EMPLOYEES

Source

No. of Employees

Percentage (%)

Internal Source

36

30%

External Source

42

35%

Both

42

35%

Total

120

100%

SOURCES OF HIRING MIDDLE LEVEL EMPLOYEES

Sources of recruitment for hiring middle

level employees

30%

35%

Internal Source
Ext Source
Both

35%

INTERPRETATION:

The table infers that 30% of the Employees have selected internal source,

35 % of the Employees have selected external source, and

35% of the Employees have selected both.

THE LONGEST AVERAGE TIME PERIOD AN EMPLOYEE WOULD

STAY IN THE ORGANIZATION
Time Period

No. of Employees

Percentage (%)

Less than 1 year

24

20%

1 to 2 years

66

55%

More than 2 years

30

25%

Total

120

100%

LONGEST AVERAGE TIME PERIOD AN EMPLOYEE WOULD STAY IN THE

ORGANIZATION

Longest Average Time Period an employee

would stay in the organization

25%

Time Period

More than 2yr

55%

1yr-2yr

20%

Less than 1yr

10

20

30

40

50

60

Percentage of Respondents
INTERPRETATION:

The table infers that 20% of the Employees have selected the time period as less
than a one year,

55% of the Employees have selected the time period as one to two years, and

25% of the Employees have selected the time period as more than two years.

PLACES OF RECRUITMENT
Places

No. of Candidates

Percentage

Within Chennai

93

77.5

Out of Chennai but within 21

17.5

Tamil Nadu
Out of Tamil Nadu

Total

120

100

PLACES OF RECRUITMENT

Places of Recruitment

5%

Out of Tamilnadu

17.5%

Out of Chennai but Tamil Nadu

77.5%

Chennai

10

20 30 40 50 60 70
Percentage of Respondents

80

INTERPRETATION:

The table infers that 77.5% of the Employees have selected places within
Chennai,

17.5 % of the Employees have selected places out of Chennai but within Tamil
Nadu, and 5% of the Employees have selected places out of Tamil Nadu.

MODE OF CONTACTING CANDIDATES

Mode

No. of Candidates

Percentage (%)

Telephone Call

68

57%

E-Mail

15

12.5%

Post

5%

All the above

21

17.5%

Any Other

10

8%

Total

120

100%

MODE OF CONTACTING CANDIDATES

No. of Employees
Telephone Call

E-Mail

Post

All the above

Any Other

8%
18%
57%
5%

12%

INTERPRETATION:

The table infers that 65% of the Employees have selected the mode as telephone
call, 12.5 % of the Employees have selected the mode as E-mail,

5% of the Employees have selected the mode as Post,

17.5% of the Employees have selected the mode as All the above, and

0% of the Employees have selected any other.

DAYS SPENT BY THE RECRUITERS TO FILL THE VACANCIES

Days spent to fill the vacancies

No. of Candidates

Percentage

10 15 days

21

17.5

15 20 days

93

77.5

More than 30 days

Total

120

100

DAYS SPENT BY THE RECRUITERS TO FILL THE VACCANCIES.

Days spent by the recruiterd to fill the

vacancies
140
120

percentage

100
80
60

No. of Employees

40

Percentage

20
0
10 15 days

15 20 days

More than 30
days

Total

No.of days

INTERPRETATION:

The table infers that 77.5 of employees selected that 15-20 days required to
fill the vacancies in our organization.

17.5% 0f employees selected that 10-15 days to fill the vacancies.

5% of employees selected that more than 30 days to fill the vacancies.

IS E-RECRUITING IS A SUITABLE WAY OF RECRUITING

Mode

No. of Candidates

Percentage (%)

Yes

87

72.5%

No

33

27.5%

Total

120

100%

IS

E-RECRUITING

SUITABLE

WAY

OF

RECRUITING?

Is E-Recruiting a suitable way of recruiting?

Percentage of Respondents

80

72.5%

70
60
50
40

27.5%

30
20
10
0
Yes

No

INTERPRETATION:

The table infers that 72.5% of the Employees have preferred E - Recruiting, and
27.5 % of the Employees have not preferred E- Recruiting.

RANKING OF THE FOLLOWING, ACCORDING TO COST INVOLVED.

Mode

No.of.Respondents

Rank

Campus

28

Employee Referrals

50

job fair

15

Walk-ins

21

Advertisements

Total

120

RANKING OF FOLLOWING, ACCORDING COST INVOLVED.

RANKING OF COST INVOLVED IN SELECTION
No.of. respondent

120
100
80
60
40
20
0

Camp
us

No.of.respondents

28

Emplo
yee
Referr
als
50

Rank

job
fair

Walkins

Adver
tisem
ents

Total

15

21

120

INTERPRETATION:

The table infers that Employee referrals ranked as first by the employees for the
cost involved in selecting the candidate.

Campus is ranked as second for cost involved in selecting the candidate.

Walk-in is ranked as third for cost involved in selecting the candidate.

Job fair is ranked as fourth for cost involved in selecting the candidate.

Advertisements are ranked as fifth for cost involved in selecting the candidate.

IMPORTANCE GIVEN TO CANDIDATE WHILE SELECTION

Importance given to candidates No. of Candidates

Rank

while selection

Qualification

58

Experience

21

leadership qualities

15

Decision making

20

Others

Total

120

IMPORTANCE GIVEN TO CANDIDATES WHILE SELECTION.

No.of respondents

Importance given to candidate while

selection
120
100
80
60
40
20
0

Qualifi Experi leader Decisi Other

cation ence
ship
on
s
qualiti makin
es
g
No. of Employees 58
21
15
20
6
Rank

Total

120

INTERPRETATION:

The tables infer that 58 employees selected mostly importance given to

qualification while selecting the candidate.

21 selected importance given to experience while selecting the candidate.

15 selected importance given to leadership qualities.

20 selected importance to Decision making.

6% selected importance given to others.

THE NUMBER OF ROUNDS OF INTERVIEW A CANDIDATE ATTENDS

Number of Rounds

No. of Candidates

Percentage (%)

78

65%

21

17.5%

15

12.5%

More than 5 rounds

5%

Total

120

100%

NUMBER OF ROUNDS OF INTERVIEW A CANDIDATE ATTENDS

Number of rounds of Interview a

candidate Attends

5%
13%

4
17%

65%

5
>5

INTERPRETATION:

The table infers that 65% of the Candidates have selected 3 rounds of interview,

17.5 % of the Candidates have selected 4 rounds of interview,

12.5% of the Candidates have selected 5 rounds of interview,

5% of the Candidates have selected more than 5 rounds of interview.

THE EDUCATIONAL QUALIFICATION PREFERRED BY THE EMPLOYEES

Educational Qualification

No. of Candidates

Percentage (%)

B.Sc

33

27.5%

BE

2.5%

Diploma

78

65%

Any Graduates

5%

Total

120

100%

EDUCATIONAL QUALIFICATION PREFERRED BY THE EMPLOYEES

No. of Employees
140
120

Total, 120

100

percentage

80

Diploma, 78

60

No. of Employees

40
B.Sc, 33
20
Any Graduates, 6

BE, 3

0
0
-20

No.of employees

INTERPRETATION:

The table infers that 5% of the Employees have selected the qualification as B Sc,

27.5 % of the Employees have selected the qualification as BE,

2.5% of the Employees have selected the qualification as engineering,

65% of the Employees have selected the qualification as Diplamo

THE TYPE OF INTERVIEW CONDUCTED FOR SELECTION OF TOP &

MIDDLE LEVEL CANDIDATES
Interview Types

No. of Candidates

Percentage (%)

One to One

72

60%

Sequential

5%

Panel Interview

39

32.5%

Any Other

2.5%

Total

120

100%

TYPES OF INTERVIEW CONDUCTED FOR TOP & MIDDLE LEVEL

CANDIADTES

Types of Interview conducted for Top & Middle Level

Employees

3%
One to One

32%

Sequential
Panel Interview

60%

Any other

5%

INTERPRETATION:

The table infers that 60% of the Employees have selected the interview type as
One to One,

5 % of the Employees have selected the interview type as sequential,

32.5% of the Employees have selected the interview type as panel interview,

2.5% of the Employees have selected the interview type as any other.

TIME REQUIRED TO GENERATE THE RESULT OF THE

INTERVIEW
Time

required

to generates the result of the No.

of

Percentage

interview

Candidates

1 2 hours

21

17.5

2 3 hours

93

77.5

More than 3 hours

Total

120

100

TIME REQUIRED TO GENERATE THE RESULT OF THE INTERVIEW:

More than 3 hours
5%

No. of Employees
1 2 hours
17%

2 3 hours
78%

INTERPRETATION:

The tables infers that 77.5% of employees selected that time required to
generate the result of the interview is about 2-3 hours.

17.55 of the employees selected that 1-2 hours to generate the result of the
interview.

5% of the employees selected that more than 3-hours to generate the result.

RANKING OF USING TEST IN THE ORGANIZATION.

Rank of using test in our organization No. of Candidates Rank
Psychometric test

18

Aptitude test

51

General Knowledge test

45

Interest test

Any other

Total

120

RANKING OF USING TEST IN THE ORGANIZATION

Rank of test using in our organization

Any other

Aptitude test

Psychometric test

No. of Employees

0
4

Interest test
General Knowledge
test

Rank

6
2
45
1
51
3
18

INTERPRETATION

The tables infer that as per the employees aptitude test is ranked as first for
selecting the candidate.

General knowledge test is ranked as second for selecting the candidate.

Psychometric test is ranked as third for selecting the candidate.

Interest test is ranked as fourth for selecting the candidate.

MODE THROUGH WHICH THE REJECTED CANDIDATES ARE INFORMED

Mode

No. of Candidates

Percentage (%)

Personally

51

42.5%

Mail

18

15%

Phone

45

37.5%

Not Informed

5%

Any other

Total

120

100%

MODES THROUGH WHICH REJECTED CANDIDATES ARE INFORMED

Percentage of Respondetns

Modes through which Rejected Candidates

are Informed.
45
40
35
30
25
20
15
10
5
0

42.5%
37.5%

15%
5%
0%

Mode of Information
INTERPRETATION:

The table infers that 42.5% of the Employees have selected the mode as
personally,

15 % of the Employees have selected the mode as mail,

37.5% of the Employees have selected the mode as phone,

5% of the Employees have selected as not informed.

RANKING OF STRATEGIES
STRATEGIES

Weights

Rankings

Tie-Up with institutes

3.3

Offering Better pay packets than industry average

3.125

Moving to B and C grade cities

2.975

Looking Beyond Graduates (Diploma Holders)

2.95

Vocational Courses Designed Especially for this Sector

2.65

RANKING OF STRATEGIES

Ranking of Strategies
3.5

3.3

3.125

2.975

2.95
2.65

3
2.5
2
1.5
1
0.5
0
Tie-Up with
institutes

Offering Moving to B Looking

Better pay and C grade
Beyond
packets than
cities
Graduates
industry
(Diploma
average
Holders)

Vocational
Courses
Designed
Especially
for this
Sector

INTERPRETATION:

The table infers that as per the Employees Tie-Up with institutes has been
ranked No.1,

2nd rank has been given to Offering Better pay packets than industry average by
the Employees,

3rd rank has been given to Moving to B and C grade cities by the Employees,

4th rank has been given to Looking beyond Graduates (Diploma Holders) by the
Employees,

5th rank has been given to Vocational Courses Designed Especially for this
Sector by the Employees.

WHETHER EXTERNAL RECRUITMENT BRINGS OUT MORE DESIRABLE

EMPLOEES THAN INTERNAL RECRUITMENT
Mode

No. of Candidates

Percentage (%)

True

42

35%

Very True

18

15%

Partly True

42

35%

Not True

18

15%

Total

120

100%

WHETHER EXTERNAL RECRUITING BRINGS OUT MORE DESIRABLE

EMPLOYEES THAN INTERNAL RECRUITING

Whether External Recruiting Brings Out

More Desirable Employees Than Internal
Recruting
35%

35%

Percentage opf Respondents

35
30

25
20

15%

15%

15
10
5
0
TRUE

Very True

Partly
True

Not True

INTERPRETATION:

The table infers that 35% of the Employees have selected the mode as True,

15 % of the Employees have selected the mode Very True,

35% of the Employees have selected the mode partly true,

15% of the Employees have selected the mode not true.

BACKOUT PERCENTAGE OF CANDIDATE AFTER BEING OFFERED.

Back out percentage of candidate after being No.

of

Percentage

offered.

Candidates

1 5%

21

17.5

5% 10%

93

77.5

10%-15%

Total

120

100

BACKOUT PERCENTAGE OF CANDIDATE AFTER BEING OFFERED.

Back out percentage of candidate

Total
10%-15%
5% 10%
1 5%
0

20
40
Percentage

60
80
100
No. of Employees

120

INTERPRETATION:

The table infers that 77.5% of the employees selected that backout
percentage of the candidate after being offered is 5%-10%.

17.5% of the employees selected that backout percentage of the candidate

after being selected is 1%-5%

5% of the employees selected that backout percentage of the candidate

after being selected is 10%-15%.

CHI SQUARE TEST - NO: 1

Aim:
To find significant relationship between the mode of contacting the candidate and the
mode of informing rejected candidates to be used in the organization.
Null Hypothesis (HO):
There is no significant relationship between the mode of contacting candidate and mode
of informing the rejected candidate to be used in the organization.
Alternative Hypothesis (H1):
There is significant relationship between the mode of contacting and the mode of
informing rejected candidate to be used in the organization.
Mode

of Telephone

contacting

Email

Post

Call

All

the Any

above

other

Total

the
candidate

Mode

of

informing
rejected
candidate
Personally

30

45

Mail

10

18

Phone

20

13

40

Not

11

informed
Any other

Total
Oi

36
Ei

15
Oi-Ei

6
(OiEi)2

30

25.5

4.5

20.25

0.794

5.6

-0.625

0.39

0.069

2.3

-2.25

5.06

2.250

7.9

-2.875

8.27

1.050

3.8

1.25

1.56

0.417

10

10.2

-0.2

0.04

0.004

2.3

-0.25

0.06

0.028

0.9

1.1

1.21

1.344

3.2

-0.15

0.02

0.007

1.5

-0.5

0.25

0.167

20

22.7

-2.66667

7.11

0.314

5.0

0.00

0.000

2.0

-2

4.00

2.000

13

7.0

36.00

5.143

3.3

-1.33333

1.78

0.533

3.4

-3.4

11.56

3.400

0.8

1.25

1.56

2.083

0.3

1.7

2.89

9.633

1.1

-1.05

1.10

1.050

0.5

1.5

2.25

4.500

6.2

1.766667 3.12

0.501

1.4

-0.375

0.14

0.102

0.6

1.45

2.10

3.823

1.9

-1.925

3.71

1.925

0.9

-0.91667

0.84

0.917

Total

42.054

21

10

120

TO FIND THE EXPECTED FREQUENCY

Expected frequency

Corresponding row total * Corresponding column total

Total number of samples

Degree of freedom (d.o.f)= (r-1) * (c-1)

= (5-1) *(5-1)
=4*4
= 16
Level of significant = 5%
Table value =26.296
Calculated value =42.054
Calculated value >Table value
Result:
As the calculated value is greater than the table value, H1 is rejected.
There is no significant relationship between the mode of contacting the candidate and
mode of informing rejected candidate to be used in the organization.

CHI SQUARE TEST NO: 2

To find significant relationship between the ranking of cost involved for selection and the
importance given for selecting the candidate.
Null Hypothesis (HO):
This is no significant relationship between the ranking of cost involved in selecting and
the importance given to selecting the candidate.
Alternative Hypothesis (H1):
These are a significant relationship between the ranking of cost involved in selecting the
candidate and the importance given to selecting the candidate.
Ranking

of Campus

cost

Employee

Walk in

Advertisements Job fair

Total

referrals

involved
Importance
given

to

selection of
candidate.
Qualification 10

30

10

58

Experience

10

21

Leadership

15

20

qualities
Decision
making

Any other

Total

28

50

15

21

120

Expected frequency

Corresponding row total * Corresponding column total

Total number of samples

Oi

Ei

Oi-Ei

(OiEi)2

10

13.5

-3.53333

12.48

0.922

30

24.2

5.833333 34.03

1.408

7.3

-2.25

5.06

0.698

10

10.2

-0.15

0.02

0.002

2.9

0.1

0.01

0.003

4.9

0.1

0.01

0.002

10

8.8

1.25

1.56

0.179

2.6

0.375

0.14

0.054

3.7

-0.675

0.46

0.124

1.1

-1.05

1.10

1.050

3.5

2.5

6.25

1.786

6.3

-2.25

5.06

0.810

1.9

3.125

9.77

5.208

2.6

-2.625

6.89

2.625

0.8

-0.75

0.56

0.750

4.7

0.333333 0.11

0.024

8.3

-2.33333

5.44

0.653

2.5

-2.5

6.25

2.500

3.5

3.5

12.25

3.500

1.0

1.00

1.000

1.4

0.6

0.36

0.257

2.5

-2.5

6.25

2.500

0.8

1.25

1.56

2.083

1.1

-0.05

0.00

0.002

0.3

0.7

0.49

1.633

Total

29.775

Degree of freedom (d.o.f)= (r-1) * (c-1)

= (5-1) *(5-1)
=4*4
= 16
Level of significant = 5%
Table value =26.296
Calculated value =29.775
Calculated value >Table value
Result:
As the calculated value is greater than the table value, H1 is rejected.
There is no significant relationship difference between the ranking of cost involved for
selection and the importance given to selecting the candidate.

FINDINGS OF THE STUDY

1. (30%) of the Employees have gone with portals as the source of recruitment

from

which most candidates are selected.

2. Majority 77.5% of the people sourced from the online.
3. Majority (70%) of the Employees have selected age groups 20 25 years as the most in
which candidates have attended the interview.
4. (42.5%) of the Employees have selected the month between April July as the
productive month for the recruiting team.
5. 35 % of the Employees have selected external source, and internal sources.
6. 55% of the Employees have selected the time period as one to two years as longest
average time spent in the organization.
7. 77.5% of the Employees have selected recruiting mostly in Chennai.
8. 65% of the Employees have selected the mode as telephone call.
9. The table infers that 77.5 of employees selected that 15-20 days required to fill the
vacancies in our organization.
10. 72.5% of the Employees have preferred E Recruiting.
11. Employee referrals ranked as first by the employees for the cost involved in selecting the
candidate.
12. 58 employees selected mostly importance given to qualification while selecting the
candidate.
13. 65% of the Employees have selected 3 rounds of interview to attend.
14. 65% of the Employees have selected the qualification as Diplamo.
15. 60% of the Employees have selected the interview type as One to One.
16. 77.5% of employees selected that time required to generate the result of the interview is
about 2-3 hours.
17. Aptitude test is ranked as first for selecting the candidate.

18. 42.5% of the Employees have selected that the rejected candidate are informed

through

personally.
19. Tie-Up with institutes has been ranked No.1, for improving the effectiveness of
recruitment.
20. 35% of the Employees have selected the mode partly true that external recruitment brings
desirable candidate.
21. 77.5% of the employees selected that backout percentage of the candidate after being
offered is 5%-10%.

RECOMMENDATIONS & SUGGESTIONS

The portals are an effective way of recruitment as per the employee point of view and
hence it is recommended that the usage has of it has to increase in order to meet
manpower targets for the future.

Majority of candidates are selected from within Chennai and hence it is suggested that
the company would have to concentrate within Chennai to get the best candidates.

Telephone calls are the best mode to contact candidates and hence it is suggested that
it should be abundantly used.

Majority of the employees prefer E-Recruiting and hence it is suggested that it must be
effectively implemented in future.

Most of the employees prefer external recruiting than internal and hence it is suggested
that the company concentrate more on external recruiting. But in order to encourage
employees at work, a fair amount of internal recruiting should also be done at a feasible
time period.

The most essential strategy to be implemented by the firm is to have Tie Ups with
Institutes in order to increase the number of recruits.

5.3 CONCLUSION:

To sum up, the recruitment sources in the company are satisfactory and have a healthy
number of recruits. The current recruitment of candidates from the places in Chennai
has been found to be effective.
The months between April July are the most productive as indicated by the
employees. During this period, the campus team productivity reaches its peak point and
contributes greatly towards achieving and exceeding the expectations of recruitment
team (Talent Acquisition Team).
The study concludes that the company needs to implement Tie-Ups with Institutes as a
long term strategy to increase its talent pool in the talent acquisition process.The
company needs to keep communication as the most effective factor by giving primary
importance to English language assessment, and has to concentrate more on external
recruiting than on internal recruiting .Also the best mode to contact candidates would be
via telephone calls.

BIBLIOGRAPHY

BOOKS

Memoria C.B, Personal Management, Himalaya Publication House, New Delhi,

1984.

Kothari C.R, Research Methodology Methods & Techniques, New Age

International, Bangalore, 2004.

Aswathappa .K, Human Resource & Personal Management, Tata McGraw Hill
Publishing Ltd, Mumbai, 2005.

Casio .F, Managing Human Resource, Tata McGraw Hill & Co, Mumbai, 2005.

Robert L, Mathis John, Harold Jackson, Personnel Management, Himalaya

Publication House, New Delhi, 2006.

WEBSITES

www.google.com

www.ask.com

www.wikipedia.com

www.citehr.com

www.hr-guide.com

ANNEXURE
A Study on Recruitment process in Accel frontline Ltd at Chennai
I am V.divya, the student of Aditiya business school, carrying out above title project as a
study in your concern. So I request you to help me in completing the project by filling the
questionnaire.
Questionnaire

From which source of the recruitment you select most of the candidates?
[ ] Campus

[ ] Advertisements

[ ] Employee Referrals

[ ] Job Fairs

[ ] Consultants

[ ] Portals

[ ] Walk-ins

[ ] Websites

How do you track the source of the candidates?

Online
Manual
Both

In which age most of the candidates have attended the interview?

Below 20 years.
20 yrs to 25 yrs.
26 yrs to 30 yrs.

 Above 30 yrs.

From the following selected the range of month in which most of the candidates
have attended the interview?

January - March
April - June
July - September
October - December

Which Source do you prefer the most for hiring middle level employees, (Team Leads,
Managers)

Internal Sources
External Sources
Both

What is the longest average period of time an employee stay in this organization?

Less than 1 year

1year to 2 year
More than 2 year

From which place do you find the best recruits?

Chennai
Out of Chennai but within Tamil Nadu
Out of Tamil Nadu

Which way do you find most suitable to contact candidates?

Telephone call
E-mail
Post
All the above

 Any other.

What is the average time spent by the recruiters to fill the vacancies in our
company?

10-15 days
15-20 days
More than 30 days

Do you find e-recruiting a suitable way of recruiting?

Yes
No

Rank the following according to cost involved.

Campus
Employee Referrals
Walk-ins
Advertisements
Job fair

Rank the following according to importance given while selection of the

candidates?

Qualification
Experience
Communication
Leadership Qualities
Any other

How many rounds of interviews are conducted before a candidate is offered employment?

3
4
5
More than 5 rounds

What kind of educational qualification you prefer?

B.sc (Comp)
BE(IT, CSC)
Diploma (IT)
Any Graduates (BBA, MBA etc.)

What type of interview is conducted for selection of top & middle level candidates?

One to one
Sequential
Panel interview
Any other. Mention.

In how much time does the whole process generates results (i.e. from aptitude
test, personal interview to final list of selected candidate)

1 to 2 hours
2 to 3 hours
More than 3 hours

Please rank the test according to its use in your organization

Psychometric test
Aptitude test
General Knowledge test
Interest test
Any other

Are rejected candidates informed

Personally
Mail

 Phone
Not informed
Any other.

Which strategies a firm should adopt to increase the number of recruits in this
sector?

Offering Better pay packets than industry average

Moving to B and C Grade Cities
Looking Beyond Graduates (Diploma Holders)
Tie-Up with Institutes
Vocational Courses Designed Especially for this Sector

External recruiting brings out more desirable employees than the internal
recruiting.

True
Very True
Partly True
Not true

What is the back out percentage of candidates after being offered?

1-5%
5-10%
15-20%

In the coming years

which source do you think will give more

respondents/candidates & why?

________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________

In the coming years how can the recruitment process be made more effective &
interviewer friendly?

________________________________________________________________________
_______________________________________________________________________