Karnataka Law Society’s

GOGTE INSTITUTE OF TECHNOLOGY

(Approved by AICTE, Permanently Affiliated and Autonomous Institution under VTU Belagavi)
“Jnana Ganga”, Udyambag, Belagavi – 590008, Karnataka, India

Department of MBA

PROJECT REPORT
On
RECRUITMENT AND SELECTION PROCESS AT TVAKSA
TECHNOLOGIES PVT LTD.

Submitted by:
o Aishwarya Tadasad (2GI18MBA02)
o Amol Mutgekar (2GI18MBA07)
o Monika Patil (2GI18MBA25)
o Suchita Koujalagi (2GI18MBA51)
o Vinita Kadam (2GI18MBA58)

2018 -2020
 1) BRIEF OVERVIEW OF THE COMPANY

 company name – tvaksa technologies pvt ltd

 Date of incorporation – 26 December 2014
 Share capital – 5 lakhs
 Paid up capital – 1 lakh
 Annual general meeting (AGM) – 28 September 2018
 Directors – Mallikarjun Ishwarayya Motimath & Rajeshwari
Mallikarjun Motimath
 Class of the company – private
 Category of company – limited by shares
 Company sub category – non government
 CIN – U74900KA2014PTC077960
 Tvaksa Technologies pvt ltd was mainly established by the
group of IT Professionals.

PROMOTERS, VISION, MISSION

 PROMOTER – Mallikarjun I Motimath along with the group of IT

Professionals established Tvaksa Technologies Pvt Ltd at
Bangalore in the year 2014, which has since been recognized as
quality provider of high-end talent management solutions. Mr.
 Mallikarjun has pursued bachelor’s degree in computer science at
Visvesvaraya Technological University (VTU), Karnataka. Starting
his career as hardware engineer/consultant, he has acquired
extensive experience in successfully implementing large scale
infrastructure set-up for several large organization’s in Bangalore.

 VISION – To enable corporates to grow multifold by providing

world class talent management solutions.

 MISSION – To become world class talent management solutions

company empowering the corporate to achieve “resources”
fullness with outstanding talents.

SERVICES OFFERED

Services rendered by tvaksa technologies pvt ltd are:

 Talent acquisition
 Talent management
 Skill development
 Examination assessment solution for educational purpose
(government public sector units)
 Software development

INFRASTRUCTURE FACILITIES

Tvaksa technologies pvt ltd is an independent building about 7,000 sq.

Ft in JP Nagar, Bangalore. Stet at the midst of the surroundings of an
upscale residential colony. The registered office is located at Whitefield,
Bangalore.
Tvaksa technologies pvt ltd provides the great ambience for the comfort
of the employees for the better work culture.

 Owning 14 air-conditioned training facility 20 seaters up to 50

seaters.
 Training facilities is rendered in both the locations of the company,
i.e., JP Nagar and Whitefield, Bangalore
 8GB – 16GB RAM with i3/i5/i7 core processors
 Leased 50Mbps and has a backup of 10Mbps
 Generator has a throughout functioning with non-stop operations.
 UPS gives a back up to 8 hours
 Centralized air conditioners
 Parking facilities for the employees
 Roof top café/dining area
 Nearby to the other IT parks (Whitefield & JP Nagar 2 nd phase)
 Adequate telephone and fax lines
 Well-equipped conference rooms and discussion area

COMPETITOR’S INFORMATION

 Ascent training institute

  Info campus
 Java training institute
 Ecare

SWOT ANALYSIS

 STRENGTHS
I. Ability to respond quickly to changes in market and
technologies
II. Market orientation helps us understand the market and work
pro-actively.
III. A very strong team work makes a major effort to
acknowledge the working ability
IV. Adaptive to work environment
V. Provides complete range of services to the customers

 WEAKNESS
I. No infrastructure in other cities which intend to be the major
drawback as various activities cannot be taken into force
easily.
II. As no infrastructure is owned for the conduct various
charges are been taken into consideration such a difference
in the financial effect as it renders costs.

 OPPORTUNITIES
 I. There are various companies which are mainly in need of
training and therefore, they provide infrastructure to the
company to conduct its tasks and activities.
II. Software engineering, quality and telecom and various other
opportunity areas are easily accessible.
III. As the company is service oriented it is an opportunity to the
company to exhibit the talent by rendering the required
services.

 THREATS
I. The various different companies providing required
beneficiaries with the similar way of conduct and providing
similar service at a required cost inculcating in hindrance of
the company.
II. Challenges faced by the new equipped technology usage by
the competitors.

FUTURE GROWTH AND PROSPECTUS

The following is the summary of the strategies that are adapted by the
company for the growth and profitability at different divisions, and
specific actions to achieve goals.

 Expanding the market reach to various other places such as

Chennai, Hyderabad. and eventually being followed up by Mumbai
and Pune in the next fiscal year.
 Tie-ups with different technical companies that would provide
better offerings. Currently tied-up with oracle university and Amstar
 IBM. Therefore, the tie-ups giving better hold over the career
training market
 Building up of the strong faculty team to reduce dependency on
external consultants, in order to increase the profitability of the
company.
 To tap the overseas opportunities for training in the middle east
and far east
 As for the present scenario one business relationship is already
emerging with the middle east organization who can completely
present the company in the entire market.

2) HR POLICIES OF THE COMPANY

In today's rapidly changing business environment, a well-defined
recruitment policy is necessary for organizations to respond to its
human resource requirements in time. Therefore, it is important to
have a clear and concise recruitment policy in place, which can be
executed effectively to recruit the best talent pool for the selection
of the right candidate at the right place quickly. Creating a suitable
recruitment policy is the first step in the efficient hiring process. A
clear and concise recruitment policy helps to ensure a sound
recruitment process. It specifies the objectives of recruitment and
provides a framework for implementation of recruitment
programmed. It may involve organizational system to be
developed for implementing recruitment programmers and
procedures by filling up vacancies with best qualified people.

3) HR PRACTICES ADOPTED BY THE COMPANY

 COMPONENTS OF THE RECRUITMENT POLICY
  The general recruitment po1icies and terms of the organization
 Recruitment services of consultants
 Recruitment of temporary employees
 Unique recruitment situations
 The selection processes
 The job descriptions
 The terms and conditions of the employment

A recruitment policy of an organization should be such that it should

focus on “recruiting the best potential people.”

 To ensure that every applicant and employee is treated equally

with dignity
 and respect
 Unbiased policy
 To aid and encourage employees in realizing their full potential
 Transparent, task oriented and merit-based selection
 Weight age during selection given to factors that suit organizational
needs
 Optimization of manpower at the time of selection process 8
Defining the competent authority to approve each selection
 Abides by relevant public policy and legislation on hiring and
employment relationship
 Integrates employee needs with the organizational needs

Recruitment is a function that requires business perspective, expertise,

and ability to find and match the best potential candidate for the
organization. The HR professionals - handling the recruitment function of
the organization - are constantly facing new challenges. The biggest
challenge for such professionals is to source or recruit the best people or
potential candidate for the organization.

The major challenges faced by the HR in recruitment are:

 Adaptability to globalization

The HR professionals are expected and required to keep in tune with the
changing times, i.e. the changes taking place across the globe. HR
should maintain timeliness of the process.

 Lack of motivation

Recruitment is considered to be a thankless job. Even if the organization

is achieving results, HR department or professionals are not thanked for
recruiting the right employees and performers.

 Process analysis

The immediacy and speed of the recruitment process are the main
concerns of the HR in recruitment. The process should be flexible,
adaptive and responsive to the immediate requirements. The recruitment
process should also be cost effective.

 Strategic prioritization

The emerging new systems are both an opportunity as well as a

challenge for the HR professionals. Therefore, reviewing staffing needs
and prioritizing the task to meet the changes in the market has become a
challenge for the recruitment professionals.
4) RECRUITMENT AND SELECTION TECHNIQUES OF THE
COMPANY

RECRUITMENT

INTERNAL
RECRUITMENT

EXTERNAL
RECRUITMENT

 INTERNAL RECRUITMENT
Interior enlistment is the point at which the business hopes to fill
the opportunity from inside its current workforce. Outer enlistment
is the point at which the business hopes to fill the opportunity from
any reasonable candidate outside the business.

 SOURCES OF INTERNAL RECRUITMENT

1. Present Employees:
Promotions and transfers from among the present employees can
be a good source of recruitment. Promotion implies upgrading of
an employee to a higher position carrying higher status, pay and
responsibilities. Promotion from among the present employees is
advantageous because the employees promoted are well
acquainted with the organisational culture, they get motivated, and
it is cheaper also. Promotion from among present employees also
reduces the requirement for job training. However, the
disadvantage lies in limiting the choice to a few people and
denying hiring of outsiders who may be better qualified and skilled.
Furthermore, promotion from among present employees also
results in inbreeding which creates frustration among those not
promoted. Transfer refers to shifting an employee from one job to
another without any change in the position/post, status and
responsibilities. The need for transfer is felt to provide employees a
broader and varied base which is considered necessary for
promotions. Job rotation, involves transfer of employees from one
job to another on the lateral basis.

2. Former Employees
Former employees are another source of applicants for vacancies
to be filled up in the organisation. Retired or retrenched employees
may be interested to come back to the company to work on a part-
time basis. Similarly, some former employees who left the
organisation for any reason may again be interested to come back
to work. This source has the advantage of hiring people whose
performance is already known to the organisation

3. Employee Referrals
This is yet another internal source of recruitment. The existing
employees refer their family members, friends and relatives to the
company as potential candidates for the vacancies to be filled up
 in the organisation. This source serves as one of the most effective
methods of recruiting people in the organisation because
employees refer to those potential candidates who meet the
company requirements known to them from their own experience.
The referred individuals are expected to be similar in type in terms
of race and sex, for example, to those who are already working in
the organisation.

4. Previous Applicants
This is considered as internal source in the sense that applications
from the potential candidates are already lying with the
organisation. Sometimes, the organisations contact through mail or
messenger these applicants to fill up the vacancies particularly for
unskilled or semi- skilled jobs.

 MERITS AND DEMERITS OF INTERNAL RECRUITMENT

 Merits of internal recruitment

1.Familiarity with claim workers: The association has more

learning and commonality with the qualities and shortcomings of
its own workers than of bizarre and obscure untouchables.

2. Better utilization of the ability: The strategy of interior enlistment

additionally gives a chance to the association to utilize the gifts
inside accessible and to create them further and further.

3. Affordable Recruitment: If there should arise an occurrence of

interior enlistment, the association doesn't have to spend a lot of
cash, time and exertion to find and pull in the potential applicants.
 Along these lines, inside enrolment demonstrates to be efficient,
or state, modest.

4. Improves Morale: This technique makes workers sure that they

would be favoured over the outcasts as and when opportunities
will be topped off in their association.

5. A Motivator: The advancement through inner enrolment fills in

as a wellspring of inspiration for workers to improve their
profession and pay. The workers feel that association is where
they can develop their long-lasting vocation. Plus, interior
enrolment likewise fills in as a method for attracting and holding
skilled representatives in the association.

 Demerits of internal recruitment

1. Restricted Choice: Interior enrolment constrains its decision to

the ability accessible inside the association. In this manner, it
precludes the tapping from securing ability accessible in the
tremendous work advertise outside the association. In addition,
inward enrolment fills in as a method for "inbreeding", which is
never j solid for the fate of the association.

2. Disheartens Competition: In this framework, the inner

competitors are shielded from competition by not offering chance
to generally capable up-and-comers from outside the association.
This, thus, builds up a propensity among the representatives to
take advancement without indicating additional exhibition.

3. Stagnation of Skills: With the inclination that inner competitors

will most likely get advanced, their expertise over the long haul
 may end up stale or old. Provided that this is true, the profitability
and productivity of the association, thusly, diminishes.

4. Makes Conflicts: Clashes and debates surface among the

inward applicants, regardless of whether they merit advancement.

 EXTERNAL RECRUITMENT
Outside enrollment is the appraisal of an accessible pool of
employment up-and-comers, other than existing staff, to check
whether there are any adequately gifted or qualified to fill and
perform existing occupation opening. It is the way toward looking
outside of the present worker pool to fill open situations in an
association.

• SOURCES OF EXTERNAL RECRUITMENT

1. Work Exchanges
The National Commission on Labor (1969) saw in its report that in
the pre-Independence period, the primary wellspring of work was
provincial regions encompassing the businesses. Following
Independence, National Employment Service was set up to bring
bosses and occupation searchers together.

In light of it, the necessary Notification of Vacancies Act of 1959

(regularly called Employment Exchange Act) was founded which
wound up usable in 1960. Under Section 4 of the Act, it is required
for every single mechanical foundation having 25 laborers or more,
to tell the closest business trade of opportunities (with specific
exemptions) in them, before they are filled.

The principle elements of these work trades with their branches in

many urban communities are enrollment of occupation searchers
and their situation in the told opportunities. It is compulsory for the
business to advise the result regarding determination inside 15
days to the work trade.

Business trades are especially helpful in selecting manual, cubicle

and specialized laborers. An examination directed by Gopalji on 31
associations all through the nation additionally uncovered that
enlistment through work trades was most favored for
administrative staff i.e., cushy employments.

2. Business Agencies
Notwithstanding the administration organizations, there are various
private business offices who register contender for work and outfit
a rundown of appropriate candidates from their information bank
as and when looked for by the forthcoming managers. ABC
Consultants, Datamatics, Ferguson Associates, S B Bilimoria, and
so forth are the prominent private business offices in our nation.

For the most part, these organizations select staff for supervisory
and higher levels. The fundamental capacity of these offices is to
welcome applications and short list the appropriate contender for
the association. Obviously, an official conclusion on determination
is taken by the agents of the association. Best case scenario, the
agents of the work offices may likewise sit on the board for definite
choice of the up-and-comers.

The business associations determine a few points of interest

through this source. For instance, this strategy demonstrates less
expensive than the one association enlisting themselves. The time
spared in this strategy can be better used somewhere else by the
association.

As the hierarchical character stays obscure to the activity

searchers, it, accordingly, abstains from getting letters and
endeavors to impact. Be that as it may, there is constantly a
danger of losing out in screening procedure done by the offices, a
few candidates whom the delegates of the association would have
gotten a kick out of the chance to meet and choose.

3. Promotion
Promotion is maybe the most generally utilized strategy for
producing numerous applications. This is on the grounds that its
scope is high. This technique for enrollment can be utilized for
occupations like administrative, specialized and administrative.
The higher the situation in the association, the more particular the
abilities or the shorter the inventory of that asset in the work
showcase, the more generally scattered the promotions is
probably going to be. For instance, the quest for a top official may
incorporate advertisements in a national day by day like 'The
Hindu'.
A few bosses/organizations promote their posts by giving a post
box number or the name of some enrolling office This is done to
especially keep possess personality mystery to maintain a
strategic distance from superfluous correspondence with the
candidates. Nonetheless, the disservice of this visually impaired
promotion, i.e., post box number is that the potential employment
searchers are reluctant to apply without knowing the picture of the
association, from one perspective, and the terrible picture/notoriety
that visually impaired advertisements have gotten in light of
associations that spot such commercials without positions lying
empty just to know the inventory of work/laborers in the work
showcase, on the other.

While planning commercial, part of consideration must be taken to

make it obvious and to the point. It must guarantee that some self-
determination among candidates happens and just qualified
candidates react to the promotion. For this, ad duplicate ought to
be set up by utilizing a four-point guide called AIDA. The letters in
the abbreviation signify that commercial ought to stand out, gain
Interest, stir a Desire and result in real life.

Notwithstanding, very few associations notice total insights

regarding employment positions in their advertisements. What
happens is that questionably worded and wide based promotions
may create a great deal of unimportant applications which would,
by need, increment the expense of preparing them. Here, the
findings of an investigation of 496 enlistment commercials
distributed in The Hindu during 1981 appear to merit referencing. It
was discovered that 33.6% of open division promotions and 20.7%
of private segment advertisements gave important data about
occupation potential outcomes, undertakings and revealing
connections.

To the extent remuneration was concerned, a greater amount of

the open division associations gave data about compensation
bundles instead of the private segment associations (71.2% as
against 29.4%). Another fascinating component demonstrated that
all open division associations gave data on least capabilities while
just 18.3% of private segment associations offered this data. At
long last, just 5.6% of the general population and 1.1% of the
private associations gave data on determination process.

4. Proficient Associations
All the time, enlistment for certain expert and specialized positions
is made through expert affiliations likewise called ' talent scouts'.
Establishment of Engineers, Indian Medical Association, All Indian
Management Association, and so on., give arrangement
administrations to their individuals. For this, the expert affiliations
get ready either rundown of occupation searchers or distribute or
support diaries or magazines containing notices for their
individuals.

The expert affiliations are especially valuable for drawing in

profoundly gifted and proficient staff. Nonetheless, in India, this is
certifiably not an exceptionally basic practice and those not many
that give such sort of administration have not had the option to
creating countless applications.
5. Grounds Recruitment
This is another wellspring of enrollment. In spite of the fact that
grounds enrollment is a typical wonder especially in the American
associations, it has made its imprint rather as of late generally, a
few associations, for example, HLL, HCL. L &T, Citi Bank, ANZ
Grind lays, Motorola, Reliance and so forth., in India have begun
visiting instructive and preparing organizations/grounds for
enrollment purposes.

Examples of such grounds are the Indian Institutes of

Management, Indian Institutes of Technology and the University
Departments of Business Management. For this reason, numerous
organizations have customary arrangement cells/workplaces to fill
in as contact between the businesses and the understudies.
Tezpur Central University has, for instance, one Deputy Director
(Training and Placement) for the motivations behind grounds
enlistment and position.

The technique for grounds enrollment offers certain favorable

circumstances to the business associations. In the first place, the
vast majority of the competitors are accessible at one spot;
Second, the meetings are orchestrated at short see; third, the
training personnel is likewise met; and Fourth, it gives them
chance to offer the association to an enormous understudy body
who might graduate in this way. In any case, the drawbacks of this
sort of enlistment are that associations need to restrain their
choice to just "section" positions and they meet the competitors
who have comparative instruction and experience, if by any stretch
of the imagination.

6. Assignment
Another wellspring of enlistment is nomination, i.e., sending a
worker to another association for a brief term of a few years. This
strategy for enlistment is rehearsed, in a pretty way, in the
Government Departments and open area associations. Nomination
is valuable since it gives prepared skill and the association doesn't
need to acquire the underlying expense of acceptance and
preparing.

In any case, the impediment related with assignment is that the

deputation time of two/three years isn't long enough for the
deputed representative to demonstrate his/her fortitude, from one
perspective, and create responsibility with the association to turn
out to be a piece of it, on the other.

7. Informal
A few associations in India likewise practice the 'verbal' technique
for enrollment. In this strategy, the word is passed around the
potential opportunities or openings in the association. Another type
of informal technique for enlistment is "worker squeezing" i.e., the
representatives working in another association are offered an
alluring idea by the adversary associations. This strategy is
monetary, both as far as time and cash.

A few associations keep up a record of the applications and bio-

information sent by employment searchers. These records fill in as
 helpful as and when there is opportunity in the association. The
upside of this technique is no cost associated with enrollment. Be
that as it may, the disadvantages of this technique for enrollment
are non-accessibility of the competitor when required and the
selection of applicants is confined to an excessively modest
number.

8. Striking or Poaching
Striking or poaching is another technique for enrollment whereby
the opponent firms by offering better terms and conditions, attempt
to draw in qualified workers to go along with them. This striking is a
typical element in the Indian associations.

For instance, a few administrators of HMT left to join Titan Watch

Company, so additionally departure of pilots from the Indian
Airlines to join private air taxi administrators. Whatever might be
the methods used to assault adversary firms for potential
applicants, it is regularly observed as an unscrupulous practice
and not straightforwardly discussed. Actually, attacking has turned
into a test for the human asset supervisor. Other than these, walk-
ins, contractual workers, radio and TV, acquisitions and mergers,
and so on., are some different wellsprings of enrollment utilized by
associations.

 MERITS AND DEMERITS OF EXTERNAL RECRUITMENT

 Merits of outer enlistment
1. Open Process:
Being an increasingly open procedure, it is probably going to pull in
enormous number of candidates/applications. This, thusly, enlarges
its choices of determination.

2. Accessibility of Talented Candidates:

With huge pool of candidates, it ends up feasible for the association

to have capable up-and-comers from outside. Consequently, it
presents fresh recruits in the association.

3. Chance to choose the best up-and-comers:

With enormous pool of candidates, the choice procedure turns out to

be increasingly aggressive. This expands prospects for choosing the
best up-and-comers.

4. Gives solid challenge:

As the outer individuals should be increasingly prepared and

proficient. With such a foundation, they work with uplifting demeanor
and more noteworthy energy. This makes sound challenge and
helpful workplace in the association.

III. Demerits of outer enlistment

1. Costly and Time Consuming:

This technique for enlistment is both costly and tedious. There is no
assurance that association divider gets great and appropriate
competitors.

2. Newness to the Organization:

As competitors originate from outside the association, they are

inexperienced with the assignments, work nature and the interior
situation of the association.

3. Debilitates the Existing Employees:

Existing representatives don't know to get advancement. This

disheartens them to buckle down. This, thus, comes down to
diminishing efficiency of the association.

 RECRUITMENT PROCESS
 EVALUATION AND RECRUITMENT
CONTROL PLANNING

STRATEGY
SCREENING DEVELOPMENT

SEARCHING

STEP 1 - RECRUITMENT PLANNING

It mainly refers to the pre-arranged strategy of hiring the

employees. It is certain time slot or the strategy taken into consideration
for the smooth functioning of the company or the organization. It is
mainly the goal-oriented task that defines particular position.

STEP 2 – STRATEGY PLANNING

It is the management activities that is been considered to set the

priorities, strengthen the plans and ensures that the employees and the
stakeholders of the company work together to attain the common goal.

STEP 3 – SEARCHING

It sources the candidates with ability and also attitude for achieving
the objectives of an organization. It is the process of identifying job
vacancies, analysing the job requirements.
STEP 4 – SCREENING

It is the process where the resume is been taken into consideration

to have a proper analyses and comparison of the employee with the
qualification, education and experience along with the other data
mentioned in the resume.

STEP 5 – EVALUATION AND CONTROL

This is the last method of the recruitment process; in this method

the effectiveness and validity of the recruitment is been assessed
thoroughly.

 FACTORS AFFECTING RECRUITMENT

External factors
I. Nature of competition for human resources
II. Factors that are legally affected
III. Supply and demand
IV. Socio-cultural factors
V. External factors

Internal factors
I. Size of the organization
II. Image of the organization
III. Past practice
IV. Human resource planning or indeed the manpower planning
V. Personnel to be required
5) EMPLOYEE WELFARE MECHANISMS OF THE COMPANY
The purpose of employee's welfare is to develop personality of the
workers to make a better workforce. Welfare schemes it create
efficient, healthy, loyal and satisfied labour force for the
organization. Providing such facilities make their work life better
and leads to good standard of living

In most cases, employee welfare comes in monetary form, but it

doesn't always bend that way. Other forms of employee
welfare include housing, health insurance, stipends, transportation
and provision of food. An employer may also cater
for employees' welfare by monitoring their working conditions.