AIMA PROJECT REPORT SAMPLE FOR MBA HR at projecthelplin.in
PROJECT REPORT
ON
“STUDY OF RECRUITMENT AND SELECTION AT HINDUJA GLOBAL SOLUTIONS, BANGALORE”
UNDER SUPERVISION OF
………………….
SUBMITTED BY
NAME : …………………………..
ENROLLMENT NO : ……………………
NODAL CENTRE CODE : …………………..
ADDRESS FOR CORRESPONENCE: ……………….
Submitted in partial fulfillment of the requirements for qualifying
Post Graduate Diploma in Management
AUGUST, 2017
ACKNOWLEDGEMENT
With Candor and Pleasure I take opportunity to express my sincere thanks and obligation to my esteemed guide ………………………. It is because of his indispensable and mature guidance and co-operation without which it would not have been possible for me to complete my project.
Finally, I gratefully acknowledge the support, encouragement & patience of my family, and as always, nothing in my life would be possible without God, Thank You!
Name…………………………
(Enrollment No………………)
DECLARATION
I hereby declare that this project work titled “STUDY OF RECRUITMENT AND SELECTION AT HINDUJA GLOBAL SOLUTIONS, BANGALORE” is my original work and no part of it has been submitted for any other degree purpose or published in any other from till date.
Name………………………….
(Enrollment No…………………)
TABLE OF CONTENTS
ACKNOWLEDGEMENT | ||
DECLARATION | ||
1 | CHAPTER | |
INTRODUCTION TO THE STUDY | ||
2 | CHAPTER | |
OJECTIVES OF THE STUDY | ||
3 | CHAPTER | |
REVIEW OF LITERATURE | ||
4 | CHAPTER | |
RESEARCH METHODOLOGY | ||
5 | CHAPTER | |
DATA ANALYSIS AND INTERPRETATION | ||
6 | CHAPTER | |
FINDINGS AND RECOMMENDATION | ||
7 | CHAPTER | |
CONCLUSION AND LIMITATION | ||
REFERENCES | ||
APPENDIX
|
TITLE OF THE PROJECT
“STUDY OF RECRUITMENT AND SELECTION AT HINDUJA GLOBAL SOLUTIONS, BANGALORE”
CHAPTER – 1
INTRODUCTION TO THE STUDY
SELECTION
Selection Decision
After obtaining information through the preceding steps, selection decision (the most critical of all the steps) must be made. The other stages in the selection process are meant for narrowing down the number of the candidates. The final decision has to be made from pool of individuals who pass the tests, interviews and reference checks. The view of the line manager is generally considered in the final selection because it is he/she who is responsible for the performance of the new employee. The supervisor is better able to evaluate the applicant’s technical capabilities and is in a better position to answer the interviewee’s job-related questions. Further, the supervisor’s personal commitment to the success of the new employee is higher if the supervisor has played a role in the hiring decision.
In fact, in a majority of firms, the supervisor has the authority to make the final hiring decision. In these cases, it is the role of the HR department to do the initial screening and to ensure that hiring does not violate laws such as Human Rights legislation or Labour legislation.
This step may or may not be followed be followed by realistic job previews which involves showing the applicant(s) the job site in order to acquaint them with the work setting, commonly used equipment, and prospective co-workers . The realistic job preview is intended to prevent initial job dissatisfaction with a job by presenting a realistic view of the job. Research shows that job turnover is lower when realistic job previews are used.
Why Recruitment:
.
Recruitment Process:
Recruitment Planning:
Recruitment Strategies
Searching
Searching of candidates is one of the most important parts of the recruitment process. Now the question arises that where to search the candidates and how to search the candidates. In order to reduce cost, organization looks into labor markets most likely to offer the required job seekers. Companies also decide whether to look in the national market or the local market for the required labor force. In the industry the local or national market is ignored to a large extent because the nature of job is such that the influence of local candidates is hardly used. In the industry the knowledge and expertise of the candidates are given more importance in the recruitment activities. How to look refers to the methods or source of recruitment. The sources can be broadly categorized into internal and external source.
Sources of recruitment:
Considering the aspect of sourcing, no organization should ever think that once it has acquired the best talent created favorable conditions to retain them they would not require going in for sourcing activities. Hence this should be kept in mind that sourcing is a continuous process, on outgoing one and will have its existence till the organization functions. The talent that one company have acquired and retained is through its sourcing only. Unless and until a person is sourced from outside, how will the organization get the best. To have the best it is essential to acquire it from outside. There has been tremendous change in the technology and for the organization to surviving in this changing scenario; it has become very essential that they keep up with the pace with the changes in the technology, the change in the culture etc.
Taking for example no organization can even think of operating without the use of information technology, now it becomes very difficult and costly affair to train the people within the organization at different level to learn how to make use of this technology. Hence sourcing is done and the best talent is acquired so that the person not only takes case of changing technical needs of the organization but also be able to make other employee learn from him.
Purpose and Importance of Recruitment
- Attract and encourage more and more candidates to apply in the organization.
- Create a talent pool of candidates to enable the selection of best candidates for the organization.
- Determine present and future requirements of the organization in conjunction with its personnel planning and job analysis activities.
- Recruitment is the process which links the employers with the employees.
- Increase the pool of job candidates at minimum cost.
- Help increase the success rate of selection process by decreasing number of visibly under qualified or overqualified job applicants.
- Help reduce the probability that job applicants once recruited and selected will leave the organization only after a short period of time.
- Meet the organizations legal and social obligations regarding the composition of its workforce.
- Begin identifying and preparing potential job applicants who will be appropriate candidates.
- Increase organization and individual effectiveness of various recruiting techniques and sources for all types of job applicants
Steps in Recruitment
The process of recruitment can be divided into following steps:
- Identification of job vacancy
- Job Description and person specification
- Advertise the vacancy
- Manage the response
- Short-listing
- Arranging interview
Internal recruiters
Internal Source
The internal source will include transfers, promotion, job posting, job bidding, and references by the current employees. When a company goes for an expansion the internal recruitment of transfers and promotions are carried out by most of the concerns. Internal recruitment in the eve of expansion is done to fill up the top positions. The advantages and disadvantages that the company will experience if it goes for internal recruitment are as follows:
Advantages:
- Employees are familiar with the organization and job performance and skill levels are already known.
- Promotes employee commitment.
- Provides opportunities to the current employee to have an extra income.
- Reduces recruitment cost.
- Reduces orientation cost because the employee is already familiar with the organization.
- Reduces training cost as the employee has already learned the some of the requirements of the job through exposure to the job.
Disadvantages:
- Negatively affect the morale and commitment of the employees not promoted.
- Does not encourage new and innovative ways of doing things.
- Promotes individual competition which can affect cooperation and collaboration.
Types of Internal Source of Recruitment
Internal recruitment seeks application for the positions from those who are currently employed. The internal sources of recruitment in the industry are as follows:
Human resource management information system
Internal Job Posting
Job Bidding
Job bidding is similar to job posting and is more common in unionized environments. Job bidding permits an employee to apply for a position even if no openings exist. The employee’s application is then held for a period of time, usually for a year, and the employee receives automatic consideration should the position come open. The process is often referred to as automatic consideration. Job bidding might be more efficient when openings for a job come open quite frequently. The employer can go to the job bid list without having to post each opening separately.
Former Employees
Former employees are often a good source of applicants. Former employees include three categories:
Former Applicants:
Applicants that previously applied for positions with the organization are to some extent known quantities, depending on how far they got in the selection process. Good applicants should be reconsidered. Many organizations keep files on excellent candidates that were not selected for prior openings and re-recruit them for current positions. This method is both efficient and effective. Much of the screening might have already been done and, if the applicants were previously interviewed, they might have already been judged as acceptable. But there is a fixed period after the completion of which the candidates can be considered again. Wipro considers the candidate only after the completion of six months from the date of the interview in which the candidate under consideration was rejected.
Employee Referrals
This is a source of internal recruitment that is widely used in the industry. Employees can develop good prospects for their families and friends by informing hem the benefits they will enjoy if they get a job in the company. Most of the IT companies offer finder fees to the employees in monetary terms for successful referrals. Microsoft, Wipro, Satyam are some of the companies that offer referral incentives to their employees. The incentives are basically a given percentage of the salary of the new employee. By this source many prospects can be reached at a very low cost. A large pool can also be created where the organization have a large number of employees. The employees have experience about the requirement of the job and therefore also understand the type of person fit for the job. So in a way this way of recruitment is not only cost is saving but time saving at the same time.
External Source
External recruiting involves obtaining applications from individual external to the organization. A threshold strategic issue for the HR is the determination of the appropriate external labor market from which to recruit. For lower-level jobs, the appropriate market is most likely to be the local labor market—defined as the geographical area from which most people are willing to commute.
However, a sufficient applicant pool might not be available in the local labor market for many jobs. For certain types of jobs, particularly professional jobs, the appropriate labor market is determined in terms of the profession. Recruiting is often most effective when performed inside the profession, using professional organizations and professional journals for example. For mid-level types of positions, a regional labor market might produce a better applicant pool, whereas many top-level and highly specialized jobs require recruiting nationally and even internationally.
Of course, use of the Internet, which is discussed later, facilitates a broader recruiting area. However, Internet recruiting often is not appropriate, effective, or efficient for many jobs and the critical decision affecting the success of a recruitment effort remains in the selection of the appropriate labor market from which to recruit. The method of external recruitment has its own share of advantages and disadvantages which are as follows:
Advantages:
- Bring new ideas and methods in the workplace.
- Scope of bringing expertise which is not currently available internally.
- Employee starts from clean slate and has no internal political affiliation.
- A candidate who is experienced and has the required skills reduces the cost of training and saves management time.
- Recruitment cost is reduced when outsourced.
Disadvantages:
- The selected candidate might not be good fit for the organization and its culture.
- Might lower morale and commitment of the current employees who are deprived of promotion opportunities.
- The new candidates take more time to adjust with the new environment and achieve the full performance level.
Types of External Recruitment
External recruiting can involve many methods, the most common source of external recruitment are media advertising, professional and trade association, employment exchange, campus recruitment, walk-ins, consultant, contractors, displaced persons, e-recruiting etc . But all the sources of external recruitment are not used in the industry. The external recruitment used in the industries is as follows:
Media Advertising
Media advertising refers to recruitment using radio, television, newspapers, and so forth. This is a technical area requiring expertise not normally available within the HR function. Writing effective advertisements frequently calls for professionals in the field. Professionally done media advertising can be an extremely effective and cost-efficient recruitment method. It allows the organization to reach a large number of potential applicants, often resulting in significant savings in hiring costs. By use of appropriate outlets targeted protected groups can be reached, which facilitates diversity and affirmative action efforts. However, when poorly done media advertising can be extremely expensive. In the industry for recruiting employees for job requiring high qualification and expertise, the method of media advertising is used so that more desired candidates can be within reach.
College and School Recruiting
College and university recruiting is a good source of entry- and mid-level managers and professionals. In general, college recruiting requires a continuing relationship with the organization and its placement office, and a history of hiring the college’s graduates. These together tend to put the organization at the front of the referral queue. However, this is often an expensive proposition requiring expenditure of both staff and financial resources. Sponsoring professional clubs and providing scholarships and internships can be expensive if the organization never hires individuals from the college. Many organizations have scaled down their college recruiting efforts to focus on a few schools where they can maintain a continuing presence and hire excellent candidates in a cost-effective manner.
In the industry Two-year colleges (junior and community colleges) and technical schools can be good sources for entry-level, para-technical, and para-professional positions. The strategies associated with recruiting at these institutions are the same as for higher-level institutions—only the type of positions being recruited for is different.
Most of the IT companies outsource the recruiting work to the consultancies. The consultancy official visits the college for the initial round of interviews and the selected candidates are
Walk-Ins
Many organizations accept applications from individuals that visit the organization for the express purpose of inquiring about job opportunities. Walk-ins have been found to be good sources of entry-level employees. The mere fact that they have taken the time and effort to visit the organization shows some level of interest and commitment. Walk ins takes place in a regular manner especially in the ITES sector. The reason for such regular recruitment is the need for employees thanks to the high attrition rate in these sectors.
Internet
The Internet has opened up all sorts of possibilities and associated challenges in recruiting. It provides access to a worldwide population of potential applicants. There are essentially three major sources of applicants using e-recruiting: commercial job boards, professional/trade association websites, and the employer’s website.
Many organizations have successfully used commercial job boards such as Monster.com and Naukri.com where, for a fee, employers can post job opportunities. Job boards have been found to provide access to a large number of qualified candidates. However, because of ease of access many of the candidates often are not seriously looking for a new job but are merely testing their competitiveness in the job market or trying to determine current compensation rates.
Larger employers now provide employment information on their websites. They typically find this to be an effective and efficient means of generating applications. To be effective, access to job information must be easy. Most employers provide a button on the home page that leads prospective applicant to the information. Effectiveness is increased if the web page for employment information continues the same format and theme as the home page and is consistent with the organization’s image and culture. This is an important continuation of the employer branding previously discussed.
Internet recruiting can save time because the application forms and/or resumes are readily available. Applicants can be immediately contacted via email. Internet recruiting is typically much less expensive than media advertising or onsite recruiting initiatives. Internet recruiting expands the relevant job market to the globe and has the potential to generate a large number of qualified candidates.
Common Internet Search Techniques:
X-raying: A method of looking in a job website and to find what’s there. Using this technique a recruiter can find documents and web pages that aren’t directly accessible via links on the public home pages.
Flipping: Flipping is an effective method used to find the relationships between web pages based on how they are hyperlinked together. This search is especially useful for finding people who have links to the company or have worked for a specific company.
Peeling back: As the name suggest Peeling back is the process of “retracing the path” of the url especially when one gets an Error 404 (File not found). This process is engage so as to locate the information elsewhere on the site or locate the specific “root” folder where one can find similar or additional data specific or related to the search.
Harvesting or mining: Harvesting involves reviewing a document, such as a resume or home page, and finding key words, links, references and locations that assist with subsequent searches.
Internet Job Posting
Internet job posting is the most popular form of job posting these days. It is concerned with posting the job in different job sites like monster, naukri etc. An effective internet job posting must include.
Outsourcing
Many organizations have formed alliances with outplacement firms. These firms provide placement assistance to individuals, many of whom have been involuntarily separated from their former employer through no fault of their own. These individuals are often excellent candidates.
Outsourcing the human resource (HR) processes is the latest practice being followed by middle and large sized organization. In India, the HR processes are being outsourced from nearly a decade now. Outsourcing industry is growing at a high rate.
Human Resource Outsourcing refers to the process in which an organization uses the expert services of a third party (generally professional consultants) to take care of its HR functions while HR management can focus on the strategic dimension of their function. The functions that are typically outsourced are the functions that need expertise, relevant experience, knowledge and best methods and practices
Selection
Like recruitment, selection is also a process. It is a process of analyzing and differentiating between applicants in order to identify those who are suitable for the position under consideration. Using the appropriate source of recruiting the company makes a pool of applicants. Now a good base for selection is created. Depending upon the complexity of the demand of the job the interview methods are decided. The process of selection leads to employment of persons having the ability and qualifications to perform the jobs, which have fallen vacant in the organization. It divide the applicants into two categories namely those who will be offered and those who will be rejected. In fact in selection there is more rejection than acceptance which makes it a more negative approach as compared to recruitment where there is more acceptance than rejection.
STRUCTURE OF RECRUITMENT & SELECTION PROCESS:
STEPS IN RECRUITMENT & SELECTION PROCESS
STEP 1: MANPOWER PLANNING
STEP 2: IDENTIFICATION OF A VACANCY
STEP 3: REVIEW THE NEED FOR THE POSITION OR VACANCY
STEP 4: SOURCING OF SUITABLE CANDIDATES.
STEP 5: COLLECT THE RESUMES
STEP 6: SCREENING OF RESUMES
STEP 7: SHORTLISTING OF CANDIDATES
STEP 8: SCHEDULE INTERVIEWS
STEP 9: CONDUCT INTERVIEWS
STEP 10: MAKE OFFER OF EMPLOYMENT
STEP 11: RENEGOTIATE OFFER
STEP 12: REFERENCE CHECK
STEP 13: LETTER OF INTENT
STEP 14: MEDICAL CHECK UP
STEP 15: ON BOARDING & INDUCTION
COMPANY DETAILS:
‘Hinduja Global Solutions is an Indian pure play business and service provider headquartered in Bangalore, and part of the Hinduja Group. Formerly known as HTMT Global, the company re-branded itself as HGS in line with the group policy. It has over 40000 employees worldwide with a large employee base in India.
History:
The history of HGS (Hinduja Global Solutions) began in 1993 under the name ALIT Ashok Leyland Information Technology, providing information technology services. In 2000, ALIT merged with Hinduja Finance Corporation (HFC) to form HGS. 2003 marked a milestone for HGS with the acquisition of Customer Contact Center Inc., a call center company located in the Philippines. In 2007, HGS acquired AFFINA LLC, a US-based contact center and database management and marketing research company and in 2010, UK-based Careline Services, another contact center management services provider, was acquired. In 2011, HGS acquired Canadian-based On-line Support Inc. (OLS) to further strengthen its presence in North America.
On 30 June 2015, HGS announced the signing of a definitive agreement to take over a significant portion of Mphasis Emerging Markets business. With this acquisition, HGS expanded its presence in Bangalore, Noida, Raipur, Chennai, Pune, Mumbai, Vadodara, Indore, Puducherry, Ahmedabad, Bhubaneswar and Mangalore, and also entered the competitive BPO market in terms of employment with its only centre in North India in Noida.
VISION AND MISSION:
OUR VISION
To be a globally preferred business process transformation partner for our clients, creating value in their business through innovative outsourcing solutions.
OUR MISSION
Make our clients more competitive
CORPORATE SOCIAL RESPONSIBILITY
Our fundamental approach to business is to create long-term sustainable value for our customers, employees, shareholders and society. We recognize our social, economic and environmental responsibility to the communities in which we operate.
Our actions are led by 5 principles:
- Work to Give
- Word is a Bond
- Act Local; Think Global
- Partnership for Growth
- Advance Fearlessly
The Hinduja Foundation
At HGS, we echo and advance the ideologies of Parmanand Deepchand Hinduja, the founder of the Hinduja Group. In 1944, he set up The Hinduja Foundation, a public charitable trust, borne from a life-long conviction that philanthropy is a sacred social responsibility of all enterprise. The Foundation has a broad spectrum of objectives and conducts its activities across offices in India, the USA and the UK. It is associated with a number of philanthropic activities in areas of healthcare, education, and social welfare.
Local Relevance
HGS believes in being locally relevant and is committed to making a positive contribution to the communities in which we operate and thrive. Across the globe, our regional offices play an important role in designing, implementing and monitoring community outreach programs through active collaboration with universities, charities, NGOs and clients to promote education, fund cancer research, stimulate entrepreneurship, provide disaster relief or improve life for under privileged children.
Our community engagement programs also reflect elements of our global sustainability strategy which maintain a firm focus on carbon footprint reduction, local sourcing and elimination of energy/water wastage.
HGS Veterans Program
We run a highly successful employment program for military veterans and their families in the USA. The program, which runs in partnership with several US universities, offers tuition reimbursements, competitive salaries and benefits packages to military veterans and their families. To date, the program continues to support and nurture the career growth and development of men and women who have dedicated their lives to protecting their nation. It has empowered thousands of veterans and their families to better their lives through education and advance their life prospects at HGS.
BOARD OF DIRECTORS:
Mr. Ramkrishan P. Hinduja
Ms. Shanu S.P. Hinduja
Ms. Vinoo Hinduja
Mr. Anil Harish
Mr. Rajendra P. Chitale
Mr. Rangan Mohan
CHAPTER – 2
OBJECTIVES OF THE STUDY
CHAPTER – 3
REVIEW OF LITERATURE
CHAPTER – 4
RESERCH METHODOLOGY
METHOD USE TO PRESENT DATA:
CHAPTER – 5
DATA ANALYSIS & INTERPRETATION
Evaluation of the Study:-
Q1. What are the methods of recruitment used by the recruitment firms?
Criteria | Frequency | Percentage |
Direct Method | 24 | 48% |
Indirect Method | 16 | 32% |
Third Party Method | 10 | 20% |
Total | 50 | 100% |
Analysis:- In the above pie chart 48% of respondents are used direct method by the recruitment firms, 32% of respondents are used indirect method by the recruitment firms, 20% of respondents are used third party method by the recruitment firms .
Q2. What are the factors taken into consideration while formulating the policy?
Criteria | Frequency | Percentage |
Cost | 25 | 50% |
Target market | 20 | 40% |
Competitors | 5 | 10% |
Analysis:- As per shown in the above graph 50% of respondents said the cost is the factors taken into consideration while formulating the policy, 40% of respondents said target market is the factors taken into consideration while formulating the policy and 10% of respondents said the competitors is the factors taken into consideration while formulating the policy.
Q3. By whom the processes are made?
Criteria | Frequency | Percentage |
Upper level managers | 40 | 80% |
Middle level manager | 10 | 20% |
Participatory | 0 | 0% |
Analysis:- As per shown in the above graph 80% of respondents said the processes were made with upper level managers, 20% of respondents said the processes were made with middle level managers and 0% of respondents said the processes were made with participatory.
Q4. Are the Recruitment and selection process reviewed from time to time?
Criteria | Frequency | Percentage |
Most of time | 15 | 30% |
Often | 10 | 20% |
Sometimes | 15 | 30% |
Rarely | 10 | 20% |
Almost never | 0 | 0% |
Analysis:- As per shown in the above pie chart 30% of respondents said most of the time the Recruitment and selection process reviewed from time to time, 20% of respondents said often the Recruitment and selection process reviewed from time to time and 30% of respondents said sometimes the Recruitment and selection process reviewed from time to time.
Q5. How far Recruitment and selection process helps you to achieve your targets?
Criteria | Frequency | Percentage |
Average | 25 | 50% |
Above Average | 20 | 40% |
Below average | 10 | 10% |
Can’t say | 0 | 0% |
Analysis:- In the above pie graph 50% of respondents said average for Recruitment and selection process helps you to achieve your targets, 40% of respondents said above average for Recruitment and selection process helps you to achieve your targets and 10% of respondents said below average for Recruitment and selection process helps you to achieve your targets and 0% of respondents can’t say for this.
Q6. Does Recruitment and selection process affect the company’s turnover?
Criteria | Frequency | Percentage |
Most of time | 20 | 40% |
Often | 10 | 20% |
Sometimes | 15 | 30% |
Rarely | 5 | 10% |
Almost never | 0 | 0% |
Analysis:- In the above pie chart 40% of respondents said most of the time Recruitment and selection process affect the company’s turnover, 30% of respondents said sometimes Recruitment and selection process affect the company’s turnover and 0% of respondents said almost never Recruitment and selection process affect the company’s turnover.
Q7. After what time period Recruitment is done?
Criteria | Frequency | Percentage |
Yearly | 10 | 20% |
Half Yearly | 25 | 50% |
Quarterly | 5 | 10% |
As and When Required | 10 | 20% |
Analysis: As per shown in the above pie chart 20% of respondents said yearly Recruitment is done, 10% of respondents said quarterly Recruitment is done and 20% of respondents said as and when required Recruitment is done.
Q8. What is the criterion for selection of employees?
Criteria | Frequency | Percentage |
Interview | 10 | 20% |
Performance | 40 | 80% |
Any Other | 0 | 0% |
Analysis: In the above pie chart 20% of respondents said interview is the criterion for selection of employees, 80% of respondents said performance is the criterion for selection of employees and 0% of respondents said any other is the criterion for selection of employees.
Q9. Which was your source of recruitment?
Criteria | Frequency | Percentage |
Employee Referral | 10 | 20% |
Gate Recruitment | 15 | 30% |
Labour Contractor | 5 | 10% |
Advertisement | 10 | 20% |
Promotion | 7 | 14% |
Transfer | 0 | 0% |
Former Employee | 3 | 6% |
Any Other
(Please Specify) |
0 | 0% |
Analysis:- As per shown in the above pie chart 20% of respondents said employee referral source of recruitment, 30% of respondents said gate recruitment source of recruitment, 20% of respondents said advertisement source of recruitment and 6% of respondents said former employee source of recruitment.
Q10. Are you satisfied with the policies regarding Recruitment and Selection process?
Criteria | Frequency | Percentage |
Highly Satisfied | 5 | 10% |
Satisfied | 35 | 70% |
Neutral | 10 | 20% |
Dissatisfied | 0 | 0% |
Highly Dissatisfied | 0 | 0% |
Analysis:- As per shown in the above pie chart 10% of respondents were highly satisfied with the policies regarding Recruitment and Selection process , 70% of respondents were satisfied with the policies regarding Recruitment and Selection process and 20% of respondents were neutral with the policies regarding Recruitment and Selection process.
Q11. Are you satisfied with the selection process of the Hinduja Global Solutions?
Criteria | Frequency | Percentage |
Highly Satisfied | 5 | 10% |
Satisfied | 25 | 50% |
Neutral | 15 | 30% |
Dissatisfied | 5 | 10% |
Highly Dissatisfied | 0 | 0% |
Analysis:- As per shown in the above pie chart 10% of respondents were highly satisfied with the selection process of the Hinduja Global Solutions, 50% of respondents were satisfied with the same and 10% of respondents were dissatisfied with the above statement.
Q12: Are you satisfied with round of interviews conducted for recruitment?
Criteria | Frequency | Percentage |
Highly Satisfied | 8 | 16% |
Satisfied | 20 | 40% |
Neutral | 20 | 40% |
Dissatisfied | 2 | 4% |
Highly Dissatisfied | 0 | 0% |
Analysis: As per shown in the above pie chart 16% of respondents were highly satisfied with round of interviews conducted for recruitment, 40% of respondents were satisfied with round of interviews conducted for recruitment and 4% of respondents were dissatisfied with the above statement.
Q13: Did you face any type of problem during recruitment and selection?
Criteria | Frequency | Percentage |
Most of time | 20 | 40% |
Often | 15 | 30% |
Sometimes | 10 | 20% |
Rarely | 5 | 10% |
Almost never | 0 | 0% |
Analysis:- As shown in the above pie chart 40% of respondents said most of time face any type of problem during recruitment and selection, 30% of respondents said often of time face any type of problem during recruitment and selection and 10% of respondents said rarely face any type of problem during recruitment and selection.
Q14: Which type of problem did you face during training?
Criteria | Frequency | Percentage |
Behavior of Trainer | 5 | 10% |
Language Problem | 25 | 50% |
Atmosphere | 15 | 30% |
Any Other | 5 | 10% |
Analysis: As per shown in above pie chart 10% of respondents said behavior of trainer problem faced during training, 50% of respondents are said language problem faced during training and 30% of respondents said atmosphere problem faced during training.
Q15: What types of sources of recruitment are used by the Hinduja Global Solutions for recruitment?
Criteria | Frequency | Percentage |
Internal Recruitment | 5 | 10% |
External Recruitment | 40 | 80% |
Both | 5 | 10% |
Analysis:- As per shown in the above pie chart 10% of respondents said internal sources are used by the Hinduja Global Solutions for recruitment, 80% of respondents said external sources are used by the Hinduja Global Solutions for recruitment and 10% of respondents said both types for that.
CHAPTER – 6
FINDINGS AND RECOMMENDATION
The findings of the study of “STUDY OF RECRUITMENT AND SELECTION AT HINDUJA GLOBAL SOLUTIONS, BANGALORE”
Recommendation:.
CHAPTER – 7
CONCLUSION AND LIMITATION
Conclusion:
Limitation of the study:
BIBILOGRAPHY
Books:-
- People and Organization
–Malcom Martin and Tricia Jackson
–Stephen Taylor
- Managing Human Resources
–Thomson South Western
- Human Resource Managemen
- Shashi K. Gupta, Rosy joshi
Magazine and newspapers
- Source-Times News New York
- Business Standard
Internet sites
- https://www.google.co.in
- https://en.wikipedia.org/
- https://www.teamhgs.com
QUESTIONNAIRE
DEAR RESPONDENT,
I, ANKITA a student of PGDM (HR). I am underlying a project named “STUDY OF RECRUITMENT AND SELECTION AT HINDUJA GLOBAL SOLUTIONS, BANGALORE”. So by filling this questionnaire please help me in completing my research project.
Name______________________________
Occupation__________________________
Email_______________________________
Age_______________________________
Q1. What are the methods of recruitment used by the recruitment firms?
- Direct Method
- Indirect Method
- Third Party Method
- All the Methods
Q2. What are the factors taken into consideration while formulating the policy?
- Cost
- Target market
- Competitors
Q3. By whom the processes are made?
- Upper level managers
- Middle level manager
- Participatory
Q4. Are the Recruitment and selection process reviewed from time to time?
- Most of the time
- Often
- Sometimes
- Rarely
- Almost never
Q5. How far Recruitment and selection process helps you to achieve your targets?
- Average
- Above average
- Below average
- Can’s say
Q6. Does Recruitment and selection process affect the company’s turnover?
- Most of the time
- Often
- Sometimes
- Rarely
- Almost never
Q7. After what time period Recruitment is done?
- Yearly
- Half Yearly
- Quarterly
- As and When Required
Q8. What is the criterion for selection of employees?
- Interview
- Performance
- Any Other
Q9. Which was your source of recruitment?
- Employee Referral
- Gate Recruitment
- Labour Contractor
- Advertisement
- Promotion
- Transfer
- Former Employee
- Any Other(Please Specify)
Q10. Are you satisfied with the policies regarding Recruitment and Selection process?
- Highly satisfied
- Satisfied
- Neutral
- Highly Dissatisfied
- Dissatisfied
Q11. Are you satisfied with the selection process of the Hinduja Global Solutions?
- Highly satisfied
- Satisfied
- Neutral
- Highly Dissatisfied
- Dissatisfied
Q12: Are you satisfied with round of interviews conducted for recruitment?
- Highly satisfied
- Satisfied
- Neutral
- Highly Dissatisfied
- Dissatisfied
Q13: Did you face any type of problem during recruitment and selection?
- Most of the time
- Often
- Sometimes
- Rarely
- Almost never
Q14: Which type of problem did you face during training?
- Behavior of Trainer
- Language Problem
- Atmosphere
- Any Other(Please Specify)
Q15: What types of sources of recruitment are used by the Hinduja Global Solutions for recruitment?
- Internal Sources
- External Sources
- Both Types