Recruitment Process at Lakshya It Solutions

Chapter - 1
INTRODUCTION
INTRODUCTION
Human Resource Management (HRM) is the function within an organization that
focuses on recruitment of, management of, and providing direction for the people who work
in the organization. HRM can also be performed by line managers.
HRM is the organizational function that deals with issues related to people such as
compensation, hiring, performance management, organization development, safety, wellness,
benefits, employee motivation, communication, administration, and training.
HRM is also a strategic and comprehensive approach to managing people and the
workplace culture and environment. Effective HRM enables employees to contribute
effectively and productively to the overall company direction and the accomplishment of the
organization's goals and objectives.
HRM is moving away from traditional personnel, administration, and transactional
roles, which are increasingly outsourced. HRM is now expected to add value to the strategic
utilization of employees and that employee programs impact the business in measurable
ways. The new role of HRM involves strategic direction and HRM metrics and
measurements to demonstrate value.
Staffing is the core component of HRM. Staffing is about setting guidelines and
procedures to guide recruiting and placement. The presence of these staffing procedures will
aid in the effective advertising and reaching out to potential employees. On top of this, the
person interviewing and selecting new staff should be able to identify candidates who are
suitable for the various roles. The interview should be structured to ensure the success of the
interview process as well as the candidate selection.
Recruitment & Selection Process 1

Apart from hiring new employees, staffing also involves the management of existing
employees. It touches on issues like disciplinary matters, monitoring of leave, absences and
health and safety. Letting employees go is also covered under staffing. Therefore, an
organization needs a robust system needs to make sure that all these elements are covered.
Another key element of HRM is retention. The training of employees to enable them
to improve their career paths is very important. In some situations where an employee is
undergoing through a difficult time in his or her life, an effective Human Resource
Department (HRD) should offer suggestions for support and counseling where appropriate.
Remuneration packages and perks that are associated with the package an employee
has been offered also fall under the remit of the HRD. Good HRM policies ensure that there
are structures in place which show the pay levels for the different positions in an
organization. It is important for the staff to know the career and pay that is available to them.
This is important for both during the time of employment as well as for their career
progresses over time.
Another key component of HRM is performance management. The reason for this is
that many employers use it to assess career progression and to determine pay increases. When
a good performance management policy is in place, effective targets can be set and monitored
regularly. These records are crucial when staffing levels need to be reduced or disciplinary
proceedings are instituted.
A secondary role of HRM is in the management of inter-personal relationships. This

covers staff within departments as well as at an organizational level. The relationship between
staff and management is an important factor in the success of an organization. It sets pace for
how the organization will move forward in achieving their vision. As far as this secondary
function is concerned, the objectives and outcomes, are designed to help employees and the
management grow employees and ensure that the interactions within the organization are
fulfilling for every member of staff from the bottom up.
The ultimate focus of HRM is the people within an organization. Regular planning,
monitoring and evaluation are important for the success of HRM. Successful implementation
ensures that all employees know their role, career path and also feel part of an organization
which is able to manage and reconcile their expectations as well as those of the organization
and its objectives.

Functions of Human Resource Management
The major functional areas in human resource management are:
1. Planning,
2. Staffing,
3. Employee development, and
4. Employee maintenance.
These four areas and their related functions share the common objective of an adequate
number of competent employees with the skills, abilities, knowledge, and experience needed
for further organisational goals. Although each human resource function can be assigned to
one of the four areas of personnel responsibility, some functions serve a variety of purposes.
For example, performance appraisal measures serve to stimulate and guide employee
development as well as salary administration purposes. The compensation function facilitates
retention of employees and also serves to attract potential employees to the organisation. A
brief description of usual human resource functions are given below:

Human Resource Planning: In the human resource planning function, the number and type
of employees needed to accomplish organisational
goals are determined. Research is an important part of this function because planning requires
the collection and analysis of information in order to forecast human resources supplies and
to predict future human resources needs. The basic human resource planning strategy is
staffing and employee development.
Job Analysis: Job analysis is the process of describing the nature of a job and specifying the
human requirements, such as skills, and experience needed to perform it. The end product of
the job analysis process is the job description. A job description spells out work duties and
activities of employees. Job descriptions are a vital source of information to employees,
managers, and personnel people because job content has a great influence on personnel
programmes and practices.
Staffing: Staffing emphasises the recruitment and selection of the human resources for an
organisation. Human resources planning and recruiting precede the actual selection of people
for positions in an organisation. Recruiting is the personnel function that attracts qualified
applicants to fill job vacancies. In the selection function, the most qualified applicants are
selected for hiring from among those attracted to the organisation by the recruiting function.
On selection, human resource functionaries are involved in developing and administering
methods that enable managers to decide which applicants to select and which to reject for the
given jobs.
Orientation: Orientation is the first step toward helping a new employee adjust himself to
the new job and the employer. It is a method to acquaint new employees with particular
aspects of their new job, including pay and benefit programmes, working hours, and company
rules and expectations.
Training and Development: The training and development function gives employees the
skills and knowledge to perform their jobs effectively. In addition to providing training for
new or inexperienced employees, organisations often provide training programmes for

experienced employees whose jobs are undergoing change. Large organisations often have
development programmes which prepare employees for higher level responsibilities within
the organisation. Training and development programmes provide useful means of assuring
that employees are capable of performing their jobs at acceptable levels.
Performance Appraisal: Performance appraisal function monitors employee performance to

ensure that it is at acceptable levels. Human resource professionals are usually responsible for
developing and administering performance appraisal systems, although the actual appraisal of
employee performance is the responsibility of supervisors and managers. Besides providing a
basis for pay, promotion, and disciplinary action, performance appraisal information is
essential for employee development since knowledge of results (feedback) is necessary to
motivate and guide performance improvements.
Career Planning: Career planning has developed partly as a result of the desire of many
employees to grow in their jobs and to advance in their career. Career planning activities
include assessing an individual employees potential for growth and advancement in the
organisation.
Compensation: Human resource personnel provide a rational method for determining how
much employees should be paid for performing certain jobs. Pay is obviously related to the
maintenance of human resources. Since compensation is a major cost to many organisations,
it is a major consideration in human resource planning. Compensation affects staffing in that
people are generally attracted to organisations offering a higher level of pay in exchange for
the work performed. It is related to employee development in that it provides an important
incentive in motivating employees to higher levels of job performance and to higher paying
jobs in the organisation.
Benefits: Benefits are another form of compensation to employees other than direct pay for
work performed. As such, the human resource function of administering employee benefits
shares many characteristics of the compensation function. Benefits include both the legally
required items and those offered at employers discretion. The cost of benefits has risen to
such a point that they have become a major consideration in human resources planning.
However, benefits are primarily related to the maintenance area, since they provide for many
basic employee needs.
Labour Relations: The term labour relations refers to interaction with employees who are
represented by a trade union. Unions are organisation of employees who join together to
obtain more voice in decisions affecting wages, benefits, working conditions, and other
aspects of employment. With regard to labour relations, the personnel responsibility primarily
involves negotiating with the unions regarding wages, service conditions, and resolving
disputes and grievances.
Record-keeping: The oldest and most basic personnel function is employee record-keeping.
This function involves recording, maintaining, and retrieving employee related information
for a variety of purposes. Records which must be maintained include application forms,
health and medical records, employment history (jobs held promotions, transfers, lay-offs),
seniority lists, earnings and hours of work, absences, turnover, tardiness, and other employee
data. Complete and up-to-date employee records are essential for most personnel functions.
More than ever employees today have a great interest in their personnel records.
Personnel records provide the following:
1. A store of up-to-date and accurate information about the companys employees.

2. A guide to the action to be taken regarding an employee, particularly by comparing
him with other employees.
3. A guide when recruiting a new employee, e.g. by showing the rates of pay received by
comparable employees.
4. A historical record of previous action taken regarding employees.
5. The raw material for statistics which check and guide personnel policies.
6. The means to comply with certain statutory requirements.
Personnel Research: All personnel people engage in some form of research activities. In a
good research approach, the object is to get facts and information about personnel specifics in
order to develop and maintain a programme that works. It is impossible to run a personnel

programme without some pre-planning and post-reviewing. For that matter, any survey is, in
a sense, research. There is a wide scope for research in the areas of recruitment, employee
turnover, terminations, training, and so on. Through a well-designed attitude survey,
employee opinions can be gathered on wages, promotions, welfare services, working
conditions, job security, leadership, industrial relations, and the like. Inspite of its importance,
however, in most companies, research is the most neglected area because personnel people
are too busy putting out fires. Research is not done to put out fires but to prevent them.
Research is not the sole responsibility of any one particular group or department in an
organisation. The initial responsibility is that of the human resource department, which
however should be assisted by line supervisors and executives at all levels of management.
The assistance that can be rendered by trade unions and other organisations should not be
ignored, but should be properly made use of.
Apart from the above, the HR function involves managing change, technology, innovation,
and diversity. It is no longer confined to the culture or ethos of any single organisation; its
keynote is a cross-fertilisation of ideas from different organisations. Periodic social audits of
HR functions are considered essential.
HR professionals have an all-encompassing role. They are required to have a thorough

knowledge of the organisation and its intricacies and complexities. The ultimate goal of every
HR person should be to develop a linkage between the employee and the organisation
because the employees commitment to the organisation is crucial. The first and foremost role
of HR functionary is to impart continuous education to employees about the changes and
challenges facing the country in general, and their organisation in particular. The employees
should know about their balance sheet, sales progress, diversification plans, restructuring
plans, sharp price movements, turnover and all such details. The HR professionals should
impart education to all employees through small booklets, video films, and lectures

The recruitment and selection belongs to value added HR processes. The recruitment
is about the ability of the organization to source new employees. Keep the organization
operating and improving the quality of the human capital employed in the company. The
quality of the recruitment process is the main driver for the satisfaction of managers with the
service provided by Human Resource.
The main goal of the recruitment and selection is about finding the best recruitment
sources, hiring the best talents from the job market and keeping the organization competitive
on the job market. The recruitment and selection process is about managing high volumes of
job resumes and the ability to choose the right candidates and pushing them quickly through
the organization. The recruitment process usually needs a strong support by the dedicated
recruitment software solution. It can be provided externally, or the software can be run
internally. Many vendors provide the recruitment software solution, but the organization has
to choose carefully the right solution to meet its needs.

In simple words, recruitment and selection refers to the imparting of specific skills,
abilities, knowledge to an employee. A formal definition of recruitment and selection is
determined as follows:
It is any attempt to improve current or future employee performance by increasing an
employees ability to perform through learning, usually by changing the employees attitude
or increasing his or her skills and knowledge.

Chapter - 2
RESEARCH METHODOLOGY
NEED OF THE STUDY

Training being a core function of HRM has its unique role in contributing to the
organizational effectiveness. Updating and improvisation of the performance at the individual
level, unit levels and organizational is possible only through a well-designed training
program. As Aditya Birla Sunlife is contributing its services to thousands of beneficiaries it is
vital for the organization to utilize the training programs to the maximum extent possible.
Hence knowing the importance of equipping the employees for the future challenges training
was considered to be the right choice to go for a thorough study.

SCOPE OF STUDY
The present study is an attempt to study the Recruitment and selection process related
to managerial and non-managerial employees, and also to study various training program for
officers. It is aimed at analyzing the current trends in Recruitment and Selection process and
their influence on implementation of an appropriate system to suit to the needs of the
organization.

IMPORTANCE OF THE STUDY
Recruitment and Selection are very vital in any company or organization that aims at
progressing. Training refers to the process of acquiring the essential skills required for a
certain job. It targets specific goals, for instance understanding a process and operating a
certain machine or system. Development, on the other side, puts emphasis on broader skills,
which are applicable in a wide range of situations. This includes decision making, thinking
creatively and managing people.

OBJECTIVES OF THE STUDY
1. To study the recruitment and selections methods followed at Lakshya IT Consultancy
Vijayawada.
2. To Understand the recruitment and selection need for methods at the
Company.
3. To analyse impact of recruitment and selection on performance of

employees.
4. To understand the employee opinion on recruitment and selection
methods followed at the company.
5. To suggest the company for improving employee performance.
RESEARCH METHODOLOGY
Step1: Constituted the distributing of the questionnaire to the sample respondents.
Step2: Constituted of collecting back the questionnaire from the respondents.
Step3: Constituted of systematic analysis and the data gathering in the form of tables and
graphs.

Step4: Constituted of arriving of findings based on the study and giving suggestions they are
on.
SOURCES OF DATA:
For the fulfilment of the study the student researcher has relied on two types of data
i.e., primary data and secondary data.
Primary Data:
Primary data was collected through scheduled questionnaire. It was prepared to
collect the required information on different training activities. It was distributed among the
respondents for their view and analysis.
Secondary Data:
The secondary data was collected from various textbooks on Human Resource
Management, Training and Development, Internet etc.
SAMPLING TECHNIQUE:
Once the list of participants is obtained, respondents are selected on random basis.
Sample size for the study is 50 and responses are obtained from those who underwent
training.
Tools and Techniques of data collection:
A Structured Questionnaire has been designed covering all relevant aspects of training
and Development programs and administered to the respondents for the collection of the data.
Whereas the information available from earlier studies, books, brochures, annual reports and
several other sources of secondary data.
ANALYSIS OF DATA
Data collected has been presented, tabulated and analyzed both quantitatively and
qualitatively by using various graphs.
Percentage method:

Percentage method is used in making comparison between two or more series of data.
This is used to describe relationship.
Percentage of respondents = Number of respondents x 100
Total respondents
LIMITATIONS
This study covers only those employees who are working at Lakshya IT Consultancy
Vijayawada
The Interpretations is being based on the percentage method.
Response errors could arise on the questionnaire was administrated.
Responses by respondents might be biased. The duration of the project was limited.
Chapter - 3
INDUSTRY & COMPANY PROFILE
INDUSTRY PROFILE
IT Industry in India
Introduction
India is the world's largest sourcing destination for the information technology (IT) industry,
accounting for approximately 67 per cent of the US$ 124-130 billion market. The industry
employs about 10 million workforces. More importantly, the industry has led the economic

transformation of the country and altered the perception of India in the global economy.
India's cost competitiveness in providing IT services, which is approximately 3-4 times
cheaper than the US, continues to be the mainstay of its Unique Selling Proposition (USP) in
the global sourcing market. However, India is also gaining prominence in terms of
intellectual capital with several global IT firms setting up their innovation centres in India.
The IT industry has also created significant demand in the Indian education sector, especially
for engineering and computer science. The Indian IT and ITeS industry is divided into four
major segments IT services, Business Process Management (BPM), software products and
engineering services, and hardware.
The IT-BPM sector which is currently valued at US$ 143 billion is expected to grow at a
Compound Annual Growth Rate (CAGR) of 8.3 per cent year-on-year to US$ 143 billion for
2015-16. The sector is expected to contribute 9.5 per cent of Indias Gross Domestic Product
(GDP) and more than 45 per cent in total services export in 2015-16.
Market Size
The Indian IT sector is expected to grow at a rate of 12-14 per cent for FY2016-17 in
constant currency terms. The sector is also expected triple its current annual revenue to reach
US$ 350 billion by FY 2025#.
India ranks third among global start-up ecosystems with more than 4,200 start-ups##.
Indias internet economy is expected to touch Rs 10 trillion (US$ 146.72 billion) by 2018,
accounting for 5 per cent of the countrys GDP###. Indias internet user base reached over 400
million by May 2016, the third largest in the world, while the number of social media users
grew to 143 million by April 2015 and smartphones grew to 160 million.
Public cloud services revenue in India is expected to reach US$ 1.26 billion in 2016, growing
by 30.4 per cent year-on-year (y-o-y)^. The public cloud market alone in the country was
estimated to treble to US$ 1.9 billion by 2018 from US$ 638 million in 2014^. Increased
penetration of internet (including in rural areas) and rapid emergence of e-commerce are the
main drivers for continued growth of data centre co-location and hosting market in India. The
Indian Healthcare Information Technology (IT) market is valued at US$ 1 billion currently
and is expected to grow 1.5 times by 2020^^. India's business to business (B2B) e-commerce
market is expected to reach US$ 700 billion by 2020 whereas the business to consumer
(B2C) e-commerce market is expected to reach US$ 102 billion by 2020^^^.
Investments
Indian IT's core competencies and strengths have attracted significant investments from
major countries. The computer software and hardware sector in India attracted cumulative
Foreign Direct Investment (FDI) inflows worth US$ 21.02 billion between April 2000 and
March 2016, according to data released by the Department of Industrial Policy and Promotion
(DIPP).

Indian start-ups are estimated to have raised US$ 1.4 billion across 307 deals in quarter
ending March 2016.
Most large technology companies looking to expand have so far focused primarily on bigger
enterprises, but a report from market research firm Zinnov highlighted that the small and
medium businesses will present a lucrative opportunity worth US$ 11.6 billion in 2015,
which is expected to grow to US$ 25.8 billion in 2020. Moreover, India has nearly 51 million
such businesses of which 12 million have a high degree of technology influence and are
looking to adopt newer IT products, as per the report.
Some of the major developments in the Indian IT and ITeS sector are as follows:
Rolta, an Information Technology (IT), engineering and geospatial services provider,
has been awarded a seven-year, multi-million pound contract by a UK based major
utility company UK Power Networks, to manage and update the firm's spatially-
enabled network asset information.
Orange Business Services, the business services arm of Orange Group, has launched a
state data centre for Himachal Pradesh government, which will be the first data centre
in India to be designed using 'green' data centre concepts that minimise power
requirements and increase power utilisation efficiency.
PurpleTalk Inc, a US based mobile solutions company, has invested US$ 1 million in
Nukkad Shops, a Hyderabad based uber-local commerce platform that helps
neighbourhood retail stores take their businesses online through a mobile app.
KartRocket, a Delhi based e-commerce enabler has completed its US$ 8 million
funding round by raising US$ 2 million from a Japanese investor, which will be used
to enhance Kraftly, a mobile-first online-to-offline marketplace targeting small sellers,
individuals and home-based entrepreneurs in India in product categories such as
apparel and accessories.
JustRide, a self-drive car rental aggregator, has raised US$ 400,000 in pre-series A
round of funding from a group of angel investors, including Redcliffe Capitals Mr
Dheeraj Jain, which will be used to enhance its technology.
Mumbai-based baby care and kids products e-tailer, Hopscotch.in, has raised US$ 13
million in a Series C round of funding from Facebook co-founder Mr Eduardo
Saverin, which will help the firm in growth and expansion of its technology platform.
MoMark Services, a mobile based customer engagement platform for small and
medium businesses, has raised US$ 600,000 from YourNest Angel Fund and LNB
Group, to scale up its product offerings and talent acquisition.
Shouut, a social discovery app by Giant Tech Labs Pvt Ltd, which helps consumers
discover deals, buy event tickets or redeem coupons, has raised US$ 500,000 in angel
funding from a high net-worth individual angel investor based in India.

Apple Inc. plans to set up its first technology development centre outside the US in
Hyderabad with an investment of US$ 25 million, which is expected to create 4,500
jobs, as per Mr Jayesh Ranjan, Secretary, IT for the state of Telangana.
Xpressbees, an e-commerce logistics firm operated by Busybees Logistics Solutions

Private Limited, has raised US$ 12.5 million in a Series A funding, led by its existing
investors SAIF Partners, IDG Ventures, Vertex Ventures and Valiant Capital, which
will be used to strengthen technology initiatives and processes of the firm.
Housejoy, an online home services provider, has raised Rs 150 crore (US$ 22 million)
in a Series B round of funding led by Amazon, and which also includes new investors
such as Vertex Ventures, Qualcomm and Ru-Net Technology Partners.
Global PE firm Blackstone Group has acquired a minority stake in an Indian travel,
transportation and logistics software firm, IBS Software, for US$ 170 million, by
buying the stake from General Atlantic and few other shareholders.
Indias top-tier IT company, Infosys Ltd, has bought a minority stake worth US$ 3
million in Whoop, which is a US-based start-up that makes activity trackers worn by
athletes.
Microsoft Ventures is planning to incubate 500 start-ups in India in the next five years
with a vision to create a viable and profitable business out of the booming start-up
sector in India.
National Association of Software and Services Companies (NASSCOM) plans to

open four more tech start-up incubation centres in different parts of India, in addition
to existing three, in support of Government of Indias Start-up India initiative.
Nasscom Foundation, a non-profit organisation which is a part of Nasscom, has

partnered with SAP India to establish 25 National Digital Literacy Mission (NDLM)
centres in 12 cities across India, as a part of Government of India's Digital India
initiative.
Infosys, Indias second largest Information Technology services company has

acquired US-based Noah Consulting, a provider of advanced information
management consulting services for the oil and gas industry.
US-based Callidus Software Inc, cloud-based sales, marketing, learning and customer
experience solutions provider, has opened its centre in Hyderabad and also launched
its The Lead to Money suite in Indian markets.
Wipro Ventures, Wipros US$ 100 million corporate venture arm, plans to invest in
early-stage Venture Capital (VC) funds based in the US to pursue a strategy of
investing/partnering country-focussed VCs.

A recent study by research firm International Data Corporation (IDC) suggests that
India may soon be able to catch up with the global technology trends that have
disrupted enterprises, industry and the way consumers behave and transact.
Reliance is building a 650,000 square feet (sq ft) data centre in Indiaits 10th data
centre in the countrywith a combined capacity of about 1 million sq ft and an
overall investment of US$ 200 million.
Intel Corp plans to invest about US$ 62 million in 16 technology companies, working
on wearable, data analytics and the Internet of Things (IoT), in 2015 through its
investment arm Intel Capital. The Indian IoT industry is expected be worth US$ 15
billion and to connect 28 billion devices to the internet by 2020.
Indian e-commerce industry is expected to grow at a CAGR of 35 per cent to reach

US$ 100 billion size in the next five years@.
Government Initiatives
Some of the major initiatives taken by the government to promote IT and ITeS sector in India
are as follows:
Mr Ravi Shakar Prasad, Minister of Communication and Information Technology,
announced plan to increase the number of common service centres or e-Seva centres
to 250,000 from 150,000 currently to enable village level entrepreneurs to interact
with national experts for guidance, besides serving as a e-services distribution point.
The Railway Ministry plans to give a digital push to the India Railways by
introducing bar-coded tickets, Global Positioning System (GPS) based information
systems inside coaches, integration of all facilities dealing with ticketing issues, Wi-Fi
facilities at the stations, super-fast long-route train service for unreserved passengers
among other developments, which will help to increase the passenger traffic.
The e-Tourist Visa (e-TV) scheme has been extended to 37 more countries thereby
taking the total count of countries under the scheme to 150 countries.
Department of Electronics & Information Technology and M/s Canbank Venture

Capital Fund Ltd plan to launch an Electronics Development Fund (EDF), which will
be a 'Fund of Funds' to invest in 'Daughter Funds' which would provide risk capital to
companies developing new technologies in the area of electronics, nano-electronics
and Information Technology (IT).
The Human Resource Development (HRD) Ministry has entered into a partnership
with private companies, including Tata Motors Ltd, Tata Consultancy Services Ltd
and real-estate firm Hubtown Ltd, to open three Indian Institutes of Information
Technology (IIITs), through public-private partnership (PPP), at Nagpur, Ranchi and
Pune.

Government of India is planning to develop five incubation centres for 'Internet of
Things' (IoT) start-ups, as a part of Prime Minister Mr Narendra Modi's Digital India
and Startup India campaign, with at least two centres to be set up in rural areas to
develop solutions for smart agriculture.
The Government of India has launched the Digital India program to provide several
government services to the people using IT and to integrate the government
departments and the people of India. The adoption of key technologies across sectors
spurred by the 'Digital India Initiative' could help boost India's Gross Domestic
Product (GDP) by US$ 550 billion to US$ 1 trillion by 2025@@.
India and the US have agreed to jointly explore opportunities for collaboration on
implementing India's ambitious Rs 1.13 trillion (US$ 16.58 billion) Digital India
Initiative. The two sides also agreed to hold the US-India Information and
Communication Technology (ICT) Working Group in India later this year.
The Government of Telangana has begun construction of a technology incubator in

Hyderabaddubbed T-Hubto reposition the city as a technology destination. The
state government is initially investing Rs 35 crore (US$ 5.14 million) to set up a
60,000 sq ft space, labelled the largest start-up incubator in the county, at the campus
of International Institute of Information Technology-Hyderabad (IIIT-H). Once
completed, the project is proposed to be the worlds biggest start-up incubator housing
1,000 start-ups.
The Department of Electronics and Information Technology (DeitY) plans to start a

digital literacy programme, aimed at training over six crore Indians in the next three
years to empower them for digital inclusion.
Road Ahead
India is the topmost off shoring destination for IT companies across the world. Having proven
its capabilities in delivering both on-shore and off-shore services to global clients, emerging
technologies now offer an entire new gamut of opportunities for top IT firms in India. Social,
Mobility, Analytics and Cloud (SMAC) are collectively expected to offer a US$ 1 trillion
opportunity. Cloud represents the largest opportunity under SMAC, increasing at a CAGR of
approximately 30 per cent to around US$ 650-700 billion by 2020. The social media is the
second most lucrative segment for IT firms, offering a US$ 250 billion market opportunity by
2020. The Indian e-commerce segment is US$ 12 billion in size and is witnessing strong
growth and thereby offers another attractive avenue for IT companies to develop products and
services to cater to the high growth consumer segment.
In order to increase efficiency in hiring and retention and to ensure consistency and
compliance in the recruitment and selection process, it is recommended the following steps
be followed (also refer to Staff Recruitment and Selection Hiring Checklist). Details for each
step include the minimum recommended best practice to attract a talented and diverse
applicant pool:

Step 1: Identify Vacancy and Evaluate Need
Step 2: Develop Position Description
Step 3: Develop Recruitment Plan
Step 4: Select Search Committee
Step 5: Post Position and Implement Recruitment Plan
Step 6: Review Applicants and Develop Short List
Step 7: Conduct Interviews
Step 8: Select Hire
Step 9: Finalize Recruitment
Affirmative Action, Equal Employment Opportunity and Diversity are not separate actions in
the recruitment and selection process. They are key variables which are woven into each step
of the process to support UCRs achievement of excellence.
Step 1: Identify Vacancy and Evaluate Need
Recruitments provide opportunities to departments to align staff skill sets to initiatives and
goals, and for departmental and individual growth. Proper planning and evaluation of the
need will lead to hiring the right person for the role and team.
Newly Created Position
When it is determined a new position is needed, it is important to:
Understand and take into consideration strategic goals for the University and/or
department. Are there any upcoming changes that may impact this role?
Conduct a quick analysis of UC Core Competencies. Are there any gaps? What core
skills are missing from the department? Evaluate the core skills required now and
those which may be needed in the future.
Conduct a Job Analysis if this position will be new to your department. This will also
help to identify gaps.
Replacement
When attrition occurs, replacing the role is typically the logical step to take. Before obtaining
approval to advertise the position, consider the following:
As with a newly created position, it may be helpful to conduct a Job Analysis in order
to tailor the position to what is currently required and to ensure proper classification.
Your HR Classification Analyst can assist in reviewing and completing.

Review the role and decide if there are any changes required as certain tasks and
responsibilities performed by the previous person may not or should not be performed
by the new person
Carefully evaluate any changes needed for the following:

Level required performing these tasks; considering the appropriate classification level.
Be aware that changes in the classification of positions from represented to
nonrepresented will require union notice and agreement
Tasks carried out by the previous employee
Tasks to be removed or added if any of the work will be transferred within department
Supervisory or lead responsibility
Budget responsibility (if any)
Work hours
Is there still a requirement for this role at all?
top
Step 2: Develop Position Description
A position description is the core of a successful recruitment process. It is used to develop
interview questions, interview evaluations and reference check questions. A well-written
position description:
Provides a first impression of the campus to the candidate
Clearly articulates responsibilities and qualifications to attract the best suited

candidates
Provides an opportunity to clearly articulate the value proposition for the role
Serves as documentation to help prevent, or defend against, discrimination complaints

by providing written evidence that employment decisions were based on rational
business needs
Improves retention as turnover is highest with newly hired employees. Employees

tend to be dissatisfied when they are performing duties they were not originally hired
to perform.
Optimizes search engine results by ensuring job postings rank high in candidate
search results when searching on-line
Determines FLSA classification and is used to map to the appropriate Payroll Title
Identifies tasks, work flow and accountability, enabling the department to plan how it
will operate and grow
Assists in establishing performance objectives
Is used for career planning and training by providing clear distinctions between levels
of responsibilities and competencies required
Is used as a benchmark to assist in ensuring internal and external equity
Identify Duties and Responsibilities

Prior to developing the job description the hiring manager should identify the following:
1. General Information
2. Position Purpose
3. Essential Functions
4. Minimum Requirements
5. Preferred Qualifications
1. General Information
Basic position and pay information will need to be determined to assist with the development
of the job description and job classification and for entering into the ATS. This information
will be different for each position being recruited:
Payroll Title The Payroll title and associated title code determines the, FLSA
status, Personnel Program Code and Description, and the Bargaining Unit Code and
Description fields in the ATS.
Pay Grade/Step
Working Title Market titles should be recognizable and common to various

industries as most job seekers search for commonly referred to market titles when
conducting on-line job searches
Department Name
Department Head
Supervisor Name
Title Codes and Full-Time Equivalent numbers of employees supervised
Special Requirements and Conditions:
o Specific requirements job seekers must possess or complete in order to be

hired (e.g. background check, valid drivers license, etc.)
o Bona Fide Occupational Qualifications (BFOQs)which are in compliance

with UCRs applicable policies (e.g. physical or mental requirements)

o Contact Staff Employment for assistance with special requirements and
conditions
2. Position Purpose
Describes the departments functions, the units functions, and/or the organizational units
functions. The statement should summarize the positions essential functions and its role in
relation to supporting, administering, or managing the activities of the department, unit, or
organizational unit.
Posted Position Purpose The posted Position Purpose will be searchable and viewable by
job seekers on UCRs job board and other posting sites. Therefore it is important to ensure it:
Includes a description of the role and its relation to the department, organization and
University
Includes the estimated duration (i.e. Limited 6-9 months or Contract 2.5 years) for
non-Career positions
Lists the number of openings when there is more than one position being recruited
Describes any pre-employment assessments if applicable.
Is optimized for search engines. Candidates conduct job searches by entering key
words or phrases into search engines.
Most candidates utilize job aggregators such as Google and Indeed versus searching
individual company job posts.
To ensure your position reaches the top of candidate search results, include key words
such as career, job, skills and title of the position in the beginning of the posted
position description (first 150 words).
Attracting a Talented Diverse Applicant Pool:

Once you have identified the position purpose, essential functions and qualifications,
you will want to go back and review the description. Is it written to attract an
individual who is a top performer? Does it describe the inclusive culture of your
organization?
Marketing the job to a diverse audience is just as important as accurately describing

the role. For more information and tips visit the Best Practices for Attracting a
Diverse Workforce webpage.
3. Essential Job Functions

Essential job functions describe the duties and responsibilities of a position. A job function is
considered essential when the performance of the function is the purpose for the position.
Typically, an essential function occupies a significant amount of time of the employees time

and requires specialized skills to perform. By accurately describing the essential functions of
the job, job seekers will have a clear understanding of the role and your expectations for
performing them.
When developing essential functions for the position the following should be noted:
Functions of the job which are critical for the position are arranged by importance and
percentage of time spent
Complexity level and authority for the role should be described to help attract the
appropriate level of qualified candidates
Essential tasks listed should be inter-related to the accomplishment of the essential

function.
e.g., The essential function of event planning is composed of several independent

tasks including scheduling and securing the venue; interviewing vendors and
executing contracts for service; arranging for food delivery; supervising event
workers and ensuring clean up. Therefore, the various tasks required to successfully
accomplish the essential function should be identified and described.
4. Minimum Requirements
The minimum requirements or basic qualifications are those qualifications or criteria which
was established in advance and advertised to potential applicants:
Must be relevant and relate to the duties and responsibilities of the job (e.g., should
not list driving requirement if not part of responsibilities or duties of the job).
Soft skills can be required qualifications (e.g., communication/collaboration) and

will:
o Vary among applicants
o Not be absolutely ascertained in resume
o Be evaluated in interview
Can be position/department specific (e.g. valid drivers license)
Can be assessed by reviewing the resume
Must be objective, non-comparative and business related:
o Objective
Correct: Bachelors degree in Business Administration
Incorrect: A business degree from a good school

o Noncomparative
Correct: 5 to 7 years of experience designing computer software

programs
Incorrect: Must be one of the top five among the applicants in years of
experience
o Business Related
Correct: 5+ years of experience in accounting
Incorrect: Must have experience with volunteering for Habitat for

Humanity
The minimum requirements should support the accomplishment of the essential

function. For example, the essential function of event planning could require:
o Organizational skills (to ensure all details are cared for)
o Communication skills (to interact with vendors and guests)
o Prior event planning experience
Listing too many skills as requirements significantly limits your applicant pool and selection.
It is recommended no more than 3-5 hard job skills (e.g., Bachelors degree, 5 years
accounting experience, experience in accessing and retrieving data from financial systems
using PC based tools and other technical job skills) in addition to the soft skills be listed
depending upon the level of the position.
5. Preferred Qualifications
Preferred qualifications are skills and experience preferred in addition to basic qualifications
and can be used to narrow down the pool of applicants. These preferred skills, knowledge,
abilities and competencies can describe a more proficient level at which the essential
functions can be performed such as:
Prior experience with corporate/institutional event planning (prior experience in a
related area can be preferred) and knowledge of applicable UC policies and
procedures (prior experience within the UC system can be preferred).
UCR experience, certifications and/or advanced degree are additional
Applicants who meet some or all preferred qualifications (e.g., UC experience) tend to have
shorter assimilation time, reach full job competence faster and are able to take on advanced
responsibilities sooner.
Career Ladder Recruitments
When the scope of the position and the department needs allow for varying levels of skills
and experience, a position may be advertised with multiple job titles at different levels within
a single class series. Refer to UCR Local Procedure 20: Recruitment for more information.
top
Step 3: Develop Recruitment Plan
Each position requires a documented Recruitment Plan which is approved by the
organizational unit. A carefully structured recruitment plan maps out the strategy for
attracting and hiring the best qualified candidate and helps to ensure an applicant pool which
includes women and underrepresented groups including veterans and individuals with
disabilities.
In addition to the positions placement goals the plan contains advertising channels to be used
to achieve those goals. The recruitment plan is typically developed by the hiring manager in
conjunction with the Departmental HR Coordinator. Placement goals identified are displayed
on the position requisition in the ATS.
Recruitment plan elements:
A. Posting Period
B. Placement Goals
C. Additional Advertising Resources
D. Diversity Agencies
E. Resume Banks
Contact your department HR Coordinator for a Sample Recruitment Plan

A. Posting Period
Minimum posting requirements are as follows:
o Professional Support Staff (PSS) 10 business days from date posted

beginning the next business day
o Management/Senior Professional (MSP) 15 business days from date posted

beginning the next business day
Open until filled is an option for both PSS and MSP positions which allows the
posting to remain open and viewable on the career site until filled. This option is
recommended for all recruitments.
Continuous Recruitment To be used only for on-going recruitment such as lab

assistants, custodial support, etc.
B. Placement Goals
Placement goals are required for each recruitment
Review your Placement Goals and develop a recruitment plan which will assist in
reaching those goals

o To ensure the most current placement goals are identified for the department
and unit, you may contact the office of Faculty and Staff Affirmative Action.
Placement Goals should include outreach efforts to veterans and individuals with
disabilities
C. Additional Advertising Resources

A variety of recruiting sources (both internally and externally) should be utilized to attract
candidates who reflect the diversity UCR values in its workforce. Every effort should be
made to conduct a thorough search by advertising widely before filling a position.
Any advertising related to employment at UCR and/or recruitment (job) advertising
should include this statement in the body of the advertisement:
UCR is an Equal Opportunity and Affirmative Action Employer with a strong institutional
commitment to the achievement of excellence and diversity among its faculty and staff.
This contractor and subcontractor shall abide by the requirements of 41 CFR 60-300.5(a).
This regulation prohibits discrimination against qualified protected veterans, and requires
affirmative action by covered prime contractors and subcontractors to employ and advance in
employment qualified protected veterans.
This contractor and subcontractor shall abide by the requirements of 41CFR 60-741.5(a).
This regulation prohibits discrimination against qualified individuals on the basis of
disability, and requires affirmative action by covered prime contractors and subcontractors to
employ and advance in employment qualified individuals with disabilities.
For paid advertisements in which cost is determined by the number of characters or
lines, the following abbreviated statement may be used:
This contractor and subcontractor shall abide by the requirements of 41 CFR 60-300.5(a)
and 41 CFR 60-741.5(a), which prohibits discrimination against qualified protected veterans
and qualified individuals with disabilities, and requires affirmative action by covered prime
contractors and subcontractors to employ and advance in employment qualified protected
veterans and qualified individuals with disabilities.
Internet Job Boards
UCR sponsored UCR Staff positions which are posted on the UCR Jobs website are
automatically posted to the following UCR contracted job boards:
COMPANY PROFILE
LAKSHYA IT CONSULTING PVT.LTD.
Lakshya had its origin in Vijayawada backed up by the founder with an experience in
IT for over 3-years with its initial operations in Recruitment & Outsourcing. Soon Lakshya
was able to expand in the industry with more functions in IT industry.

Lakshya functions:
Recruitment & Outsourcing

Web development
App development (Personal & Mobile apps based on client requirement )
Marketing of software products
Lakshya management team is a perfect blend of technology, management and

business, which have driven the business in the dynamic and challenging environment. The
delivering team comprises of individuals who have achieved significant success in their
professional career and are backed by the support of management by all aspects. The strength
of Lakshya stems from its efficient & effective top management.
Over this shot period Lakshya have developed a huge network with diverse
organizations and extremely familiar with work culture, pay scale, the domains they work in,
and targeted talent requirements of such companies. This enables us to place candidates with
right skill sets with the right companies. With over 25-clients Lakshya is able to establish
itself in the industry and show a steady and sustainable growth.
Founder, Chairman : N RANJEETH KUMAR B.Tech

Human Resource : Santhamani Gaddamanugu B.Tech
: Radha Prabhu Kumar Allam MBA
:Pratusha Doguparthi BCA
: Nonitha Tummala B.Tech

SERVICES
1. Recruitment & Outsourcing

Apart from traditional practices to source candidates, we are also in corporate
innovative means to procure right professionals. Our experts leverage the power of
technology-based recruitment and focus on online media to make sure that our clients receive
the most suitable candidates for their organization.
Lakshya have risen to the challenge in meeting the ever increasing demand for people
in IT enabled services. Our ITES team has successfully placed candidates in leading RPOs in
the country, including middle and senior level professionals. We have catered to MNCs in the
fields of Banking, Technical Support.
Lakshya Strategy in Recruitment
Analysis
Evaluation
Execution
Co-ordination

Lakshya Recruitment Process
The recruitment process at Lakshya comprises of stages viz:
Analysis
Evaluation
Execution
Co-ordination
Lakshya deal recruitment program is the one that attract a relatively larger number of
qualified applications who will survive the screening process and will accept positions with
the organizations, when offered. Lakshya knows that the Recruitment program should not
miss the ideal in many ways by failing to attract an adequate application pool, by under/over
selling the organization, or by inadequately screening applications before they enter the
selection process.
Lakshya is master in Evaluation and control which is necessary as considerable costs are
incurred in the recruitment process, viz. Salaries for recruiters, management and professional
time spent on preparing job description, advertisements, agency liaison, and so forth.
Unique Approach
We publish the most critical requirements of our clients on Jobs sites & business job
portal, a most powerful tool that would attract the attention of a prospective candidate
from anywhere in the world.
An intelligent tech savvy who is on the lookout for a job / change, will visit one of the
most powerful portals.
Alternatively, keeps on sending web link of one particular job requirement to the
prospective candidate.
2. Web development
A website will provide you invaluable advantages to your business:
Supply greater exposure
Customer convenience
Effective advertising
Inexpensive
Lakshya is a professional website design company with the capability of meeting all
your requirements from simple online brochure sites to full-fledged database driven e-
commerce websites. We optimize your website so that your customers and clients can easily
discover what they are looking for in your website. We can able to fully integrate the
Database websites if client needs it Dynamic content web page design or Content
Management System (CMS) enables the design & content up-to-date.

3. App development
We are also into app development services, started making Android, Windows and
iOS apps. We have always provided best in class service in mobile app development
outsourcing services till date. We provide 100% Customer Satisfaction and believe in
building long term business relationship to help achieve your business goals.
Strengths
Better understanding of HR requirement and implementation of process quality at the

right time.
Highly effective & efficient in our process.
Identify and contact high-potential candidates faster than the competition.
Provides cutting edge solutions through our vast network of professional references &
quality head hunters.
Keep recruitment costs down & improve quality.
On time and at an extra effort.
THE CUSTOMERS:
THE COMPETITION:
Pyramid IT Solutions, Vijayawada.
Extranet Software Solutions, Vijayawada.
VIJAYAWADA BUSINESS ENVIRONMENT
About 10 US-based software companies belonging to Telugu non-resident Indians are all set to open
shop in Vijayawada, thanks to the efforts of the Krishnaveni Information Technology Association
(KITA), an organisation formed by local IT firms.
As a follow-up to the recent state government's decision to develop Vijayawada as an IT hub, the
Krishna district collector has acquired 30.5 acres of land near Gannavaram, 20 km away from the city,
to attract NRI industrialists to set up units there.
"Telugu NRI IT industrialists have expressed their willingness to buy up to five acres of land at
Gannavaram,"KITA convener D Ramakrishna told Business Standard.
He said KITA was committed to putting Vijayawada on the world IT map and would extend every
possible help to new companies begin work in Vijayawada. "The body has been organising an
advertisement campaign in the US inviting NRIs, particularly those from Andhra Pradesh, to open their
offices in Vijayawada, and avail themselves of the ideal business environment prevailing here."
He said, "KITA has also launched a website (kita-vjw.org), outlining the benefits in starting IT business
in Vijayawada. It has been spearheading a campaign at national and international IT seminars to
showcase the benefits of tier II cities like Vijayawada for IT business."
Ramakrishna, however, expressed the apprehension that small IT companies might hesitate to open
units in the distant Gannavaram area in view of escalating cost of setting up offices. Firms generally
prefer to locate their offices within a city or, at the most, on the outskirts.
"Vijayawada, with good basic infrastructure, is a peaceful and quiet city, free from congestion and
pollution. Centrally located with easy access to rail, road and air transportation, this commercial and
educational hub in South India allows a hassle-free commuting due to shorter distances to travel
within," he said.
He said that abundant availability of IT professionals, reasonable salary demands, low attrition rate
were some of the favourable features making Vijayawada a choice destination for IT firms. Besides,
good hotels and restaurants, abundant housing space, shopping, entertainment facilities, all at
reasonable cost, make the city an ideal location for new units.
RECRUITMENT AND SELECTION PROCESS

The art of choosing men is not nearly as difficult as the art of enabling those one has
chosen to attain their full worth.
Recruitment is the process by which organizations locate and attract individuals to fill
job vacancies. Most organizations have a continuing need to recruit new employees to replace
those who leave or are promoted in order to acquire new skills and promote organizational
growth.
Recruitment follows HR planning and goes hand in hand with selection process by
which organizations evaluate the suitability of candidates. With successful recruiting to create
a sizeable pool of candidates, even the most accurate selection system is of little use
Recruiting begins when a vacancy occurs and the recruiter receives authorization to fill it.
The next step is careful examination of the job and enumeration of skills, abilities and
experience needed to perform the job successfully. Other steps follow:
Creating an applicant pool using internal or external methods

Evaluate candidates via selection
Convince the candidate
And finally make an offer
Scope: To define the process and flow of activities while recruiting, selecting and appointing
personnel on the permanent rolls of an organization.
Authorization:
S.No. Authorized Signatory

1 Head- Human resource
2 Managing director
Amendments and deviations:
Any amendments to and deviations from this policy can only be authorized by the Head-
human Resources and the Managing Director.
Exclusions:
The policy does not cover the detailed formalities involved after the candidate joins the
organization.
ACTIVITY FLOW

The organization philosophy should be kept in mind while formulating the recruitment
procedure.
The HR department would set the recruitment norms for the organization. However,
the onus of effective implementation and compliance with the process rests with the heads of
the respective functions and departments who are involved in the recruitment and selection
process.
The process is aimed at defining the series of activities that needs to be performed by
different persons involved in the process of recruitment, the checks and control measures to
be adopted and information that has to be captured.
Recruitment and Selection is conducted by:
v HR & Branch Manager
v Functional Head
RECRUITMENT PLANNING
Recruitment planning on the basis of budget
A. The manpower planning process for the year would commence with the companys
budgeting activity. The respective Functional heads would submit the manpower
requirements of their respective functions/ departments to the board of Directors as
part of the annual business plan after detailed discussion with the head of human
Resource Function along with detailed notes in support of the projected numbers
assumptions regarding the direct and indirect salary costs for each position.
B. A copy of the duly approved manpower plan would be forwarded by the HR

department for their further actions during the course of the year. The annual budget
would specify the manpower requirement of the entire organization, at different
levels, in various functions/departments, at different geographical locations and the
timing of the individual requirements. It would also specify the requirement budget,
which is the cost allotted towards the recruitment of the budgeted staff and the
replacement of the existing employees. The manpower plan would also clearly
indicate the exact time at which the incumbent should be on board in such a way that
the Regional HR has adequate notice for the time lapses involved in sourcing any
other activities.
C. The Regional HRs would undertake the planning activity and necessary preparations
in advance of the anticipated requirements, as monthly and quarterly activities on the
basis of the approved budget, estimated separations and replacements therefore.

D. The vacancies sought to be filled or being filled shall always be within the approved
annual manpower budget and no recruitment process shall be initiated without the
formal concurrence of the Head of the Regional HR under any circumstance. Head of
the Regional HR shall also have the responsibility to monitor the appointments being
considered at any point of time with specific respect to the duly approved manpower
budgets.
Review of Manpower Plans and Additional Manpower
A. Review of manpower budgets shall take place on a quarterly basis. In the event of
any new position or any deviations to the original plans, details of the positions
maybe forwarded to the VP-HR along with the adequate supporting information. The
recommendations would normally require a formal approval of the Managing
Director. Alternately, VP-HR may record the summary of his discussion with the
Managing Director and the MDs approval on the recommendations, to signify the
final decision taken regarding the recommendations.
SOURCING OF SUITABLE CANDIDATES
Selection of Sources
Regional HR would tap various sources/channels for getting the right candidate.
Depending on the nature of the position/grade, volumes of recruitment and any other relevant
factors, the Regional HR would use any one multiple sources such as:
Existing database (active application data bank);

Employee referral as per any company scheme that may be approved from time to
time;
Advertisement in the internet/newspapers/magazines/companys sites/job sites or any

other media;
Placement Agencies (particularly for positions of Managers and above);
Headhunting firms particularly for senior positions, specialist positions and critical
positions;
Direct recruitment from campuses/academic institutes;
Job websites and
Any other appropriate sources.

The norms for using any of the sources are not water tight. Number of positions,
criticality of positions and the urgency of the positions, confidentiality requirements, relative
efficacy and cost considerations would play a role in the choice of the appropriate sourcing
mechanism.
ADVERTISEMENTS
v All recruitment advertisements (in any form and any medium) shall always conform to
the KLI compliance norms and would not be released by any department or branch
without the approval of the VP-HR. depending on the specifics of each position for which
recruitment advertisements are to be released, Regional HR may obtain assistance from
the companys marketing department and/or any external advertising agencies for the
preparation of the contents. Key features of the positions as notified by the Functional
Heads would normally form a part of the advertisement text.
v The media for releasing advertisement would depend on the level of the position being
considered and the urgency of the requirements.
v The advertisement mode that could be broadly specified as newspapers (local or mainline
depending on requirements), internet sites and business magazines.
Placement Agencies/Headhunting Agencies
v Depending upon the vacancies, fresher fitting different description listed above may be
recruited from time to time, from academic institutes of appropriate
standards/reputation/grade, in the requisite numbers and at the compensation/stipend
amounts to be formally approved of the VP-HR. Plans for such recruitment need specific
special approval of VP-HR. norms regarding the identification of the appropriate
institutes, constitution of the selection panels, timings of the recruitment, number of
candidates to be recruited into different positions, choice of the appropriate selection
process and the tools thereof shall be decided by the Head of the Regional HR in
consultation with the VP-HR, depending on the specific features of the position.

Screening the candidates
First level screening
The Candidates would be screened by the HR Manager/Branch Manager for the

respective locations. Screening would be on the basis of the profile of the candidate and the
departmental requirements.
This assessment will be with respect to:
a. The general profile of the candidate,

b. Personality fit of the candidate into the profile,
c. Aptitude/attitude of the candidate,
d. Motives of the person to join the company and whether focus is in the short term or is
a long term player,
e. Basic skill level on our set of requirements, say numerically ability, networking
ability, etc
f. Establish the annual guaranteed cash compensation of the individual and check
whether the person would fit into the system.
g. Explain the role of Sales manager to the applicant and check the acceptance of the
candidate for the same.
In case of need, the Regional HR may take a Tele interview of the candidate for further
assessment process.
Second Level Screening
Aptitude Test
If the first assessment is positive, the candidates will give the aptitude test, once such
test is selected approved by the company. The scoring, interpretation and the generation of
interview probes from that test will also be done at this time. People who qualify the
minimum criteria on this test will be put up on to the Functional Head (VPs in case of HO)
for functional assessment and suitability into the role.
General Norms regarding interview Process:
A. Interviews should consider the entire data provided by the candidate either through
the formal CV or otherwise before coming to a conclusion about the candidate. They
may insist on seeing the proof of the claims made by the candidate regarding
qualifications, experience and other achievements. They may, at their discretion,

decide to meet the candidate on more than one occasion or to refer the candidate to
another panel.*
B. Ratings on various attributes of the candidates shall be recorded in the interview

evaluation sheet, soon after the interview is over. Along with these numerical ratings,
qualitative observations about the candidate and overall decision regarding selection
or otherwise (including a decision to defer the induction, referral to another panel,
considering for another position) shall be forwarded to the associated Recruitment
Manager/ Head of Regional HR. Individual panel members have the option of
appending their additional remarks/observations. No selection will be treated as final
C. Unless the IES form is filled comprehensively. Suitably appropriate IES formats may
be created for specific positions.
D. Any discrepancies noticed by the panel members regarding the authenticity of the data
provided by the candidate should be specifically and formally recorded on the IES
form and suitably high lightened
E. Specific points to be probed during the reference check process, if any, must also be
clearly recorded and high lightened on the IES forms.
Administrative Actions Regarding Interviews
A. Scheduling and the venue of the interviews would be handled by the recruitment team
in consultation with the short listed candidate and the selection panel members, after
taking mutual convenience into account. For field positions, respective
branch/regional heads would undertake this co-ordination.
B. After the final round, if the candidate is selected, the complete set of papers Personal
Data Form, CV, job requisition no., Interview evaluation sheet ,reference check
details, educational details, along with the interviewers recommendations and
Reference check form should be forwarded by the recruitment managers to
recruitment head. Fitment of the candidate into a grade and compensation fitment
shall be on the assumption of authenticity of the information provided in the
CV/application form.
C. An appropriate formal communication shall be sent to the candidate whose
candidature is not being taken forward, or details of the verbal/telephonic
communications provided to the candidate shall be recorded on the candidates papers,
by the recruitment team/associated line managers. In the case of interviews taking
place at the branch/regional levels, similar noting should be recorded on the
individual candidates papers.

Negotiations of the terms and conditions and other pre-appointment formalities
A. In the case of sales-Tied Agency functions, the branch managers will be allowed to fix
the salary and grade of the incoming sales manager, provided the compensation does
not exceed 20% of the candidates current cash salary. Any fitment beyond this norms
will need the approval of Head-HR. HR will forward a worksheet to support the
BMs to evaluate the appropriate cash CTC of the incumbent. For all other functions,
the compensation and grade would be fixed post a discussion between the Head of the
Regional HR and the associated AVP/VP. Any candidate being offered a CTC of more
than 4lacs will need the sign off from HEAD-HR. In appropriate cases, at the
discretion of the VP-HR, a deviation may be referred to the Managing Director, for
the MDs formal approval.
B. Responsibility for negotiations and finalization of the terms shall rest with the best
Branch Manager/Associated Manager. They may seek the assistance of the
Recruitment managers, whenever required. Reference checks process should not
normally be initiated unless the candidate has indicated his firm acceptance of the
offer being made by us.
Reference checks
A. Normal, reference checks should be undertaken with at least one reference. A second
reference check will be done if considered necessary. Responsible officials from the
former employers, academic institutes and/or any other eminent personalities can be
considered as appropriate references. Close relatives and friends cannot be considered
as references. Wherever feasible and considered appropriate, a reference should be
made with a senior official of the candidates current employer. In case the candidate
is currently un-employed, reference should be made with the latest employer. The
format of reference check is to be used as a framework for conducting the process.
B. Where the minimum two reference checks are not possible (particularly with the
current employer) or where there is a mixed response from different sources, the
matter may be to the VP-HR for a final decision. Depending on the seniority and any
other considerations about the positions, VP-HR would normally consult the
functional head concerned, before coming to conclusions. Any candidate whose
credentials are doubtful shall not be recruited.
C. In case of recruitment of Management trainees, fresher and life advisors as sales

Managers no reference checks will be required.

Employment offer letter
When a recruitment Manager is fully satisfied about the selection of the right candidate and
about completion of all the formalities connected with the appointment of candidate including
requisite documentation, satisfactory reference check reports and medical fitness, he/she
would forward the relevant papers listed below to the head of recruitment.
Personal Data form

Employee requisition form duly filled by the regional Head/Branch Manager
Interview evaluation sheet filled by the regional head/Branch manager/interviewer

with his/her comments.
Latest and updated resume of the candidate
Photocopy of the appointment letter of the last employer or latest salary slip.
Employment details.
Two Professional references.
Language Proficiency.
Document check list for every grade is as follows:
Authorization Release Form.

Background checks Form.
Highest Education certificate.
Highest Education mark sheet.
1 Month Salary Slip of Current Employer.
1 Month Salary Slip of Last Employer.
Relieving Letter of last Employment.
Proof of Residence.
2 Passport Size Photograph.
Regional HR manager will take the signature of Head-HR on the employee requisition form
and forward the papers to the employee service team for issuance of the offer letter.

D. Employee services team will issue offer letter, to be signed by the National
Recruitment Manager or Chief Manager-HR, and send the same to the concerned
Branch Manager/ HR Manager.
E. It would be the responsibility of the Branch Manager/HR Manager to ensure that the
accepted copy of the offer letter is forwarded to the employee service team within a
week of receipt of the offer letter. Till this letter is issued, the offer has not taken
place in formal sense. A copy of the offer letter shall be duly signed and returned to
the candidate. Candidate would be expected to fulfil various joining formalities,
which are also formally communicated to him/her in the form of a checklist that is
attached to the letter of offer. The Regional HR head shall have the overall
responsibility and accountability to maintain the templates of the offer letters and also
for drafting of suitable non-standard terms to any specific candidate.
F. The employee service team will follow up Branch Manager/Regional HR Manager for
the joining of the candidate and will collect all relevant documents from the candidate
including the joining report, before issuing the appointment letter. The employee
service team may enlist the help of the Branch Manager to ensure that all necessary
documents within ten days of the person joining. After the of all necessary documents,
the employee service team will send the appointment letter to the new joinee
G. Once the documentation is complete for the new joinee (including the accepted
appointment letter), people who may have joined before 20th of the month but have
not been included in the payroll for the month because of delay in receipt of papers
will be given ad-hoc salary advance (up to maximum of 65% of the pro-rated salary).
This advance will be adjusted once the person gets included in the subsequent
months payroll.
H. If the person does not submit the relieving letter from the previous organization,
where required to be submitted as per the table given above, within three months of
joining, the employee service manager can put their salary on hold till such time as
the said documents are received.
Key tasks of Regional HR Head
Regional HR Head will have the authority and responsibility to administer/implement the
recruitment and selection process as outlined. An illustrative list of the key deliverables of
these incumbents is listed below.

Ensuring inductions as per quality, numbers, time and cost consideration of the
company in accordance with the approved manpower budget.
Creation of appropriate sourcing mechanism along with tracking the performance of
these mechanisms.
Creation of quarterly and monthly recruitment plans
Effective coordination with external parties such as candidates, placement agencies,

consultants, academic/professional institutes and any other including the custody of
the formal agreements , tracking timely payments and adjusted thereto
Creation of comprehensive and appropriate tools, linkages, documents, templates and

any other mechanisms to ensure smooth execution of the process requirement, along
with timely improvements thereto
Assistance to user department and line managers including in interviewing/selection

support, scheduling etc.
Effective internal communication with user departments and line managers including
making the standard recruitment formats and other templates easily available to such
users and notifying the modifications to such formats and templates.
Creation and maintenance of qualitative information base regarding candidates,

placement agencies, campuses, institutes, and any other employment-market
information.
Creation and maintenance of appropriate and high-quality MIS for current and future
needs of the organization, including publication/circulation of appropriate reports
there from to the relevant users within the company.
Monitoring recruitment costs
Complete documentation for the entire recruitment and selection process for easy
and quick retrieval in a readily auditable format
Timely and effective communication with all internal and external parties including
the candidates
Tracking the progress of the selected candidates including resignation, extensions of

probation periods/training period, etc for the purpose of improvement to recruitment
and selection process.
Effective coordination with the post recruitment arm of the Human Resource
function Documentation and creating MIS regarding waiver, deviation, etc and
identifying the key areas for improvement in the formal recruitment and selection
process document.

Compress the "white space" in your hiring process.
White Spaces are delays in hiring process that are unproductive, waste time, and
virtually assure you'll lose talented candidates. Often the longest delays occur between
critical selection events. For example, a recruiter may need several weeks to screen a few
hundred resumes from the Web job boards, or candidates who make it through screening may
wait weeks to interview with a hiring manager.
Here at LAKSHYA, the delays occur when the outstation candidates are called for
interviews at Regional branches like Vijayawada and Hyderabad. Sometimes, because of
busy schedule of senior managers and sometimes because of tight schedule of candidate, the
interview has to be postponed. This delay could be minimized by scheduling interviews in the
regional locations. It is recommended to reduce the turnaround time for the recruitment and
selection process. It must be made mandatory for the candidates to take the test, filling up
forms etc within the stipulated time, this will make sure that the candidates do not hold casual
attitude and take the recruitment process more seriously. Additionally it can send across a
positive image about the company. White space in recruitment can be compressed by the use
of IT also. Technology (such as automated or Web-based tracking) is ideal for eliminating
unnecessary steps and reducing delays.
Tie up with more & more consultants from multiple segments
Since the limited placement agencies are sourcing candidates to all companies, there
often comes the problem of duplication of data. Therefore it is recommended that more and
more consultants should be tied up from multiple segments to attract large pool of new and
fresh talent.
Know what you're looking for in candidates.
It is observed that the candidates sourced by placement agencies and send for further rounds
of interviews are rarely found suitable by the hiring managers. Therefore, in case there is need to
utilize the service of a placement agency, then it is recommended that these placement agencies be
given a well drafted job description and job specification. This can also be circulated to internal
employees under the employee referral scheme. This will help people to get a clearer picture and
provide for most suitable candidates. Thus making efficient utilization of the existing resources.

Reduce the pre offer formalities:
Pre-offer documentation includes filling of a lengthy Blue form which includes all personal,
educational and professional details of candidate. This is very time consuming and even after
taking these details from candidate its not sure that offer will be made or not. This also
becomes frustrating for the candidate sometimes. So, it is recommended that unnecessary
details should not be asked before we make the final offer to the candidate. Blue form should
be made consise
One size doesnt fits all
An effort must be made to study local condition, education levels. Since applying common
test for all candidates across entire country can overshadow a candidates capabilities. This
factor must be given importance since Indian society is divided on various parameters such as
education, language, infrastructure etc. A test with high level of English and complicated
sentence structure can be a hurdle in areas where language itself is barrier. An option is to
have different tests for different regions.
Blend Technology into every aspect of your recruiting and hiring process.
Web-based technology lets you increase hiring speed and quality while reducing costs. Currently,
job boards constitute the biggest use of the Web, offering access to thousands of resumes within
hours. But the Web can also be a powerful tool for screening and qualifying that flood of resumes.
Companies have begun to use the Web to collect and instantly match data on candidate skills,
motivations, and experiences against job criteria. Other uses of Web-based technology include online
interviewing, candidate assessment and testing, applicant self-scheduling, and tracking. Work the Web
wisely and you save time for recruiters and hiring managers and nab top candidates before your
competitors can.
It is recommended that apart from the person-job fit, method must be devised to check for person-
organization fit. A person-organization helps to assess how well a candidate is suited the organization.
Whether the attitude he/she carries will promote both organizational as well personal goals. This takes
a great importance especially when attrition is high. It will help the organization to retain its
employees for a longer period of time and less burden on recruitment staff.
Build and manage your candidate pool as a precious resource
A "candidate pool" is a group of individuals who have shown interest in working for your
company and are qualified for and ready to fill certain positions. Rather than undertaking the time-

consuming process of filling one job at a time, you draw on the candidate pool and fill jobs as they
become available. How do you keep a pool active? Some companies send their newsletters to pool
candidates, give them product coupons, and keep in touch through e-mail. Pool management is not
easy in a tight labor market --good candidates often go elsewhere. But many organizations, especially
those with a reputation as a great place to work, are able to fill positions quickly using the pool
concept.
Create winning impression even on those who are not selected
Its very important to create a favourable impression of your organization on all those
who come for interview. Those who are not selected in the first round of personal interview
should also carry this impression that they have missed the opportunity to work in a great
company. For this, there must a proper coordination of the interview of the candidate and
greater degree of professionalism. A candidate when invited for a interview must be attended
as soon as possible and should be made to wait for hours together.
LEARNINGS
Every endeavor undertaken to accomplish challenging goals, can only be successful under the
experienced and encouraging guidance. I am privileged to have undergone training at
LAKSHYA. As learning never stops, on the job training and close interaction with the
corporate. In brief my learning and achievements can be summarized as under:
Understanding of person and profile fit.
Convince people about the job profile and to sell the job to the prospective candidate;
Following up with the candidates during the entire selection process;
Learned to convince candidates about the offer rolled out and making them accept the
offer through effective communication;
Learning about salary fitments.
Communicating with the corporate;
Performance appraisals, its various types, implications and significance;
Handling queries received from various quarters;
Managing HR department in the absence of HR manager;
Reply to official mails;
Prioritize issues according to their importance;
Field work exposure to tap candidates that further strengthened the learning.

SWOT ANALYSIS
LAKSHYA IT CONSULTING Pvt. Ltd., being a start-up has its own SWOT.
1. Strengths
a) Being recruiters for major MNCs like Infosys, Tech Mahindra.

b) High technology for the database
c) High Quality products and Efficient Services
d) Information exchanges and communication
e) Location of Company
2. Weakness
a) Lack of marketing experience

b) Lack of brand awareness
c) Lack of Financial Suppliers
3. Opportunities:
a) New State and Capital giving a more scope for development being first
entrants over new entrants.
b) Development Market
c) Moving into new attractive market segments
d) Provide more security and effective database environment.
4. Threats:
a) The same kinds of IT Developers & Consultant Competitors

b) Price war between the competitors and new technology change
c) Build relationship with suppliers and customers
d) Change in regulatory framework in different companies.

Chapter - 4
DATA ANALYSIS & INTERPRETATION

DATA ANALYSIS & INTERPRETATION
A study on Recruitment and Selection Process of Lakshya IT Consulting Pvt Ltd.
QUESTION 1: How is the recruitment and selection at Lakshya?
9%
18%
75%
Interpretation
About 75% of the manager say that they prefer both internal as well as external source for
recruitment and selection where as only 9% go for internal source and 18% go for external
sources

Question 2: Which method do you mostly prefer for recruitment and selection preferred way of
recruitment?
3%
32%
65%
Interpretation
About 65% of the mangers go for direct recruitment and selection and 32% go for indirect and
only 3 % go for third party recruitment way

Question 3: When do you prefer to go for manpower planning?
20%
30%
50%
Yearly
Quarterly
No Fixed Time
Interpretation
Around 50% of the managers go for Quarterly manpower planning and 20 % do not follow
any pattern they dont have any fixed

Question 4: What are the sources for external recruitment are preferred?
25% 34%
33% 8%
Campus interviews
Placement agencies
Data bank
Casual Applicants
Interpretation
In AVIVA 34% of manager go for campus interviews, 33% go for data bank, 25% from the
casual application that are received and only 8% go for any placement agencies.

Question 5: What form of interview did you prefer?
20% 40%
30% 10%
Personal Interview
Others
Telephonic Interview
Video Conference
Interpretation
Most of the manager Prefer Personal interviews, 30% prefer to take telephonic interviews
where as only 20% goes for video conferencing and rest 10% adopt some other means
of interviews

Question 6: How do you rate the HR practices of the company?
10%
30%
Very Good
20% Good
Average
Bad
50%
Interpretation
50% of the managers feel that HR department is good where and 30% say thats its very
Good where as 20% says its average and only 10% manager feel its bad.

Chapter - 5
FINDINGS AND SUGGESTIONS

FINDINGS
In Lakshya IT Consulting Pvt. Ltd. Most of the employees feel that the HR department is good. About
75% of managers say that they prefer internal as well as external source for recruitment and selection.
About 65% managers go for direct recruitment and selection and less number of managers prefer
direct or third party. Mostly the manpower planning is done quarterly and 20% dont follow any
pattern; they dont have any fixed time.
Most of the managers prefer personal interviews, 30% prefer to take telephonic interviews where as
only 20% go for video conferencing and rest 10% adopt some other means of interview.

SUGGESIONS
Manpower requirement for each department in the company is identified well in advance.
If the manpower requirement is high and the recruitment team of the H R department alone
cannot satisfy it, then help from the placement agencies is needed.
Time management is very essential and it should not be ignored at any level of the process...
The recruitment and selection through placement agencies as the last resort and is utilized
only when need.
The recruitment and selection procedure should not to lengthy and time-consuming.
The candidates called for interview should be allotted timings and it should not overlap with
each other.

CONCLUSION
This presents the summary of the study and survey done in relation to the Recruitment and
Selection in Lakshya IT Consulting Pvt. Ltd. The conclusion is drawn from the study and
survey of the company regarding the Recruitment and Selection process carried out there.
The recruitment process at Lakshya IT Consulting Pvt. Ltd. to some extent is not done
objectively and therefore lot of bias hampers the future of the employees. That is why the
search or headhunt of people should be of those whose skill fits into the companys value.
Most of the employees were satisfied but changes are required according to the changing
scenario as recruitment process has a great impact on the working of the company as a fresh
blood, new idea enters in the company. Selection process is good but it should also be
modified according to the requirements and should job profiles so that main objective of
selecting the candidate could be achieved.
Therefore it makes recruitment a critical function in the organization. In order to grow

and sustain in the competitive environment it is important for an organization to continuously
develop and bring out innovations in all it activities. It is only when organization is
recognized for its quality that it can build a stability with its customers. Thus an organization
must be able to stand out in the crowd.
The first step in this direction is to ensure competitive people come in the
organization. Therefore recruitment in this regard becomes an important function. The
organization must constantly improvise in its recruitment process so that it is able to attract
best in the industry in order to serve the best. Thus the organization must look out for
methods that can enable it to adopt best recruitment practices.

REFERENCES AND BIBLOGRAPHY
C.B Mamoria and S.V. Gankar (2004), Personal Management Text and Cases. Himalaya Publication.
K.Aswahthappa (2001), Human Resource and Personnel Management
Human Resource Management, (2005), Dr.P.C. Pardeshi
C.B Gupta (2005)
www.avivaindia.com
www.google.com

ANNEXURE
1. How is the recruitment and selection at Lakshya?

Good
Bad
Average
Very Good
How is the resource need forecasted?
How do you rate the recruitment procedure?
Short
Average
Long
Very Long
Cant say
What is the process you follow?

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Chapter - 1

Recruitment & Selection Process 1

A secondary role of HRM is in the management of inter-personal relationships. This

Recruitment & Selection Process 2

3. Employee development, and

Recruitment & Selection Process 3

Recruitment & Selection Process 4

Performance Appraisal: Performance appraisal function monitors employee performance to

Personnel records provide the following:

1. A store of up-to-date and accurate information about the companys employees.

4. A historical record of previous action taken regarding employees.

6. The means to comply with certain statutory requirements.

Recruitment & Selection Process 6

HR professionals have an all-encompassing role. They are required to have a thorough

Recruitment & Selection Process 7

to choose carefully the right solution to meet its needs.

Recruitment & Selection Process 8

Recruitment & Selection Process 9

NEED OF THE STUDY

Recruitment & Selection Process 10

Recruitment & Selection Process 11

Recruitment & Selection Process 12

Recruitment & Selection Process 13

Recruitment & Selection Process 14

Recruitment & Selection Process 15

Percentage of respondents = Number of respondents x 100

INDUSTRY & COMPANY PROFILE

Recruitment & Selection Process 18

Recruitment & Selection Process 19

Recruitment & Selection Process 20

Xpressbees, an e-commerce logistics firm operated by Busybees Logistics Solutions

National Association of Software and Services Companies (NASSCOM) plans to

Nasscom Foundation, a non-profit organisation which is a part of Nasscom, has

Infosys, Indias second largest Information Technology services company has

Recruitment & Selection Process 21

Indian e-commerce industry is expected to grow at a CAGR of 35 per cent to reach

Department of Electronics & Information Technology and M/s Canbank Venture

Recruitment & Selection Process 22

The Government of Telangana has begun construction of a technology incubator in

The Department of Electronics and Information Technology (DeitY) plans to start a

Recruitment & Selection Process 23

Step 2: Develop Position Description

Step 3: Develop Recruitment Plan

Step 4: Select Search Committee

Step 5: Post Position and Implement Recruitment Plan

Step 6: Review Applicants and Develop Short List

Step 7: Conduct Interviews

Step 8: Select Hire

Step 9: Finalize Recruitment

Recruitment & Selection Process 24

Carefully evaluate any changes needed for the following:

Tasks carried out by the previous employee

Supervisory or lead responsibility

Budget responsibility (if any)

Is there still a requirement for this role at all?

Clearly articulates responsibilities and qualifications to attract the best suited

Serves as documentation to help prevent, or defend against, discrimination complaints

Improves retention as turnover is highest with newly hired employees. Employees

Is used as a benchmark to assist in ensuring internal and external equity

Identify Duties and Responsibilities

Working Title Market titles should be recognizable and common to various

Title Codes and Full-Time Equivalent numbers of employees supervised

Special Requirements and Conditions:

o Specific requirements job seekers must possess or complete in order to be