A STUDY ON

“TALENT ACQUISITION PROCESS IN IT SECTOR”

Submitted by

Siddhi Kumari Sharma

2101140700027

Under the guidance of

Dr. Mona Sahay

in partial fulfilment of the requirements for the
award of the Degree of

MASTER OF BUSINESS ADMINISTRATION

of
Dr. A. P. J. Abdul Kalam Technical University, Lucknow

IPEM

Management department, Institute of Professional Excellence & Management A-13/1,

South Side G.T. Road Industrial Area, Bypass, Ghaziabad, Uttar Pradesh
201010
 DECLARATION

I hereby declare that the presented project report on the topic entitled “A Study on Talent
Acquisition process in IT Company” is uniquely prepared by me.

I also confirm that, this report is only prepared for my academic requirement, not for other purposes.
It shall not be used by any other agency.
 ACKNOWLEDGEMENT:-
I would like to thank IPEM COLLEGE, Ghaziabad for including the Project on “A Study on Talent
Acquisition process in IT Sector” which has provided an opportunity to gain practical knowledge in the
organisation.

I would like to thank Direct Dr. R.K Singhal And Sugandha Goel and Mr.Shashank Chaudhary for
their constant inspiration. I would even like to express my gratitude to Mrs. Mona Sahay, my
mentor for continuing us guidance and helping me throughout the project.

I would like to thank Mrs. Mona Sahay (mentor) for their careful and precision guidance which
were extremely valuable for my study both theoretically and practically.
 INDEX

S.No TITL PAGE.NO

E

1 CHAPTER-1

 Introduction of the topic 6

 Objective of the study 7

 Talent Acquisition 8-13

 Process of Talent Acquisition 14-20

 Recruitment 21

 Recruitment Process 22-26

 Difference b/w TA & Recruitment 27- 29

 Selection 30-36

 On-boarding 37-42

 Recruitment Procedure of company 43-45

2 CHAPTER-2

Research Methodology 47-51

Primary data 52-59

Secondary data 60-62

3 CHAPTER-3

 Finding 64-65
 Talent Acquisition Analysis
66-70

4 CHAPTER-4
 Conclusion
71-72

5 CHAPTER-5

4
  Recommendation & Suggestion
74

6 CHAPTER-6

 Limitation
76

 Bibliography 77

5
INTRODUCTION OF THE TOPIC:-

Talent is the success for any organization. Sourcing and engaging the right talent is a big
challenge even in India where unemployment is so high.

Given the importance of talent acquisition in the overall successful operations and growth of any
organization.The purpose of the project is to study the current talent acquisition process in the
organization and identify areas for improvement. Secondly, the project studies the extent of adoption of
best practices in the firm. The study also aims to examine the implementation of new and innovative
methods in job analysis, recruitment, screening and selection processes in the organization. Descriptive
research approach is applied in the study.

Primary data is collected by means of direct interviews. Secondary data is collected from
available books, publications, research studies, articles and websites. Judgmental sampling more
commonly known as purposive sampling is used, as subjects are chosen to be part of the sample with a
specific purpose in mind.

Recruiters, sourcers, HR professionals, hiring managers. Combined, these powerhouse

functions make up Talent acquisition (TA) — the organizational task of, quite simply, finding the right
person for the job. In a corporate setting, it’s often placed under the human resources (HR) umbrella,
and involves sourcing, attracting, interviewing, hiring, and onboarding employees..

7
Objectives of the study

1. To study the talent acquisition process at 4Bell technology and recommend areas for
improvement in the current talent acquisition process.

2. To reduce the process lead time from sourcing to onboarding.

3. To examine the extent to which the firm

has adopted and implemented best practises.

4. To study the extent to which they have adopted new and sophisticated methods to recruitment
and selection

8
 TALENT ACQUISITION:-

Talent acquisition is the process of planning, sourcing, assessing, hiring, and on-boarding of
qualified and talented individuals into appropriate positions in the organisation.
The process applies to all types of employment relationships including full and part time
employees, contract employees, contingent staff, or outsourced worker relationships. The focus of
the process is on attracting talented workers to the organisation.
Acquiring and retaining the best talent acts as a competitive advantage, but it is equally important
and difficult to find the right person for the right job.
The increased competitiveness in the recruitment market has led to organisations spending more time,
effort and resources on developing their recruitment strategy.
Talent acquisition is an important function within HR, responsible for recruiting high quality people
through various sources for given job positions under stringent deadlines and cost constraints.

Recruiters in Talent Acquisition

Since the bulk of a successful TA team relies on recruiters, let’s break down what it takes to be a
rock star one. First, it helps to be a people person. You’re comfortable cultivating and maintaining
relationships, especially across jobs, industries, and personality types. People who tend to do well in this
role are also good at thinking big-picture about the needs of their company, and how to fulfill them. And
since you want to always be signing top talent, a background in sales can be tremendously helpful, as
you’re ultimately in the business of selling jobs to promising candidates—and promising candidates to
top stakeholders.
But maybe most importantly, talent acquisition professionals need to think like hunters: always on
the prowl for top talent and relentless in their pursuit.

9
JOB PORTAIL :-

HOW TO USE NAUKRI.COM AS EMPLOYER:-

1. Activate your profile and go visible:-

Jobseekers will not be able to discover you unless you verify your primary email and activate
your profile. Click on the email verification link sent to you to activate your account

2. Upload your recent personal photograph

Your profile views will be 6X and your follower network will be 5X if your personal
photo is uploaded in your account.

10
 Login using your primary Email ID at http://naukrirecruiter.naukri.com. Upload your recent
personal photograph to increase visibility and credibility of your hiring profile

3. Update Sectors, Roles and Skills you generally hire for

To enable relevant job-seekers to find you, mention functional areas, industries, clients, skills or
roles that you generally hire for. Jobseeker will follow your profile for job-updates or send you
personalized message based on this information.

4. Invite job-seekers to follow your profile

Using your profile, you can build a highly valuable private database of jobseekers that are
following your profile for job-updates.This database belongs exclusively to you and stays with you
even if you change jobs.

So go ahead, and invite job-seekers you have interviewed or placed in the past to follow your profile.

5. Post Quick-Jobs

Regularly post jobs that you are currently hiring for. Jobs that you post on your profile (i.e. Quick-
Jobs) are sent as an email alert to all jobseekers following your profile for job-updates. Your profile will
also rank higher in Recruiter Search if you post jobs regularly and are actively updating your profile.

6. Personalize your NaukriRecruiter Account

■ Add your work email ID as your secondary email address in your account. This will link
your NaukriRecruiter profile to your Naukri Super-User/Sub-User account, with which you
post jobs on Naukri.com.
■ Customise your Public Profile URL.

 Add a Naukri Recruiter badge to your emails and blogs so that people can visit
your NaukriRecruiter profile.
■ Set preferences to receive private messages from job seekers of your choice only.
■ Track job seeker messages and applications in your personalized Inbox.

11
 How can I search for freshers?

You may use the below approach in order to search freshers in our database

1. Go to Resdex-->Search Resumes

2. Scroll down to the option of "Total Experience".

3. Search for experience ranges as “0” to “0” yrs. Moreover, if you relax the exp range to “0”
to “1”yrs the results will go further up

Alternatively, you can also use the graduation year in Education. For instance, specifying the
passing- out year of “MBA/PGDM” as “2018-2018" will give you the results of all candidates who will
be completing their MBA in 2018

12
SEARCH RESUME ON NAUKRI

13
PROCESS OF TALENT ACQUISITION

TALENT ACQUISITION PROCESS

1. Generating potential leads.

2. Picking the right questions for an interview.
3. Utilising Assessment Tools and Exercises
4. Checking reference
5. Making the final selection.

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 1. Generating potential lead

One of the most crucial step is to make sure that you can generate a pool of suitable talent for
your current vacancy. In most cases, it is common practice that HR managers will simply choose the first
candidate to come or the easiest hiring option. What comes easily will not usually be a good decision.
Professional recruiters recommend business leaders to design a process for potential employees
generation. The process starts with a job description, defining what roles the staff will fulfil, which
qualifications the company desire for. The next step involving the tactics to promote the job postings in
many channels. It could be something like professional website for job seeker, or via social media
platform such as Facebook. LikedIn posting and sharing at networking events may be another option. Be
sure that in this stage, you utilise all channels to generate as many potential leads as possible.

2. Picking the right questions for interview

There are some basic rule in asking the right questions for a behavioural interview. Of course
company owners want to talk about their real experiences instead of hypothetical questions. Therefore,
you should carefully design a questions list beforehand. It is highly advised that you start by outlining
from 3 to 5 most outstanding tasks and key performance indicators to evaluate the performance of a
candidate. Then you can develop other relevant questions regarding their past company. Digging into
some questions like: “What have you achieved?”, “How about the time when you did this project?”. Their
behaviours and experiences will be clearly highlighted through their responses.

3. Utilising Assessment Tools and Exercises

There are a few extra tools and methods for employees assessment including a IQ, EQ, personality
test.
Company owner may also want to use some kind of physical ability test if the nature of the job requires.
Any types of test is acceptable provided that it does not cotain discrimination contents and still relevant
to the scope of work. Some exercises such as team-work discussion, case studies and many other things.
These types of exercises will help you to understand the thoughts and behaviours, then continuing with
the processes and making final decisions.

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 4. Checking references

There are 3 key elements to remember in the checking references step: 3 C's: Chemistry,
and Character, Competency. Never forget to make the reference calls and cross check the validity
of the references contents. Do not always follow your intuition and feelings about the candidate.

5. Making the final selection

The final step will deliver you desired results provided that you build a complete HR system.
You should clearly define the scoring, ratings of the candidates then choosing the best
possible employees.
Carefully read these steps and implement them in the right way. If you have any questions, please
contact Faro Recruitment Vietnam, we are pleased to help you with all the issues related to
human resources and talent acquisition.

Talent acquisition specialist job description

A talent acquisition specialist can be described as an HR professional who focuses on

sourcing, identifying and hiring specific types of employees. Talent acquisition specialists are often
hired by companies in competitive job markets that are actively growing and changing, such as tech,
healthcare and finance.

Responsibilities of a talent acquisition specialist include:

● building a qualified and diverse team of employees;

● organising and attending recruitment and networking events, conferences and job fairs;
● anticipating each department's annual and quarterly hiring needs.
● working with hiring managers and HR to determine staffing needs;
● creating job descriptions and interview questions tailored to each specific job opening;

● determining the selection criteria for open positions;

● analysing candidate resumes and applications;

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 ● providing managers with feedback on the submitted resumes and applications;
● finding potential talent through online channels, such as LinkedIn, Facebook
and professional networks;
● planning interview and selection procedures, which include everything from the
initial screening interview to the job offer;
● building relationships with potential candidates and previous applicants;
● collaborating with management to ensure hiring procedures are ethical and fair;
● performing introductory interviews with candidates to gauge their interest
level, personality and salary expectations; and

Strategic for Effective Talent Acquisition

Tip 1: Forecast

Identify which roles at your company are hardest to hire for — and prioritise them. Niche skills,
highly-specific experience, tech or engineering jobs, and senior leadership all fall into positions that
can take 3-6 months or longer to fill. Hiring just the right person for the job, or building an entire team
on short notice, are much easier with some forward thinking.

17
 Tip 2: Build a Pipeline

Keep track of the candidates you find, whether in a simple spreadsheet at a smaller company,
or organised via specialised software or platform (such as LinkedIn Recruiter) if your organisation
has larger talent needs. Make sure to also carve out and schedule time — daily or weekly — for
talent acquisition activities: networking, outreach, inputting and updating candidate details, and most
importantly, building relationships that could be useful when you have a future role to fill.

Tip 3: Get Everyone On Board

Don’t silo the efforts of your HR and talent acquisition team and keep an open mind about
where quality candidates can come from. Get the department or even entire company involved.
Consider introducing employee referral programs, monetary rewards for key hires, etc. If employees at
your company know what roles you’re hiring for, what kinds of people you’re looking to fill those
roles, and your vision about where the company is headed, you’ll likely find great candidates faster.

Tip 4: Spend the Time

Interviewing is a hugely important part of the talent acquisition process. You want to see how a
candidate will act in a “formal” setting, and how they’ll think and perform under fire. But often, some of
your best intuitions about people, performance, and cultural fit comes from outside the conference room.
Casual phone conversations, lunch meetings, even an informal negotiation over a cocktail are ways to
get to know your prospective hire that won’t be evident from a one standard interview. And if the team
needs more face-
to-face time with a potential candidate, don’t hesitate to bring them back in to meet with multiple
stakeholders. High performers will probably like the extra chance to size everyone up as well.

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 1 - Time to hire

Time to hire let’s you know the number of days between the start of the recruitment process and
the moment a candidate gets hired. This metric is all about tracking the speed with which good
candidates move within your hiring process once they’ve applied, allowing to analyse a recruiting
team’s performance.

Improving this metric means reducing the time it takes to fill a position. Considering most
talented people are off the market in 10 days, it also means a shorter process gives you a better chance
at attracting and hiring top talent.

Tip: The best way to optimise your time to hire is to break down your hiring process and measure
how much time it took to move candidates from one stage to another. Identifying exactly where your
hiring team is spending too much time or energy will allow you to take action.

2 - Cost Per Hire

The cost per hire is a central topic when it comes to calculating and managing the recruitment
budget. This metric lets you know what is the average amount of money your company spends to make a
new hire. It includes all costs related to recruitment, purchase of equipment, onboarding, administrative
costs and benefits. And it can vary depending on variables like the company’s size, the seniority of the
position, the number of recruitment channels used.

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5 - Quality of Hire

Quality of hire is at the top of the list of useful performance KPIs for most companies as it
measures the value new hires bring to a company. Hiring quality employees means less turnover, more
productivity, better culture, and greater overall success for the company. By continuously measuring the
quality of hire, you can keep a pulse on the health of your employee base.

As quality is quite hard to evaluate, some quantifiable recruitment metrics can be used instead,
such as new hire performance metrics (e.g. meeting X sales quota, delivering Y number of product units
or achieving Z customer satisfaction ratings), turnover and retention metrics, hiring manager satisfaction
ratings, the percentage of new hires who were promoted within a certain time period, etc.

6 - Offer-Acceptance Rate

This metric is also essential to evaluate your talent acquisition strategy’s effectiveness. The
percentage of job offers accepted is a good indicator of how well your hiring practises are working.
Although candidates can decline a job offer due to external reasons (counteroffer from a current
employer, etc.), they can also refuse your company’s offer due to reasons related to the company culture,
unattractive compensation, or job duties mismatch which could have been detected and managed by
your team.

Tip: Use a survey to inquire about the specific reasons behind their refusal.

7 - Satisfaction rate

Although this metric often gets ignored, satisfaction ratings allow you to know how candidates
are experiencing your hiring process. To measure it you can use surveys of candidates and new hires.
This metric is essential to understand what may be causing high numbers of interview cancellations, no
shows, or high turnover rates in new hires.

Tip: Build a survey that is easy and quick to answer, focusing only on key satisfaction aspects
regarding the recruitment process, to get more answers. Also, don’t forget to protect the candidates’
privacy.

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 RECRUITMENT:-

Recruitment a subset of the talent acquisition process is almost central to the human
resource management process and failure in recruitment can create difficulties for any company
including an adverse effect on its profitability and inappropriate levels of staffing or skills.

Better recruitment and selection strategies result in improved organisational outcomes. Only a
talent resourcing process that is well defined and well- executed from start to finish yields consistent and
compliant results which will in turn yield a competitive advantage in the war for talent.

Recruitment refers to the process of identifying, attracting, interviewing, selecting,

hiring and onboarding employees. In other words, it involves everything from the identification of
a staffing need to filling it In addition, many organisations outsource recruiting to outside firms

Recruitment a subset of the talent acquisition process is almost central to the human resource
management process and failure in recruitment can create difficulties for any company including an
adverse effect on its profitability and inappropriate levels of staffing or skills. Better recruitment and
selection strategies result in improved organizational outcomes. Only a talent resourcing process that is
well defined and well-executed from start to finish yields consistent and compliant results which will in
turn yield a competitive advantage in the war for talent

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 RECRUITMENT PROCESS

● Step 1: Identify the hiring needs

● Step 2: Prepare job descriptions.
● Step 3: Devise your recruitment strategy
● Step 4: Screen and shortlist candidates
● Step 5: Interview Process
● Step 6: Make the offer
● Step 7: Employee Onboarding

22
 Step 1: Identify the hiring needs

What are your existing hiring needs? May be an employee just left or a new job position just opened.
Once you identify the vacancies that exist, you can then define the job specifications such as skills,
knowledge, experience, etc.

23
 Step 2: Prepare job descriptions

Once you know the skills, knowledge and experience gaps you need to fill, define the job
role, responsibilities and duties.

A complete job description helps you know what to look for in potential candidates. It also
serves as a checklist for candidates to tick before they decide they are suitable for the role and apply-
which means, more relevant candidates.

The elements that should be included in a job description are

● Title
● Responsibilities
● Necessary qualifications and skills
● Compensation, benefits, and perks
● Location

Creating a candidate persona helps you identify what your candidate is looking for, how and
where to find them. And it gives you the opportunity to

● Write more relevant job descriptions, job application forms, emails, training material, etc.)
● Identify the best-recruiting channels

24
 ● Create high-quality and personalised content to attract relevant candidates
● Understand the candidate requirements of your stakeholders
● Update and reuse in the future

Step 3: Devise your recruitment strategy

This is where you decide how to attract and retain the ideal candidates. Here you should
consider whether you can find a possible candidate from within the company itself or whether you
need to hire from outside.

In your strategy, you need to consider

● The geographical area you’ll be targeting

● The method of recruitment (employee referrals, social media, video interviews, etc.)
● Creating relevant job ads
● Channels for posting job ads (social media networks, job boards, company websites, etc

Step 4: Screen and shortlist candidates

Your recruitment strategy was a huge success and have accumulated a sky-high pile of application.
What’s next??

Here are the steps we follow when we face this exact challenge

25
 ● First, we sort through the applications to find the ones with minimum qualifications
● Then we separate resumes with the preferred credentials. Here we consider the
applicant’s experiences, certifications, domain and technical competencies, and skills.
● Those candidates who have the minimum qualifications and the required credentials will
be shortlisted.
● If there are any concerns regarding their application, we’d make a note so we can get it
clarified during the interview

Step 5: Interview Process

After the application form or the job advert, this is where your potential candidate will come in
direct contact with you. So it’s time to make a good impression on them as a potential employer.

And this is where you need to be concerned about candidate experience the most.

Here’s what we did to improve the candidate experience

Visualised interview program

To make it easy for both our team and the candidate, we have visualized the interview process.
It’s clear and helps remove any confusion.

We would attach it with the first email we send to our selected candidate. This helps them
understand what the process is, how much time it will take and prepare themselves accordingly.

26
 We’d share the visual, highlighting the completed steps and the next step they need to prepare
for in the next few emails.

Step 6: Make the offer

This is the time to check with the candidate’s references. And if everything checks out, you can
make the offer.

However, there’s a chance that the first promising candidate you have selected might not accept
it. In which case, you need to be prepared to extend the offer to the second best or third best candidate.

Step 7: Employee Onboarding

Then comes employee onboarding. This is where you make the new employee settle in. This
does not only include showing the new person around the office and introducing them to others.

27
DIFFERENCE BETWEEN RECRUITMENT AND ACQUISITION

Recruitment is about filling vacancies. Talent acquisition is an ongoing strategy to find

specialists, leaders, or future executives for your company. Talent acquisition tends to focus on long-
term human resources planning and finding appropriate candidates for positions that require a very
specific skillset.

Recruitment means that you're looking to hire someone, dare I say anyone, in order to fill a
vacancy. Talent acquisition, on the other hand, is the process of strategically looking for specialists,
leaders, future executives, or other qualified professionals for a specific position within the company

● Recruitment is a subset of Talent Acquisition.

● Recruitment is linear, Talent Acquisition is an ongoing cycle.

● Recruitment is limited to CV, Talent Acquisition looks beyond a resume.

● Recruitment finds employees, Talent Acquisition finds niche specialists.

● Recruitment fills immediate requirements, Talent Acquisition forms long-term bonds

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 Developing Strategies and Planning

Recruitment is a well-defined process that is followed as per the rulebook. Whereas, talent
acquisition requires a lot of planning and understanding of the business.

How to develop your strategic plan?

 Gather inputs and assess your current strategy

 Develop your vision, mission, values

 Decide on your strategic objectives and tactics on how to fulfill on your vision

 Create measurements for your objectives

 Roll out the strategy with your team and generate buy-in and alignment

 Measure, manage and monitor

 Reassess and re-align with your vision, mission and values.

Dividing the Workforce

While acquiring talent, one must have the understanding of the company’s internal operations, all
the skills, experiences, and competencies that each position requires. Basis the insight, the hiring is done.
On the other hand, in recruitment management, the process remains the same for everyone. So, the deets
of each section of the workforce is not necessary to focus.

Performing Analytics & Deciding Metrics

Recruitment is a part of talent acquisition. So, information needs to be gathered and analysed to
do better recruitment. In talent acquisition, the procedure is incomplete without implementing metrics to
analyse candidates and improve the quality of hire.

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 Employer Branding

Branding is an important part of talent acquisition as it sends out a message and makes
employees stay for a longer time in the organisation. With recruitment, you can skip this step altogether.

Employer brand describes an employer's reputation as a place to work, and their employee
value proposition, as opposed to the more general corporate brand reputation and value proposition to
customers.

To create a powerful employer brand, focus on your company's mission statement, values, and
culture. It's also helpful to identify what your company's needs are, in order to gain better insight into
the type of talent you're seeking – and target them accordingly.

Talent Sourcing & Management

Recruitment management is all about posting job vacancies and filling open positions. Whereas,
talent acquisition is more of an intricate task that requires performing rigorous research for candidates,
building a rapport with them, thereby hiring loyal employees.

Talent sourcing refers to the process of identifying, researching, generating, and networking with
potential job candidates in order to convert individuals into job applicants. The broader task of talent
sourcing is to generate a consistent flow of highly-skilled applicants

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SELECTION

Selection is all about choosing. Think about a salad bar: you can make a selection from
among several choices, with croutons always being a popular selection. Inside selection is the
word select, "to choose." Selection means the act of choosing, the thing chosen, or the offerings
to be chosen from among.

Selection is the process of picking or choosing the right candidate, who is most suitable
for a vacant job position in an organization. Selection of an employee is a process of choosing the
applicants, who have the qualifications to fill the vacant job in an organization.

selection is the process of identifying the need for a job, defining the requirements of
the position and the job holder, advertising the position and choosing the most appropriate
person for the job. Undertaking this process is one of the main objectives of management.

31
 Every organisation creates a selection process because they have their own requirements.
Although, the main steps remain the same. So, let’s understand in brief how the selection process works

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Preliminary Interview

This is a very general and basic interview conducted so as to eliminate the candidates who are completely
unfit to work in the organisation. This leaves the organisation with a pool of potentially fit employees to
fill their vacancies.

Receiving Applications
Potential employees apply for a job by sending applications to the organisation. The application
gives the interviewers information about the candidates like their bio-data, work experience, hobbies
and interests.

Screening Applications
Once the applications are received, they are screened by a special screening committee who choose
candidates from the applications to call for an interview. Applicants may be selected on special criteria
like qualifications, work experience etc.

Employment Tests
Before an organisation decides a suitable job for any individual, they have to gauge their talents and skills.
This is done through various employment tests like intelligence tests, aptitude tests, proficiency tests,
personality tests etc.

Employment Interview
The next step in the selection process is the employee interview. Employment interviews are
done to identify a candidate’s skill set and ability to work in an organisation in detail. Purpose of an
employment interview is to find out the suitability of the candidate and to give him an idea about the
work profile and what is expected of the potential employee. An employment interview is critical for the
selection of the right people for the right jobs.

Checking References
The person who gives the reference of a potential employee is also a very important source of
information.
The referee can provide info about the person’s capabilities, experience in the previous companies
and leadership and managerial skills. The information provided by the referee is meant to kept
confidential with the HR department.

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Medical Examination

The medical exam is also a very important step in the selection process. Medical exams help the
employers know if any of the potential candidates are physically and mentally fit to perform their duties in
their jobs.

A good system of medical checkups ensures that the employee standards of health are higher and
there are fewer cases of absenteeism, accidents and employeeturnover.

Final Selection and Appointment Letter

This is the final step in the selection process. After the candidate has successfully passed all
written tests, interviews and medical examination, the employee is sent or emailed an appointment letter,
confirming his selection to the job.

The appointment letter contains all the details of the job like working hours, salary, leave allowance
etc.
Often, employees are hired on a conditional basis where they are hired permanently after the employees are
satisfied with their performance.

Selection is the process of picking or choosing the right candidate, who is most suitable for a
vacant job position in an organization. Selection of an employee is a process of choosing the applicants,
who have the qualifications to fill the vacant job in an organization.

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METHOD OF SELECTION

Both internal and external recruitment may use interviews, application forms, aptitude tests, group
tasks, presentations and role-playing tasks to help select the best candidates for the job.

CV
A CV is a document that applicants complete and submit alongside a job application. CV stands
for ‘curriculum vitae’, which is Latin for ‘course of life’. It is a personal document that includes
information about an applicant’s skills, experience, qualifications and hobbies. This document is used by
a business to decide whether applicants match the requirements of the person specification. Some roles
only require a CV, with no application form, as this may encourage more applicants to apply.

Application form

An application form is completed by a potential employee when they apply for a job. It will often
include a series of questions for a potential employee to answer, so that the business can learn more about

35
them. It often includes a section for applicants to write about themselves and why they are the best
candidate for the role.

Letter of application

Sometimes, instead of completing an application form, a potential employee is asked to write a

letter of application, in which they demonstrate why they should be employed to fulfil the job role.
Additionally, some applications require letters of reference, which are letters from an applicant’s previous
employers about their skills, experience and character.

Interviews

A business will often invite a number of applicants for an interview. This is usually a face-to-face
meeting during which the business will ask a series of questions and observe how the candidate answers
them. The performance of each candidate can be compared.

Tests

Some businesses will ask job applicants to complete a test. This might be a practical test or a paper-based
test, depending on the vacancy. Tests are often used to see how well an applicant is able to think and react
under pressur

Group activities

Sometimes a business may ask a number of applicants to work together to complete a task. This
may be a practical task, or a discussion. Whilst completing the task the behaviour of the applicants can be
observed to identify those who work well with others, those who are leaders, and those who might work
better on individual tasks.

References

A reference is usually a written statement provided by someone who knows the applicant well,
usually their current employer. Comments are commonly made about their attendance and punctuality
records, whether they are reliable as well as other personal qualities.

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ONBOARDING

Onboarding is a human resources industry term referring to the process of introducing a newly
hired employee into an organization. Also known as organizational socialization, onboarding is an
important part of helping employees understand their new position and job requirements.

It’s the process that helps them integrate seamlessly with the rest of the company. There are
many activities that go into the onboarding process, from the job offer to team training.

Onboarding may last anywhere from a few weeks to a year, but the most effective onboarding
usually lasts at least a few months. Ideally, employees will feel confident and competent when the
onboarding process is complete.

37
What Are Onboarding Activities?

Onboarding consists of multiple individual processes; however, it has no official definition and opinions
still vary as to which processes fall under the umbrella of onboarding.

onboarding can include the following:

 Job offers
 Salary negotiation
 New hire paperwork
 Policy and culture training
 Job training
 Employee handbook training
 Benefits paperwork
 Benefits education
 Facility tours
 Executive introductions
 Team introductions

38
Process of Onboarding

1. Releasingtheoffer

Employee onboarding process starts right after the recruitment phase. Once an employee is
selected, an HR manager sends a warm welcome email with a few essential documents like the offer
letter, links to fill out digital onboarding forms, and policy documents. Keeping the approach transparent
familiarizes the employee with the organization’s culture and lets them know what to expect.

2. Offeracceptance

Once the employee accepts the offer, the best organizations will schedule a quick call to review the
forms, benefits, policies, and set expectations. Keeping the new hires engaged will affirm their choice to
accept the offer,

39
and forge strong emotional ties with the organization. This is the right time to start sketching the agenda for
employee orientation.

4. Waiting period

Just because an employee accepted the offer doesn’t promise that they’ll turn up for the date of
joining. During the waiting period, the employee might be open to offers from other potential employers
as well. So, it is critical to build a good rapport with the employee.

Let the employee know they’re valued. It’s a good idea to also plan the waiting period
when you’re designing your employee onboarding process

4. Thedayofjoining

On the first day, most new hires have mixed emotions. They feel anxious, happy, excited, and
nervous at the same time.

So, the primary duty of HR managers is to ensure that the new hires feel welcome and comfortable.
Invoking a sense of belonging in new hires will make them feel more committed and focus better on their
work.

Having a handy employee onboarding checklist will relieve the stress of HR staff. Here are a few things to do
before the day of joining:

 Keep the orientation schedule ready

 Assign IT assets (workstation, email access, etc.)
 Obtain necessary office supplies (furniture, keys, access card, etc.)
 Set up a salary account
 Assign a mentor or go-to-person who can help the employee settle down

5. Coordinatingwithotherdepartments

It is essential to coordinate with key stakeholders (co-workers and managers) and notify them of
the start date of the new hire. HR staff may enlist the help of other employees to decorate the new
employee’s cubicle, organize one-on-one welcome meetings, and schedule an orientation session.

40
6. Trainingandorientation

Orientation sessions give the new hire an overview of the organization’s culture and an insight
into company goals. This phase offers new hires relevant information about the teams within the
company, team processes, and companypolicies.

This is the right time to set role-based goals and objectives for the next 30/ 60/ 90 days to show
the new hires what they need to focuson.

Since a major portion of employees require some essential training to get started, most organizations
schedule the training program to bring their employees up to speed quickly. Doing an assessment of skills
will help them employers gauge the new hires knowledge and ability and develop a personalized role-
specific training plan in-tune with their skill set.

7. Thefirstquarter

The major objective of this period is to review the expectations of the organizations and the
employee and ensure they match. This phase needs to be filled with active dialogues about the progress
and continued efforts of the new hire in becoming an integral part of the organization.

Here is an employee onboarding checklist list of to-do tasks that HR staff and the managers need
to do for retaining the new hireslong:

Discuss the employee’s experience and check if it matches their expectations

 Review their performance and offer feedback

 Check whether the employee has any concerns or issues
 Talk about career planning and progression
 Retrieve feedback about onboarding and any suggestions
 Identify if they need any additional training

41
The 5 C's of On-boarding

1. Compliance

Compliance is the baseline understanding of your organization’s policies and procedures. This
is the lowest level of an employee’s integration into your organization and is typically covered during a
formal orientation with HR. Compliance can be seen as the “boring HR” part of orientation but is
something every onboarding program should cover. Some topics to consider include company policies,
safety regulations, confidentiality requirements, harassment prevention and departmental procedures.

2. Clarification

Focus on clarifying the new associate’s role and performance expectations. How does his/her
role fit into organizational and team goals? What are his/her individual goals? What does your
organization do, and how does it operate? These are all questions new associates have when they enter
a new company,
and covering this as a part of your onboarding process can help new hires get up to speed much
more quickly than having them find out on their own.

42
3. Culture

New associates start becoming exposed to your company’s culture as soon as they visit your website or
step into the office for an interview.

You should immerse new associates into your organization’s culture throughout the
onboarding program. Make sure they are very familiar with your organization’s mission, vision
and values; company history, and the way associates communicate with one another.

4. Connection

Managers should encourage each new associate to establish interpersonal relationships

and information networks within your organization.

Ensure that new hires are aware of and connect with subgroups within your company. For example,
Paycor has a Young Professional organization and a community service group; a representative from
these groups comes to each of our orientation classes to connect with the new hires

5. Check Back

Collect feedback to continuously improve your organization’s onboarding program.

Managers should formally check in with new associates during their first 30, 60 and 90
days.

43
Recruitment procedure of a company:

n
what is the complete recruitment process of a company. Here we will discuss a common
procedure which may differ slightly for some companies.

It is a procedure which is common for most of the top IT companies like HCL, Wipro,
Adobe, Accenture, Cognizant, Capgemini, etc.

The complete recruitment process of a company goes through various rounds candidate goes for next
round after clearing the current round, these are given below:

1. Written/Aptitude test

2. Technical interview round

3. Hr interview round

44
Written/Aptitude test

An aptitude test is a way for employers to assess a candidate's abilities through a

variety of different testing formats. Aptitude tests will test your ability to perform tasks and
react to situations at work. This includes problem-solving, prioritisation and numerical skills,
among other things.

An aptitude test is a systematic means of testing a job candidate's abilities to perform specific
tasks and react to a range of different situations.

The tests each have a standardised method of administration and scoring......No prior knowledge is
needed,
as the tests measure innate ability at a particular competency.

Types of aptitude tests

There are a number of aptitude tests that a business can administer to candidates.

 Diagrammatic Reasoning – Tests your ability of logical reasoning, using diagrams and flowcharts.

 Numerical Reasoning – Tests your mathematical ability through percentages, averages and the like.

 Verbal Reasoning – Assesses you on your ability to assess verbal logic.

 Inductive Reasoning – Tests your ability to see patterns and analyse data, in
a pressurised environment.
 Situational Judgement – Tests your problem-solving ability.

 Logical Reasoning – Tests your ability to recognise patterns, sequences or

relationships between shapes and imagery.
 Abstract Reasoning – These are similar to IQ tests and assess general knowledge,
and ability to utilise your knowledge in new situations.

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Technical interview round
Every company conducts an HR interview round to judge your personality, your strengths, your
weaknesses, your capability to handle the role, to check your background, and to understand if you're the
right fit for this job. The HR round is generally the last round in the recruitment process of any
company.

Technical interviews are common amongst employers recruiting for engineering, science or I.T. roles.
Essentially, it’s an interview to assess your technical ability, usually related to the
technical knowledge required for the role and the organisation you wish to work for.

Some questions might focus less on technical knowledge, more on how you think. Such
questions are looking to test your problem solving or your numerical reasoning abilities. This might
involve being asked a few brainteasers or undertaking a numerical reasoning test.

Technical interviews are designed to assess your problem solving abilities and how you
approach the presented problem itself Many technical interview questions will relate directly to the job
role so read
the job description carefully and make sure you feel confident with the skills they require.

HR ROUND
Every company conducts an HR interview round to judge your personality, your strengths,
your weaknesses, your capability to handle the role, to check your background, and to understand if
you're the right fit for this job. The HR round is generally the last round in the recruitment process of
any company

After the initial rounds of candidates selection, every company holds an HR interview round to
get to know the potential candidates personally.

An HR interview's main aim is to judge the candidates' personality, background, strengths,

and weaknesses and assess whether or not one is a good fit for a specific role.

46
47
 RESEARCH METHODOLOGY

Research methodology is the specific procedures or techniques used to identify, select, process,
and analyze information about a topic. In a research paper, the methodology section allows the reader to
critically evaluate a study's overall validity and reliability.
Research methodology simply refers to the practical “how” of any given piece of research. More
specifically, it’s about how a researcher systematically designs a study to ensure valid and reliable
results that address the research aims and objectives.
For example, how did the researcher go about deciding:

● What data to collect (and what data to ignore)

● Who to collect it from (in research, this is called “sampling design”)
● How to collect it (this is called “data collection methods”)
● How to analyse it (this is called “data analysis methods”)

Research methodology is the specific procedures or techniques used to identify, select, process,
and analyze information about a topic. In a research paper, the methodology section allows the
reader to critically evaluate a study’s overall validity and reliability.

The methodology section answers two main questions:

How was the data collected or generated?

How was it analyzed?

48
 TYPE OF RESEARCH METHODLOGY

1. Quantitative Research
As the name suggests, quantitative refers to the numbers where data is collected based on
numbers, and a summary is taken from these numbers. Graphs help to quantify the results in
quantitative research.

2. Qualitative Research
Qualitative refers to the non- numerical elements in the research. When the information or data
cannot be grasped in terms of numbers, qualitative research comes for the rescue.

Though not reliable as much as quantitative, qualitative research helps to form a better
summary in terms of theories in the data.

Based on the nature of the research,

3. Descriptive Research
Facts are considered in descriptive methods and surveys and case studies are done to clarify the facts.
These help to determine and explain with examples, the facts, and they are not rejected.

Many variables can be used in descriptive research to explain the facts.

4. Analytical Research
Analytical research uses the facts that have been confirmed already to form the basis for the
research and critical evaluation of the material is carried out in this method.

Analytical methods make use of quantitative methods as well.

5. Applied Research
Applied research is action research where only one domain is considered and mostly the
facts are generalized. Variables are considered constant and forecasting is done so that the methods
can be found out

49
easily in applied research. The technical language is used in the research and the summary is
based on technical facts.

6. Fundamental Research
Fundamental research is the basic or pure research done to find out an element or a theory that has never
been in the world yet.

Several domains are connected and the aim is to find out how traditional things can be changed or
something new can be developed. The summary is purely in common language and logical findings are
applied in the research.

Based on research design,

7. Exploratory Research
Exploratory studies are based on the theories and their explanation and it does not provide any
conclusion for the research topic. The structure is not proper and the methods offer a flexible and
investigative approach for the study.

The hypothesis is not tested and the result will not be of much help to the outside world. The findings
will be topic related that helps in improving the research more.

8. Conclusive Research
Conclusive Research aims at providing an answer to the research topic and has a proper
design in the methodology.

A well-designed structure helps in formulating and solving the hypotheses and give the results. The
results will be generic and help the outside world. Researchers will have an inner pleasure to solve the
problems and to help society in general.

50
9. Surveys
Not least considered, but Surveys play a main role in the research methodology. It helps to
collect a vast amount of real-time data and helps in the research process. It is done at a low cost and can
be done faster than any other method.

Surveys can be done in both quantitative and qualitative methods. Always, quantitative surveys
must be considered above qualitative surveys as they provide numerical outputs and the data is real.
Surveys are mainly used in the business to know the demand for a product in the market and to forecast
the production based on the results from the survey.

10. Case Studies

Case studies are another method of research methodology where different cases are considered
and the proper one for the research is selected. Case studies help to form an idea of the research and helps
in the foundation of the research.

Various facts and theories can be considered from the case studies that help to form proper reviews
about the research topic.

Researchers can either make the topic general or specific according to the literature reviews from the
studies. A proper understanding of the research can be made from the case study.

51
DATA COLLECTION-

Data collection is defined as the procedure of collecting, measuring and analyzing accurate
insights for research using standard validated techniques. A researcher can evaluate their hypothesis on
the basis of collected data. In most cases, data collection is the primary and most important step for
research, irrespective of the field of research. The approach of data collection is different for different
fields of study, depending on the required information.

The most critical objective of data collection is ensuring that information-rich and reliable
data is collected for statistical analysis so that data-driven decisions can be made for research.

Data collection is the process of gathering and measuring information on variables of interest,
in an established systematic fashion that enables one to answer stated research questions, test
hypotheses, and evaluate outcomes

Data collection enables a person or organization to answer relevant questions,

evaluate outcomes and make predictions about future probabilities and trends. .

For example, in retail sales, data might be collected from mobile applications, website visits,
loyalty programs and online surveys to learn more about customers.

Data collection and analysis tools are defined as a series of charts, maps, and diagrams
designed to collect, interpret, and present data for a wide range of applications and industries.

52
TYPES OF DATA COLLECTION :-

 PRIMARY DATA
 SECOMDARY DATA

PRIMARY DATA

When the data are collected directly by the researcher for the first time it is called Primary Data.
It is original in nature and is specific to a research problem under study.

53
 For the purpose of collection of primary data two web administered questionnaires were prepared.

One questionnaire was made for HR professionals or the people involved with the talent
management in the organization and another one was for the employees of the organization.

Interview Method:

It is the most widely used primary data collection method wherein the interviewer asks
questions either personally, or through mail or telephone from the respondents to obtain the insights of
the problem under study. The researcher may either visit the respondent in person at his home or meet
him at the central location as mutually decided by them.

And in case, a large group of respondents is to be contacted then the mail and telephone survey
can be used. In the mail survey, the questionnaires are sent to the respondent who is expected to give
answers to the questions via mail. In the case of a telephone survey, the interviewees are called and
asked questions (closed- ended) specific to the research problem.

Delphi Technique:
It is a forecasting technique wherein the researcher elicits the information from the panel
of experts either personally or through a questionnaire sent through the mail. Here, each expert in
his respective field is asked to give their opinions on the problem concerned and the consolidated
view of all is used to reach for the most accurate answer.

Projective Techniques:

The projective techniques are the unstructured and an indirect interview method used
where the respondents are reluctant to give answers if the objective is disclosed. In order to deal
with such a situation, the respondents are provided with the incomplete stimulus and are required
to complete it

54
 through which their underlying motivations, attitudes, opinions, feelings, etc. related to the concerned
issue gets revealed.

Some of the following projective techniques are used to discover the ‘whys’ of
the market and the consumer behaviour:

Thematic Apperception Test (TAT):

the respondent is presented with multiple pictures and then is asked to describe what he
think the pictures represent

Role
Playing: Under this method, the respondents are given the imaginary situations and are
asked to enact in a way they would have if the situation is real.

Cartoon Completion:
Here the respondents are shown the cartoon pictures of two or more
characters and then are asked to give their ideas and opinions about the characters.

Word Association:
Here the researcher provides a set of words to the respondent and then
asks them to tell what comes to their mind when they hear a particular word.

Sentence Completion:
The researcher provides the incomplete sentences to the respondents and
asks them to complete it. This is done to check the ideas of the respondents.

55
4. Focus Group Interview: It is one of the widely used data collection methods
wherein a small group of people, usually 6-12 members come together to discuss the
common areas of the

problem. Here each individual is required to provide his insights on the issue concerned and reach a
unanimous decision. In this interview, there is a moderator who regulates the discussion among the group
members.

5. Questionnaire Method:

Questionnaire is the most evident method of data collection, which consists of a set of
questions related to the research problem. This method is very convenient in case the data are to be
collected from the diverse population.

It mainly includes the printed set of questions, either open-ended or closed-ended, which
the respondents are required to answer on the basis of their knowledge and experience with
the issue concerned.

56
Primary Data Collection

Methods 1. Interviews

An interview is a method of data collection that involves two groups of people, where the first group
is the interviewer (the researcher(s) asking questions and collecting data) and the interviewee (the
subject or respondent that is being asked questions). The questions and responses during an interview
may be oral or verbal as the case may be.

Interviews can be carried out in 2 ways, namely; in-person interviews and telephonic interviews. An in-
person interview requires an interviewer or a group of interviewers to ask questions from the interviewee
in a face-to- face fashion.

Pros

 In-depth information can be collected.

 Non-response and response bias can be detected.
 The samples can be controlled.

Cons

 It is more time-consuming.
 It is expensive.
 The interviewer may be biased.

. Surveys & Questionnaires

Surveys and questionnaires are 2 similar tools used in collecting primary data. They are a group of
questions typed or written down and sent to the sample of study to give responses.

After giving the required responses, the survey is given back to the researcher to record. It is advisable
to conduct a pilot study where the questionnaires are filled by experts and meant to assess the
weakness of the questions or techniques used.

57
There are 2 main types of surveys used for data collection, namely; online and offline surveys.
Online surveys are carried out using internet-enabled devices like mobile phones, PCs, Tablets,
etc.

Pros

 Respondents have adequate time to give responses.

 It is free from the bias of the interviewer.
 They are cheaper compared to interviews.

Cons

 A high rate of non-response bias.

 It is inflexible and can't be changed once sent.
 It is a slow process.

Observation

The observation method is mostly used in studies related to behavioral science. The researcher uses
observation as a scientific tool and method of data collection. Observation as a data collection tool is
usually systematically planned and subjected to checks and controls.

Pros

 The data is usually objective.

 Data is not affected by past or future events.

Cons

 The information is limited.

 It is expensive

Focus Groups

Focus Groups are gathering of 2 or more people with similar characteristics or who possess common
traits. They seek open-ended thoughts and contributions from participants.

58
A focus group is a primary source of data collection because the data is collected directly from the
participant. It is commonly used for market research, where a group of market consumers engages in a
discussion with a research moderator.

Pros

 It incurs a low cost compared to interviews. This is because the interviewer does not have
to discuss with each participant individually.
 It takes lesser time too.

Cons

 Response bias is a problem in this case because a participant might be subjective to what
people will think about sharing a sincere opinion.
 Group thinking does not clearly mirror individual opinions.

Experiments

An experiment is a structured study where the researchers attempt to understand the causes, effects, and
processes involved in a particular process. This data collection method is usually controlled by the
researcher, who determines which subject is used, how they are grouped, and the treatment they receive.

Pros

 It is usually objective since the data recorded are the results of a process.
 Non-response bias is eliminated.

Cons

 Incorrect data may be recorded due to human error.

 It is expensive.

59
SECONDARY DATA

● Secondary data is the data that have been already collected for another purpose but has
some relevance to your current research needs.

● In other words, it has already been collected in the past by someone else, not you. And
now, you can use the data.

● Secondary data is second-hand information. It is not used for the first time. That is why it
is called secondary.

● Typically, secondary data is found in resources like the Internet, libraries, or reports.

● Web information, business reports, mass media products, encyclopedias, and

government statistics are among the most popular examples of secondary data.

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TYPES OF SECONDARY DATA

There are two types of secondary data, based on the data source:

● Internal sources of data: information gathered within the researcher’s company or

organization (examples – a database with customer details, sales reports, marketing
analysis, your emails, your social media profiles, etc).

● External sources of data: the data collected outside the organisation (i.e.
government statistics, mass media channels, newspapers, etc.)

Also, secondary data can be 2 types depending on the research

strands:

 Quantitative data – data that can be expressed as a number or can be quantified. Examples
– the weight and height of a person, the number of working hours, the volume of sales
per month, etc. Quantitative data are easily amenable to statistical manipulation.

● Qualitative data – the information that can’t be expressed as a number and can’t be
measured. Qualitative data consist of words, pictures, observations, and symbols, not
numbers. It is about qualities. Examples – colors of the eyes (brown, blue, green), your
socioeconomic status, customer satisfaction, and etc

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 Secondary Research Methods

secondary research involves data assimilation from different sources, that is, using available
research materials instead of creating a new pool of data using primary research methods.

Common secondary research methods include data collection through the internet, libraries,
archives, schools and organizational reports.

Online Data

Online data is data that is gathered via the internet. In recent times, this method has become
popular because the internet provides a large pool of both free and paid research resources that can be
easily accessed with the click of a button.

While this method simplifies the data gathering process, the researcher must take care to depend
solely on authentic sites when collecting information.

In some way, the internet is a virtual aggregation for all other sources of secondary research data.

Data from Government and Non-government Archives

You can also gather useful research materials from government and non-government archives and
these archives usually contain verifiable information that provides useful insights on varying research
contexts. In many cases, you would need to pay a sum to gain access to these data.

The challenge, however, is that such data is not always readily available due to a number of
factors. For instance, some of these materials are described as classified information as such, it would
be difficult for researchers to have access to them.

Data from Libraries

Research materials can also be accessed through public and private libraries. Think of a library
as an information storehouse that contains an aggregation of important information that can serve as
valid data in different research contexts.

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63
FINDING:-

1. Planning
Recruitment plans are aligned with the organisation‘s medium term strategy and goals
which is identified as a best practice.

2. Job Analysis
Conventional Job analysis approach is being used at 4Bell Technologies. However literature
highlights the advantages of competence frameworks and hence
it is recommended the firm may use the same.

3. Recruitment Strategies
Best practises identified in the literature on recruitment were following a policy of internal
recruiting; encouraging employee referrals to enhance the quality of applicants attracted; and conducting
formal recruitment source analysis to determine the most appropriate recruitment methods
which are being practised at 4bell Technologies.

4. Initial screening

4Bell Technologies uses screening methods such as application forms, paper-based technical tests,
online technical ability, aptitude, telephonic screening, weighted application forms (WAF), biographical
info blanks (BIB). These practises have been found to be high on reliability and validity.

64
 5. Selection

Best practises in selection identified in literature were adopting a multi-method approach‘ and
using more sophisticated, reliable and valid selection methods such as cognitive ability tests,
personality questionnaires, structured interviews and assessment centres.

Most of these techniques were followed by 4 bell technologies. However the use of
competency based frameworks needs to be adopted in order to understand personality of the
candidates and their fit with the organisation. It was also noted that background checks were not
stringent and were mostly outsourced to the recruiting agency. Overall, it was concluded that the
existing talent acquisition process of the company is good but it has some areas for

65
TALENT ACQUISITION ANALYSIS

Unlike the regular hiring process, talent acquisition is a process that occurs when companies are looking
to fill a skills gap in an organisation. Instead of focusing on simply filling an open position, hiring
professionals have the company’s strategic goals in mind. The stakes are higher, so there is a greater
emphasis on developing tactical HR analytics and data-driven recruiting approaches to acquiring the
right talent.

That’s where talent acquisition analysis comes in. In short, talent acquisition analytics can be
defined as using data to inform hiring strategies and processes. According to LinkedIn’s Global
Recruiting Trends 2018, 50% of hiring professionals use big data as part of their strategy, which
has helped them with talent acquisition and increased their employee retention by 56%.

HR departments are able to draw insight from their people and company data to better assess what
makes an employee successful, how to identify the right candidates, and what makes your
company appealing to potential future employees. Once identified, this information can be
leveraged in recruitment to identify and fill talent and skill gaps

66
 DATA ANALYSIS

During the time of recruitment, among the following sources, which one is the most
preferable option?
a) External sources
b) Internal sources
Sources No. of Respondents In Percentage (%)
External 15 25
Internal 35 75

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 INTERPRETATION

From the above graph, the following inference can be drawn

 25% of the recruiters say that external source of recruitment is the most preferable option for
the company, whereas
 75% of the recruiters say that internal source of recruitment is the most preferable option for the company

68
 Analysis
External sources of recruitment include Employee Referrals, Vendors, Campus Recruitment, Job Portals,
social media whereas Internal sources of recruitment include transfer and Internal Publications and
advertisements.
Kindly mention the preferable internal & external sources used by your company for different levels of
recruitment (rank them accordingly as per your preference).

INTERPRETATION
From the above graph, the following inference can be drawn (in case of internal sources):
In SENIOR level of management, transfer accounts for 75% whereas internal publications and
advertisements account for only 25%.

69
 Analysis
In MIDDLE level of management, transfer accounts for 75% whereas internal publications
and advertisements account for only 25%.
In JUNIOR level of management, transfer accounts for only 25% whereas internal publications and
advertisements account for 75%.

INTERPRETATION
From the above graph, the following inference can be drawn (in case of external sources):
In SENIOR level of management, Vendor’s account for 40% whereas the least is social media accounting
for 10%.
In MIDDLE level of management, Vendor’s account for 40% whereas the least is social media
accounting for 10%.
In JUNIOR level of management, Vendor’s account for 40% whereas the least is Job Portals accounting
for 10% Employee Referrals remain the same for all the levels of management according to the survey
and same is in the case of social media except in junior level where it’s the highest, i.e., 20%

70
71
Conclusion

Based on the study, we understand that IT Companies have to further strategise their talent
strategy for enhanced business outcomes.

True best-in-class assessment strategies involve not only selecting the right tools, but integrating
them with the rest of the company’s talent strategy to guide and inform decision-making
throughout the employee life-cycle. The collective loss to Indian IT organization due to regularly
losing its employees is mind boggling.

In the last couple of years, companies have realised that wages are important to employees, but
compensation alone cannot motivate the highly skilled and experienced workforce. The HR
managers have to lay the road map for the right working conditions which would inspire the
employees to be engaged, give their best, go their extra mile and persist in the face of difficulties.

The challenge faced by the management is therefore not just in retaining the talented employees,
but in engaging them, acquiring them with effective talent management strategies.

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73
 RECOMMENDATION / SUGGESTION

It is very much true that success of the organisation depends largely on the skills, abilities and
commitment of the employees, who constitute the most important asset of the organisation. Here are a
few suggestions which are purely based on subjective & objective data analysis of the employee
responses.

Talent management environment must be created for which organisations require to define a clear
vision for talent management. Talent management processes must create a comprehensive profile of their
people - employees, contractors, or candidates. Employee engagement is a key business driver for
organisational success.

High levels of engagement in domestic and global firms promote retention of talent, foster
customer loyalty and improve organisational performance and stakeholder value. Therefore Employees
should be engaged by providing them support from superiors, rewards and recognition and by providing
opportunities for advancement of their career in the organisation.

There is a need of a robust employee retention strategy in the organisation which is going ahead
with an expansion plan, nevertheless, the fact remains that the expansion plan would need more and more
of trained manpower to execute operational success

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75
 Limitations:-

1. Relinquishing Control
It may happen that you need to relinquish your control regarding various aspects of business
operations. Now you have “other individuals” who make the hiring decisions even for the top-level
management. It may happen that the recruitment team may hire a potentially good employee but he may
fail to get accustomed to the company culture.

2. Time, Money and Effort

For any startup or small business, you need time, money and strenuous efforts to build a dedicated
recruitment team. You have to expand your team along with your business and that is again an additional
cost. That’s a major reason why most of the small businesses prefer to have the complete hiring process
outsourced.

3. Time-consuming
Inevitably, recruitment is a time-consuming activity. For a single job-post, it may take up to a
month to fill the vacant position. Even if there is an urgent opening, the recruitment team can’t do
anything to fill that position immediately. Most of the recruiters are busy in resume sifting for shortlisting
ideal candidates for interviews. This hardly leaves quality time for the recruiters to understand the
candidate and his needs as well.

4. Lack of Coordination
It may happen that no two recruiters come to terms. This adversely affects the quality of hire. If
more than two recruiters are involved in any recruiting activity, there are chances that there is a lack of
communication and coordination. The exact status of the candidature gets lost and no one is able to track
the candidate’s progress.

5. Deteriorating Quality of Hire

As there is a lot of manual work involved such as reverting to candidates, sending notifications,
scheduling interviews, formatting resumes, etc, the recruiters aren’t left with a good amount of time for
the interviews. Moreover, there is an increased risk of bad candidate experience consequently affecting
the employer’s brand.

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 BIBLIOGRAPHY:-

➢ https://www.4bell.com

➢ https://www.tAlentlyft.com

➢ https://www.linkedin.com

➢ www.wikipediA.com

➢ Adams-Lang, C. , & Neben, A. (2009). Talent development. In M. Klaffke (Ed.),

Strategisches Management von Personalrisiken (pp. 159–173). Wiesbaden: Springer Gabler

➢ Newell, S. (2005). Recruitment and selection. In S. Bach (Ed.), Managing human

resources: Personnel management in transition (4th ed., pp. 115–147). Oxford: Blackwell
Publishing

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