SAaveA SUMMER TRAINING PROJECT REPORT ON

“A STUDY ON RECRUITMENT AND SELECTION PROCESS OF HIIMPACT

CONSULTANCY PVT. LTD”

Submitted in Partial fulfillment of the Requirements for the Degree

Of
MASTERS IN BUSINESS ADMINISTRATION
(Affiliated to Dr. A.P.J. Abdul Kalam Technical University, Lucknow,
Session: 2018-2020)

SUBMITTED TO: SUBMITTED BY:

Dr. Rajni Singh SONIKA

(Asst. Professor) ROLL NO-1873370034

MBA-IIIrd Sem.

HIERANK BUSINESS SCHOOL, NOIDA

A-42, Institutional area, Sector-62 Noida

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 Declaration

I……………………Son/Daughter of Shri.…………………………pursuing Master of

Business Administration (MBA) 2nd year from Hierank Business School, Noida the session

2018-20. I hereby declare that this summer training research project report titled

“………………………………………………………………” is the outcome of my own

effort at …………………… organization under the guidance of Dr. / Mr./ Ms.……………,

(Designation,). The same report has not been submitted earlier to any Institute /University for

awarding any degree/ diploma of MBA or any other professional course. If there will be any

violation of IPR than I will be solely responsible to that and Institute/University has right to

cancel my degree.

Date:……………….

Signature in full:…………

Place: HBS, Noida

Name: SONIKA

Roll No: 1873370034

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 ACKNOWLEDGEMENT

It is really a great pleasure to have this opportunity to describe the feeling of gratitude from the

core of my heart who has given their immense contribution while preparing this project report. I

convey my sincere gratitude to Hierank Business School, Noida for giving me the opportunity

to prepare my project work on “A Study on Recruitment and Selection Process”. I am

thankful to Dr. Rajni (Faculty) for her guidance during my project work and sparing her

valuable time for the same. I express my sincere obligation and thanks to all the Faculties of

Hierank Business School, Noida for their valuable advice in guiding me at every stage in

bringing out this report.

I am also thankful to my family for their kind co-operation which made my take easy.

(SONIKA)

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 TABLE OF CONTENTS

Executive Summary 6-7

Part-I:

 Introduction of topic

 What is recruitment 10-12

 Factors Affecting recruitement 13-15

 Recruitment process 15-23

 Best recruitement practices 23-26

 Function and HR challenges in recruitment 27-34

 Sources and theories of recruitment 34-41

 Method of recruitment 41-46

 Meaning and process of selection 47-57

 Selection testing 58-61

 INTRODUCTION OF A COMPANY 63-67

 Hiimpact success story 68-70

 Recruitment process in hiimpact 71-85

 Abstract 86

 Introduction 87

 Objective 88

 Review of literature 89-90

 Research methodology 91-92

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  Data analysis and interpretation 93-99

 Finding and recommendation 100

 Conclusion 101

 Recommendation and suggestion 102-103

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 EXECUTIVE SUMMARY

In today’s rapidly changing business environment, organizations have to respond quickly to

requirements for people. The market has been witnessing growth which is manifold for last few

years. Many players have entered the economy thereby increasing the level of competition. In the

competitive scenario it has become a challenge for each company to adopt practices that would

help the organization stand out in the market. The competitiveness of a company of an

organization is measured through the quality of products and services offered to customers that

are unique from others. Thus the best services offered to the consumers are result of the genius

brains working behind them. Human Resource in this regard has become an important function

in any organization. All practices of marketing and finances can be easily emulated but the

capability, the skills and talent of a person cannot be emulated. Hence, it is important to have a

well-defined recruitment policy in place, which can be executed effectively to get the best fits for

the vacant positions. Selecting the wrong candidate or rejecting he right candidate could turn out

to be costly mistakes for the organization. Therefore a recruitment practice in an organization

must be effective and efficient in attracting the best manpower

People form an integral part of the organization. The efficiency and quality of its people

determines the fate of the organization. Hence choice of right people and placing them at right

place becomes essential. Hiring comes at this point of time in the picture. Hiring is a strategic

function for HR department. Recruitment and selection form the process of hiring the employees.

Recruitment is the systematic process of generating a pool of qualified applicant for

organization job. The process includes the step like HR planning attracting applicant and

screening them. This step is affected by various factors, which can be internal as well as

external.

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The organization makes use of various methods and sources for this purpose .Selection is

carried from the screen applicant during the recruitment process. There is also some specific

process is involved. By the way of conducting preliminary interview and conducting the

various test , if required reference check and further final interview is conducted. During

the process there are certain difficulties and barriers that are to be overcomes Different

organization adopts different approaches and techniques for their employees. To know the

practical application of the employees hiring process, the analysis of Thompson Digital

was undertaken.

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 Introduction
Of
topic

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WHAT IS RECRUITMENT

In human resource management, “recruitment” is the process of finding and hiring the best and

most qualified candidate for a job opening, in a timely and cost-effective manner. It also defined

as the “process of searching for prospective employees and stimulating and encouraging them to

apply for jobs in an organization”.

It is one whole process, with a full life cycle, that begins with identification of the needs of the

company with respect to the job, and ends with the introduction of the employee to the

organization.

When we speak of the recruitment process, we immediately think of activities such as the

analysis of the requirements of a specific job, attracting candidates to apply for that job,

screening the applicants and selecting among them, hiring the chosen candidates to become new

employees of the organization, and integrating them into the structure.

Obviously, the main reason why the recruitment process is implemented is to find the persons

who are best qualified for the positions within the company, and who will help them towards

attaining organizational goals. But there are other reasons why a recruitment process is

important.

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To ensure proper alignment of skill sets to organizational goals.

Through recruitment, organizations make sure that the skill sets of the staff or manpower of the

company remains aligned to its initiatives and goals.

In the event that they notice some positions do not really contribute to the advancement of the

organization towards its goals, then it can take the proper action to correct this, probably through

job redesign, restructuring of the workforce, or conduct of job enrichment programs.

To ensure effective and efficient recruiting.

Effective recruiting means that the person employed for the job is the best possible candidate for

it, with all the required skills, talents and qualifications of the job. Efficient recruiting, on the

other hand, means that the process has been carried out without incurring a lot of costs on the

part of the organization. By following the process, there is a greater chance that the human

resources department can get the best possible person for the job.

Organizations may carry out their hiring processes their own way, but without a system or set

guidelines in place for its conduct and implementation, there is a risk that the company may

incur more expenses than necessary.

The company will also end up wasting its resources if the wrong or unqualified person was

actually hired. Not only will this create problems for the company in the long run, particularly in

the attainment of its goals, but it would mean that the organization would also have wasted its

resources in training an employee that is not right for the job after all.

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To ensure compliance with policies and laws.

There are various rules, laws and regulations that organizations must adhere to when it comes to

its human resources management. Equal opportunity employment and non-discrimination in

hiring are two of them. By following a recruitment process, the chances of the organization

violating these policies will be low.

This is how you can create your employer value proposition and convince talent to join your

company.

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FACTORS THAT INFLUENCE RECRUITMENT

Recruitment is affected by several factors. These factors play a big part on whether the

recruitment process will be successful or not.

Size of the organization

A large organization is bound to have a higher demand for new employees. It is bound to look

for more people, since the structure will require more manpower. On the other end of the

spectrum, a small enterprise, like a new company just starting its operations, will require only a

lean staff.

Comparing the two, it is clear that the smaller enterprise will have a simpler, more

straightforward and shorter recruitment process, conducted by only one or two people. The larger

organization, however, will have a lengthier and more complex recruitment process, one where

several members of the organization will take part in.

Current employment conditions in the economy

Try comparing employment opportunities in a country with a developed economy with that of an

underdeveloped one. An organization operating in an underdeveloped economy may have

difficulty finding the candidates with the talents and skills it requires.

The availability of prospective talents is one huge issue with respect to the economy that an

enterprise belongs to. The company will have to design and implement its recruitment process in

a way that will address this issue.

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Salary structure of the organization

Say one company is known to provide higher salaries and wages to its employees. Once it

advertises its open position, candidates are likely to line up submitting their resumes. However, a

company known to be quite stingy with its wages will have more difficulty recruiting top talents.

In addition, it may even have problems keeping or retaining its employees, since no employee

would want to stay for a long time in a company that will not pay him enough for his services.

Working conditions within the organization

Maintaining employees’ job satisfaction is one way for organizations to keep its employees, and

attract new ones.

Prospective candidates will first look for work in companies or organizations that are known to

provide good working conditions and looks out for the health and well-being of their employees.

Growth rate of the organization

There are organizations that grow at a fast rate, which means that they will require new

employees from time to time. However, there are also organizations that do not grow as much, or

even at all. The only time that these organizations with low growth rates are likely to recruit new

employees would be when the old ones retire or resign.

Before we fully launch into the recruitment process, let us address one question first: who

conducts the recruitment process?

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The answer is largely dependent on the size of the organization, as well as its culture and

practices. Large companies have their own human resource departments, where they have in-

house hiring managers. They may also acquire the services of third-party and independent human

resource professionals and recruitment agencies

THE RECRUITMENT PROCESS

Organizations, depending on their structure and specific needs, may have special procedures that

they integrate into their recruitment process. For purposes of discussion, however, we will take a

look at the general approach of a recruitment process, one that is used by most organizations or

companies across various industries.

Many say that recruitment begins when the job description is already in place and the hiring

managers begin the process of actually looking for candidates. However, if we are looking at it

more holistically, the process begins way earlier than that.

Prior to the recruitment process, the organization must first identify the vacancy and evaluate the

need for that position. Will the organization suffer if that vacancy is not filled up? Is there really

a need for that open position to be occupied by someone? If the answer is affirmative, then you

Step 1: Conductof a job analysis

Basically, this step will allow the human resources manager, hiring manager, and other members

of management on what the new employee will be required to do in the position that is currently

open for filling up. This has to be done in a systematic manner, which is what the job analysis is

for.

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 According to human resource managers, the position or job description is the “core of a

successful recruitment process”. After all, it is the main tool used in developing assessment tests

and interview questions for the applicants.

What does this stage entail?

a. Build a job description.

Before anything else, the organization must first know exactly what it needs. Or who it needs. It

could be that the organization deemed a need for a job that is not included in the current roster of

jobs. Hence, the need to create a new one.

Job analysis involves identification of the activities of the job, and the attributes that are needed

for it. These are the main parts that will make up the job description. This part has to be done

right, since the job description will also be used in the job advertisement when it is time to

source out talents.

The job description generally includes the following:

 Title and other general information about the position

 Purpose of the position in the unit, department, and organization as whole

 Essential functions of the job or position

 Minimum requirements or basic qualifications

b. Review the job description.

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 Once the job description has been created, it is a good idea to review it for accuracy, and to

assess whether it is current or not. Also, in cases where job descriptions are already in place,

there is a need to revisit them and check their accuracy and applicability with respect to the

status quo. What if the job description is already outdated? A review will reveal the need to

update the job description, for current applicability.

There are three positive outcomes from conducting a review of the job description:

 To ensure continuous improvement of the organizational structure. This can be an efficient

way of conducting organizational audit, to determine which jobs are redundant and thus no

longer needed, and which ones are needed.

 To evaluate competencies for each position. Jobs evolve. In as much as circumstances and

work conditions change, so will the requirements for the job. It is possible that a job may require

a new competency from the worker that it did not need before. By evaluating the competencies,

the impact of the job within the organizational structure is ensured.

 To evaluate the wages or compensation for each position. Without management knowing it,

the worker or employee performing a specific job may be undercompensated, leading to

dissatisfaction. By reviewing the job description, management can assess whether the job is

getting paid an amount that is commensurate to the skills and competencies required.

Finally, you should then have an effective job description ready for attracting talent.

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c. Set minimum qualifications for the employee who will do the job.

These are the basic requirements that applicants are required to have in order to be considered for

the position. These are required for the employee to be able to accomplish the essential functions

of the job. Therefore, they should be relevant and directly relate to the identified duties and

responsibilities of the position.

The organization may also opt to include other preferred qualifications that they are looking for,

on top of the minimum or basic qualifications.

d. Define a salary range.

The job must belong to a salary range that is deemed commensurate to the duties and

responsibilities that come with the position. Aside from complying with legislation (such as laws

on minimum wages and other compensation required by law), the organization should also base

this on prevailing industry rates.

For example, if the position is that of a computer programmer, then the salary range should be

within the same range that other companies within the same industry offer

Step 2: Sourcing of talent

This is the stage where the organization will let it be known to everyone that there is an open

position, and that they are looking for someone to fill it up.

Before advertising, however, the organization must first know where to look for potential

candidates. They should search out the sources where the persons that can potentially fill the job

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 are going to be available for recruitment. That way, they will know where to direct their

advertising efforts.

Various methods are employed by organizations in order to advertise the open position.

 Networking. Word-of-mouth is the best form of advertising, and when it takes the form of

networking, it becomes more effective. In recruitment, this is often done through representatives

of the company attending college and career fairs, letting them know about the opening in their

organization. This is a tactic employed by large software and tech companies that want to hire

fresh, young and brilliant minds into their organization. They personally visit colleges, targeting

the top students. They also use their connections within the industry to attract the attention of

talents with the highest potential.

 Posting. Recruitment often involves the application of candidates both from within and outside

the company. Thus, in order to attract the best possible talents, it is recommended that the

posting of the open positions be made internally and externally. Internal posting usually takes the

form of the vacancy announcement being displayed in bulletin boards and other areas within the

business premises where the employees and visitors to the company are likely to see it. Posting

externally may be in the form of flyers being distributed, or vacancy notices being displayed in

other areas outside of the business premises. Companies with websites often post open positions

on their company site, while some also use job boards.

 Print and media advertising. One classic example of this would be the Classifieds section of

the local daily or weekly newspaper. Companies looking for people to fill up open positions

make the announcement in the newspapers, providing the qualifications and the contact details

where prospective applicants may submit their application documents. When trying to attract the

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 attention of suitable candidates, the organization makes use of various tools and techniques. If it

wants to get the best candidates, then it should not be haphazard about things.

 Developing and using proper techniques. The company may include various offerings in order

to attract the best candidates. Examples are attractive salaries, bonus and incentive packages,

additional perks and opportunities that come with the job, proper facilities at work, and various

programs for development.

 Using the reputation of the company. Perhaps the best publicity that the company can use to

attract candidates is its own reputation in the market. If the company is known for being a good

employer – one that aids in its employees’ personal and professional growth and development –

then it is a good point for the company to capitalize on in advertising its open positions.

 Step 3: Screening of applicants

This is most probably the part of the recruitment process that requires the most amount of work.

This is where the applicants’ skills and personalities are going to be tested and evaluated, to

ascertain whether they are a good fit for the job and its description.

 Preliminary screening. It is often the case, especially in large organizations, where one open

position will receive hundreds to thousands of applications from candidates. In an ideal world, it

would be good for the hiring managers to be able to interview each and every single one of them.

However, that is also impractical, and very tedious. Not really advisable, especially if the

organization is in need of manpower in the soonest possible time. Thus, there is a need to shorten

the list of candidates, and that is done through a preliminary screening. Usually, this is conducted

by going through the submitted resumes and choosing only those that are able to meet the

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 minimum qualifications. It is possible that this would shorten the list of applicants, leaving a

more manageable number.

 Initial interview. The candidates who were able to pass the preliminary screening will now

undergo the initial interview. In most cases, the initial interview is done through phone. There

are those who also conduct interviews through videos using their internet connection. Often a

basic interview, this may involve the candidates being asked questions to evaluate or assess their

basic skills and various personal characteristics that are relevant to the open position.

 Conduct of various tests for recruitment. The hiring managers may conduct tests on the skills

of the candidates and how they use these skills and talents. Other tests that are often employed

are behavioral tests and personality assessment tests.

 Final interview. Usually depending on the number of candidates for the job, and the preference

of the hiring managers and senior management, a series of interviews may be conducted,

gradually narrowing down the list of candidates. This may go on until the company has finally

come up with a shortlist of candidates that will undergo a final interview. Often, the final

interview requires a face-to-face meeting between the candidate and the hiring managers, as well

as other members of the organization. Top management may even be involved during the final

interview, depending on the job or position that will be filled up.

 Selection. In this stage, the hiring managers, human resources representatives, and other

members of the organization who participated in the process meet together to finally make a

selection among the candidates who underwent the final interview. During the discussion, the

matters considered are:

o Qualifications of the candidates who were able to reach the last stage of the screening process

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o Results of the assessments and interviews that the final pool of candidates were subjected to

There will be no problem if they have a unanimous decision on the candidate that the job will be

offered to. In case of varying opinions, the majority will prevail.

If they do not arrive at a decision, there may be a need to restart the recruiting process, until such

time that they are able to reach a decision that everyone will be satisfied with.

Step 4: Finalization of the job offer

The last step of the previous phase involves the selection of the best candidate out of the pool of

applicants. It is now time for the organization to offer the job to the selected applicant.

 Making the offer: To make things more formal, a representative of the company or of the

human resources department will contact the candidate and inform him that he has been selected

for the job. In this stage, complete details of the compensation package will also be made known

to the applicant.

 Acceptance of the offer by the applicant: The applicant should also communicate his

acceptance of the offer for it to be final. Take note that, if the selected applicant does not accept

the job offer and declines it, the recruitment process will have to start all over again.

Step 5: Introduction and induction of the new employee

The moment that the applicant accepted the job offer, he has officially gone from being an

applicant to an employee of the organization. The induction process will now begin.

Usually, the beginning of the induction process is marked by the signing of the employment

contract, along with a welcome package given to the new employee. The date for the first day

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that the employee will have to report for work and start working in the company will be

determined and communicated to the newly hired employee.

However, it doesn’t end there. The employee will still have to undergo pre-employment

screening, which often includes background and reference checks. When all these pre-

employment information have been verified, the employee will now be introduced to the

organization.

Recruitment Functions
Recruitment is the process by which companies find and hire new employees.

The HR department is usually responsible for recruitment. This department works to find and

attract capable applicants. Job descriptions and specifications provide the needed information

upon which the recruitment process rests,

The HR manager who recruits and initially screens for the vacant job is seldom the one

responsible for supervising its performance.

So he needs the help of line HR. Both line and HR staff work together.

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23
  Assessing recruitment,

 Job design and development,

 Fixing standards,

 Advertisement and publicity,

 Making initial contact with prospective candidates,

 Identification and seeking applicants,

 Preliminary examination and assessment of applications,

 Shortlisting of probable candidates for selection,

 Calling the shortlisted candidates for interview,

 A selection process like interviewing or testing,

 Hiring the best candidates,

 Recording and documentation,

 Fixing pay packages to the selected candidates.

Factors of Recruitment

The recruitment function of the organizations is affected and governed by a mix of various

internal and external forces. The internal forces 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 the recruitment function of an organization are:

Internal Factors of Recruitment

For the internal mechanism of the organization, some of the internal factors that affect

recruitment are as follows:

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Size of the organization

The recruitment process is affected by the size of the organization to a large extent. Experience

suggests that larger organizations recruit more candidates than small ones.

Large organizations find recruitment less problematic than small organizations.

Recruiting Policy

The recruitment policy of the firm also affects the recruitment process. This policy is concerned

with candidates from outside the organization, whereas others want to recruit from internal

sources.

Image of the organization

Image or goodwill of the organization also affects recruitment. Organizations having good image

can attract potential and competent candidates to a large extent.

Good public relation, rendering public services, etc. help to enhance the image and reputation of

the organization.

Image of job

Jobs had a good image in terms of better remuneration, working condition, promotion, career

development opportunities, etc can attract the potential and qualified candidates to a large extent.

External Factors of Recruitment

External factors are concerned with the environmental changes that will take place in the external

environment of the organization.

Some of the external factors that affect recruitment policy are as follows:

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Demographic factors

Demography is the study of human population in terms of age, sex, occupation, religion,

composition, ethnicity, etc. The demographic factors have a profound influence on the

recruitment process.

Labor market

Labor market constitutes the force of demand and supply of labor of particular importance.

For instance, if demand for a particular skill is high relative to its supply, the recruitment process

evolves more efforts. Contrary to it, if the supply is more than demand, the recruitment process

will be easier.

Unemployment situations

The unemployment rate of a particular area is yet another influencing factor of the recruitment

process. If the unemployment rate is high, the recruitment process will be simpler and vice versa.

Social and political environment

The forces of the social and political environment also influence recruitment policy.

For instance, the change in government can have a direct impact on the recruitment policy of the

company due to a change in government rules and regulations.

Legal considerations

Legal considerations with regard to employment provision for under-privileged castes etc. will

have a positive impact on the recruitment policy of the organization.

Objectives of Recruitment Policy

Recruitment policy asserts the objectives of the recruitment and provides a framework of the

implementation of the recruitment program.

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It may involve the organization system to be developed for implementing recruitment programs

and procedures to be employed.

According to Memoria, a good recruitment policy must contain elements such as

Organization’s objective (short term and long term),

Identification of the recruitment needs,

The preferred source of recruitment,

Criteria of selection and preferences, and

The cost of recruitment and its financial implications of the same. Objectives are targets and

goals.

According to Yoder (1996), the following are the main objectives of recruitment policy:

To find and employ the best-qualified person for each job.

To minimize the cost of recruitment.

To offer promising careers and security.

To provide facilities for growth and development.

To retain the best and most promising ones.

To reduce the scope of favoritism and malpractice.

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HR Challenges in Recruitment

Recruitment is a function that requires business perspective, expertise, ability to find and match

the best potential candidate for the organization, diplomacy, marketing skills (as to sell the

position to the candidate) and wisdom to align the recruitment processes for the benefit of the

organization.

The HR professionals – handling the recruitment function of the organization- are constantly

facing new challenges in Recruitment. The biggest HR challenge in Recruitment for such

professionals is to source or recruit the best people or potential candidate for the organization.

In the last few years, the job market has undergone some fundamental changes in terms of

technologies, sources of recruitment, competition in the market, etc.

In an already saturated job market, where practices like poaching and raiding are gaining

momentum. HR professionals are constantly facing new challenges in one of their most

important function- recruitment.

They have to face and conquer various challenges to find the best candidates for their

organizations.

The major challenges faced by HR in recruitment are:

Adaptability to globalization

The HR professionals are expected and required to keep in tune with the changing times, i.e. the

changes taking place across the globe. HR should maintain the timeliness of the process.

Lack of motivation

Recruitment is considered to be a thankless job. Even if the organization is achieving results, HR

department or professionals are not thanked for recruiting the right employees and performers.

Process analysis

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The immediacy and speed of the recruitment process are the main concerns of HR in recruitment.

The process should be flexible, adaptive and responsive to the immediate requirements.

The recruitment process should also be cost effective.

Strategic prioritization

The emerging new systems are both an opportunity as well as a challenge for the HR

professionals.

Therefore, reviewing staffing needs and prioritizing the tasks to meet the changes in the market

has become a challenge for recruitment professionals.

Technological changes

The decision to strategy development relates to the methods used in recruitment and selection.

This decision is mainly influenced by the available technology. The advent of computers has

made it possible for employers to scan national and international applicant qualifications.

Although impersonal, computers have given employers and job seekers a wider scope of options

in the internal screening’ stage.

Technological advancement has made it possible for job seekers to gain better access. They have

begun sending C.V. about themselves to a number of organizations without wasting time and

without spending money on travel.

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Sources of recruitment
Two types of sources of recruitment are available such as;

internal sources (present employees, employee referrals, former employees and previous

applicants), and

external sources (trade associations, advertisements, employment exchanges, campus

recruitment, walk-ins and write-ins, consultants, radio and television, competitors and E-

recruiting, etc.).

Competition in the market

Rival firms can be a source of recruitment. Popularly called poaching or raiding, this method

involves identifying the right people in the rival companies, offering them better terms and luring

them away. In order to reduce costs, organizations look into labor markets likely to offer the

required job seekers.

Generally, companies look into the national market for managerial and professional employees,

regional or local markets for technical employees and local markets for clerical and blue-collar

employees.

Sources of Recruitment

There are basically two sources of supply from where potential employees can be drawn. These

are internal sources and external sources. Internal sources indicate recruiting qualified people

from within the organization itself (from the present working force).

When reference is made to the number of employees already employed by the organization, we

speak of the internal supply.

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Whenever any vacancy occurs, someone from within the organization is upgraded, promoted or

transferred to another department also goes into the category of an internal source of recruitment.

External recruitment is concerned with generating a pool of qualified candidates through external

sources of employment.

The external sources of recruitment include – employment at the factory gate, advertisements,

employment exchanges, employment agencies, educational institutes, labor contractors,

recommendations, etc.

Advantages and disadvantages are associated with promoting from within the organization and

hiring from outside the organization to fill openings.

Advantages of internal recruiting

The people responsible for selecting internal candidates for vacant positions have access to more

comprehensive information relating to their abilities, track record and potential achievement than

they would have if they were selecting people originating from the external source.

It is motivating to employees, as they are preferred over outsiders when the vacancies occur.

Employees tend to be committed to firms under the circumstances.

It provides an opportunity for advancement.

It is economical in terms of time and money.

It improves employee morale.

It improves the image of the organization.

It improves the probability of better performance as the candidate is in a better position of

knowing the objectives and expectations of the organization.

The demerits of the internal source

The promotion may be biased in nature and may be based on seniority rather than merit.

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Possible morale problems emerged for them who have not been promoted.

Political infighting for promotions.

An option may be limited in locating the right talents.

This channel of recruitment discourages new blood from entering the organization.

Inhibits innovation and creativity.

Establishes subjectivity in the promotion.

Promotion from within should be aided by careful employee selection. The employment process

should favor those applicants who have potentials for promotion.

Effective promotion from within also depends on other HR actions. It depends on providing the

education and training needed to help employees identify and develop their promotion potential.

It also requires a career-oriented appraisal.

Advantages of external sources

Recruiting from outside the organization is known as an external source.

All firms more or less rely on external sources. Advantages of external sources are: o It offers the

organization the opportunity to inject new ideas into its operations by utilizing the skills of

external candidates.

Improves the knowledge and skill of the organization by recruiting from outside sources.

Improves and helps in sustaining competitive advantage.

Brings the economy in the long run.

Disadvantages of external sources

It is costly.

It causes brain drain due to fear of lack of growth potential.

It contributes to a higher probability of employee turnover.

32
Demoralization of existing employee for alleged double standard and favor shown towards new

recruitment from outside by offering better position and pay.

Purpose and Importance of Recruitment

The Purpose and Importance of Recruitment are given below:

 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 the selection process by decreasing the 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’s effectiveness of various recruiting techniques and

sources for all types of job applicants.

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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 takes the decision usually on three different basic:

1. The objective factors

2. The critical contact

3. The subjective factor

THE OBJECTIVE THEORY

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.

THE CRITICAL THEORY

Whereas, the 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 behaviour of the recruiters, the nature

of the physical facilities, and such as the efficiency in processing paper work association with the

application.

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THE SUBJECTIVE THEORY

The subjective theory emphasizes the congruence. Here the choices are made on highly personal

and emotional basis.

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.

PHILSOPHIES OF RECRUITEMT

Basically there are two Philosophies of recruitment. These are as follows:

1. REALISTIC JOB PREVIEWS (RJP)

Realistic Job Previews provides complete job related information to the applicants so that they

can make the right decision before taking up the jobs. It includes positive and the negative

aspects of the job.

2. JOB COMPATIBILITY QUESTIONNAIRE: (JCQ)

Job compatibility Questionnaire was developed to determine whether an applicant’s preference

for the work match the characteristic of the job. The JCQ is designed to collect information on all

35
aspects of the job which have a bearing in on employee performance absenteeism, turnover and

job satisfaction. The underlying assumption of JCQ is that greater the compatibility between an

Applicant’s preference for the job and characteristic of the job as perceived by the job seeker,

the greater the probability of employee effectiveness and longer the tenure.

Methods of Recruitment
The HR department can use different methods for recruiting. These are as follows:

Walks-ins and write-ins

Walk-ins are job seekers who arrive at the HR department in search of a job.

Write-ins are those who send a written inquiry. Both groups are asked to complete an application

blank to determine their interests and abilities.

Employee referrals

Employees may refer to job seekers to the HR department.

Advertising

It is the most widely used method as it can reach a wider candidate pool. It describes the jobs and

the benefits, identifies the employer and tells those who are interested in how to apply.

Various media are used for advertisement such as newspapers, journal, TV, Radio, etc. Proper

design of the advertisement will have the following merits:

36
SELECTION
The size of the labour market, the image of the company, the place of posting, the nature of job,

the compensation package and a host of other factors influence the manner of aspirants are likely

to respond to the recruiting efforts of the company. Through the process of recruitment, the

company tries to locate prospective employees and encourages them to apply for vacancies at

various levels. Recruiting, thus, provides a pool of applicants for selection.

To select means to choose. Selection is the process of picking individuals who have relevant

qualifications to fill jobs in an organization. The basic purpose is to choose the individual who

can most successfully perform the job from the pool of qualified candidates.

The purpose of selection is to pick up the most suitable candidate who would meet the

requirements of the job in an organization best, to find out which job applicant will be

successful, if hired. To meet this goal, the company obtains and assesses information about the

applicants in terms of age, qualifications, skills, experience, etc. the needs of the job are matched

with the profile of candidates.

The most suitable person is then picked up after eliminating the unsuitable applicants through

successive stages of selection process. How well an employee is matched to a job is very

important because it is directly affects the amount and quality of employee’s work. Any

37
mismatched in this regard can cost an organization a great deal of money, time and trouble,

especially, in terms of training and operating costs. In course of time, the employee may find the

job distasteful and leave in frustration.

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Essentials of Selection Procedure

The selection process can be successful if the following requirements are satisfied:

 Someone should have the authority to select. This authority comes from the employment

requisition as developed by an analysis of the work-load and work force.

 There must be some standard of personnel with which a prospective employee may

be compared i.e., a comprehensive job description and job specification should be

available beforehand.

 There must be sufficient number of applicants from whom the required number of

employees may be selected.

SELECTION PROCESS

Selection is usually a series of hurdles or steps. Each one must be successfully cleared before the

applicant proceeds to the next one. The time and emphasis place on each step will definitely vary

from one organization to another and indeed, from job to job within the same organization. The

sequence of steps may also vary from job to job and organization to organization. For example

some organizations may give more importance to testing while others give more emphasis to

interviews and reference checks. Similarly a single brief selection interview might be enough for

applicants for lower level positions, while applicants for managerial jobs might be interviewed

by a number of people.

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The Employee selection Process takes place in following order-

1. Preliminary Interview or Screening

It is used to eliminate those candidates who do not meet the minimum eligibility criteria laid

down by the organization. The skills, academic and family background, competencies and

interests of the candidate are examined during preliminary interview. Preliminary interviews are

less formalized and planned than the final interviews. The candidates are given a brief up about

the company and the job profile; and it is also examined how much the candidate knows about

the company.

2. Application Form

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The candidates who clear the preliminary interview are required to fill application blank. It

contains data record of the candidates such as details about age, qualifications, reasonfor leaving

previous job, experience, etc.

3. Employment Tests

 Written Tests-

Various written tests conducted during selection procedure are aptitude test, intelligence

test, reasoning test, personality test, etc. These tests are used to objectively assess the

potential candidate. They should not be biased.

4. Classification of Tests on the Basis Of Human Behavior

 Aptitude or potential ability test

Such tests are widely used to measure the latent ability of a candidate to learn new jobs or

skills. They will enable us to know whether a candidate if

selected, would be suitable for a job, which may be clerical or mechanical. These tests

may take one of the following forms.

 Mental or Intelligence Test –

Measures and enables to know whether he or she has mental capacity to deal with new

problems.

 Mechanical Aptitude Test –

Measuresthecapacity of a person to learn a particular type of mechanical work. This coud

help in knowing a person’s capability for spatial visualization, perceptual speed manual

dexterity, visual motor coordination or integration, visual insights etc.

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  Psychometric tests –

These tests measures a persons ability to do a specific job.

 Achievement test

Also known as proficiency tests they measure the skill, knowledge which is acquired as a

result of a training program and on the job experience they determine the admission

feasibility of a candidate and measure what he/she is capable of doing.

 Personality tests

These tests aim at measuring those basic make up or characteristics of an individual which

are non-intellectual in their nature. In other words they probe deeply to discover clues to an

individual’s value system, his emotional reactions and maturity and motivation interest his

ability to adjust himself to the illness of the everyday life and his capacity for interpersonal

relations and self-image.

 Comprehensive Interviews

Interviews are a crucial part of the recruitment process for most organizations.

Their purpose is to give the selector a chance to assess the candidate and to demonstrate their

abilities and personality. It’s also an opportunity for an employer to assess them and to make

sure the organization and position are right for the candidate. An interview is an attempt to

secure maximum amount of information from candidate concerning his suitability for the job

under consideration.

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  Technical Interviews

If a candidate has applied for a job or course that requires technical knowledge (e.g. positions

in engineering or IT) it is likely, at some stage in the selection process, that the candidate will

be asked technical questions or have a separate technical interview to test his/her knowledge.

Questions may focus on the final year project and his/her choice of approach to it or

on real/hypothetical technical problems. It seen that the candidate proves himself/herself but

also they admit to what they don’t know.

 Background Checks and Enquiries

Offers of appointment are subject to references and security checks. The references given in

the candidate’s application will be taken up and a security check will be conducted. Security

checks can take a while if the candidate has lived abroad for any period of time.

 Medical examination

Medical tests are conducted to ensure physical fitness of employee absenteeism. It will

decrease chances of employee absenteeism.

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  Final Selection Decision

Those individuals who perform successfully on the employment tests and the interviews, and

are not eliminated by development of negative information on either the

background investigation or physical examination are now considered to be eligible to

receive an offer of employment. Who makes that employment offer? For administrative

purposes the personnel department should make the offer. But their role should be only

administrative. The actual hiring decision should be made by the manager in the

administrative. The actual hiring decision should be made by the manager in the department

that had the position open. A reference check is made about the candidate selected and then

finally he is appointed by giving a formal appointment letter.

 RECEPTION

A company is known by the people it employs. In order to attract people with talents, skills

and experience a company has to create a favourable impression on the applicants’ right from

the stage of reception. Whoever meets the applicant initially should be tactful and able to

extend help in a friendly and courteous way. Employment possibilities must be presented

honestly and clearly. If no jobs are available at that point of time, the applicant may be asked

to call back the personnel department after some time.

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 SCREEN INTERVIEW

A preliminary interview is generally planned by large organizations to cut the cost of

selection by allowing only eligible candidates to go through the further stages in selection. A

junior executive from the Personnel Department may elicit responses from the applicants on

important items determining the suitability of an applicant for a job such as age, education,

experience, pay expectations, aptitude, location, choice etc. this ‘courtesy interview’ as it is

often called helps the department screen out obvious misfits. If the department finds the

candidate suitable, a prescribed application form is given to the applicants to fill and submit.

 APPLICATION BLANK

Application blank or form is one of the most common methods used to collect information on

the various aspects of the applicants’ academic, social, demographic, work related

background and references. It is a brief history sheet of employee’s background, usually

containing the following things:

 Personal data (address, sex, telephone number)

 Marital data

 Educational data

 Employment Experience

 Extra-curricular activities

 References and Recommendations

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 USEFULNESS OF APPLICATION BLANK OR FORM

Application blank is highly useful selection tool; in that way it serves three important

purposes:

1. It introduces the candidate to the company in a formal way.

2. It helps the company to have a cross-comparison of the applicants; the company can

screen and reject candidates if they fail to meet the eligibility criteria at this stage

itself. It can serve as a basis to initiate a dialogue in the interview.

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47
 SELECTION TESTING

The selection tests or the employment tests attempts to asses’ intelligence, abilities, personality

trait, performance simulation tests including work sampling and the tests administered at

assessment centres- followed by a discussion about the polygraph test, graphology and integrity

test.

A test is a standardized, objective measure of a person’s behaviour, performance or attitude. It is

standardised because the way the tests is carried out, the environment in which the test is

administered and the way the individual scores are calculated- are uniformly applied. It is

objective in that it tries to measure individual differences in a scientific way giving very little

room for individual bias and interpretation. Over the years employment tests have not only

gained importance but also a certain amount of inevitability in employment decisions. Since they

try to objectively determine how well an applicant meets the job requirement, most companies

do not hesitate to invest their time and money in selection testing in a big way. Some of the

commonly used employment tests are:

 Intelligence tests

 Aptitude tests

 Personality tests

 Achievement tests

 Miscellaneous tests such as graphology,polygraph and honesty tests.

1. INTELLIGENCE TEST: These are mental ability tests. They measure the incumbent’s

learning ability and the ability to understand instructions and make judgements. The basic

objective of such test is to pick up employees who are alert and quick at learning things so

48
 that they can be offered adequate training to improve their skills for the benefit of the

organization. These tests measure several abilities such as memory, vocabulary, verbal

fluency, numerical ability, perception etc.

2. APTITUDE TEST: Aptitude test measure an individual’s potential to learn certain skills-

clerical, mechanical, mathematical,etc. These tests indicate whether or not an individual has

the capabilities to learn a given job quickly and efficiently. In order to recruit efficient office

staff, aptitude tests are necessary. An aptitude tests is always administered in combination

with other tests like intelligence and personality tests as it does not measure on-the-job-

motivation

3. PERSONALITY TETS: Of all test required for selection the personality tests have

generated a lot of heat and controversy. The definition of personality, methods of measuring

personality factors and the relationship between personality factors and actual job criteria has

been the subject of much discussion. Researchers have also questioned whether applicants

answer all the items truthfully or whether they try to respond in a socially desirable manner.

Regardless of these objections, many people still consider personality as an important

component of job success.

4. ACHIEVEMENT TEST: These are designed to measure what the applicant can do on the

job currently, i.e., whether thetestee actually knows what he or she claims to know. A typing

test tests shows the typing proficiency, a short hand tests measures thetestee ability to take

dictation and transcribe, etc. Such proficiency tests are also known as work sampling test.

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5. SIMULATION TEST: Simulation exercise is a tests which duplicate many of the activities

and problems an employee faces while at work. Such exercises are commonly used while

hiring managers at various levels in an organization. To asses the potential of a candidate for

managerial positions assessment centres are commonly used.

6. ASSESSMENT CENTRE: An assessment centre is an extended work sample. It uses

procedures that incorporate group and individual exercises. These exercises are designed to

stimulate the type of work which the candidate will be expected to do. Initially a small batch

of applicants comes to the assessment centre (a separate room). Their performance in the

situational exercise is observed and evaluated by a team of 6-8 assessors. The assessors’

judgement on each exercise are complied and combined to have a summary rating for each

candidate being assessed.

7. GRAPHOLOGY TEST: Graphology involves using a trained evaluator to examine the

lines, loops, hooks, stokes, curves and flourishes in a person’s handwriting to assess the

person’s personality and emotional make-up. The recruiting company, may, for example, ask

the applicants to complete the application forms and write about why they want a job. These

samples may be finally sent to graphologist for analysis and the result may be put use while

selecting a person. The use of graphology, however, is dependent on the training and

expertise of the person doing the analysis. In the actual practice, questions of validity and just

plain skepticism have limited in use.

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8. INTEGRITY TEST: These are designed to measure employee’s honestly to predict those

who are more likely to steal from an employer or otherwise act in a manner unacceptable to

the organization. The applicants who take these tests are expected to answer several ‘yes’ or

‘no’ type questions .

51
 Introduction
of Company

52
 Our Vision:
To become India’s Largest Healthcare Staffing Company and Sustain at the ace by acting as an

interface to the providers’ community base

Our Mission:
At Hi Impact each employee works in synchronization with the Company's Mission which

underlines Following Principles:

 Continuous Improvement of Services Offered

 Maintaining Honesty, Integrity & ethics in business

 Willingness to work beyond the call of duty

 Relentlessly striving for complete customer satisfaction

Values:

Here at Hi Impact, we believe that our success is best reflected through the success achieved by

our clients and candidates and our values are not just words; it is our ethos, it is the way we do

things around here. It is who we are and how we behave, internally and externally.

Our culture is the foundation of our service, it is our identity, and it is a reflection of our

commitment to our clients. Our culture can be summed up with one simple question; what more

can I do for you?

 Partnership - Develop Smooth relationship with our clients and our candidates

 Integrity - We honestly represent our clients to candidates and our candidates to clients.

 Confidentiality - We accord the highest respect to information that we have been entrusted with.

 Commitment - We remain committed to deliver high quality services to both candidates and

clients by adequately understanding their needs.

53
Milestones

54
Team Hiimpact

Mr. Ravi Sinha

Non-Executive Director

Mr. Ravi Sinha joined as non-Executive Director of the Company from April 2011. Mr. Sinha

has around 40 years of multi-function management experience.

Born in 1944, Mr. Sinha holds an Honours degree in Science from Patna University. Mr. Sinha

has completed PGDBA in Business Administration. He also holds Diploma in Logistics &

Supply Chain management and Diploma in Industrial Safety.

His global career with ICI India spanned 36 years. He joined them in India as a Trainee in 1964,

and held a series of roles including Safety Manager, Head of Plant Operation, Production

Manager, and Operations Manager of Explosive BU. Later he moved as Head of the Factory and

55
Site for Explosives Business. He was awarded the Chairman's Trophy.

His knowledge in managing the Explosive BU made Govt. Of Tamil Nadu, to invite him and

head their Explosive Company. On a special approval from the Chief Minister and the Chief

Secretary of Tamil Nadu, Mr. Sinha joined the Govt. of Tamil Nadu to head Tamil Nadu

Industrial Explosives Ltd. Later Mr. Sinha was with NavBharat group as Executive Vice

President heading their Explosive business.

Prior to joining Hi Impact, Mr. Sinha was with Bharti Airtel as an Advisor.

He has attended Business Leaders Programs in India and Abroad.

He is also a member of the International Society of Explosives Engineers - ISEE, USA.

56
Mr. Sanjeev Priyadershi

CEO & MD

Mr. Sanjeev Priyadershi joined Hi Impact as CEO& MD. He has around 15 years of experience

in diverse companies. During the last 15 years of his work, he has worked with companies in

Engineering/Construction/EPC, Telecom/Internet Service Provider, Life Insurance, Banking and

Outsourcing Industries. Mr. Priyadershi holds an MBA from MDI Gurgaon. He also holds a

Degree in Civil Engineering. He secured 1st Rank in the University.

Mr. Priyadershi has varied experience in Business Development/ Sales Management/ Corporate

Sales in Financial Services Products/Telecom Domain. He has shown an ability to build a large

distribution team from scratch, an ability to lead a large team to consistently deliver assigned

targets and achieve business goals. Prior to Hi Impact, he has worked at National Level as

National Head Broking Alliances in Tata AIG LIFE Insurance co. and earlier as National Head

Alternate Channel in Investment & Services team Retail Liability Group in ICICI Bank ltd,

where he was responsible for creating a large distribution Channel of around 3000+ executives

for sales of various 3rd Party Investment Products.He oversees responsible for creating and

expanding strategic partnerships.

57
Interest and Hobbies:Mr. Priyadershi likes to watch cricket, loves to play tennis, swim and

travel.

Hi impact’s' Success Story

We have been providing staffing solutions since 2011 and have grown our business to operate

from NOIDA, Delhi-NCR with over 100+ people working for us every day.

Now, Hi impact has become India’s’ Largest Recruiter of Doctors started by top 10 B School

Management Graduates led by a management team with cumulative industry experience of

around 100 plus years

We specialize in Healthcare Sector hiring with strong recruitment ability in the area of hiring of

Doctors (clinical/nonclinical/Para /academia),Senior Nursing Staff and Technicians and we have

seen tremendous growth both in terms of turnover and client satisfaction

Initially, Hi Impact was recruiting across the industries like Media, Engineering, BPO, Pharma

etc. apart from Healthcare. Incidentally, we got an opportunity to work with Fortis, NOIDA as its

first healthcare client, when no Hospital used to hire through consultants and mostly hiring was

done through Medical Superintendent only.

58
In 2013 we completely shifted our focus from all other industries to Healthcare only as we

realized that it is a recession free industry and demand for doctors was far outstripping the supply

of doctors in market.

Today, Hi lmpact has emerged as market leader in healthcare staffing and placed around 2000+

medical professionals into most of the largest Hospitals, Diagnostics and Private Medical

Colleges across the nation.

Serving around 250+ hospitals and around 75+ Medical Colleges across the nation which enable

us to build more than 300000+ Doctors’ database which helps us to place right doctor at the right

place at the right time (within the stipulated time)

We have been trendsetter in staffing (now healthcare staffing) as we discover newer ways to

connect with our candidates and clients by various means viz. Social Media (especially through

facebook);emails, blog, newsletters and various others ways which differentiate us from our

contemporaries.

We support hospitals, diagnostics and private medical colleges by placing doctors and medical

professionals into temporary/locum, part-time, permanent and contract roles.

We care passionately about the quality of our staff and services and recognise the importance of

achieving the highest standards in healthcare staffing. Through attracting the best medical

professionals, we help clients or health providers to deliver the best compassionate care.

“Our aim to build relationship with healthcare providers and support them in providing

expert and compassionate care has helped us become India’s No.1 healthcare staffing

organization. Our Medicos are at the heart of what we do as we wouldn’t be able to

accomplish this milestone without their support and feedback.”

Sanjeev Priyadershi, CEO, Hi Impact Healthcare (P) Ltd.

59
 Our priorities are identifying highly-skilled medical professionals to work for our clients,

supporting them in achieving their professional aspirations and delivering patient centered care.

Many of our recruitment consultants come from specialised healthcare backgrounds; they

have the expertise that comes with years of industry experience only. This means we can work in

partnership with our candidates to find the right positions as per their desire and experience.

We take time to understand medical professionals need and help them to create Hi lmpact in

their life by offering the following benefits:

 Registration :FFF (Free, Fast and Forever)

 Job opportunities : The BJO (best jobs offers) in line with career aspirations

 Communication and feedback : HOT (Honest, Open and Timely)

 Rewards : Rewards on 3Rs (Refer, Recommend and Revisit)

 Service: Our Commitment to provide highest QOS (Quality of Service)

 Recognitions : 2Rs ( Recommendation from a leading and respected healthcare

organisation and Reach across the Web world)

 H : Highly competent Doctors are placed through us

 I : Indispensable Responsive recruitment service around the clock

 I : Initiating aspiring doctors

 M : M-Value (Maximize value) of the Clients by acting as a support

 P : Provide open and honest communication and feedback

 A : A commitment to provide the highest quality service

 C : Confidentiality to information that we have been entrusted with

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 T : Transparency-Trust Relationship

RECRUITMENT PROCESS IN HIIMPACT

1. INTERNAL RECRUITMENT

2. EXTERNAL RECRUITMENT

INTERNAL RECRUITMENT

Any method of identifying and attracting job candidates from within an organization can be

considered internal recruiting. There are many different mechanisms, some formal and some

informal, that can be used to identify quality internal candidates. Internal recruiting also offers

some distinct benefits over recruiting from the outside, but it also has its critics. In the end, each

organization and hiring manager should consider their needs and develop a recruitment plan that

they believe will produce the best candidates for their needs.

EXTERNAL RECRUITMENT

1. Medical colleges

2. Hospitals

3. Diagnostic Centre

61
MEDICAL COLLEGES

When it comes to Medical College Recruitment Services, We Hiimpact Consultants (P) Ltd.

have an outstanding track record in providing Doctors Jobs in reputed Medical Colleges of India.

Some of our top clients include Gujarat Adani, Apollo Institute of Medical Sciences, Saraswati

Institute of Medical Sciences, Terthankar Medical College, Mayo Medical College and many

others. We welcome all qualified and experienced Doctors who are interested to work with top

notch Medical Colleges of India located in Tier1, 2 or 3 cities. We Hiimpact are Quality focused

healthcare workforce solutions provider with deep experience in Doctors recruitment in Medical

Colleges of India.

We provide Doctors job in top notch Medical Colleges of India for the posts like Dean, Medical

Superintendent, Medical Director, Registrar, Vice Principal, Junior Resident, Senior Resident,

Tutor, Professor, Assistant Professor and Associate Professor.

62
HOSPITALS

We provide suitable qualified and interested health professionals at all levels, specially

Doctors.(Specialist/Super-Specialists).

On our broad platform, you can easily find the latest hospital doctor jobs including vacancies in

several medical departments for Consultants, Associate Specialists, Specialty Doctors and other

grades.

You can focus your search on our portal by filtering results by location, medical specialty,

functional area, designation, types of job and salary range.

So, want to be the first one to hear about the latest medical vacancies by signing up for jobs by

email. Alternatively, let jobs find you by uploading your CV, so that recruiters can contact you

directly.

63
DIAGNOSTIC CENTRE

Hiimpact Consultant Pvt. Ltd. offers a variety of Diagnostic Centre Recruitment and other

scientific jobs. We offer contract, temp-to-perm and direct hire Diagnostic Physician Jobs in

India. Diagnostic medicine has become a demanding career in both in terms of innovation and

opportunities. A Medical Doctor in the field of diagnostic medicine has the assignment to

accurately classify symptoms, detect patients’ diseases and find best available treatment

available so far.

Nuclear Medicine makes diagnosis of various diseases possible through X-Rays, CT scan or

Magnetic resonance. Also Endoscopy and Colonoscopy procedures are important for detection of

Cancer. In terms of Cardiac function the Diagnostic Physician can utilize the ECG detecting any

sort of malfunction of the Heart functioning.

We have association with reputed diagnostic agencies like Health-berries, Satyam Diagnostics,

Sanya Diagnostics and many others.

So to get Diagnostic Physician Jobs, just register with us or submit your updated resume and

get relaxed as we are with you.

64
 CLIENTS OF HIIMPACT

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

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

67
Apollo Hospitals is an Indian hospital chain based in Chennai, India. It was founded by Dr

Prathap C. Reddy in 1983 and has hospitals in India, Sri Lanka, Bangladesh, Ghana, Nigeria,

Mauritius, Qatar, Oman and Kuwait [citation needed]. Several of the group's hospitals have been

among the first in India to receive international healthcare accreditation by America-based Joint

Commission International.

Fortis Healthcare Limited is an established chain of super specialty hospitals based in Delhi, also

available in Amritsar, Kolkata, Navi Mumbai, Hyderabad, Mohali, Ludhiana, Jaipur, Chennai,

Kota, Bengaluru, Gurgaon, Noida, Faridabad, Mumbai, Odisha.

On 12 March 2010, Fortis Healthcare bought 23.9% stakes in Singapore's Parkway Holdings

Ltd. On 29 May 2012, Fortis Healthcare reported an increase of 41.34% in the consolidated net

profit for Q4

Max Healthcare Institute is a healthcare institute based in New Delhi, India. The Institute is a

wholly owned subsidiary company of Max India Limited. Established in 1985, Max India

Limited is a Public Limited company listed in the Bombay Stock Exchange and National Stock

Exchange of India with more than 37,000 shareholders.

68
Manipal Hospitals is a part of the Manipal Education and Medical Group (MEMG). Manipal

Hospitals is the third largest healthcare network in India with a network of 15 hospitals and three

primary clinics spread across 6 states. It serves more than 2 million patients annually. The

flagship quaternary care facility is located in Bangalore, India.

The CK Birla Group is an Indian conglomerate named after Chandra Kant Birla, headquartered

in the Birla Tower in Barakhamba road, New Delhi, India. Earlier the group was led by eminent

industrialists - BM Birla and GD Birla (Padma Vibhushan). The Group includes leading brands

such as Orient Electric, NBC Bearings, Charminar, Aerocon, BM Birla Heart Research Centre[4]

and CMRI Hospital, and the Caterpillar Dealership represented by Gmmco.

Inaugurated in January 2009, the Hospital is a significant social initiative from Reliance Group.

It is designed to raise India's global standing as a healthcare destination, with emphasis on

excellence in clinical services, diagnostic facilities and research activities. The 750-bed hospital

has over 103 full-time doctors, 520 nurses and about 200 paramedics, and growing.

69
Bombay Hospital aka BHIMS (Bombay Hospital Institute of Medical Sciences - Mumbai) is a

private hospital in Mumbai, India. It was founded in 1950 by R. D. Birla.It has 830 beds, 110 of

which are in the critical care and recovery area. It has 22 operating theatres, 3,200 full-time

employees, 240 eminent consultants and 200 resident doctors. In the R D Birla International

Cardiac Centre associated with Bombay Hospital, there are 4 dedicated operation theatres, 2 cath

labs where 1,800 surgeries and 4,000 angiographies/angioplasties are conducted each year.

Aster DM Healthcare is privately held health care providing conglomerate founded in 1987 by

Azad Moopen. The company is headquartered in Dubai, United Arab Emirates. Aster DM

Healthcare currently operates hospitals, diagnostic centers, medical centers, and pharmacies in

the Middle East and India. In 2013, the company has allocated $600 million for its expansion

program in the next five years.

Jaslok Hospital and Research Centre was founded in the early 1970s by philanthropist Seth

Lokoomal Chanrai.Dr. Shantilal J. Mehta, the doyen of the medical profession in India, was the

70
one who translated Seth Lokoomal Chanrai's vision into reality. Jaslok Hospital is located at Dr.

G. Deshmukh Marg., Peddar Road, South Mumbai, overlooking the Arabian Sea.

Columbia Asia is a chain of hospitals in Asia, with 28 medical facilities across India, Malaysia,

Vietnam and Indonesia. The company is based in Kuala Lumpur, Malaysia, and was founded in

1994.The company offers full-service hospitals usually built in the suburbs, rather than the

central city. Columbia Asia's target market is the fast-growing middle income group.

KIMS is a 650-bed multi-specialty tertiary care hospital where a competent team of specialists

and sophisticated technology come together to deliver high-quality medical aid. Launched in

January 2002, KIMS has emerged as one of the leading centers of pioneering medical work,

research and academics in South India with a global outreach.

Dr. B L Kapur, an eminent Obstetrician and Gynecologist, set up a Charitable Hospital in 1930

at Lahore. In 1947, he moved to post-partition India and set up a Maternity Hospital at Ludhiana.

In 1956 on the invitation of the then Prime Minister, Dr. B L Kapur initiated the project for

71
setting up a 200 bed hospital in Delhi. The hospital was inaugurated by the Prime Minister, Pt.

JawaharlalNehru on 2nd January, 1959.

Jindal Institute of Medical Sciences (JIMS) with its multiple lush green lawns and patient

friendly environment is spread in a sprawling area of 14.5 Acres in Hisar, Haryana. It is a 600

bedded multispecialty Hospital catering to millions of people in rural Haryana, Punjab and

adjoining area of Rajasthan. With almost 45 years of dedicated service, constant upgradations

and expansion to keep pace with changing medical science, JIMS has won the trust of

community and is approached by one and all with confidence for ethical, affordable, reliable and

quality health care services.

Mayo Institute of Medical Sciences is a private medical college located at Gadia in Barabanki

district, Uttar Pradesh, India. The institute was established in year 2012.

Sapthagiri group of institutions and other establishments is the creation of Sri Srinivasa

Educational & Charitable Trust, Bengaluru. Sapthagiri Institute of Medical Sciences and

Research Centre is a premier educational institution built as per the standards in a sprawling

campus located along Hesaraghatta main road of Bengaluru city. The Centre provides

multispecialty tertiary care hospital and superspeciality hospital for the purpose of teaching

72
MBBS and Postgraduate students in addition to catering to the health needs of the people in

preventive, therapeutic and rehabilitative domains.

Gujarat Adani Institute of Medical Sciences (GAIMS) is a unique Public Private Partnership

(PPP) venture between Adani Education and Research Foundation and Government of

Gujarat.GAIMS is affiliated to KSKV Kachchh University. The Ministry of Health & Family

Welfare, Government of India had issued the Letter of Permission (Lop) dated July 13, 2009 to

GAIMS for starting a Medical College at Bhuj with total intake of 150 students from the

academic year 2009-10. Recently, the Ministry of Health & Family Welfare, Government of

India issued the Letter of Final Recognition (LoR) dated June 16, 2014 to GAIMS for total

intake of 150 students for M.B.B.S course.

SRMS Trust, a public charitable Trust, established in the year 1990. The primary objective of the

Trust is to provide and promote education and research in the field of Science and Management,

Engineering and Technology, Medicine and Humanities.

73
Rajshree Educational Trust after creating the pool of skilled manpower in technical education,

immediately established Rajshree Medical Research Institute with 300 bedded hospital at

Rampur Road, Bareilly as part of their commitment of healthy life to urban and rural community

in and around bareilly.

Rohilkhand Medical College & Hospital is situated in the heart of the city of Bareilly. The city is

about 245 kms from Lucknow, it is about 255 kms from Delhi. It is well connected to both by

Road and Rail. It is situated near the junction of National highway 24 and National highway

74.Bus Stand is only 2 km and railway station is 5 km

RKDF group of institutions, managed by RKDF Education Society, is one of the largest

organizations in the field of education in the state of Madhya Pradesh. RKDF Medical College

Hospital and Research Centre is one of the most prestigious institutes of the group. The

management is committed to bring up state-of-the-art ultramodern facilities for imparting

medical education and undertaking clinical care of patients. The medical college and hospital are

located in a self-supported, well laid out campus on NH-12, Hoshangabad road within the city of

74
Bhopal and is easily accessible from all parts of the city including railway station, bus terminus

and airport.

Kempegowda Institute of Medical Sciences was established in the year 1980 by the Vokkaligara

Sangha and is affiliated to Rajiv Gandhi University of Health Sciences, Bangalore, Karnataka.

75
ABSTRACT:
Recruitment can be defined as the process of finding out prospective candidates for filling actual

or projected vacancies in the organization.

Recruitment is the process of choosing the right person for the right position and at the right

time. Normally, it is an effort to gain the interest of the candidates looking for jobs, find the

candidates interested in the job and create a group of potential employees, with the help of which

management can choose the suitable person for the job.

Selection refers to a process in which individuals are picked up from the pool of job applicants

possessing the required knowledge and skills for the job to be performed in an organization.

Selection process aim at choosing the most appropriate candidate who meets all the requirements

of a position.

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INTRODUCTION:
This study helps the organization to identify the area of problem in recruitment and selection

process and suggests the way to improve the recruitment and selection process in the

organization.

Human resource always remains central to the organisations as dynamic and effective people can

construct dynamic enterprises. Among the HR practices recruitment is the basic function where

employees are entry into the organization.

According to EDWIN B. FLIPPO – “Recruitment is the process of searching for prospective

employees and stimulating them to apply for jobs in the organisation.”

Recruitment refers to the overall process of attracting, short listing, selecting and appointing

suitable candidates for jobs (either permanent or temporary) within an organization. It is one

whole process, with a full life cycle, that begins with identification of the needs of the company

with respect to the job, and ends with the introduction of the employees to the organization.

According to TERRIE NOLINSKE - “Selection is the process of making a hire or no-hire

decision regarding each applicant for a job. “

Selection is a process which includes various phases such as exploring the applicants in order to

check whether they are suitable for the job or not, picking up the right ones from the pool of

applicants and eliminating the rests . Therefore, selection can be regarded as a negative process

in its application, as its main aim is to reject as many unsuitable individuals as possible.

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Everything you need to know about the recruitment and selection process in HRM. Recruitment

& selection is one of the important aspects of human resource planning. Human resource

planning ensures that right kind and right quality of employees are employed so as to achieve the

organizational goals.

Recruitment helps in creating a pool of suitable and interested job applicants, out of which few

are chosen for the further selection process. Hence, it forms a base for selection process. If the

recruitment process is carried out properly, it will help in employing workforce that suits the

organizational requirements.

Selection of candidates begins where their recruitment ends. In other words, it is only after an

adequate number of applications have been secured through different sources of recruitment –

internal or external that the process of selection begins.

The enterprise has to choose the best and the most promising persons from among the applicants.

In this sense, it may be said that while recruitment is a positive function in that it seeks to induce

as many persons as possible to apply for a job in the enterprise. Selection is negative function

because it aims at eliminating those applicants who are not found suitable in one respect or the

other.

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OBJECTIVE:
 Understanding the recruitment and selection process in organization.

 To know the sources of recruitment at various level.

 To identify the problem area of improvement to make recruitment procedure more

effective.

 To critically analyze the functioning of recruitment procedure.

 To assess the perception of the employers regarding recruitment process they have

undergone.

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REVIEW OF LITERATURE:

Nowadays, every organization necessitates personnel planning as one of the most vital activities.

Human Resource Planning is, by far, an essential ingredient for the success of any organization

in the long run. There are a number of techniques that need to be followed by every organization

that guarantees that it possesses the right number and type of people, at the right time and right

place, so as to enable the organization to achieve its planned objectives. Commonly, the

objectives of Human Resource Planning department include resource, planning, recruitment and

selection, career planning, training and development, promotions, risk management, performance

appraisal, to name a few. Each of these objectives requires special attention and accurate

planning and execution.

It is of utmost importance for every organization to employ a right person on a right position.

And recruitment and selection plays a pivotal role during such situations. With shortage of skills

and the rapid spread of new technology exerting considerable pressure on how employers

perform recruitment and selection activities, it is recommended to conduct a step-by-step

strategic analysis of recruitment and selection processes. With reference to the current context,

this paper presents an incisive review of previous literature on the recruitment and selection

process. This paper is primarily based on an analysis of six pieces of literature conducted by

practitioners and researchers in the field of Human Resource management.

Various researchers have contributed to the field of HRM, and have offered intensive and

profound knowledge on the branches of HRM such as scientific recruitment and selection,

Manpower management, Job analysis, Need and purpose of Recruitment, and so on.

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However, the process of recruitment does not cease with application of candidature and selection

of the appropriate candidates, but involves sustaining and retaining the employee that are

selected, as stated by Silzer et al. (2010).

Work of Silzer et al. (2010) was largely concerned with Talent management, and through their

work they were successful in resolving issues like whether or not talent is something one can be

born with or is it something that can be acquired through development. According to Silzer et al

(2010), that was a core challenge in designing talent systems, facing the organization and among

the senior management. The only solution to resolve the concern of attaining efficient talent

management was by adopting fully-executable recruitment techniques. Regardless of a well-

drawn practical plan on recruitment and selection as well as involvement of highly qualified

management team, companies following recruitment processes may face significant obstacles in

implementation. As such, theories of HRM can give insights in the most effective approaches to

recruitment even though companies will have to employ their in house management skills for

applying generic theories across particular organizational contexts. Word conducted by Silzer et

al (2010) described that the primary objective of successful talent strategies is to create both a

case as well as a blueprint for developing the talent strategies within a dynamic and highly

intensive economy wherein acquisition, deployment and preservation of human capital-talent

that matter,, shapes the competitive advantages and success of many companies (Silzer et al.

2010).

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Price (2007), in his work Human Resource Management in a Business Context, formally defines

recruitment and selection as the process of retrieving and attracting able applications for the

purpose of employment. He states that the process of recruitment is not a simple selection

process, while it needs management decision making and broad planning in order to appoint the

most appropriate manpower. There existing competition among business enterprises for

recruiting the most potential workers in on the pathway towards creating innovations, with

management decision making and employers attempting to hire only the best applicants who

would be the best fit for the corporate culture and ethics specific to the company (Price 2007).

This would reflect the fact that the management.

Edwin Flippo defines Recruitment and selection process as “A process of searching for

prospective employees and stimulating and encouraging them to apply for jobs in an

organization.”

In simpler terms, recruitment and selection are concurrent processes and are void without each

other. They significantly differ from each other and are essential constituents of the organization.

It helps in discovering the potential and capabilities of applicants for expected or actual

organizational vacancies. It is a link between the jobs and those seeking jobs.

According to Korsten (2003) and Jones et al. (2006), Human Resource Management theories

emphasize on techniques of recruitment and selection and outline the benefits of interviews,

assessment and psychometric examinations as employee selection process. They further stated

that recruitment process may be internal or external or may also be conducted online. Typically,

this process is based on the levels of recruitment policies, job postings and details, advertising,

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job application and interviewing process, assessment, decision making, formal selection and

training (Korsten 2003).

Jones et al. (2006) suggested that examples of recruitment policies in the healthcare, business or

industrial sector may offer insights into the processes involved in establishing recruitment

policies and defining managerial objectives.

Successful recruitment techniques involve an incisive analysis of the job, the labour market

scenario/ conditions and interviews, and psychometric tests in order to find out the potentialities

of job seekers. Furthermore, small and medium sized enterprises lay their hands on interviews

and assessment with main concern related to job analysis, emotional intelligence in

inexperienced job seekers, and corporate social responsibility. Other approaches to selection

outlined by Jones et al. (2006) include several types of interviews, role play, group discussions

and group tasks, and so on.

Any management process revolves around recruitment and failure in recruitment may lead to

difficulties and unwanted barriers for any company, including untoward effects on its

profitability and inappropriate degrees of staffing or employee skills (Jones et al. 2006). In

additional, insufficient recruitment may result into lack of labour or hindrances in management

decision making, and the overall recruitment process can itself be advanced and amended by

complying with management theories. According to these theories, the recruitment process can

be largely enhanced by means of Rodgers seven point plan, Munro-Frasers five-fold grading

system, personal interviews, as well as psychological tests (Jones et al. 2006).

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Hiltrop (1996) was successful in demonstrating the relationship between the HRM practices,

HRM-organizational strategies as well as organizational performance. He conducted his research

on HR manager and company officials of 319 companies in Europe regarding HR practices and

policies of their respective companies and discovered that employment security, training and

development programs, recruitment and selection, teamwork, employee participation, and lastly,

personnel planning are the most essential practices (Hiltrop 1999). As a matter of fact, the

primary role of HR is to develop, control, manage, incite, and achieve the commitment of the

employees. The findings of Hiltrop’s (1996) work also showed that selectively hiring has a

positive impact on organizational performance, and in turn provides a substantial practical

insight for executives and officials involved. Furthermore, staffing and selection remains to be an

area of substantial interest. With recruitment and selection techniques for efficient hiring

decisions, high performing companies are most likely to spend more time in giving training

particularly on communication and team-work skills (Hiltrop 1999). Moreover the finding that

there is a positive connection existing between firm performances and training is coherent with

the human capital standpoint. Hence, Hiltrop (1996) suggests the managers need to develop HR

practices that are more focused on training in order to achieve competitive benefits.

As discussed by Jackson et al. (2009), Human resource management approaches in any business

organization are developed to meet corporate objectives and materialization of strategic plans via

training and development of personnel to attain the ultimate goal of improving organizational

performance as well as profits. The nature of recruitment and selection for a company that is

pursuing HRM approach is influenced by the state of the labour market and their strength within

it. Furthermore, it is necessary for such companies to monitor how the state of labour market

connects with potential recruits via the projection of an image which will have an effect on and

84
reinforce applicant expectations. Work of Bratton & Gold (1999) suggest that organizations are

now developing models of the kind of employees they desire to recruit, and to recognize how far

applicants correspond to their models by means of reliable and valid techniques of selection.

Nonetheless, the researchers have also seen that such models, largely derived from competency

frameworks, foster strength in companies by generating the appropriate knowledge against which

the job seekers can be assessed. However, recruitment and selection are also the initial stages of

a dialogue among applications and the company that shapes the employment relationship

(Bratton & Gold 1999). This relationship being the essence of a company’s manpower

development, failure to acknowledge the importance of determining expectation during

recruitment and selection can lead to the loss of high quality job seekers and take the initial stage

of the employment relationship so down as to make the accomplishment of desirable HRM

outcomes extremely difficult. In the opinion of Bratton and Gold (1999), recruitment and

selection practices are essential characteristics of a dialogue driven by the idea of “front-end”

loading processes to develop the social relationship among applicants and an organization. In this

relationship, both parties make decisions throughout the recruitment and selection and it would

be crucial for a company to realize that high-quality job seekers, pulled by their view of the

organization, might be lost at any level unless applications are provided for realistic organization

as well as work description. In view of Jackson et al. (2009) and Bratton & Gold (1999)

applicants have a specific view of expectations about how the company is going to treat them;

recruitment and selection acts as an opportunity to clarify this view. Furthermore, one technique

of developing the view, suggested by Bratton and Gold (1999), are realistic job previews or RJPs

that may take the form of case studies of employees and their overall work and experiences, the

opportunity to “cover” someone at work, job samples and videos. The main objective of RJPs is

85
to allow for the expectations of job seekers to become more realistic and practical. RJPs tend to

lower initial expectations regarding work and a company, thereby causing some applications to

select themselves; however RJPs also increase the degree of organization commitment, job

satisfaction, employee performance, appraisal and job survival among job seekers who can

continue into employment (Bratton & Gold 1999) Jackson et al. (2009).

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Research Methodology:
Research methodology is a method to solve the research problem systematically. It involves

gathering data, use of statistical techniques, interpretations and drawing conclusions about

research data. Keeping in view the objectives of the study, data is collected from following

sources.

Data Collection:

Data refers to a collection of organized information, usually the results of experience,

observation. This may consist of numbers, words, and, particularly as measurements or

observations of a set of variables.

Data Sources:

There are two types of data sources available to the research processes.

1. Primary data. 2. Secondary data.

Primary Data:-

The primary data is collected by using primary methods such questionnaires, and observations.

For this study questionnaires are used to collect primary data from the employees of HIIMPACT

CONSULTANCY PVT. LTD.

Secondary Data:-

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Secondary data is collected from various, website and other research reports.

Sample Size:

The sample is selected on the basis of random sampling technique drawn from HIIMPACT

CONSULTACY PVT. LTD. A sample of 40 employees is selected and analysis has been done

by questionnaire.

88
DATA ANALYSIS AND

INTERPRETATION:
Statistical Tools Applied: Statistical tools applied in the present study are bar diagrams and Pie

diagram

1. Analysis about the sources of recruitment followed by the company.

Total : 40
0 2
2 INTERNAL
EXTERNAL
BOTH
36

INTERPRETATION:

From the above pie diagram it is observed that out of 40 , 36 respondents have accepted that the

company is following both (external and internal) recruitment sources and 2 respondent have

accepted that the company is following internal recruitment sources and 2 respondent have

accepted that company is following external recruitment sources.

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 2. Analysis about the sources of recruitment gives the better result for the company.

Total:40

Employee referral
12
Advertisement
20
Walk-in
4
4 Job portals

INTERPRETATION:

From the above pie diagram it is observed that 6 respondents have accepted that the employee

referral gives the better results for the company and 2 respondents have accepted that

advertisement gives the better result for the company and again 2 respondent have accepted that

walk-in gives the better result for the company and 10 respondents have accepted that the job

portals have gives the better results for the company.

3. Analysis of the more reliability of the sources of recruitment.

Total :40

4 Employee referral
12
Advertisment
16 Job portals
8
Friends

INTERPRETATION:

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From the above pie diagram it is observed that out of 40 respondents, 12 respondents believe that

employee referral is more reliable source of recruitment and 8 respondents believe that

advertisement recruitment source is more reliable and 16 respondents believe that job portal is

more reliable and 4 respondents believes that friends source of recruitment is more reliable.

4. Analysis of the sustainable employee of the organization.

Total : 40

4 4
Advertisment
Referance
12
Walk-in
20 Job portals

5. Analysis of the selected candidate and finally joined.

Total:40

2
25%
10
18 50%
75%
100%
10

From the above pie diagram it is observed that out of 40 respondents, 18 respondents

have accepted that the ratio of selected candidates and finally joined is 25%, and 10

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 respondents have accepted that 50% candidates are selected and finally joined, and 10

respondents have accepted that the ratio of selected candidates and finally joined is 75%,

and 2 respondents have accepted that the ratio of selected candidates and finally joined is

100%.

6. Analysis of the period of recruitment in organization.

Total:40
2
2
Quarterly
6
Half yearly
Annualy
30 When reuired

7. Analysis of the reason for accepting the offer in the organization.

Total : 40

Location
12
Decent Salary
Working Condition
26
2

From the above pie diagram it is observed that out of 40 respondents 12 have accepted

that the reason of accepting the offer in the organization is location and 26 respondent

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 have accepted that the reason behind the accepting the offer in the organization is

working condition and 2 people have accepted that the reason behind the accepting the

offer in the organization is decent salary.

8. Analysis of the ratio of turn-up candidates.

TOTAL :40

3 25%
6
50%
75%
11 100%

From the above pie diagram it is observed that 6 respondent have accepted that the ratio of turn

up candidate is 25% in the organization, and 11 respondent have accepted that the ration of turn-

up candidate is 50% , and 3 respondents have accepted that the ratio of turn-up candidate is

75% in the organization.

9. Analysis of the method of selection in your company.

Total : 40

6 Interview
Written Test
Both
34

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From the above pie diagram it is observed that the out of 40 respondents, 34 have accepted that

the method of selection in the organization is interview and, 6 have accepted that the method of

selection is followed by the company is both.

10.Analysis of the opinion on the method of recruitment and selection process.

Sales

2
Average
16
Good
V.good
22
Excellence

INTERPRETATION:

From the above pie diagram it is observed that out of 40 respondents 16 have accepted that the

process of recruitment and selection is good in organization and 22 respondents have accepted

that the recruitment and selection process is v.good in organization and 2 respondents have

accepted that the recruitment and selection process is Excellent in the organization.

11. Analysis of the how people came to know about the job vacancies in the company

Total : 40
0

8 Job Portals
Employee Referral

10 22 Friends
Pamphlets

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INTERPRETATION:

From the above pie diagram it is observed that the out of 40 respondents, 22 respondents have

accepted that people came to know about the vacancies in the organization through job portals

and 10 respondents have accepted that the people came to know about the vacancies through

employee referral and 8 respondents have accepted that the people came to know about the

vacancies through friends.

12. Analysis of the selection process is ethical or transparent in the organization.

Total: 40
0 0

Strongly agree
16 Agree
Disagree
24
Strongly disagree

INTERPRETATION:

From the above pie diagram it is observed that the out of 40 respondents 16 respondents has

strongly agreed that the selection process is ethical or transparent in the organization. And 24

respondents has agree that the selection process is ethical or transparent in the organization.

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FINDINGS:

 43% respondents have accepted that the company follows the interview method for

selecting the candidates.

 28% respondents have accepted that the recruitment and selection process is v. good in an

organization.

 30% of respondents have agreed that selection process is ethical or transparent in an

organization.

 45% of respondents have agreed that organization has follows both source of recruitment

(internal and external).

CONCLUSION:

In every organization, recruitment processes play a vital role. The study reveals that the

recruitment process offered in TCS is very much effective. The HR manager of the selected

organization has to focus on selecting the right persons through other sources like campus,

placements, sourcing, walk-in, consultancy etc. The selection is done by evaluating the

candidate‟s skills, knowledge, and abilities which are highly required for the vacancies in the

organization. Even the Organization Support the Recruiters well at the time of recruitment.

96
RECOMMENDATIONS

It is observed that the selected Organization has satisfied all the procedures of recruitment. To

motivate the employees; the organization has to plan to offer incentives for both monetary and

non-monetary. It is suggested that the organization are advised to follow the existing recruitment

and selection policies in future also. It is suggested that the organization should give equal

importance to external sources like agencies, references etc. in order to get the desired &

required employees. It is suggested that the organization have to encourage the fresher‟s based

on their skills, along with the experienced candidates and it is suggested that the organization has

to adopt latest interview techniques to recruit prospective employees.

 Make sure your selection processes are fair, open and transparent.

 Think creatively about how you can attract a diverse pool of applicants, for example

through special interest groups, or trade bodies and training organizations that have their

own diversity policies.

 Recruiting by word of mouth can lead to discrimination, so take a more structured

approach whenever possible.

 Assess each person against a person specification, not against the other candidates.

 If you have a candidate with a disability, make any adjustments they need at the interview

to help them compete fairly.

 Always ask, rather than make assumptions, about the reasonable adjustments that a

disabled person might require to do the job.

 Try not to hold interviews at times that will be difficult for people with family or other

responsibilities.

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  You can use positive action statements in your job advertisements to attract applicants

from groups that are under-represented in your company.

 If you can accommodate flexible working patterns, promote the options to your

employees and potential employees.

 Selecting a pool of potential work placement recruits at set times throughout the year will

ease the application process and avoid the need to recruit at short notice.

The human resources are the most important assets of an organization. The success or failure of

an organization is largely dependent on the caliber of the people working therein. THE

RECRITMENT POLICY of an organization should be well planned and thus should be such so

that it:

 Reduces administration costs

 Provides employees with job security

 Encourage responsible trade unions

 Provide suitable employment to handicapped, women and minority group

 Be flexible enough to meet the changing needs of the organization

 Works towards the growth and prosperity of the organization.

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BIBLOGRAPHY

www.thomsondigital.com

www.wikipedia.com

BOOKS:

N.G.Kale & M.Ahmed, “Human Resource Management”, 1st edition,

Vipul Publication

By Elearn, “Recruitment and Selection Revised Edition”, Elearn Trainings

Company

By Dr. Bernard O’Meara, The Handbook of Strategic Recruitment and

Selection: A Systems Approach

C.R. KOTHARI “Research Methodology”

www.indiatodaygroup.com

www.hrcommunity.com

https://www.ukessays.com/essays/business/literature-review-recruitment.

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