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CHAPTER-1 INTRODUCTION

1.1 INDUSTRY PROFILE An Organization whether a business or industrial expertise, needs for its survival and growth, money, material, machinery and men. The success and failure of an organization depends upon these four main factors. So it is the utmost duty of any organizational members to look after these factors with great concern. The modern business world is undergoing a paradigm shift towards an ever changing economy. Therefore it becomes an utmost responsibility of the member of the organization to take care of their men, material and money. It is ideal from any organizations point of view that PEOPLE are the most important assets and only with them any organization can survive. So the whole scenario has put a pandemonium in front of organizations the hard reality to retain quality people. Once they feel that they are not satisfied they tend to leave the job and the organizations have to face crisis. so then it is the duty of the organization to take care of their most valuable asset. Recruitment and selection are core areas of human resource management but are frequently discussed in a prescriptive manner. They are not simply techniques for filling jobs - they are also levers for organizational change, sustaining employee interest, commitment and achieving high performance. In free market countries, the personnel profession has adopted a 'best practice' model which fits the prevailing business ideology. This model prescribes a quest for the 'right (best) person for the job'. The 'best-person' or psychometric model has achieved the status of orthodoxy in free market countries. But different models of resourcing have been developed with a greater

concern for personality and attitude than presumed ability. Recruits may be sought who will 'fit in' with the culture of the corporation; who will be content to build a career within the organization; who will absorb the goals of the organization. Recruiting the best resources in a timely manner at the right price is crucial to the success any organization. Recruiting that talent requires a dedicated and focused strategy to meet ongoing staffing goals. RECRUITMENT refers to the process of finding possible candidates for a job or function, undertaken by recruiters. It may be undertaken by an employment agency or a member of staff at the business or organisation looking for recruits. Either way it may involve advertising, commonly in the recruitment section of a newspaper or in a newspaper dedicated to job adverts. Employment agencies will often advertise jobs in their windows. Posts can also be advertised at a job centre if they are targeting the unemployed. Recruiters can be found both in-house and with outside organizations. Many inhouse recruiters specialize in one area, such as on-campus interviews. Recruiters who work outside a company may also have areas of specialization, such as technical or executive recruiting. They work with hiring managers to define managers employment needs and must therefore be very familiar with every organization they work for . Recruiters need to know what the best ways are to attract potential employees, such as running ads, searching the Internet, attending job fairs, and interviewing at educational institutions. Recruiters communicate with prospective employees about personnel policies, wages, benefit packages, working conditions, and promotional opportunities. Recruiters also screen, interview, test, and check the references of applicants. In essence, consultants are hired advisors to corporations. They tackle a wide variety of business problems and provide solutions for their clients. Depending on the size and chosen strategy of the firm, these problems can be as straightforward as researching a new market or as complex as totally rethinking the clients organization. No matter what

the engagement, the power that management consultants wield is hard to scoff at. They can advise a client to acquire a related company worth hundreds of millions of dollars, or reduce the size of its workforce by thousands of employees. One word of clarification: "Consulting" is a big, one-size-fits-all term that includes virtually any form of advice-giving. This industry overview focuses primarily on the flavor known as management consulting. Often called strategy consulting, this segment of the industry includes firms that specialize in providing advice about strategic and core operational issues. Although some of the highest profile firms populate this segment, theyre not the only ones doing consulting. Human Resources Consulting In the industry, a headhunter is formally known as an executive recruiter. Typically, a headhunter earns his or her living by recruiting top-notch candidates for hardto-fill corporate positions. The basic premise of executive recruiting is that really good candidates are happy in their current jobs and are not likely to read (or respond to) want ads in newspapers or on the Internet. Ideally, executive recruiters, begin each recruiting assignment by carefully gathering the specific requirements for the job to be filled. They then attempt to locate the ideal candidate using their network of contacts in business and industry. Contrary to popular myth, executive recruiters are not employment agencies but free agents who receive a fee from the client (not the candidate), at the completion of the hiring process, typically 60-90 days after the candidate begins work. This is called a contingent fee. In the US, the National Association of Executive Recruiters (NAER) is a premier industry group for professionals in this industry.

HR Consulting

Consulting for HR is a huge business. Most of the major consulting firms offer service lines related to HR. They give them fancy names, like Human Performance (at Accenture), Organization (at The Boston Consulting Group), and Organizations, People & Performance (at Booz Allen Hamilton). Consultants in these areas work on everything from creating more effective organizations, to managing change, to developing training programs, to managing health-care programs for their clients. The work is often strategic, focusing on the people issues of running a large company. A lot of it is datadriven, too, such as in actuarial consulting, which involves financial planning based on the companys long-term hiring projections.

1.2 COMPANY PROFILE

ICONIUM CONSULTING GROUP, the innovative recruitment, search, selection and training consulting organization. Set up in 1998 with a vision to become the most sought after recruitment consulting firm. With the mix of skill, experience, speed on commitment to delivery and deadlines with a strong culture of ethics, have consistently out performed our competitors and growing at a speed of 300% every year. They provide integrated recruitment solutions for corporates on a platform of business partnership and not just a service provider. VISION OF THE ORGANISATION Be-among the top five recruitment consulting companies, the most sought after. MISSION OF THE ORGANISATION Is to obtain, manage, utilize, maximize human resource information to provide exceptional executive search and recruitment consulting service to the corporates and the human talent on their specific requirements in a time bound, efficient, systematic and organized process. QUALITY POLICY First time, in time, every time. Service offerings Recruitment 1. Executive Search 2. IT Recruitment 3. ITES Recruitment 4. Non-IT Recruitment Business philosophy:

1. Honest, ethical approach long term view to relationships. 2. Efficient, Innovative, systematic and structured consulting process. 3. Strict adherence to recruitment standards. Methodology and Approach: Methodologies they adopt: Internal search of 100,000 strong databases. Focused networking and head hunting. Network based referencing. Sourcing through strategic regional associates. Web and portal search. Print and media search. Process To build the short list of potential incumbents, the research-based process ensures that the company understand the business, work culture, the role clarification and the prospective incumbents profile, thus they minimize the time involved and eliminate the mismatches. ICONIUM has made an image among all other consultancies with in a shorter time by means of following factors 1. Value proposition 2. Less professional fee 3. Immediate replacement

CHAPTER-2

2.1 OBJECTIVES OF THE STUDY The following are the primary and secondary objectives of this project and the whole project is aimed at achieving these objectives.

2.1.1 PRIMARY OBJECTIVE The main objective of the study is to find out the effectiveness of Screening process in Iconium, a recruitment consulting firm.

2.1.2 SECONDARY OBJECTIVES To find out the nature and scope of the process which would offer a way to define a job To find out the nature and scope of the process which would be an index of an applicants suitability for a given job. To find out the nature and scope of the process which would calculate how well an applicant matches the job defined. To find out the nature and scope of the process which would collect required data from the applicants to predict performance for the job

2.2 NEED FOR THE STUDY

Screening process is a method which has to be promoted further where a candidate will be validated based on all his skills and which matches for the requirement. So an evaluative study on the screening process which has been conducted helps the company to identify the good quality of Candidates who perfectly matches the job requirement given by clients.

2.3 SCOPE OF THE STUDY The project finds out whether screening process is effective in a recruitment consulting firm- Iconium. It also helps to find out the exact fittment of the candidate for the given job requirement. The company can know these factors and develop new strengths that concentrate much on this process.

2.4 LIMITATIONS OF THE STUDY The data collected were limited to the time duration, because the employees attitude changes day by day with the innovations and the amount of work they have to do. Some employees were from far of regions and locations and thereby the feedback from them was late. Time is one of the main constraints as the employees were preoccupied with official work and the response rate was slow. As this is dealing with people certain parameters cannot be quantified accurately CHAPTER- 3

LITERATURE REVIEW A Study was conducted on the Screening process in People One Consultants by one of the Employee working in that recruitment consulting firm. This study is about screening the candidate after employment contrary to my project work which focuses on screening the candidate before employment. This was helpful to me with regard to selection of Statistical tools. . I have done my research work independently and both the studies are independent. SCREENING Many corporations and businesses of all sizes are saving time and money by implementing employment screening as part of their hiring and recruitment process. Employment Screening can help in the following ways : Provides protection for the company from negligent hiring lawsuits Provide a safe working environment for employees and our customers Reduce workplace violence and accidents - this can help reduce worker's comp expenses Discourage applicants with criminal records from applying with a company Provide a positive image of a company and attract qualified applicants Reduce employee turnover - reducing hiring and training costs.

Why Employment Screening?

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Employment Screening helps to eliminate uncertainties in the hiring process and provides due diligence. Non-Scientific Screening Non-scientific screening involves basic background information about a candidate that is easy to collect very quickly. Almost every ATS system currently available offers some type of screening function. These are typically based on the information a candidate provides about their experience, degrees obtained, willingness to relocate, etc. These questions are a normal part of the online application process and are an excellent start in moving away from a reliance on the resume in that they offer an efficient way to help screen out a portion of the responses received based on job-related criteria. Despite the usefulness of non-scientific screening for telling which applicants meet basic eligibility requirements, it doesn't really tell much about the job applicant's ability to do a job. So while filtering out applicants who don't have eight years of experience or who aren't willing to relocate does add some value to the application process, you really haven't strayed too far from the stuff that you can find on a resume. The missing piece of the puzzle is still figuring out who the applicant really is and how this will allow them to excel at a given job. This is the type of information needed to really add efficiency to the online screening process and it can only be provided by using the data driven tools used in scientific screening. Scientific Screening Scientific screening is what really allows one to see what makes an applicant tick. But of course, there is no free lunch, and the extra value added by scientific screening comes at a price. Scientific screening is more complex than non-scientific screening and is much harder to use. To be effective, scientific screening requires a good deal of groundwork to ensure that it's set up properly. The screens used rely on data that is the product of extensive research and development in order to offer some form of proof that they can

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predict performance for a given job. It is also critical that scientific screening measures do not discriminate against applicants based on their race, sex, or age. Finally, the results of scientific screening can be hard to interpret and must be simplified in order to cleanly integrate into an ATS system in a way that is really useful to recruiters and hiring managers. How Does Scientific Screening Work? Although there are many issues surrounding the use of scientific screening, all scientific screening systems involve three basic things: Defining a job. Scientific screening systems must offer a way to create a blueprint of what is required for success at a job. This involves breaking a job down into things such as experience, knowledge, skills, competencies, and work values. Collecting data from applicants. Scientific screening involves asking applicants to answer questions in order to measure the things found on the blueprint. Different types of information about an applicant require different types of questions to be asked, so a full screen may contain a variety of types of items. All of the items used must have evidence documenting their ability to predict performance for the job in question. Providing an index of comparison. The data from these questions can then be used to compare applicants against the blueprint and against one another. The screening system needs to be able to calculate how well an applicant matches the blueprint and then relay this information in an understandable way. Information on how well a candidate matches the blueprint can then be used to remove candidates who do not meet a minimum standard as well as to provide data-based information about which of the remaining candidates have the greatest possibility of being successful at the job. The Result The result of a good scientific screening process is an index of an applicant's suitability for a given job that is based on science not speculation. These results will

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provide a way to compare all applicants for a job using the same type ofinformation about who they are and how they will perform on the job. The best part about this is that this information is provided automatically at the earliest stage in the selection process. The information presented here should make it clear that there is really no comparison between a system in which one performs searches to sift through piles of resumes and one that clearly outlines what a person needs to bring to the table to be successful at a job, and provides a tool to quickly measure these things and compare applicants based upon the results.

CHAPTER - 4 RESEARCH METHODOLOGY

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Research methodology explains the various steps that are generally adopted by the researcher in studying the research problem along with logic behind them. 4.1 RESEARCH DESIGN The study adopts Descriptive research design. Descriptive design is one which givens a snapshot of the prevailing environment. It is used to provide a summary of some aspects of the environment when certain aspects of the problem are speculative in nature. 4.2 QUESTIONNAIRE DESIGN Proper care has been taken to ensure that the information needs match the objectives. The basic cardinal rules of Questionnaire design like using simple and clear words, the logical and sequential arrangement of questions has been taken care of. 4.3 PRIMARY DATA A primary data is a data, which is collected for the first time for a particular interest to have more information. Here the primary data was collected using a structured questionnaire from the employees of Iconium. 4.4 SECONDARY DATA The secondary data was collected from the company records, Various magazines, journals, and various web sites.

4.5 DATA SOURCE The data was collected through both primary and secondary data sources. Primary data was collected through a questionnaire. The research was done in the form of Mail.

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4.6 DATA ANALYSIS AND INTERPRETATION Analysis is the process of placing the data in an ordered form, combining them with the existing information and extracting the meaning from them. In other words, analysis is an answer to the question what message is conveyed by each group of data. which are otherwise raw facts and are unable to give a meaningful information . The raw data become information only when they are analyzed and put in a meaningful form. The statistical tool used for analysis in this study are 1. 2. Percentage analysis Cross Tabulation

Percentage Analysis The data collected through the survey process was tabulated. A percentage analysis was done, which helps to develop frequency distribution for the different factors considered in the study. The percentage analysis gives the number of people who have rated the factor in a certain way The analysis gives the extent to which a particular factor has been achieved (or) rated by each employee.

CHAPTER 5 ANALYSIS AND INTERPRETATION TABLE-1 EXPERIENCE WISE CLASSIFICATION

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S.NO 1 2 3 4

CATEGORIES LESS THAN A YEAR 1 3 YEARS 3 5 YEARS 5 7 YEARS TOTAL

NO OF RESPONDENTS 17 15 2 1 35

PERCENTAGE 48.57 42.86 5.71 2.86 100

FIGURE-1 EXPERIENCE WISE CLASSIFICATION

EXPERIENCE WISE CLASSIFICATION

6% 3%

LESS THAN A YEAR 48% 43% 1 3 YEARS 3 5 YEARS 5 7 YEARS

INFERENCE 48.57% of respondents belong to Less than a Year of Experience. 42.86% of respondents belong to 1 3 Years of Experience. 5.71% of respondents belong to 3 5 Years of Experience. 2.86% of respondents belong to 5 7 Years of Experience.

TABLE-2 PROVISION OF INFORMATION ABOUT THE CLIENT WHEN DEALING WITH A REQUIREMENT

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S.NO

INFORMATIONS PROVIDED

NO OF RESPONDENTS 30 5 35

PERCENTAGE

1 2

YES NO TOTAL

85.71 14.29 100

FIGURE-2 PROVISION OF INFORMATION ABOUT THE CLIENT WHEN DEALING WITH A REQUIREMENT

P R OVIS ION OF INFOR MA TION A BOUT THE C LIENT WHEN DEALING WITH A R EQUIR EMENT

14% YES NO 86%

INFERENCE Majority of the respondents (85.71%) responded that they are given information about the client when dealing with the requirement.

TABLE-3 SOURCES TO GATHER INFORMATION ABOUT THE CLIENT

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S.NO 1 2 3 4

OPTIONS WEBSITE OF THE CLIENT TAILOR MADE PRESENTATIONS MAGAZINES AND NEWSPAPERS ALL THE ABOVE TOTAL

NO OF RESPONDENTS 20 2 0 13 35

PERCENTAGE 58.82 5.88 0 35.29 100

FIGURE-3 SOURCES TO GATHER INFORMATION ABOUT THE CLIENT

SOURCES TO GATH ER INFORMATION ABOUT TH CLIENT E

W EBS ITE O TH F E CLIENT 3% 7 TAILO MAD R E PRES TATIO EN NS 5% 7 0 % 6 % MAG IN AND AZ ES NEW PAPERS S ALLTH ABO E VE

INFERENCE (58.82%) no of respondents feel that website of the client is the best way to gather more information about the client. TABLE-4 MEETING OF CLIENT HANDLER, A MUST TO GET CLIENTS LATEST UPDATES

S.NO

RESPONSE

NO OF RESPONDENTS

PERCENTAGE

18

1 2 3

YES NO SOMETIMES TOTAL

28 0 7 35

82.35 0 17.65 100

FIGURE-4 MEETING OF CLIENT HANDLER, A MUST TO GET CLIENTS LATEST UPDATES

MEETING OF C L IENT HANDLER, A MUS T TO GET C LIENTS LA TES T UP DATES

20% 0% YES NO SOMETIMES 80%

INFERENCE A good majority of respondents (82.35%) confirm that client handler should meet clients more often and get latest updates and enhance recruiter understanding.

TABLE-5 REQUIRED JOB DESCRIPTIONS ARE GIVEN

S.NO 1

REPONSE YES

NO OF RESPONDENTS 13

PERCENTAGE 37.14

19

NO TOTAL

22 35

62.86 100

FIGURE-5 REQUIRED JOB DESCRIPTIONS ARE GIVEN

R EQUIR ED J OB DESC R IPTIONS A R E GIV EN

37% YES NO 63%

INFERENCE A majority of respondents (64.71%) responded that they are not given job description for all the requirements.

TABLE-6 CLARIFICATION ABOUT THE REQUIREMENT

S.NO 1

OPTIONS COLLEAGUES

NO OF RESPONDENTS 3

PERCENTAGE 8.82

20

2 3 4

CLIENT HANDLER BUSINESS MANAGER CENTER HEAD TOTAL

28 1 3 35

79.41 2.94 8.82 100

FIGURE-6 CLARIFICATION ABOUT THE REQUIREMENT

CLARIFICATION ABOUT THE REQUIREMENT

3%

9%

9% COLLEAGUES CLIENT HANDLER BUSINESS MANAGER CENTER HEAD 79%

INFERENCE A majority of respondents (79.41%) approach client handler to get clarifications about the requirement.

TABLE-7 UNDERSTANDABILITY OF MANDATORY AND DESIRABLE SKILLS

S.NO

UNDERSTANDABLE

NO OF RESPONDENTS

PERCENTAGE

21

1 2 3

YES NO SOMEWHAT TOTAL

25 2 8 35

70.59 5.88 23.53 100

FIGURE-7 UNDERSTANDABILITY OF MANDATORY AND DESIRABLE SKILLS

UNDERSTANDABILITY OF MANDATORY AND DESIRABLE SKILLS

23% YES 6% 71% NO SOMEWHAT

INFERENCE A majority of respondents (70.59%) responded feel that Mandatory skills and Desirable skills are understandable. TABLE-8 NEED FOR TRAINING ON TECHNICAL SKILLS

S.NO 1 2

NEEDED YES NO

NO OF RESPONDENTS 21 9

PERCENTAGE 58.82 26.47

22

SPECIALSKILLS TOTAL

5 35

14.71 100

FIGURE-8 NEED FOR TRAINING ON TECHNICAL SKILLS

NEED FOR TRAINING ON TEC HNIC AL S KILLS

14%

YES 26% NO 60% SPECIALSKILLS

INFERENCE (58.82%) no of respondents feel that training should be given on Technical skills.

TABLE-9 NEED FOR ORIENTATION ABOUT THE CLIENT

S.NO

ORIENTATION NEEDED

NO OF RESPONDENTS 17 11

PERCENTAGE

1 2

YES NO

50.00 29.41

23

SPECIAL SKILLS TOTAL

7 35

20.59 100

FIGURE-9 NEED FOR ORIENTATION ABOUT THE CLIENT

NEED FOR ORIENTATION ABOUT THE CLIENT

20% YES 49% 31% NO SPECIAL SKILLS

INFERENCE (50%) no of respondents feel that orientation should be given on project overview of the client TABLE 10 TRAINING REQUIREMENT

S.NO 1 2 3

OPTIONS WEEKLY ONCE FORT NIGHT ON START OF

NO OF RESPONDENTS 7 6 22

PERCENTAGE 20.59 17.65 61.76

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ASSIGNMENT TOTAL 35 100

FIGURE-10 TRAINING REQUIREMENT

TRAINING REQUIREMENT

2% 0 W EEKLY O NCE FO NIG RT HT 6% 3 1% 7 O S N TART O F AS IG S NMENT

INFERENCE Majority of the respondents (61.76%) feel that training should be held on start of assignment. TABLE 11 JOB PROFILE FULLY DEVELOPED

S.NO

SURE ABOUT JOB PROFILE

NO OF RESPONDENTS 3

PERCENTAGE

YES

94.12

25

NO TOTAL

2 35

5.88 100

FIGURE-11 JOB PROFILE FULLY DEVELOPED

J OB P ROFILE FULLY DEVELOP ED

40%

YES 60% NO

INFERENCE Majority of the respondents (61.76%) responded that they are completely sure about the profile of the candidate before validating. TABLE 12 ITEMS TO BE VALIDATED

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S.NO 1 2 3 4

ITEMS TO BE VALIDATED TECHNICAL FITMENT EXPERIENCE INTEREST OF THE CANDIDATES ALL THE ABOVE TOTAL

NO OF RESPONDENTS 3 0 2 30 35

PERCENTAGE 8.82 0 5.88 85.29 100

FIGURE-12 ITEMS TO BE VALIDATED

ITEMS TO BE VALIDATED 9% 0% 6% TECHNICAL FITMENT EXPERIENCE INTEREST OF THE CANDIDATES ALL THE ABOVE 85%

INFERENCE Majority of the respondents (85.29%) responded that Technical fitment, Experience and Interest of the candidate are all important aspects and should be validated. TABLE - 13 TARGET AUDIENCE MODE AVAILABLE S.NO 1 RESPONSE YES NO OF RESPONDENTS 21 PERCENTAGE 61.76

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NO TOTAL

14 35

38.24 100

FIGURE-13 TARGET AUDIENCE MODE AVAILABLE

TARGET AUDIENCE MODE AVAILABLE

40% 60%

YES NO

INFERENCE A majority of respondents (61.76%) responded that they are given Target audience for all the requirements.

TABLE 14 PROCESSING OF CVs OF THE TARGET AUDIENCE S.NO 1 SOURCES ONLY FROM TARGET NO OF RESPONDENTS 6 PERCENTAGE 28.57

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COMPANIES 2 FROM SIMILAR/EQUIVALENT 3 COMPANIES ALL COMPANIES TOTAL 4 21 23.81 100 11 47.62

FIGURE-14 PROCESSING OF CVs OF THE TARGET AUDIENCE

PROCESSING OF CVs OF THE TARGET AUDIENCE

19% 29%

ONLY FROM TARGET COMPANIES FROM SIMILAR/EQUIVALEN T COMPANIES ALL COMPANIES

52%

INFERENCE (47.62%) no of respondents responded that CVs processed are from Similar/Equivalent companies when Target audience are given for that requirement. 28.57% inform that CVs are processed from target companies only, 23.81% of respondents say that Cvs are processed from all companies. TABLE 15 TERMS OF CVS PROCESSED S.NO 1 ITEM MANDATORY SKILLS ONLY RESPONDENTS 8 PERCENTAGE 20.59

29

2 3

DESIRABLE SKILLS ONLY MANDATORY AND DESIRABLE SKILLS TARGET AUDIENCE TOTAL

0 26

0 76.47

1 35

2.94 100

FIGURE-15 TERMS OF CVS PROCESSED

TERMS OF CVS PROCESSED

3% 23% MANDATORY SKILLS ONLY DESIRABLE SKILLS ONLY MANDATORY AND DESIRABLE SKILLS TARGET AUDIENCE 74%

0%

INFERENCE Majority of the respondents (76.47%) responded that CVs processed for Mandatory and Desirable skills. 20.59% of respondents say that CVs are processed for Mandatory skills only. TABLE-16 LEVEL OFUNDERSTANDING OF PERSONAL ATTRIBUTES S.NO 1 2 LEVEL OF NO RESPONDENTS 7 8 OF PERCENTAGE 17.65 23.53

UNDERSTANDING 0 - 25% 26 - 50%

30

3 4

51 75% 76% AND ABOVE TOTAL

14 6 35

41.18 17.65 100

FIGURE-16 LEVEL OFUNDERSTANDING OF PERSONAL ATTRIBUTES

LEVEL OFUNDERSTANDING OF PERSONAL ATTRIBUTES 0 - 25% 17% 20% 26 - 50% 51 75% 76% AND ABOVE

23% 40%

INFERENCE 41.18% of respondents understands the personal attributes of the candidate at 51 75% level. 17.65% of respondents have an understanding of Personal attributes by more than 76% level. 23.53% understand personal attributes to a level of 26 50%, 17.65% understand personal attributes to a level of 0 25%.

TABLE-17 ANALYSIS ON PROFESSIONAL ARENA S.NO 1 2 3 INDICATORS ANALYSED EDUCATIONAL/EXPERIENCE CURRENT WORKING COMPANY JOB HOPS NO OF RESPONDENTS 6 2 4 PERCENTAGE 14.71 5.88 11.76

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4 5

ALL THE ABOVE NONE OF THE ABOVE TOTAL

23 0 35

67.65 0 100

FIGURE-17 ANALYSIS ON PROFESSIONAL ARENA

ANALYSIS ON PROFESSIONAL ARENA


EDUCATIONAL/EXPERIE NCE 6% 11% 66% ALL THE ABOVE NONE OF THE ABOVE CURRENT WORKING COMPANY JOB HOPS

0%

17%

INFERENCE Majority of the respondents (67.65%) responded that the candidate is analyzed in his Professional arena on the basis of Education/Experience, Current working company and by Job hops.

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TABLE-18 INPUTS FOR REFERENCES

S.NO 1 2 3 4

ITEMS PROVIDE MARKET INPUTS PROVIDE CLIENT STYLE INPUTS GENERAL INTERVIEW INPUTS ALL THE ABOVE TOTAL

NO OF RESPONDENTS 7 4 2 22 35

PERCENTAGE 20.59 8.82 5.88 64.71 100

FIGURE-18 INPUTS FOR REFERENCES

INPUTS FOR REFERENCES

20%

PROVIDE MARKET INPUTS PROVIDE CLIENT STYLE INPUTS GENERAL INTERVIEW INPUTS ALL THE ABOVE

11% 63% 6%

INFERENCE Majority of the respondents (64.71%) responded that they should provide Market inputs, Client style inputs and General interview inputs to get references from Candidates. 20.59% of respondents feel that providing market input is sufficient. TABLE-19 CANDIDATES EXPECTATIONS ON JOB

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S.NO 1 2 3 4

FACTORS SALARY/REMUNERATION WORK LOCATION ROLE/DESIGNATION ALL THE ABOVE TOTAL

NO OF RESPONDENTS 2 1 1 31 35

PERCENTAGE 5.88 2.94 2.94 88.24 100

FIGURE-19 CANDIDATES EXPECTATIONS ON JOB

CANDIDATES EXPECTATIONS ON JOB

6% 3% 3% SALARY/REMUNERATI ON WORK LOCATION ROLE/DESIGNATION ALL THE ABOVE

88%

INFERENCE Majority of the respondents (88.24%) indicated that they keep up the expectations of candidate in terms of Salary/Remuneration, Work location and Role/Designation.

TABLE-20 WHETHER PROCESSORS NEED TO MEET THE CANDIDATES

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S.NO 1 2 3 4 5

RESPONSE YES NO OFTEN SOMETIMES NEVER TOTAL

NO OF RESPONDENTS 12 7 4 12 0 35

PERCENTAGE 34.29 20.00 11.42 34.29 0 100

FIGURE-20 WHETHER PROCESSORS NEED TO MEET THE CANDIDATES

WHE ER PR E TH OC SSOR N E TO ME T THE S ED E C DID TE AN A S

0% 34% 35% YE S N O O TE F N SO E E M TIM S N VE E R 11% 20%

INFERENCE 32.35% of the respondents feel that they should meet the entire candidates processed. 20.59% of the respondents feel that meeting of entire candidates processed is not necessary. 11.76% of the respondents feel that they should often meet the entire candidates processed. 35.29% of the respondents feel that meeting the entire candidate processed can be made occasionally.

TABLE-21 BENCH MARK SHEET FOR PERSONAL VALIDATION IS ESSENTIAL

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S.NO 1 2

RESPONSE YES NO TOTAL

NO OF RESPONDENTS 28 7 35

PERCENTAGE 79.41 20.59 100

FIGURE-21 BENCH MARK SHEET FOR PERSONAL VALIDATION IS ESSENTIAL

BENC H M A RK SHEET FOR PERSONA L V A L IDA T ION IS ESSENT IA L

20% YES NO 80%

INFERENCE Majority of the respondents (79.41%) feel that they need to have bench mark sheet for personal validation. TABLE-22 COMMUNICATION SKILLS SHOULD BE ASSESSED BASED ON BENCH MARK SHEET

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S.NO 1 2

RESPONSE YES NO TOTAL

NO OF RESPONDENTS 33 2 35

PERCENTAGE 94.12 5.88 100

FIGURE-22 COMMUNICATION SKILLS SHOULD BE ASSESSED BASED ON BENCH MARK SHEET

COMMUNICATION SKILLS SHOULD BE ASSESSED BASED ON BENCH MARK SHEET

6% YES NO 94%

INFERENCE Majority of the respondents (94.12%) responded that they assess the communication skill of a candidate along with bench mark sheet.

TABLE-23 FACTORS FOR ASSESSING COMMUNICATION SKILL

S.NO

FACTORS

NO OF RESPONDENTS

PERCENTAGE

37

1 2 3 4

VERBAL ABILITY GRAMMAR TONE/PITCH ALL THE ABOVE TOTAL

8 13 0 14 35

15.63 3.13 0 81.25 100

FIGURE-23 FACTORS FOR ASSESSING COMMUNICATION SKILL

FACTORS FOR ASSESSING COMMUNICATION SKILL

23% 40% VERBAL ABILITY GRAMMAR TONE/PITCH ALL THE ABOVE 0% 37%

INFERENCE (81.25%) no of respondents assess the communication skill of a candidate based on Verbal ability, Grammar and by Tone/Pitch.

TABLE-24 METHODS OF ESTIMATION OF SPECIAL SKILLS S.NO 1 METHODS BY ASSESSING TYPE OF WORK DONE NO OF RESPONDENTS 8 PERCENTAGE 20.59

38

BY ASSESSING TYPE OF ROLE PLAYED

13

38.24

BY ASSESSING TYPE LOCATIONS WORKED ALL THE ABOVE TOTAL

14 35

41.18 100

FIGURE-24 METHODS OF ESTIMATION OF SPECIAL SKILLS

METHODS OF ESTIMATION OF SPECIAL SKILLS

23% 40%

BY ASSESSING TYPE OF WORK DONE BY ASSESSING TYPE OF ROLE PLAYED BY ASSESSING TYPE LOCATIONS WORKED ALL THE ABOVE

0%

37%

INFERENCE (41.18%) no of respondents bring out the Special skill of the candidates by assessing the Type of work done, Type of role played and by Type of locations worked. TABLE-25 DATA MAINTENANCE, ESSENTIAL FOR FUTURE SCREENING OF CANDIDATES

S.NO 1

RESPONSE YES

NO OF RESPONDENTS 35

PERCENTAGE 100

39

NO TOTAL

0 35 100

FIGURE-25 DATA MAINTENANCE, ESSENTIAL FOR FUTURE SCREENING OF CANDIDATES

DATA MAINTENANCE, ESSENTIAL FOR FUTURE SCREENING OF CANDIDATES

0%

YES NO

100%

INFERENCE All the respondents (100%) candidates. TABLE-26 ASSESSMENT OF TEAM PLAYING/TEAM LEADING ABILITY S.NO 1 2 RESPONSE YES NO TOTAL NO OF RESPONDENTS 31 4 35 PERCENTAGE 91.18 8.82 100 keep track and maintain data for future screening of

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FIGURE-26 ASSESSMENT OF TEAM PLAYING/TEAM LEADING ABILITY

ASSESSMENT OF TEAM PLAYING/TEAM LEADING ABILITY

11%

YES NO

89%

INFERENCE A vast Majority of the respondents (91.18%) assess the Team playing/Team leading ability of the candidate.

TABLE-27 COMPLETION OF LIFE CYCLE OF VALIDATION

S.NO 1 2

RESPONSE YES SOMEWHAT TOTAL

NO OF RESPONDENTS 27 8 35

PERCENTAGE 79.41 20.59 100

41

FIGURE-27 COMPLETION OF LIFE CYCLE OF VALIDATION

COMPLETION OF LIFE CYCLE OF VALIDATION

23%

YES SOMEW HAT

77%

INFERENCE Majority of the respondents (79.41%) confirm that they have completed the lifecycle of validation.

TABLE-28 FULL JOB DECRIPTION OF CANDIDATES GIVEN

JOB DESCRIPTION GRAND DESIGNATION ASSOCIATE YES 8 2 NO 6 11 TOTAL 14 13

42

SENIOR ASSOCIATE BUSINESS MANAGER PROCESS LEADER TRAINEE GRAND TOTAL 1 0 2 13 3 1 1 22 4 1 3 35

FIGURE-28 FULL JOB DECRIPTION OF CANDIDATES GIVEN

43

FULL JOB DECRIPTION OF CANDIDATES GIVEN


14 12 10 8 6 4 2 0 ASSOCIATE

6 11 8 3 2
SENIOR ASSOCIATE
NO YES

1
BUSINESS MANAGER

1 0
PROCESS LEADER

1 2
TRAINEE

INFERENCE A majority of respondents (62.86%) were not given Job description for all the requirements and out of them (50%) of respondents belong to Senior Associate.

TABLE-29

TERMS

OF

CVs

PROCESSED

AND

EXPERIENCE

OF

RESPONDENTS

44

TERMS OF CVs PROCESSED MANDATORY EXPERIENCE MANDATORY SKILLS ONLY LESS THAN A YEAR 1 - 3 YEARS 3 - 5 YEARS 5 - 7 YEARS GRAND TOTAL 5 2 1 0 8 0 0 0 0 0 12 12 1 1 26 0 1 0 0 1 17 15 2 1 35 DESIRABLE SKILLS ONLY AND DESIRABLE SKILLS TARGET AUDIENCE GRAND TOTAL

FIGURE-29

TERMS

OF

CVs

PROCESSED

AND

EXPERIENCE

OF

RESPONDENTS

45

TERMS OF CVs PROCESSED AND EXPERIENCE OF RESPONDENTS


18 16 14 12 10 8 6 4 2 0

1
12 12 5

TARGET AUDIENCE MANDATORY AND DESIRABLE SKILLS MANDATORY SKILLS ONLY

0 1
1

0 1
0

LESS 1- 3 3-5 5-7 THAN A YEARS YEARS YEARS YEAR

INFERENCE Majority of the respondents (74.29%) responded that CVs processed are in terms of Mandatory and Desirable skills, in which (46.15%) no of respondents belong to Less than a year and (46.15%) no of respondents belong to 1 3 Years of Experience.

TABLE-30 COMPLETION OF LIFE CYCLE OF VALIDATION WITH EXPERIENCE LIFE CYCLE OF VALIDATION GRAND TOTAL

46

EXPERIENCE YES 10 LESS THAN A YEAR 14 1 - 3 YEARS 2 3 - 5 YEARS 1 5 - 7 YEARS 27 GRAND TOTAL 8 35 0 1 0 2 1 15 SOMEWHAT 7 17

FIGURE-30 COMPLETION OF LIFE CYCLE OF VALIDATION WITH EXPERIENCE

47

COMPLETION OF LIFE CYCLE OF VALIDATION WITH EXPERIENCE


18 16 14 12 10 8 6 4 2 0

14 10 0 2 LESS THAN A YEAR 1- 3 YEARS 0 1

SOMEWHAT YES

3 - 5 YEARS 5 - 7 YEARS

INFERENCE Majority of the respondents (77.14%) responded that they have completed the life cycle of validation in which (51.85%) no of respondents belong to 1 3 years of Experience.

CHAPTER-6

48

RESULTS AND FINDINGS From the study it was found that 1) 85.29% of respondents are given enough information about the client when dealing with a requirement. 2) 58.82% of respondents think website of the client is a better way to gather more information about the client. 3) 82.35% of respondents want the client handler to meet the clients more often and get the latest updates and enhance recruiter understanding. 4) 64.71% of respondents are not given Job description for all the requirements. 5) 79.41% of respondents approach Client handler incase of clarification about the requirement. 6) 70.59% of respondents understand the mandatory skills and desirable skills. 7) 58.82% of respondents like to have training on Technical skills. 8) 50% of respondents like to have orientation on project overview of the client. 9) 94.12% of respondents are completely sure about the profile before validating. 10) 85.29% of respondents think Technical fitment, Experience and Interest of the candidate are the important aspects in validation.

11) 61.76% of respondents are given Target audience for all the requirements.

49

12)

47.62% of respondents process the CVs from Similar/Equivalent companies when Target audience are given.

13)

76.47% of respondents process the CVs in terms of Mandatory skills and Desirable skills.

14) 41.18% of respondents understand the personal attributes of the candidate at 5175 % level. 15) 67.65% of respondents analyze the professional arena of a candidate on the basis of Education/Experience, Current working company and by Job hops. 16) 64.71% of respondents get references from candidates by providing Market inputs, Client style inputs and by General interview inputs. 17) 88.24% of respondents keep up the expectations of the candidates in terms of Salary/Remuneration, Work location and Role/Designation. 18) 34.29% of respondents like to meet the entire candidates processed. 19) 79.41% of respondents like to have bench mark sheet for Personal validation. 20) 94.12% of respondents assess the Communication skill of a candidate along with the bench mark. 21) 41.18% of respondents bring out Special skill of the candidate by assessing the type of work done, role played and by locations worked. 22) All the respondents keep a track and maintain the data for future screening of candidates. 23) 91.18% of respondents assess the Team playing/team leading ability of the candidate.

50

24) 79.41% of respondents has completed the life cycle of validation. 25) 85.71% of respondents were given information about the client and out of that 50% of respondents belong to Less than a year category, who gather more information through website of the client. 26) 62.86% of respondents are not given Job description for all the requirements and in that 50% of respondents belong to Senior Associate. 27) 94.29% of respondents are sure about the Job profile before validating, in that 45% of respondents belong to Chennai location and they are sure about the Job profile and they feel that Technical fitment, Experience and Interest of the candidate all three are important aspects in validation. 28) 74.29% of respondents process the CVs in terms of Mandatory and Desirable skills, in which 46.15% of respondents belong to Less than a year and 46.15% of respondents belong to 1 3 Years of Experience. 29) 65.71% of respondents analyze Professional arena of a candidate based on Education/Experience, Current working company and by Job hops in which 43.48% of respondents are in Associate designation. 30) 88.57% respondents keep up the expectation of a candidate in terms of Salary/Remuneration, Work location and Role/Designation in which 51.61% of respondents belong to Chennai location. 31) 77.14% respondents have completed the life cycle of validation in which 51.85% of respondents belong to 1 3 years of Experience.

CHAPTER-7

51

SUGGESTIONS AND RECOMMENDATIONS

To understand the client, the employees shall gather more information through magazines and newspapers. A library shall be put at the office premises to enable the employees to make use of the magazines, journals and newspapers etc to gather more information about the clients. A well defined job description shall be placed for all the requirements to have an better understanding Periodic training sessions shall be organized on technical skills. Tailor made Presentations shall be made on all the clients and shared among the employees to understand the client better The profiles shall be sourced from the target companies given to them to add the requirement While screening a candidate, understanding of the personal attributes to a greater extent. has to be improved. The candidate shall be met to understand and screen them in a better manner. A Bench mark sheet for every candidate shall be maintained by the employees. This would not only help to estimate the candidate but also to improve the process in future.

52

Technical assessment shall be done professionally by qualified people to have better performance. Soft skills training session shall be organized periodically which would improve the morale of the employees to screen the candidates better through friendly approach.

CHAPTER-8 CONCLUSION

53

The study had confirmed that the company is having a good Screening process From this study, it is found that majority of the workers screen the candidates effectively by understanding clearly about the requirements and properly match the profile. Suggestions given in the report may be implemented for the benefit of the workers and the company. The company may conduct similar type of research at regular intervals to know the changing attitude of workers and to know about their effectiveness to improve the Screening process

ANNEXURE AN EVALUATIVE STUDY ON SCIENTIFIC SCREENING PROCESS IN A RECRUITMENT CONSULTING FIRM- ICONIUM

54

QUESTIONNAIRE NAME AGE GENDER LOCATION DESIGNATION : : : : :

1. How long have you been working in this organization?


Less than a Year 1 - 3 Years 3 - 5 Years 5 - 7 Years

2. Have you been given enough information about the Client, when dealing a requirement?
Yes No

3. If No, what are the means you think is better to gather more information about the client?
Website of the Client Tailor Made Presentation Magazines and news papers All the above

4. Do you think the client handler should meet clients more often and get the latest updates and enhance recruiter understanding?
Yes No Sometimes

55

5. Is job description given on all the requirements?


Yes No

6. Incase of clarification about the requirement whom do you approach?


Colleagues Client handler Account Manager Center Head

7. Are the mandatory skills and desirable skills understandable?


Yes No Somewhat

8. Do you think any training should be given on Technical skills?


Yes No Special Skills

9. Do you think orientation should be given on Project overview of the client?


Yes No Special Skills

10. How often do you think these training should be held?


Weekly Once Fort Night On start of assignment

56

11. Are you completely sure about the profile before validating?
Yes No

12. What do you think is the important aspect in validation?


Technical Fitment Experience Fitment Interest of the candidate All the above

13. Is the target audience given for all the requirements?


Yes No

14. CVs processed are in terms of


Mandatory skills only Desirable skills only Mandatory and desirable skills Target audience

15. Understanding of personal attributes of the candidate


0 - 25 % 26 - 50 % 51 - 75 % 76 % and Above

16. On what basis the candidate is analyzed in his professional arena?


Educational/experience Current working company Job hops All the above

57

None of the above

17. What approach one should have to get references from candidates?
Provide market Inputs Provide client style inputs General Interview inputs All the above

18. Keep up the expectations of candidate in terms of


Salary/remuneration Work location Role/designation All the above

19. Do you think its needed to meet the entire candidate processed?
Yes No Often Sometimes Never

20. Do you need to have a bench mark sheet for personal validation?
Yes No

21. Do you assess the communication skill of a candidate along with benchmark?
Yes No

If yes, on what all factors do you assess?

58

Verbal ability Grammer Tone / Pitch All the Above

22. How do you bring out the special skill of the candidates?
By assessing type of work done By assessing type of role played By assessing type of locations worked All the above

23. Do you track and maintain these data for future screening of candidates?
Yes No

24. Do you assess the team playing/ team leading ability of the candidate
Yes No

25. Are you completed the life cycle of validation?


Yes Somewhat

BIBLIOGRAPHY

BOOKS

59

MEMORIA.C.B T.V.

(1990),

PERSONNEL &

MANAGEMENT DEVELOPING

published

by

Himalaya Publishing House. RAO(1999). APPRAISING MANAGERIAL PERFORMANCE, Excel Book, New Delhi. KOTHARI.C.R (1990), RESEARCH METHODOLOGY METHODS & TECHNIQUES published by Wishwa prakasan.

WEBSITES www.humanresource.com www.billradin.com www.google.com

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