SUMMER TRAINING PROJECT REPORT

ON

“IMPLEMENTATION OF GLOBAL HR PRACTICES

IN THE SUCCESS SPECIALISTS BUSINESS
SOLUTIONS

Towards partial fulfillment of

Master of Business Administration (MBA)
School of Management, Babu Banarasi Das University, Lucknow

SUBMITTED BY

JAHNAVI MISHRA

MBA IIIrd Semester

Roll No.1210672120

Session 2021-2022

SCHOOL OF MANAGEMENT
BABU BANARASI DAS UNIVERSITY
Sector I, Dr. Akhilesh Das Nagar, Faizabad Road, Lucknow (U.P.) India.

i
CERTIFICATE

ii
BONA FIDE CERTIFICATE FROM THE ORGANIZATION

iii
 DECLARATION

I do hereby declare that all the work presented in the research report entitled “

IMPLEMENTATION OF GLOBAL HR PRACTICES IN THE SUCCESS

SPECIALISTS BUSINESS SOLUTIONS is carried out and being submitted at the school

of management for the award of Master of Business Administration (MBA), is an

authentic record of SIMMI SARAH. The work is carried out under the guidance of

MR. SAURABH GUPTA (faculty guide). It hasn‟t been submitted at any other place for any

other academic purpose.

Date:

Palce:

JAHNAVI MISHRA
MBA IIIrd Semester
Roll No.1210672120

iv
 ACKNOWLEDGEMENT

In order to accomplish a task, facts, situations and persons integrate together to form a
background. “Greatness lies in being grateful and not in being great.” This research report is
a result of contribution of distinct personalities whose guidance here made my effort a
producing one, as “no task is a single man’s effort”.

I would like to express my deep sense of gratitude to the respectable guide distinguished
personalities for their precious suggestions and encouragement during the project. The
experience which is gained by me during this project is essential for me at this turning point
of my career. I am thankful to my project guides MR. SAURABH GUPTAfor kind support
and supervision under whose kind & constant guidance I had the opportunity to expand my
horizons and view the various problems from different prospective. I am also thanking her
for sparing her valuable time to listen my problems and difficulties faced by me during the
completion of this project report.

JAHNAVI MISHRA

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 PREFACE

The research work done is on Implementation of Global HR practices in organizations and

companies. The research examined the recruitment policies and it’s in the Success Specialists
Business Solutions. The research used both primary and secondary data which were collected
and analysed. In the analysis done, it revealed that recruitment policies and procedures in
Success Specialists Business Solutions.. are based purely on merit and also that some of the
positions are significantly dependent on academic qualifications. It was discovered that some
of the factors militating against recruitment policies and procedures is that personnel
managers at times lack the competent skills required for effective recruitment. Also, that
partiality and discrimination contribute to inefficiency and ineffectiveness. Consequent upon
the problem discovered, many solution was recommended such as advertisement of job
vacancies so as to secure a pool of candidates from which suitable ones will be chosen and
recruitment of personnel should be undertaken with due regard to relevant academic
qualification.

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 EXERTIVE SUMMARY

Based on summarizing the results of the global research on human resource management and
the author’s dissertation research on best practices in human resource management, this
paper attempts to explain the essence of the positive relationship between best practices in
human resource management and organizational performance and competitiveness. It
supports the assumption that the essence is the optimal system of human resource
management, based on proven best practices in job design, employee selection, performance
management, employee compensation or employee training, that enables managers to
achieve expected organizational performance and competitiveness by achieving desired
employee abilities, motivation and performance. The author‘s dissertation research verifi ed
the theoretical assumptions about application of best practices in human resources
management and, through a questionnaire survey, examined the views of executives and HR
managers from companies and the best employers in success specialists business solutions.

The universalistic perspective of human resource management practices perceives that a set
of practices can achieve competitive advantage and firm performance. This study sought to
investigatethe relationship between best human resource practices and firm performance. A
descriptive survey research design was used to gather primary data using self-administered
questionnaire. The study population was comprised of non-executives, executives, managers,
and top management from seven major insurance firms at headquarters in the specialists
business solutions The study found that performance appraisal, internal communication,
specialists business solutions in the organization, and career planning were the human
resource management best practices

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 TABLE OF CONTENT
 Certificate ii
 Bona Fide Certificate From The Organization iii
 Declaration iv
 Acknowledgement v
 Preface vi
 Exertive summary vi

SR. NO. CONTENT PAGE NO.

INTRODUCTION 1-21
1.
COMPANY PROFILE 22-40
2.
REVIEW OF LITERATURE 41-53
3.
OBJECTIVE OF THE STUDY 54-55
4.
RESEARCH METHODOLOGY 56-64
5.
PROBLEM AND LIMITATIONS 65-66
6.
DATA ANALYSIS AND INTERPRETATION 67-79
7.
FINDINGS 80-81
8.
SUGGESTIONS AND RECOMMENDATIONS 82-83
9.
CONCLUSION 84-85
10.
BIBLIOGRAPHY 86-89
11.
QUESTIONNAIRE 90-93
12.

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INTRODUCTION

1
 INTRODUCTION

HR practices involve the strategic operations of HR. They form the foundation and guidance
for managing the company's employees and should coordinate with the executive business
plan. Some examples of HR practices include: Setting the mission and goals of the HR
department.

“Human Resource Management function that helps managers recruit, select, train and
develop members for an organization. Obviously, HRM is concerned with the people’s
dimension in organizations.

Work force of an Organization is one of the most important inputs of components. It is said
that people are our single most important assets. Because of the unique importance of
HUMAN RESOURCE and its complexity due to ever changing psychology, behavior and
attitudes of men and women at work, in all business concerns, there is one common element.
I.e. Human personnel function, i.e., manpower management function is becoming
increasingly specialized. The personnel function or system can be broadly defined as the
management of people at work- management of managers and management of workers.
Personnel function is particularly interested in personnel relationship and interaction of
employees-human relations.

In a sense, management is personnel administration. Management is the development of

people, and not mere direction of material resources. Human capital is the greatest asset of a
business enterprise. The essential ingredient of management is the leadership and direction of
people. Each manager of people has to be his own personnel man. Personnel management is
not something you really turn over to personnel department staff.

RESPONSIBILITIES OF HUMAN RESOURCE DEPARTMENT.

 HRD maintain daily attendance record through branch manager via E-mail.

 Take decisions for approval regarding leave notes.

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  He takes the decision related to the recruitment, selection and training of the
candidates. He talks to the consultant related to the recruitment of the qualified
candidates. He also does screening of the candidates, shortlist the candidate and
takes the first round of the interview.

 He maintains the database of the candidates to come for an interview. He also

maintains personal file of each employee. He also completes the joining
formalities of each new employee.

 They are taking surprising visit in every branch and collect information about
employees.

 He is responsible for the monthly salary of the employees as per their attendants
and passing to the Branch Manager.

HUMAN RESOURCE PLANNING

This is handled by doing the planning at the beginning of every year. At the end of the year,
the Human Resource department from each Branch receives the requirement for the person
for whole year. Then the planning of recruitment and training is done by training manager
and recruiting manager which is approved from Head of HR Department.

RECRUITMENT

Recruitment is a process of searching for prospective candidates for the given job in the
industry. As we know it is very important for an industrial concerns to have efficient and
effective personnel with right quality and at right time and at right place available whenever
they are needed. Every organization needs employee time by time because of promotion or
retirement of an employee. For this purpose an organization need to search for the right
candidate. And so it needs to encourage this type of right candidates whenever they require.

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Sources of Recruitment

 Personal data of candidates and dataSuccess Specialists Business Solutions.

maintain by the HR. department.

 Campus Recruitment.

 Company’s own website.

 Placement consultants.

 Advertisement in the news papers like Times of India, Gujarat

Samchar.

Recruitment Process

Applicant Profile Shortlist Screening Interview

pool Check

Selection

 Selection is the process of taking individuals out of the pool of job applicants with
requisite qualifications and competence to fill jobs in the organization. It is define
as the process of differentiating between applicants in order to identify and hire
those with a greater likelihood of success in a job.

 Selection is based on probation base, they are taking experienced person for 6
month’s probation and for fresher the probation period is 1 year.

 While the selection of the senior level post, is taken by head office at Mumbai.

RECRUITMENT AND SELECTION PROCESS

Meaning:

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Recruitment and Selection system refers to sourcing and building efficient Human Resource
to the organization to attain its objectives.

This policy complies with, and supports, the Company’s Equal Opportunities Policy by:

 Ensuring that every stage of the recruitment and selection process is carried out in a
systematic way, based on pre-agreed criteria, to eliminate the potential for personal
bias affecting the decision making process.

 Ensuring that all decision points are fully documented to assist with subsequent
monitoring.

 Making the whole procedure as open as possible, to ensure that all candidates
understand why decisions have been taken and, where they wish, to obtain
meaningful feedback.

 Enabling demonstration of robust, transparent processes and thereby providing a basis

for defense in the event of challenge.

There are seven main stages to the procedure:

 Pre-advertisement

 Placing advertisements and dealing with enquiries and applicants

 Short-listing

 Interviewing and selection

 Post-selection procedures

 Induction

 Monitoring

Analyzing Your Workplace:

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To assist you analyze your workplace to identify recruitment or selection issues for women,
we suggest you:

 Revisit your workforce profile to find where your female employees are.

 Consult with your employees.

 Examine your existing recruitment and selection policies and practices.

Developing Policy and Procedures

 Put in place a policy requiring recruitment and selection processes to select the best
person for the job.

 Develop a quality, consistent process for recruitment that delivers diverse recruits.

 Have a recruitment strategy that links to your business plan, and to a strategy to retain
employees.

Reviewing Recruitment and Selection Opportunities

 Monitor each stage of the recruitment process to identify any practice that may
disadvantage some candidates.

 Investigate whether women have equal opportunity in the recruitment and selection
process by collecting information on the numbers of men and women:

 Applying for positions

 Being short-listed

 Being interviewed

 Being appointed, and

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  Survey staff about their perception of equity in recruitment procedures.

 Consider collecting diversity information as part of the process. There could be a pool
of diverse candidates you’re not reaching or unnecessarily excluding.

Reviewing Job Descriptions:

 Ensure all job profiles/descriptions reflect the real requirements of the job, rather than
describing the person who filled that job previously.

 Write job profiles in language that encourages both men and women to apply –
including women of and Differing backgrounds. For example, avoid use of jargon and
acronyms that tend to be exclusive.

PRINCIPLES:

Following are the guiding principles for recruitment and on-boarding process.

• Attracting and recruiting the right people is one of the most important activities of the
organization and is the responsibility to be owned by each and every employee of the
organization.

• Merit will be the single most important factor in selection process.

• They will ensure a diversity, both gender and ethnicity by targeted candidate sourcing with
the help of recruitment vendors and the referral program.

• While skills and profile matching play an important role, they will hire people who are team
players and have the right attitude most relevant to the culture of the organization. Attitude
is as important as aptitude.

• They believe in becoming a company of giants and emphasis is in hiring people who can
grow bigger and better than they presently are.

• They believe in providing their employee with fulfilling career paths. Towards this, they
will post vacancies internally as a preferred option while evaluating external candidates.

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• They believe that each candidate interviewed irrespective of whether she/he is selected
should become a friend of the organization. They treat all the candidates with the utmost
respect. They will be open and fair in communication with them; this way they also
enhance the brand image of the organization.

• They will continuously assess, identify and cultivate strategic talent pools including those at
the universities, management schools, and community forums to address their long term
needs.

CANDIDATE SOURCING:

The hiring manager along with the Human Resource Department would decide the channel /
source to use based on the nature of the recruitment. The following sources of recruitment
may be considered:

• Internal Sources:

- Whenever any vacancy arises, the possibility of fulfilling the requirement internally via
reassignment and relocation, re-allocation of the responsibilities or internal promotion will be
explored by the hiring function along with the HR Department.

- Internal job postings to explore internal candidates.

• Employee Referrals – COMPANY will encourage employees to refer suitable candidates

for open positions.

• Other external sources include:

- Recruitment agencies

- External job postings

- College / campus requirement

INTERVIEW PROCESS:

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• All candidates are required to undergo a face to face interview with the interview panel
before selection.

• Interviews may be conducted at a place at mutually convenient locations and time in an

effort to maintain confidentiality of the hiring effort.

• One on one meeting shall be preferred as the interview format, however depending on the
constraints panel interviews / telephone / video conference screening could be used.

• For recruitment at junior levels, job fairs, universities etc, where large volume of
candidates, Company will use recruitment tests for purpose of short listing. The candidate
may be tested on the basic aptitude, analytical skills or other skills required for the job of the
candidates.

• The interview process will focus on the evaluating the candidates suitability in terms of the
job description and fit within the organization.

• Each interviewer will complete the interview feedback form and submit it to HR. HR will
compile the results from a various interviews and provide these to the line manager for the
final decision.

The following are the guidelines wit respect to the interview levels. The line manager will
own the overall interview process:

 Position,

 Level Equipment Hiring Decision by Interview by Salary Fitment Offer Letter Signed by

 Direct Report CEO Head CEO/ HR Head, Management Team (for relevant functions)
Approval - CEO

 Proposal – HR Head CEO

 State Head/ Regional Function Heads, Cluster Heads Regional Branch Heads, National
functional Heads Regional Branch Head / National Functional Head, Regional HR
Approval – CEO

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 Proposal – HR Head HR Head

 Branch Manager / National Functional Managers Regional Branch Heads, National

functional Heads Regional Branch Head / National Functional Head, Regional HR,
Cluster / State Head Approval – HR Head

 Proposal – C & B Manager HR Head

 Senior Relationship Manager Regional Branch Head/ Branch Manager Regional Branch
Head/ Branch Manager, Regional HR Approval – HR Head

 Proposal – C & B Manager Staffing Leader

 Junior Relationship Manager Branch Manager Branch Manager, Cluster Head Approval –
C&B Manager

 Proposal – Regional HR Mgr. Regional HR Manager

For campus / bulk hiring process, each panel will be specifically authorized with respect to
hiring decision, pay by the HR Head & CEO prior to the process.

RECRUITMENT EXPENSES:

• All recruitment expenses including recruitment fees, advertisement expenses and interview
related expenses will be allocated to the concerned business unit.

• The candidate will be informed about the nature of the expenses that are reimbursable and
the supporting documents required (in original). HR will ensure that candidate fills the
necessary reimbursement forms and that he/she receives the reimbursement at the earliest.

• Outstation/International Candidates - COMPANY will pay for appropriate air fare and
expenses incurred for the stay for candidates who they decide to fly from other locations.
Prior approval from the Regional HR Leader / HR Head is required to invite candidates. For
candidates from International Locations, prior approval from the HR Head needs to be taken.

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PRE-EMPLOYEMENT CHECK:

This will include both a professional reference check as well as the background check.

• Professional reference check will be completed by the hiring manager. COMPANY will
request contact information for 2 references from the candidate, and check the quality of
previous work experience and key personal characteristics/conduct/ previous record etc.

• For key positions in areas, COMPANY will also perform a background check to assess the
integrity conduct of the candidate.

• The following information regarding the candidate will be verified:

 Proof of educational qualifications

 Any professional certificate that is essential to the job

 Address details

 Passport details

 Date of birth

 Proof of previous employment (service certificate)

Any negative feedback and comment in the reference check will be investigated by HR and if
found genuine shall be a cause for disqualification of the candidate or dismissal from
employment.

OFFER PROCESS:

• Once the hiring decision is finalized, HR will prepare an offer / fitment as per the
compensation structure and grade and keeping in mind the internal equity.

• The offer would be communicated to the selected candidates by the hiring manager along
with HR. The candidate will sign the contract letter to formally accept employment from the
organization.

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PRE-EMPLOYMENT PROCESS:

As an organization, COMPANY will make all necessary arrangements to ensure a smooth

joining process for the employees. HR will provide the candidate a check list prior to joining
to ease joining formalities.

RELOCATION FOR EMPLOYMENT:

Where the employee has to relocate and has been pre-approved by the HR Head and the
staffing leader, the relocating candidate shall be eligible for the following relocation
assistance:

 The joining employ has the option to avail temporary accommodation (which
includes laundry) for the first two weeks arranged by organization. The stay in
company provided accommodation can be extended by two weeks further based on
specific approval from the Head HR. Where the stay extends beyond 4 weeks, the
respective will not be paid housing allowance foe the corresponding period.

 Local travel assistance up to positions of RO/RM/equivalent and below will be

reimbursed for one week and for SRM/equivalent and above will be reimbursed up to
two weeks.

 Food expenses during the period will be reimbursed as per actual up to Rs 500/-per
day per person.

 Approved reasonable expenses incurred in transporting the personal goods including

the transportation /registration of one automobile to the city of work. Employees are
advised to use the designated moving agencies as per rates negotiated by
Administration. Where negotiated rates are not available, the employee is required to
submit 3 quotations and secure approval from Administration before assigning the
contract to a moving firm.

EMPLOYEMENT OF RELATIVES:

The organization employs, purely on merit, the relatives of our employees as long as it does

12
not create a potential conflict of interest. To avoid a potential conflict of interest and to
reduce the possibilities of favoritism – the following guidelines must be followed:

 Relatives are not assigned to a position where he/she has the opportunity to check,
process, and review, approve, audit or otherwise affect the work of the persons cited
and above.

 NO one is assigned to a position where she/he influences the professional progress or

promotion of the persons cited above.

 If one is aware of a situation that appears to be an opportunity for people to display

favoritism to relatives, one should contact the Department Head or Human Resources
Department.

 Employees will not be part of the hiring process of their relatives

DEFINITION OF RELATIVES:

Relatives would include husband, wife, children, parents, sisters, brothers, first cousins,
brothers-in-law, sisters-in-law, mother –in-law, and father-in-law.

Employees who are aware of candidature of their relatives for the organization must
immediately report to the HR function in writing for information and records. Failure to
immediately report such cases will be considered as a serious violation of the recruitment
policy and may entail a disciplinary action.

INTERNSHIP PROGRAM:

As part of university hire program, COMPANY will provide internship opportunities to

students. Such internships will provide opportunities to students to learn while making real
contributions to the company. COMPANY will follow the following process:

• HR will coordinate with business groups to identify potential opportunities for intern
hires.

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 • Internship requests could be received either from the students directly or as
nominations from the educational institute.

• HR and hiring manager to tele-interview the candidates with subsequent personal

interviews in the office

• HR to coordinate with the hiring manager to develop the project plan for the hire

Based on the demonstrated capability, the intern will be provided with the opportunity to
work in multiple departments to gain a wider business understanding

INTERNSHIP CRITERIA:

 Typically, the intern will be a pre-final year student of the Bachelor or Master degree
programs specializing in Financial Services/IT and any other business stream as
required.

 Interns will be expected to manage their won accommodation and it will not be
provided by the company.

 Intern will be required to sign the confidentiality and code of conducts documents of
the company.

EMPLOYEE ON-BOARDING – PROCESS:

The overall purpose of the new hire integration process is to ensure that the new employee is
able settle in smoothly and is able to contributing at the earliest.

PRE EMPLOYMENT INDUCTION:

COMPANY’s employee induction process shall begin as per the employee accepts the job
offer. The process includes:

 Welcome pack: As soon as the candidate accepts the offer, a welcome pack will be
sent to the employee.

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 o A congratulatory note regarding the decision to join the organization.

o Contact details of a HR representative and the hiring manager.

o A brief company overview document.

 Pre-joining checklist: Include details of the documents required from the employee.
In case the employee is relocating from a different location, details of the relocation
process and the visa requirement will be outlined in this checklist.

 Expectations on the first day of the joining.

POST JOINING ORIENTATION AND INDUCTION:

 Classroom Induction: The employee integration process will also include classroom
training and induction where the employee will receive presentations and trainings on
various topics that would further ingrain the into the organization

 On the job training: Besides formal training sessions, the employee will undergo on-
the-job function specific trainings that are facilitated by the respective functions to
help the new employee acquaint himself/herself with work in progress.

PROBATION POLICY:

 Probation is a trial that is mutual opportunity for the employee and COMPANY to
confirm suitability for continued employment. The probation period is to establish a
stronger understanding of mutual capabilities, expectations and understanding which
may include functional training. The employee must demonstrate suitability for
continued employment.

 An assessment will be based on factors related to work performance, work habits,

productivity, attitude and compatibility, attendance and punctuality, and any other
matter that is linked to job performance and expectations.

 All new hires will be placed on probation for a period of 6 months from the date of

15
 joining

 HR will initiate the confirmation process by sending an appraisal form to the

immediate supervisor before the completion of probationary period. The appraisal
form will need to be approved by the supervisor’s leadership.

REFERRAL BONUS AMOUNT :

• The Referral Bonus Program is operated under the authority of the Budget and Control
Board’s Employee Bonus Guidelines. Under these guidelines, an employee may receive
multiple bonuses, the total of which may not exceed $2,000 in any fiscal year.

• Referral bonus payments may be paid in a lump sum or in periodic payments until the new
employee has completed his or her probationary period. Payments cannot be made until the
referred candidate has been employed for a minimum of one month. For example, a $1,000
referral bonus can be structured as follows:

- $250 referral bonus awarded after three months from the hire date,

- $250 referral bonus awarded after six months from the hire date,

- $500 referral bonus awarded at the end of the probationary period.

REFERRAL BONUS PROGRAM ADMINISTRATION :

The Referral Program operates in accordance with the following program requirements:

• Referral bonuses are awarded at the discretion of management with the Agency Director or
his designee having final approval authority.

• Funding for the program must come from existing agency resources.

• The Agency will provide a form for completion and submission by either the applicant or
the referring employee with the applicant’s application indicating that the referring employee
has made the referral.

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• The Agency will designate a position as “hard-to-fill” before the position is posted.

• Employees selected for eligible positions must be employed by the agency for at least one
month before a referring employee may be eligible to receive a referral bonus.

Referred candidates cannot be current employees of the hiring agency in any capacity, to
include temporary, temporary grant, research grant, time- limited project, or contract
employees. Both the referring employee and the referred candidate must be employed by the
agency when any referral bonus is paid receive the referral bonus.

• Any disputes arising from the application of this program will be the responsibility of the
Agency Director or his designee to resolve and will not be considered a grievance under the
State Employee Grievance Procedure Act.

• The agency HR Office will monitor the use of the Referral Bonus Program and will report
annually to the Office of Human Resources information on the use of the Referral Bonus
Program.

• The hiring process will be fair and consistent with agency policy and procedures, with no
bias for or against candidates whose selection might make another employee eligible for a
referral bonus.

Amount paid to the employees who refer the candidates and if they get selected varies from
Rs. 7000 to Rs.2000 based on the grade of the employee refereed and the refereed candidate
placed.

This amount is paid to the employees in two ways:

1. Immediately when the candidate is joined

2. After the completion of 3 months of the candidate selected.

Only middle level and senior level management employees have the opportunity of referring
the candidates. This policy/scheme is not applicable to the top management employees. Also

17
the employees who are under probation or training period are not eligible for this employee
referral policy.

The Difference Between HR Practices and HR Activities

Before we dive in, it’s important to clarify the distinction between HR practices and HR
activities, since without a clear understanding it is possible to intermingle the two. Both are
needed for an HR department to fully reach its potential, and for an organization to optimize
its human capital investment.

HR practices involve the strategic operations of HR. They form the foundation and guidance
for managing the company’s employees and should coordinate with the executive business
plan. Some examples of HR practices include:

Setting the mission and goals of the HR department

Planning, organizing, and managing the HR department

Measuring the effects of programs

Creating programs to improve the quality of the work environment

Developing talent and future leadership

Conducting motivational programs

Working with management for ongoing performance evaluations

Overseeing employee advancement opportunities

In contrast, HR activities are the daily activities to implement the strategies determined by
HR practices. They allow the mission and the goals of the HR department to be carried out.
HR activities may include:

Payroll

Surveys

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Recruitment and selection

Training and development

Compensation and benefits

Employee and labor relations

Retention

Safety and health

Employee attendance and time off

Overtime

In the most basic terms, HR practices look at the questions of what an organization wants to
do and why, and HR activities address how.

HR practices should create a natural progression to HR activities so that the activities directly
correlate with practices. If one or the other is neglected, it can create a disconnect that will be
felt throughout the company. Your company can function this way, but not at its best.

When HR practices and HR activities are aligned and working hand in hand, HR departments
have the ability to thrive, and your company benefits. Optimum human resources involves an
understanding and integrated approach to HR practices and HR activities.

HR Best Practices

We’ve identified the top HR best practices that can give you the most bang for your buck. In
other words, if you focus on improving these areas, you’ll likely see the greatest results.
These areas include recruitment and selection, training and development, transparency,
employee benefits, employee incentives, compensation and evaluations, compliance, and
terminations.

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1. Recruitment and Selection

Companies seeking to hire high-performers are turning to innovative processes to streamline

hiring.

There are many different ways to assess whether someone will be a good fit for the company,
both as a high-performer and as a cultural fit. While not every innovative hiring process will
be right for your team, you can learn from companies who have paved the way and provided
data for the rest of us. Here are a few strategies to consider.

Panel-Based Interviews: When it comes to interviewing panels, Google’s study of its

interviewing practices showed both the ideal number of panelists and ideal number of
interviews to be four or fewer. The study showed that scores from a panel of four
interviewers made the same hiring decision 95 percent of the time as panels made up of more
than four interviewers, and that any interviews beyond four added little or no value to the
process. In fact, more interviews simply wasted time and resources and led to disinterest and
frustration for both sides.

Better Advertising for Job Openings: Many organizations are doing a poor job at advertising
their open positions and attracting quality candidates. If your company wants to attract top
talent and find high-performers, you should not only list what skills you want the employee
to have but also give the job searcher a reason to seek out your organization over another.

When it comes to posting the perfect job ad, you should include some information about your
organization—what technology you use, what kind of products you create, your mission and
vision, and more. Including this contextual information (instead of only a grocery list of
skills you’re looking for) can encourage more candidates who believe in your organization’s
mission to apply. The best candidates can always learn additional skills; what you want are
employees who are going to be engaged from day one.

Internships: If your company intends to hire the majority of your interns, you should
seriously consider paying them. While structuring your intern program, it’s good to know
that 60 percent of paid interns receive job offers, whereas only 37 percent of unpaid interns
get job offers―only one point better than the 36 percent of graduates who receive job offers

20
without an internship. If you intend to move an intern to a full-time position, invest in them
early on.

Video Interviewing: Video interviewing can be a great tool for saving time and allowing you
to get a feel for the enthusiasm and passion an individual has for your organization before
you bring them in for an interview. It can also help you weed out potential candidates who
aren’t serious about applying because video interviews represent a small investment on the
candidate’s part.

Be Selective: As an HR department, you want to hire the best people who will contribute to
the value of your company and not detract from it. Hiring poor performers can really affect
your company, whereas hiring top performers can boost productivity by up to 400 percent, no
matter your industry or job type you are looking to fill. One way to streamline your process
and be selective is to utilize digital tracking. This allows you to keep track of recruitment
metrics such as which hiring sources send solid candidates your way, and offer acceptance
rates. Knowing which sources send you solid candidates can help you cut down on
ineffective referral sources, and knowing what your acceptance rate is can help you fix
inefficiencies in your hiring process or inadequacies in your compensation offers. You can
also use other tools like interviews, personality assessments, or reference checks to further
streamline your process or make it more selective.

2. Training and Development

You’ve taken the time to find employees you want to hire, but your responsibility to them is
only just beginning.

It is an HR best practice to invest in training and development opportunities to improve your

current workforce, focus on skill-specific training, and realize the value that young workers
place on learning. As industries are advancing at an ever-increasing pace, you can support
and encourage your employees to grow as well, keeping them more engaged in their work
and your organization.

Invest in Training and Development: Some of the best practices for training employees might
involve bringing on interns to reduce training costs before hiring them full-time. Once you’ve

21
found your ideal employees, you’ll need to keep them at the top of their field, and as
technology develops at an ever-increasing rate, the importance of training employees cannot
be overlooked. If you want your pros to stay pros, you need to keep training them.

Focus on Skill-Specific Training: Another crucial element HR departments must implement

is to focus on skill-specific forms of training. You might have a great general training
program, but if you are focused on teaching skills that don’t line up with the work
requirements or company objectives, you are wasting time and money.

Younger Employees Value Learning: HR best practices for training should also consider the
fact that many young employees value learning more than their predecessors, and your
employee turnover rate could increase greatly if you don’t offer opportunities for growth and
development.This is actually great news for employers because it means you have a
workforce full of employees who are ready to increase their skills, advance in their careers,
and train for new positions.

22
COMPANY PROFILE

23
 COMPANY PROFILE

Growth Of Business

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Prepare For The Strategic Advantage

The range of consulting and services will result the smooth functioning of organization and
peace of mind of leaders.

Success Specialist Business Solutions is a leading Management consulting firm engaged in

the Growth acceleration of the industries.

Critical to the Business Owner’s agenda is a Business strategy that enables the organizations
to take a quantum leap. Success Specialists Business Solutions works to help clients move
forward with speed, confidence and vision – essential ingredients for a significant, long-
lasting competitive advantage.

We provide customized solutions required to achieve short term and long term goals specific
to the organization. We don’t just provide training but do engage ourselves for the effective
implementation of global practices.

Advantage

 Rich Experience in Management consulting.

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24
 Professional system driven approach

We are a Business Consulting Firm assisting industries specifically SMEs and Start-ups in
the area of Market Research & Survey, New Market Launch, Sales Promotions, Marketing,
Growth Acceleration, HR and Strategic Consulting.

We are specializing in providing highly professional individuals for open positions. Success
Specialists Business Solutions has been successful in working with recruiting companies to

25
 expedite and simplify the hiring process. Our recruiters have a sharp eye for talent and
quality and will provide you with the best individuals from the hire-pool.

We provide a full balance between human resources and recruiting services.

We are a Business Consulting Firm assisting industries specifically SMEs and Start-ups in
the area of Market Research & Survey, New Market Launch, Sales Promotions, Marketing,
Growth Acceleration, HR and Strategic Consulting.

We Help You Close Your Potential Gap

Management Consulting

 Business Consulting

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 Project specific consulting

 Start-up Mentoring and Consulting

26
 Branding

 Marketing & Promotions

Legal Consulting

 GST Registration

 Company Registration

 Trademark

 Fssai Lic

 Department wise Registrations

 Liaisoning

HR Consulting & Services

 Recruitment

 HR System Development

 Culture Development

 Housekeeping staff Management

 Security Staff Management

Corporate Training

 Global Business Training for Key Corporates

 Managerial Skill Development

 Team Skill Development

27
 Training for Sales Staff

ABOUT ORGANIZATION

An organization, or organisation (Commonwealth English; see spelling differences), is an

entity—such as a company, an institution, or an association—comprising one or more people
and having a particular purpose. The word is derived from the Greek word organon, which
means tool or instrument, musical instrument, and organ.

We now know that organisation is one of the major functions of management. In layman
terms, one can look at organising as an activity to eliminate chaos and introduce a systematic
functioning in the enterprise. But by organisation definition, the organisation helps in
establishing authorities, dividing workloads, assigning responsibilities, grouping tasks and
allocating resources.

Human beings cannot live in isolation. They are unable to fulfill their needs and desires
alone, because any one individual lacks the strength, ability, time and potential. He has to get
the cooperation of other persons in achieving his goals. In simple words, organisation is
viewed as a group of persons formed to seek certain goals. Organisation is not a new and
modern invention or phenomenon.

Ever since the dawn of civilization, people have always formed organisations to combine
their efforts for the accomplishments of their common goals. For example, the Emperors of
China used organisations a thousand years ago to construct great irrigation systems. The first
Pope created a universal church to serve a world religion. The greatest example is the
construction of great pyramids by the early Egyptians.

The completion of one pyramid required 1, 00,000 men working twenty years. To plan for
and organize 1, 00,000 men over a period of twenty years in itself was a monumental task,
keeping aside the complex end products. Modern society however has more organisation
than ever before.

It consists of large and complex organisations dominating every sphere of human activity in
almost all countries of the world, irrespective of cultural, racial, ideological and other

28
differences. Organisations affect the quality of human life in the modern society. The study
of organisations is, thus, very essential for understanding the behaviour of human beings.

Organisations may be studied from two perspectives viz. micro and macro. In micro
perspective, the focus of study is on the individual human being. It concerns itself with each
individual’s psychological makeup, his interaction with other individuals and groups,
variables that determine how a person is likely to react in a given situation etc. The micro
view also concerns itself with how an individual learns, what motivates him, and what kind
of leadership strategies might produce the behaviour the leader wants. This micro view of
individuals in organisations is recognized as a discipline called Organisational Behaviour.

The macro view considers organisation as the unit of analysis in place of an individual. It is
concerned with organisational goals, organisational structure, technologies used in
organisation and how organisation interacts with the environment. The macro perspective is
recognized as a discipline called Organisational Theory. Both these aspects taken together
present a complete picture of organisational study. Organisation theorist studies collection of
people called organisation whereas organisation behaviorist studies people as members of an
organisation.

Concept of Organisation:

It is very difficult to define the term organisation precisely because the use of the term
organisation is not standardized. It is not static. It is dynamic and ever changing as per the
needs of society, its members, business objectives and environmental changes. Organisation
has been defined in different ways by different theorists, because different theorists have
emphasized different characteristics of organisation.

This is of utter importance because once the plans have been laid there is a need to allocate
resources, divide tasks, workforce, ensure optimal utilisation of resources etc. so that the
objectives are fulfilled. Further, it facilitates the collective working of the various members
of the enterprise in an ordered manner.

Also, organisation involves defining various roles that need to be filled by suitable
employees and establishing relationships between these defined goals to eliminate

29
ambiguities in performance. In turn, this groups the activities clarifies the amount of power
and authority in the hands of different employees and clarifies the responsibility for various
activities within the enterprise.

In a nutshell, an organisation can be defined as a process that defines the resources as well as
allocate them, coordinates human efforts and integrates both in order to achieve the defined
goals.

Browse more Topics under Organising

• Types of Organisation
• Organisation Structure
• Delegation
• Decentralisation

Steps in the Process of Organisation

30
So we can broadly list the steps in the process of organisation as follows:

Identification and Division of work

The organisational work commences with an identification of the extent and the amount of work
that needs to be done and dividing this into manageable activities. The idea behind this is to
eliminate duplication and share the burden of work.

Departmentalisation

Now as the work has been redefined as a number of manageable activities, the next step is to
group activities according to a predefined basis. This basis decided what activities are similar to
each other. All the similar activities are assigned to a particular department. All in all, a number
of departments are defined that are concerned with their own set of activities.

Assignment of Duties

The next step involves the distribution of work among the employees in organisations. The
responsibility of looking after the functioning of each department is given to an individual.
Further, jobs are allocated to employees.

It is important to realize that this assignment of jobs should be done in such a manner that the
employees most suited for a particular type of job ultimately perform it. This ensures, a proper
match between the ability and the type of job of the employee and subsequently effective overall
performance.

Establishing Reporting Relationships

The final step is concerned with erecting a hierarchical structure and effecting communication
among the diverse departments. This is done by establishing relationships. Effectively this
means that every employee should be made aware of whom he has to take orders from and
prove his accountability.

31
Organisation

Organisation brings adaptability to the table for any enterprise. It helps in a smooth transition
in accordance with the dynamic business environment. To point out, this is achieved by
facilitating growth and survival. The importance of organisation is highlighted as follows;

Benefits of Specialisation

Organisation assigns work in a systematic manner to the diverse employees within an

organisation. It ensures that suitable work is handed out repetitively to an employee who is a
good performer in his field. An employee working regularly in a specific area gains
invaluable experience in the long run. Consequently, this leads to specialisation.

Clarity in Working Relationships

As discussed before, organisation induces accountability by defining relationships among the

employees within an enterprise. This is done by defining whom an employee is accountable
to. In effect, it provides an ordered flow of information and instructions. Furthermore, this
also helps in clarification of the extent of authority, responsibility and provides for a
hierarchy.

32
Optimum Utilisation of Resources

Organisation helps in optimum utilisation of financial and human resources. It not only aids
in the proper assignment of jobs to suitable employees but also keeps track that there is no
waste of resources and efforts due to duplication of work.

Effective Administration & Governance

Another important feature of organising is that it ensures that the jobs are clearly defined
within an enterprise such that there is no duplication and wastage. Coupled with, facilitating
the clarification of work relationships, it promises effective administration.'

Development of Personnel

Assignment of jobs to suitable personnel is an important step for the organisation. This
delegation of jobs helps in the induction of creativity in managers. This happens because,
with the help of delegation, a manager not only looks to reduce the workload but also
discover new ways of getting the tasks done.

Further, this gives them the tie to explore areas for growth of the company. From the
employee’s perspective, it generates experience and prepares him to face new challenges
which effectively helps him to realise his full potential.

Growth and Expansion

Organisation ensures that the enterprise undertakes new challenges. As a result, the company
grows and diversifies.

A Solved Example for You

Q: Organisation allows a firm to adapt to change. True or false?

Ans: This statement is True. As an organisational structure is built in an enterprise, it equips

the enterprise with adaptability. This is because, with changes in the dynamic environment,
organisation provides for redefining of roles and revision of inter-relationships. As can be

33
seen, it provides stability to the enterprise, so that it can continue to grow and survive in spite
of the changes.

Types

There are a variety of legal types of organizations, including corporations, governments, non-
governmental organizations, political organizations, international organizations, armed
forces, charities, not-for-profit corporations, partnerships, cooperatives, and educational
institutions etc.

A hybrid organization is a body that operates in both the public sector and the private sector
simultaneously, fulfilling public duties and developing commercial market activities.

A voluntary association is an organization consisting of volunteers. Such organizations may

be able to operate without legal formalities, depending on jurisdiction, including informal
clubs or coordinating bodies with a goal in mind which they may express in the form of an

34
manifesto, mission statement, or in an informal manner reflected in what they do because
remember every action done by an organization both legal and illegal reflects a goal in mind.

Organizations may also operate secretly or illegally in the case of secret societies, criminal
organizations and resistance movements. And in some cases may have obstacles from other
organizations (ex: MLK's organization).

What makes an organization recognized by the government is either filling out Incorporation
(business) or recognition in the form of either societal pressure (ex: Advocacy group),
causing concerns (ex: Resistance movement) or being considered the spokesperson of a
group of people subject to negotiation (ex: the Polisario Front being recognized as the sole
representative of the Sahawri people and forming a partially recognized state.)

Compare the concept of social groups, which may include non-organizations.

Organizations and institutions can be synonymous, but Jack Knight writes that organizations
are a narrow version of institutions or represent a cluster of institutions; the two are distinct
in the sense that organizations contain internal institutions (that govern interactions between
the members of the organizations)

ORGANIZATIONAL CHART

Example of a functional hybrid organizational chart

An organizational chart, also called organigram, organogram, or organizational breakdown

structure (OBS) is a diagram that shows the structure of an organization and the relationships
and relative ranks of its parts and positions/jobs. The term is also used for similar diagrams,
for example ones showing the different elements of a field of knowledge or a group of
languages.

35
AIMS OF STUDY

 The Aims of study of this research is to identify the extent to which laid down
principles of recruitment, selection and placement of staff in organization of being
followed, and if they are not, the extent to which it has contributed to the
ineffectiveness of the organizations under study.
 Similarly, the purpose of the study would also be to fine out how the manpower
needs: of the different companies under the group are determine, and how candidate
are , made aware of, and attracted to the job position.
 Again, the study would identify the different sources of recruitment, considering their
merits and demerits while studying the induction process adopted in the enterprises.

36
Any specific information of the organization

An organization, or organisation (Commonwealth English; see spelling differences), is an

entity—such as a company, an institution, or an association—comprising one or more people
and having a particular purpose.

The word is derived from the Greek word organon, which means tool or instrument, musical
instrument, and organ.

Types

There are a variety of legal types of organizations, including corporations, governments, non-
governmental organizations, political organizations, international organizations, armed
forces, charities, not-for-profit corporations, partnerships, cooperatives, and educational
institutions etc.

A hybrid organization is a body that operates in both the public sector and the private sector
simultaneously, fulfilling public duties and developing commercial market activities.

A voluntary association is an organization consisting of volunteers. Such organizations may

be able to operate without legal formalities, depending on jurisdiction, including informal
clubs or coordinating bodies with a goal in mind which they may express in the form of an
manifesto, mission statement, or in an informal manner reflected in what they do because
remember every action done by an organization both legal and illegal reflects a goal in mind.

Organizations may also operate secretly or illegally in the case of secret societies, criminal
organizations and resistance movements. And in some cases may have obstacles from other
organizations (ex: MLK's organization).

What makes an organization recognized by the government is either filling out Incorporation
(business) or recognition in the form of either societal pressure (ex: Advocacy group),
causing concerns (ex: Resistance movement) or being considered the spokesperson of a
group of people subject to negotiation (ex: the Polisario Front being recognized as the sole
representative of the Sahawri people and forming a partially recognized state.)

37
Compare the concept of social groups, which may include non-organizations.

Organizations and institutions can be synonymous, but Jack Knight writes that organizations
are a narrow version of institutions or represent a cluster of institutions; the two are distinct
in the sense that organizations contain internal institutions (that govern interactions between
the members of the organizations.

Organizations?

This article on the different types of organizations explores the various categories that
organizational structures can fall into. Organizational structures can be tall, meaning that
there are multiple tiers between the entry-level workers and top managers of the company.
They can also be fairly flat, which means that there are very few levels between employees
and management.

At a Glance

In the same way that no two people can ever be the same, no two companies are identical.
Although they may come across as having similar organizational structures within an
industry, there will always be differences between firms.

The main reason for adopting a structure is to outline a clear hierarchy of the different
company positions. In such a manner, every subordinate knows who to report to. Considering
how vital an organizational structure is to the different facets of the business, managers
should take their time determining the type of structure to take on. This article highlights the
main types of organizations that currently exist.

Flat Organization

A flat organization is exactly as its name suggests. While individuals may hold an expertise,
hierarchy and job titles are not stressed among general employees, senior managers, and
executives. In a purely flat organization, everyone is equal.

Flat organizations are also described as self-managed. The idea behind this organizational
structure is to reduce bureaucracy and empower employees to make decisions, become

38
creative problem solvers, and take responsibility for their actions. Since there are minimal or
no levels of middle management, a company that adopts this structure can end up being more
productive by speeding up the decision-making processes.

Apart from increased productivity, firms with flat organizations have leaner budgets, since
they don’t involve any pricey middle-management salaries. The only thing to keep in mind is
that this structure typically works best for small to medium-sized companies. This way, a
firm can decentralize decision-making while still maintaining its corporate integrity.

Functional Organization

Also referred to as a bureaucratic structure, a functional organization is one that divides a

firm’s operations based on specialties. Ideally, there’s an individual in charge of a particular
function. It’s like any typical business that consists of a sales department, human relations,
and a marketing department. It means that every employee receives tasks and is accountable
to a particular superior.

A functional organization confers several benefits. For one, there’s a total specialization of
work. Secondly, work is performed more efficiently since each manager is responsible for a
single function. The only drawback to adopting a functional organization is the fact that
there’s a delay in decision-making. All the functional managers must be consulted when
making major decisions, which can take time.

Divisional Organization

A divisional organization structures its activities around a market, product, or specific group
of consumers. For instance, a firm can operate in the United States or Europe, or sell
products focused on a specific group of customers. Gap Inc. is the perfect case in point. It
runs three different retailers – Banana Republic, Gap, and Old Navy. Although each one
operates as a separate entity that caters to different consumer segments, they are all under the
company Gap Inc. brand.

General Electric is another ideal example; it owns numerous firms, brands, and assets across
different industries. Although GE is the umbrella corporation, each division works as an

39
individual firm. The diagram below will give you an idea of what a divisional organization
looks like.

Matrix Organization

A matrix organizational structure is a bit more complex, in that there’s more than one line of
reporting managers. It simply means that the employees are accountable to more than one
boss. Most firms that take on this organizational structure often have two chains of command
– functional and project managers. This type of organization works best for companies with
large-scale projects.

40
REVIEW OF LITERATURE

41
 REVIEW OF LITERATURE

Brief Overview: Effective research cannot be accomplished without studying critically what
already exists in the form of general literature and specific studies. Therefore, it is considered
as an important perquisite for actual planning and execution of research projects. The review
of existing literature helps to formulate hypothesis, identify research gaps and formulate a
framework for further investigation.

Concept of Recruitment

Barber (1998

defines Employee recruitment as “practices and activities carried on by an organization for

the purpose of identifying and attracting potential employees”. Many large corporations have
employee recruitment plans that are designed to attract potential employees that are not only
capable of filling vacant positions but also add to the organization’s culture.

According to Costello (2006) recruitment is described as the set of activities and processes
used to legally obtain a sufficient number of qualified people at the right place and time so
that the people and the organization can select each other in their own best short and long
term interests.

According to Montgomery (1996) is on matching the capabilities and inclinations of

prospective candidates against the demands and rewards inherent in a given job.

Need of the RECRUITMENT AND SELECTION Process

Dessler, (2000) found in his study that the RECRUITMENT AND SELECTION forms a
core part of the central activities underlying human resource management: namely, the
acquisition, development and reward of the workers. It frequently forms an important part of
the work of human resource managers – or designated specialists within work organizations.
However, and importantly, RECRUITMENT AND SELECTION decisions are often for
good reason taken by non-specialists, by the line managers. RECRUITMENT AND
SELECTION also have an important role to play in ensuring worker performance and

42
positive organizational outcomes. RECRUITMENT AND SELECTION had the capacity to
form a key part of the process of managing and leading people as a routine part of
organizational life, it is suggested here that RECRUITMENT AND SELECTION has
become ever more important as organizations increasingly regard their workforce as a source
of competitive advantage.

Mullins (1999) indicated that to be a high performing organization, human resource

management must be able to assist the organization to place the right person in the right job.
The human resource management practices include recruitment, selection, placement,
evaluation, training and development, compensation and benefits, and retention of the
employees of an organization. Businesses have developed human resource information
systems that support:

(i) recruitment, selection, and hiring,

(ii) job placement

(iii) performance appraisals

(iv) employee benefits analysis

(v) training and development

(vi) health, safety, and security

Process of Recruitment

Odiorne (1984) indicated that the quality of new recruits depends upon an organization's
recruitment practice, and that the relative effectiveness of the selection phase is inherently
dependent upon the caliber of candidates attracted.

Smith et al. (1989) argue that the more effectively the recruitment stage is carried out, the
less important the actual selection process becomes. When an organization makes the
decision to fill an existing vacancy through recruitment, the first stage in the process involves
conducting a comprehensive job analysis. This may already have been conducted through the

43
human resource planning process, particularly where recruitment is a relatively frequent
occurrence.

According to Odiorne, (1984) one result of effective RECRUITMENT AND SELECTION

is reduced labour turnover and good employee morale. Recruiting ineffectively is costly,
since poor recruits may perform badly and/or leave their employment, thus requiring further
recruitment. In a cross national study of recruitment practices, suggests that, in 48 reality,
recruitment practices involve little or no attempt to validate practices. Personnel managers
tend to rely on feedback from line managers and probationary periods and disciplinary
procedures to weed out mistakes. Firms with high quit rates live with them and tend to build
them into their recruitment practices and they do not analyze the constitution of their labor
turnover.

Burack, (1985) argues that recruitment sources are significantly linked to differences in
employee performance, turnover, satisfaction and organizational commitment. In a survey of
201 large US companies, Burack asked respondents to rate the effectiveness of nine
recruitment sources in yielding high-quality, high-performing employees. The three top
ranked sources were employee referrals, college recruiting and executive search firms.

The Selection Decision

Gould, (1984) argues that most mistakes are caused by the fact that managers generally give
little thought to the critical nature of the decisions. Employers are surprised and disappointed
when an appointment fails, and often the person appointed is blamed rather than recognizing
the weaknesses in the process and methodology, even the soundest of techniques and best
practice (in selection) contain scope for error. Some of this is due to the methods themselves,
but the main source is the frailty of the human decision makers.

Miyake, (2002) In a comparison of personnel selection practices in seven European countries

explored the utilization of a range of established selection methods. They reported a general
trend towards structured interviews in all countries and, while the general validity and
acceptability of methods such as work samples, group exercises and assessment centres were
widely recognized, reported usage of these methods was infrequent. Burton (2001) in his

44
study of RECRUITMENT AND SELECTION practices in the USA, found that
approximately 25 percent of respondent organizations conducted validation studies on their
selection methods. Furthermore, in a rating of various selection methods, those perceived to
be above average in their ability to predict employees' job performance included work
samples, references/recommendations, unstructured interviews, structured interviews and
assessment centres.

Cran (1995) suggests that developments in the realm of selection lend some support to those
who propound the HRM thesis, where a key feature has been the increase in testing designed
explicitly to assess behavioral and attitudinal characteristics. He further indicates that the
extent to which these more sophisticated and systematic approaches can be, and are,
deployed, depends to a large degree, on sectoral circumstances and on the wider
employment-management policies being pursued.

Recruiting Sources/Methods

Armstrong (1991) studied the issues to consider include the type of sample (random or
convenience), cost, ease, participant time demands (e.g., total time, days of the week, and
time of day), and efficiency (e.g., staff hours per recruited participant). Researchers 51 have a
number of methods from which to choose, including advertising, direct mail, and telephone.

French (1982) found that there are two options of recruitment. First, Institutions or events
(such as medical offices, schools, community sports organizations, health fairs, community
events, and churches) often are used as a setting for recruitment. Schools present a promising
avenue for the recruitment and assessment of youth. Recruitment at schools may not be
appropriate in studies having a family or neighborhood context, requiring a greater dispersal
of participants from a larger area, or focusing on data collection in the home. Door-to-door
recruitment is another option. For large studies, this recruitment method can be costly in
terms of staff time and travel expenses, and it is difficult to assure that recruiters randomly
sample homes. Despite these concerns, door-to-door recruitment may be a necessary
recruitment strategy for certain potential participants (e.g., those who do not have a
residential phone.

45
Kaplan and Norton (2004) found that the number of people who refused to provide
screening information tended to be higher by telephone than in person. However, refusals
over the telephone tend to be less likely than with mailed surveys (Kelly, 2006). It should be
noted that telephone methods can be used not only for recruitment, but also for data
collection. Recent advances in telephone survey methodology have made telephone
recruitment and surveying an increasingly attractive option in many research fields.

Drucker (1999) has studied that Recruitment procedures need not be limited to one method.
It is possible and often desirable to combine methods to enhance the recruitment success of a
particular project. For example, use of focus groups and pilot studies that involve the
community and pre-recruitment, publicity can lead to higher rates of consent.

Concept of Career Prasad (2005) found that an individual joins an organization not just for
a job, but for a career, that is, where he/she will be at the far end of his work-life through a
series of progression in responsibilities and reward for such a responsibility. It is common to
find out that after the initial excitement in a job, executives/managers tend to lose interest and
begin to feel that there is no career in a particular organization. This implies that career
advancement has not taken place as expected of them after a certain period of time. This
mismatch between a manager's expectations and his/her actual career advancement
experience may prove very shocking to both managers and the organization.

Naidoo (2004) in his study definition of the career consistent with the notion that career
develops over time, and that all persons have careers, regardless of their profession, their
level of advancement or the stability of their work pattern

Brownell (1992) described the hospitality managers who emerge as leaders in the 21st
century as men and women who deal effectively with a multi-cultural workforce, present
their ideas clearly, and are able to mobilize others around a common goal. Brownell (1992)
described the hospitality managers who emerge as leaders in the 21st century as men and
women who deal effectively with a multi-cultural workforce, present their ideas clearly, and
are able to mobilize others around a common goal.

46
Fagenson and Jackson (1993) stated that Networking and mentoring have been identified as
two methods to help women. Some women in high level have benefited from networks.
Furthermore, women need to set up their networks and participate in men’s networks. Many
women have acknowledged the help of mentors who helped them to enter the old boy
networks. Brownell (1994), in another study on personality and career development, found
the following traits of hospitality managers: hard work, fairness, the ability to motivate
others, determination, calmness, assertiveness or competitiveness, enthusiasm, deliberateness
and detail-orientation. Skills and intelligence also are important, such as communication
skills, leadership skills and interpersonal skills.

Brownell (1994) reported that the predominant constraints in women’s career advancement
were the old-boy network, conflicts between family and work, and lack of equity in pay and
promotions.

Woods and Kavanaugh (1994) found that more than 80 percent of men and women
perceive gender discrimination and sexual harassment in the workplace as an ongoing
problem. They mailed the 49 - question survey to 1,550 hospitality managers, all of whom
had earned a baccalaureate or master’s degree from hospitality management programs within
the preceding seven years. Fifty eight percent of the respondents were women. Results
showed that in many cases the reasons why most women graduates left the hospitality
industry was due to gender discrimination or sexual harassment.

Afza & Nawaj (2008) conducted a study on “factors determining the presence of glass
ceiling and influencing women's career advancement in Bangladesh”. In this study, the
researcher identified some factors which are responsible for creating glass ceiling effects. It
also revealed some factors which help women advance their career growth.

Caroline Straub (2008) in his study of work-family issues, finds that Organisational
contexts can influence female’sbehavior. Besides organizational contexts, group related
factors were found to be critical as well. As a consequence, organizations should create more
inclusive female managers do not feel as tokens.

47
R. Sujatha (2011) founds that structural barriers and family issues affects the career
advancement of women. And efforts from both organization and individual can help in
removing these barriers.

Cecilia Titiek Murniati (2012) given that balancing personal and professional duties is the
most challenging factor in these women’s career advancement. It suggests that there is a need
of improving the existing child care centers and disseminating information to women who
need the service is preferable.

Tuchman and Isaacs (2011) examined the influence of formal and informal formative pre-
service experiences on teacher self-efficacy of three hundred fifteen teachers of general and
Judaic studies in Jewish day schools in the USA. This study examined the associations
between both formal and informal formative pre-service experiences and teacher self-
efficacy. In addition, the effect of years of teaching experience on these associations was
investigated. Formal pre-service training and positive studentteaching experiences, as well as
each of the three informal experiences, were found to be associated with positive teacher
self-efficacy .Formal and informal pre-service experiences appeared to be associated with
different aspects of teacher self- efficacy.

Devos et al. (2012) investigated how the social working environment predicted beginning
teachers’ self-efficacy and feelings of depression. The results showed that the goal structure
of the school culture (mastery or performance orientation) predicted both outcomes. Frequent
collaborative interactions with colleagues were related to higher self-efficacy only when the
novices were experiencing a few difficulties or work in an environment oriented towards
mastery goals. The mere occurrence of mentoring and meetings with the principal was not
related to the outcomes, but the quality of these activities predicted them significantly.

Work by Korsten (2003) and Jones et al. (2006):

According to Korsten (2003) and Jones et al. (2006), Human Resource Management theories
emphasize on techniques of RECRUITMENT AND SELECTION and outline the benefits of
interviews, assessment and psychometric examinations as employee selection process. They
further stated that recruitment process may be internal or external or may also be conducted

48
online. Typically, this process is based on the levels of recruitment policies, job postings and
details, advertising, job application and interviewing process, assessment, decision making,
formal selection and training (Korsten 2003).

Jones et al. (2006) suggested that examples of recruitment policies in the healthcare, business
or industrial sector may offer insights into the processes involved in establishing recruitment
policies and defining managerial objectives.

Successful recruitment techniques involve an incisive analysis of the job, the labour market
scenario/ conditions and interviews, and psychometric tests in order to find out the
potentialities of job seekers. Furthermore, small and medium sized enterprises lay their hands
on interviews and assessment with main concern related to job analysis, emotional
intelligence in inexperienced job seekers, and corporate social responsibility. Other
approaches to selection outlined by Jones et al. (2006) include several types of interviews,
role play, group discussions and group tasks, and so on.

Any management process revolves around recruitment and failure in recruitment may lead to
difficulties and unwanted barriers for any company, including untoward effects on its
profitability and inappropriate degrees of staffing or employee skills (Jones et al. 2006). In
additional, insufficient recruitment may result into lack of labour or hindrances in
management decision making, and the overall recruitment process can itself be advanced and
amended by complying with management theories. According to these theories, the
recruitment process can be largely enhanced by means of Rodgers seven point plan, Munro-
Frasers five-fold grading system, personal interviews, as well as psychological tests (Jones et
al. 2006).

Work by Alan Price (2007):

Price (2007), in his work Human Resource Management in a Business Context, formally
defines RECRUITMENT AND SELECTION as the process of retrieving and attracting able
applications for the purpose of employment. He states that the process of recruitment is not a
simple selection process, while it needs management decision making and broad planning in
order to appoint the most appropriate manpower. There existing competition among business

49
enterprises for recruiting the most potential workers in on the pathway towards creating
innovations, with management decision making and employers attempting to hire only the
best applicants who would be the best fit for the corporate culture and ethics specific to the
company (Price 2007). This would reflect the fact that the management would particularly
shortlist able candidates who are well equipped with the requirements of the position they are
applying for, including team work. Since possessing qualities of being a team player would
be essential in any management position (Price 2007).

Work by Hiltrop (1996):

Hiltrop (1996) was successful in demonstrating the relationship between the HRM practices,
HRM-organizational strategies as well as organizational performance. He conducted his
research on HR manager and company officials of 319 companies in Europe regarding HR
practices and policies of their respective companies and discovered that employment
security, training and development programs, RECRUITMENT AND SELECTION,
teamwork, employee participation, and lastly, personnel planning are the most essential
practices (Hiltrop 1999). As a matter of fact, the primary role of HR is to develop, control,
manage, incite, and achieve the commitment of the employees. The findings of Hiltrop’s
(1996) work also showed that selectively hiring has a positive impact on organizational
performance, and in turn provides a substantial practical insight for executives and officials
involved. Furthermore, staffing and selection remains to be an area of substantial interest.
With RECRUITMENT AND SELECTION techniques for efficient hiring decisions, high
performing companies are most likely to spend more time in giving training particularly on
communication and team-work skills (Hiltrop 1999). Moreover the finding that there is a
positive connection existing between firm performances and training is coherent with the
human capital standpoint. Hence, Hiltrop (1996) suggests the managers need to develop HR
practices that are more focused on training in order to achieve competitive benefits.

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50
Work by Jackson et al. (2009) and Bratton and Gold (1999):

As discussed by Jackson et al. (2009), Human resource management approaches in any

business organization are developed to meet corporate objectives and materialization of
strategic plans via training and development of personnel to attain the ultimate goal of
improving organizational performance as well as profits. The nature of RECRUITMENT
AND SELECTION for a company that is pursuing HRM approach is influenced by the state
of the labour market and their strength within it. Furthermore, it is necessary for such
companies to monitor how the state of labour market connects with potential recruits via the
projection of an image which will have an effect on and reinforce applicant expectations.
Work of Bratton & Gold (1999) suggest that organizations are now developing models of the
kind of employees they desire to recruit, and to recognize how far applicants correspond to
their models by means of reliable and valid techniques of selection. Nonetheless, the
researchers have also seen that such models, largely derived from competency frameworks,
foster strength in companies by generating the appropriate knowledge against which the job
seekers can be assessed. However, RECRUITMENT AND SELECTION are also the initial
stages of a dialogue among applications and the company that shapes the employment
relationship (Bratton & Gold 1999). This relationship being the essence of a company’s
manpower development, failure to acknowledge the importance of determining expectation
during RECRUITMENT AND SELECTION can lead to the loss of high quality job seekers
and take the initial stage of the employment relationship so down as to make the
accomplishment of desirable HRM outcomes extremely difficult. In the opinion of Bratton
and Gold (1999), RECRUITMENT AND SELECTION practices are essential characteristics
of a dialogue driven by the idea of “front-end” loading processes to develop the social
relationship among applicants and an organization. In this relationship, both parties make
decisions throughout the RECRUITMENT AND SELECTION and it would be crucial for a
company to realize that high-quality job seekers, pulled by their view of the organization,
might be lost at any level unless applications are provided for realistic organization as well as
work description. In view of Jackson et al. (2009) and Bratton & Gold (1999) applicants have
a specific view of expectations about how the company is going to treat them;
RECRUITMENT AND SELECTION acts as an opportunity to clarify this view.
Furthermore, one technique of developing the view, suggested by Bratton and Gold (1999),
51
are realistic job previews or RJPs that may take the form of case studies of employees and
their overall work and experiences, the opportunity to “cover” someone at work, job samples
and videos. The main objective of RJPs is to allow for the expectations of job seekers to
become more realistic and practical. RJPs tend to lower initial expectations regarding work
and a company, thereby causing some applications to select themselves; however RJPs also
increase the degree of organization commitment, job satisfaction, employee performance,
appraisal and job survival among job seekers who can continue into employment (Bratton &
Gold 1999) Jackson et al. (2009).

Work by Silzer et al (2010):

However, the process of recruitment does not cease with application of candidature and
selection of the appropriate candidates, but involves sustaining and retaining the employees
that are selected, as stated by Silzer et al. (2010).

Work of Silzer et al. (2010) was largely concerned with Talent management, and through
their work they were successful in resolving issues like whether or not talent is something
one can be born with or is it something that can be acquired through development. According
to Silzer et al (2010), that was a core challenge in designing talent systems, facing the
organization and among the senior management. The only solution to resolve the concern of
attaining efficient talent management was by adopting fully-executable recruitment
techniques. Regardless of a well-drawn practical plan on RECRUITMENT AND
SELECTION as well as involvement of highly qualified management team, companies
following recruitment processes may face significant obstacles in implementation. As such,
theories of HRM can give insights in the most effective approaches to recruitment even
though companies will have to employ their in house management skills for applying generic
theories across particular organizational contexts. Word conducted by Silzer et al (2010)
described that the primary objective of successful talent strategies is to create both a case as
well as a blueprint for developing the talent strategies within a dynamic and highly intensive
economy wherein acquisition, deployment and preservation of human capital-talent that
matter,, shapes the competitive advantages and success of many companies (Silzer et al.
2010).

52
Work by Taher et al. (2000):

Toward that end Taher et al. (2000) carried out a study to critique the value-added and non-
value activities in a RECRUITMENT AND SELECTION process. The strategic manpower
planning of a company, training and development programme, performance appraisal, reward
system and industrial relations, was also appropriately outlined in the study. This study was
based on the fact that efficient HR planning is an essence of organization success, which
flows naturally into employee RECRUITMENT AND SELECTION (Taher et al. 2000).
Therefore, demand rather than supply must be the prime focus of the RECRUITMENT AND
SELECTION process and a greater emphasis must be put on planning, supervising and
control rather than mediation. Extending this principle, a realistic approach to
RECRUITMENT AND SELECTION process was demonstrated, and the study found that an
organization is efficient only when the value it commands exceeds the price involved in
determining the process of decision making or product. In other words, value-added and non-
value added activities associated with a company’s RECRUITMENT AND SELECTION
process impacts its role in creating motivated and skilled workforce in the country (Taher et
al. 2000). Thus, the study identified the waiting time, inspection time and filing time as non
value added tasks and the cost of advertisement as the only value added activity in the overall
process. Taher et al. (2000) investigated the RECRUITMENT AND SELECTION section of
Bangladesh Open University. It was found that whenever the RECRUITMENT AND
SELECTION department of BOU received a recruitment request of new applicants from
other sections, the officials failed to instantly advertise the vacancy in various media. The
university had to follow some long sequential steps prior to doing so. After the vacancy is
publicly advertised, what followed were the bureaucratic formalities and complications
together with inspection and supervision by two departments thereby causing unnecessary
waiting in the RECRUITMENT AND SELECTION process that eventually increases the
cost of recruitment by keeping the organization’s image at stake. The study also witnessed
some amount of repetition taking place at every step of recruitment where the applications of
applicants circulating around too many departments for verifications. This repetitive work
tends to engage unnecessary persons for a single task that results in unnecessary delay in the
decision and unjust wastage of manpower.

53
OBJECTIVE OF THE STUDY

54
 OBJECTIVE OF THE STUDY

 To study about the Implementation of Global HR practices in the Success Specialists

Business Solutions To study the basis of appointment
 To study the attrition level and its linkage with recruitment techniques used.
 To identify the sources of recruitment preferred by the company
 To offer suggestions to strengthen the crucial area of Recruitment and Selection at
Success Specialists Business Solutions.
 To develop and maintain procedures which will assist in ensuring the appointment of
most suitable candidate.

55
RESEARCH METHODOLOGY

56
 RESEARCH METHODOLOGY

The study seems to be the observation and a description of the project where we try to find
out the hidden aspect or bring out the concept for further explanation, but some scientific
method and techniques classified it as the research, that’s why the following research
methods, techniques and components are used to facilitate the study

Research Design- Descriptive research design

Descriptive research design is a scientific method that is used in this study which helps in
observing and describing the behavior of a subject without influencing it in any way to obtain
a general overview of the subject. This design allows observation without affecting normal
behavior. It is also useful because it is not possible to test and measure the large number of
samples needed for more quantitative types of experimentation

These types of experiments are often used by anthropologists, psychologists and social
scientists to observe natural behaviors without affecting them in any way. It is also used by
market researchers to judge the habits of customers, or by companies wishing to judge the
morale of staff.

Though the results from a descriptive research can in no way be used as a definitive answer
or to disapprove a hypothesis but, if the limitations are understood, they can still be a useful
tool in many areas of scientific and normal study research such as this project.

Sample design

The study conducted on ― recruitment and selection process in Success Specialists Business
Solutions. Ltd., was restricted to 100 employees working at Mark Makers Consultancy. A
structured questionnaire was used to collect data from 100 employees working at Mark
Makers Consultancy. A convenience sampling technique was used. So the sample size for the
study is 100 employees The study is restricted to one consultant.

57
Universe

The universe or population is the aggregate of all elements possessing certain specific
characteristics which the researcher wishes to study and are defined prior to the selection of
sample. The universe for the survey uses investors investing in mutual funds in urban areas
of Lucknow.

Sampling Plan

A sampling plan is a detailed outline of which measurement will be taken at what times, on
which material, in what manner and by whom.

Simple Type

In research terms a sample is a group of people, objects, or items that are taken from a larger
population for measurement. The sample should be representative of the population to ensure
that we can generalise the findings from the research sample to the population as a whole. An
element of type simple Type contains only text. It cannot have attributes and elements. An
element of type complex Type can contain text, elements, and attributes. An element of type
complex Type is parent to all the elements and attributes contained within it.

Sample Size: 100

Sample Unit:

A Sampling unit is an object that can be selected with known probability from a Sampling
frame. Interpretation: A Sampling unit is one of the units selected for the purpose of
sampling. Each unit being regarded as individual and indivisible when the selection is made.
Sample units are the members of the population from which measurements are taken during
sampling. Sample units are distinct and non-overlapping entities, such as quadrats or
transects, individual plants, branches within a plant, etc

58
Data Source

A data source may be the initial location where data is born or where physical information is
first digitized, however even the most refined data may serve as a source, as long as another
process accesses and utilizes it. Concretely, a data source may be a database, a flat file, live
measurements from physical devices, scraped web data, or any of the myriad static and
streaming data services which abound across the internet.

Here’s an example of a data source in action. Imagine a fashion brand selling products
online. To display whether an item is out of stock, the website gets information from an
inventory database. In this case, the inventory tables are a data source, accessed by the web
application which serves the website to customers. Focusing on how the term is used in the
familiar database management context will help to clarify what kinds of data sources exist,
how they work, and when they are useful.

Data source nomenclature

Databases remain the most common data sources, as the primary stores for data in ubiquitous
relational database management systems (RDBMS). In this context, an important concept is
the Data Source Name (DSN). The DSN is defined within destination databases or
applications as a pointer to the actual data, whether it exists locally or is found on a remote
server (and whether in a single physical location or virtualized.) The DSN is not necessarily
the same as the relevant database name or file name, rather it is in an address or label used to
easily reach the data at its source.

Ultimately, the systems doing the ingesting (of data) determine the context for any discussion
around data sources, so definitions and nomenclature vary widely and may be confusing.
This is especially true in more technical documentation. For example, within the Java
software platform, a ‘Datasource’ refers specifically to an object representing a connection to
a database (like an extensible, programmatically packaged DSN). Meanwhile, some newer
platforms use ‘DataSource’ more widely to mean any collection of data which provides a
standardized means for access.

59
Data source types

Though the diversity of content, format, and location for data is only increasing with
contributions from technologies such as IoT and the adoption of big data methodologies, it
remains possible to classify most data sources into two broad categories: machine data
sources and file date sources. Though both share the same basic purpose — pointing to the
data’s location and describing similar connection characteristics — machine and file data
sources are stored, accessed, and used in different ways.

Machine data sources

Machine data sources have names defined by users, must reside on the machine that is
ingesting data, and cannot be easily shared. Like other data sources, machine data sources
provide all the information necessary to connect to data, such as relevant software drivers
and a driver manager, but users need only ever refer to the DSN as shorthand to invoke the
connection or query the data.

The connection information is stored in environment variables, database configuration

options, or a location internal to the machine or application being used. An Oracle data
source, for example, will contain a server location for accessing the remote DBMS,
information about which drivers to use, the driver engine, and any other relevant parts of a
typical connection string, such as system and user IDs and authentication.

File data sources

File data sources contain all of the connection information inside a single, shareable,
computer file (typically with a .dsn extension). Users do not decide which name is assigned
to file data sources, as these sources are not registered to individual applications, systems, or
users, and in fact do not have a DSN like that of machine data sources. Each file stores a
connection string for a single data source.

File data sources, unlike machine sources, are editable and copyable like any other computer
file. This allows users and systems to share a common connection (by moving the data
source between individual machines or servers), and for the streamlining of data connection

60
processes (for example by keeping a source file on a shared resource so it may be used
simultaneously by multiple applications and users).

It is important to note that ‘unshareable’ .dsn files also exist. These are the same type of file
as described above, but they exist on a single machine and cannot be moved or copied. These
files point directly to machine data sources. This means that unshareable file data sources are
wrappers for machine data sources, serving as a proxy for applications which expect only
files but also need to connect to machine data.

How data sources work

Data sources are used in a variety of ways. Data can be transported thanks to diverse network
protocols, such as the well-known File Transfer Protocol (FTP) and HyperText Transfer
Protocol (HTTP), or any of the myriad Application Programming Interfaces (APIs) provided
by websites, networked applications, and other services.

Many platforms use data sources with FTP addresses to specify the location of data needed to
be imported. For example, in the Adobe Analytics platform, a file data source is uploaded to
a server using an FTP client, then a service utilizes this source to move and process the
relevant data automatically.

SFTP (The S stands for Secure or SSH) is used when usernames and passwords need to be
obfuscated and content encrypted, or FTPS may alternatively be used by adding Transport
Layer Security (TLS) to FTP, achieving the same goal. Meanwhile, many and diverse APIs
are now provided to manage data sources and how they are used in applications. APIs are
used to programmatically link applications to data sources, and typically provide more
customization and a more versatile collection of access methods. For example, Spark
provides an API with abstract implementations for representing and connecting to data
sources, from barebones but extensible classes for generic relational sources, to detailed
implementations for hard-coded JDBC connections. Other protocols for moving data from
sources to destinations, especially on the web, include NFS, SMB, SOAP, REST, and
WebDAV. These protocols are often used within APIs (and some APIs themselves make use
of other APIs internally), within fully featured data applications, or as standalone transfer

61
processes. Each have characteristic features and security concerns which should be
considered for any data transfer.

The purpose of a data source

Ultimately, data sources are intended to help users and applications connect to and move data
to where it needs to be. They gather relevant technical information in one place and hide it so
data consumers can focus on processing and identify how to best utilize their data.

The purpose here is to package connection information in a more easily understood and user-
friendly format. This makes data sources critical for more easily integrating disparate
systems, as they save shareholders from the need to deal with and troubleshoot complex but
low-level connection information.

And although this connection information is hidden, it is always accessible when necessary.
Additionally, this information is stored in consistent locations and formats which can ease
other processes such as migrations or planned system structural changes.

Getting started with data sources and integration

Once data has arrived at its final destination, preferably a centralized repository such as a
cloud data warehouse, differences in formatting or structure based on the source should be
smoothed out. The very first step towards this data integration goal, however, involves
abstracting the initial data connections themselves — a complex task when accounting for
the number of data sources accessible via the cloud.

Method of data collection

What is data collection and its types?

Data Collection: Data represents information collected in the form of numbers and text. Data
collection is generally done after the experiment or observation. Primary data and Secondary
data are helpful in planning and estimating. Data collection is either qualitative or
quantitative.

62
Secondary Sources: Secondary data has been collected from standard textbooks, Journals,

Newspapers, Magazines & Internet, and the company`s annual report.

Research Instrument: The Research instrument used for the primary data collection is a

Questionnaire.

Sample Design: Sample design is a definite plan determined before any data is actually

obtained for a sample from a given population. The researcher must decide the way of

selecting a sample. Samples can be either probability samples or non-probability samples.

The sample in this research is non-probability.

Sampling Technique: Judgemental.

Sample Size:

Sample size is of 100 employees with the following category:

A.) Full time employees

B.) Part Time employees

C.) Intern

Area of Study: Delhi

Significance of the Study

Human resource management is a growing and influential discipline which is increasingly

critical to the survival and success of all organizations. The concept of - Implementation of
Global HR practices s becoming wide to critically analyze all the factors like recruitment
source, selection tests, selection barriers etc. Organization requires sustainable competitive

63
advantages and it can be achieved through effective implementation of Human Resource
Development (HRD) practices and strategies. The product development is based on the
recruited staff in organization. Recruitment is a task to attract potential candidate and
stimulate them towards the job in organization. Selection is to conduct tests of candidates and
place them at the right job. The - Implementation of Global HR practices is not an easy job
for the organization. If the - Implementation of Global HR practices policy is not set
carefully by the organization, the organization cannot produce good quality product and is
not able to face the challenges in the market. Unless the appropriate candidates are recruited,
even the best plans, organizations charts, and control systems would not yield good results.
Care is to be taken in the process of selection; the decision of candidate’s selection affects
not only the career of individual but also the future of organization. The main purpose of
selection process is to select most suitable candidate who would meet the requirement of the
job. ~ 46 ~ The present research works determine the significance of different recruitment
sources (ex. employee referral, job consultancy, campus recruitment, advertising etc.) and
assist which one is better to choose the candidates. The study analyzes the methods of
recruitment either direct or indirect method is suitable to organization for recruitment of
employees. Selection process is rather difficult than recruitment. There are some selection
tests like ability, aptitude, written, medical, physical, psychometric etc. The study measures
the importance and necessity of each test to select the appropriate candidate in organization.
Interview is one essential part of selection therefore the study tries to focus which interview
method to be adopted to measure the best performance of candidates.

Statistical Tool

Statistical tests are used in hypothesis testing. They can be used to: determine whether a
predictor variable has a statistically significant relationship with an outcome variable Many
biological studies use large data to analyze the trends and patterns in studies. Therefore,
using statistical tools becomes essential, as they manage the large data sets, making data
processing more convenient. A statistical method in which a variable is used to isolate
variation in a regress or variable that is orthogonal to unobserved components of the outcome
of interest

64
PROBLEM AND LIMITATIONS

65
 PROBLEM AND LIMITATIONS

1. Process consumes a lot of time

Recruitment is a lengthy process, and the recruitment agency might take a lot of time to find
the correct candidates. A recruitment team isn’t helpful when you want a candidate to fill a
vacant position immediately.

2. Communication gap
The only way to communicate with the recruitment team is via emails or telephones. There
can be times where the team doesn’t properly understand what the company wants and finds
a wrong candidate.
On the other hand, the company’s HR department is always there, so they can proactively
search according to the company’s need. They understand the business model in a better way
as well.
3. Not practical for temporary hires
Hiring a recruitment team for finding candidates for project work isn’t ideal since the person
is only going to work for a limited time. So, you will only have to bear the load of finding
employees on a temporary basis.
In such circumstances, the cost of operation goes higher than the benefits the company gets
on by making the hire.

 The major limitation of any study is time & money and so goes for my also which is
creating brand image of Agile capital in India with special reference to Lucknow city
on the customers.

 Had it been more time, I included other Success Specialists Business Solutions. Ltd.
industries also would have compared it with Success Specialists Business Solutions.
Ltd. . The other factor deterred the study was money.

66
DATA ANALYSIS
AND
INTERPRETATION

67
 DATA ANALYSIS AND INTERPRETATION

Q1. What is the estimated recruitment timing / process in company?

Respondents Percentage (%)

6 Month 12

3 Month 28

1 year 57

Less than 1 Month 3

6 Month 3 Month 1 year Less than 1 Month

3%

12%

28%

57%

Interpretation

According to the diagram estimated recruitment timing / process in company is less than
one month as shown in figure 57 %

68
Q2. Is CBI (Competency based interview) questions are being adapted at Company
in comparison to traditional method?

Respondents Percentage (%)

Yes 22

No 47

Can’t Say 31

Yes No Can’t Say

22%
31%

47%

Interpretation

According to the figure 47% we cannot say that Competency based interview questions are
being adapted at company in comparison to traditional method.

69
Q3. Both technical and behavioral factors are taken into consideration at the time of
recruitment ?

Respondents Percentage (%)

Yes 23

No 34

Can’t Say 43

Yes No Can’t Say

23%

43%

34%

Interpretation

According to the figure , not 43% technical and behavioral factors are taken into
consideration at the time of recruitment.

70
Q4. When applicants are called for the interview they know that who will be present
in the interview panel and for what duration?

Respondents Percentage (%)

Yes 7

No 72

Can’t Say 21

Yes No Can’t Say

7%
21%

72%

Interpretation

According to the survey,72% employees do not know who will be present in the interview
panel and for what duration.

71
Q5. What is best sources in information of reference check for an employee?

Respondents Percentage (%)

Personal reference 37

On the job performance 33

HR Office 18

Good questioning technique 12

Personal reference On the job performance

HR Office Good questioning technique

12%

37%
18%

33%

Interpretation

According to the figure 37% personal reference is best and remaining 18 and 33 % are
margin.

72
Q6. Which recruitment source are being adapted most in company?

Respondents Percentage (%)

Internal resources 14

Employee reference 18

Head hunting 65

Advertising agency 3

Advertising Internal
agency resources
3% 14%

Employee
reference
18%

Head hunting
65%

Interpretation

According to the figure65% head hunting is mostly adopted by company a for recruitment
process.

73
Q7. What is the mode of recruitment information received by applicant?

Respondents Percentage (%)

Post 33

Electronically 42

Both 18

None 7

Post Electronically Both None

7%

18% 33%

42%

Interpretation

According to the figure 42% both Post and Electronically recruitment information received
by applicant.

74
Q8. If by post than how many days after you requested the pack being received?

Respondents Percentage (%)

1 to 2 days 57

2 to 3 days 38

Above 3 days 5

1 to 2 days 2 to 3 days Above 3 days

5%

38%

57%

Interpretation

According to the figure 58% after 1 to 2 days of request the pack has being received.

75
Q9. Is there is professional equity in recruitment and selection policies company?

Respondents Percentage (%)

1 to 2 days 43

2 to 3 days 33

Can’t say 24

1 to 2 days 2 to 3 days Can’t say

24%

43%

33%

Interpretation

According to the figure 43% yes there is professional equity in recruitment and selection
policies in company.

76
Q10. What is the present recruitment hiring ratio?

Respondents Percentage (%)

1 on 20 47

1 on 5 27

5 on 15 22

6 on 12 4

1 on 20 1 on 5 5 on 15 6 on 12

4%

22%

47%

27%

Interpretation

According to the figure 47% present recruitment hiring ratio is 10 on 20.

77
Q11. What is the average joining ratio?

Respondents Percentage (%)

> 50% 33

<25% 15

>75% 43

None 9

> 50% <25% >75% None

9%

33%

43%

15%

Interpretation

According to the figure 43% average joining ratio is more than 75%.

78
FINDINGS

79
 FINDINGS

 According to the diagram estimated recruitment timing / process in company is less

than one month as shown in figure 57 %
 According to the figure 47% we cannot say that Competency based interview
questions are being adapted at company in comparison to traditional method.
 According to the figure , not 43% technical and behavioral factors are taken into
consideration at the time of recruitment.
 According to the survey,72% employees do not know who will be present in the
interview panel and for what duration.
 According to the figure 37% personal reference is best and remaining 18 and 33 %
are margin.
 According to the figure65% head hunting is mostly adopted by company a for
recruitment process.
 According to the figure 42% both Post and Electronically recruitment information
received by applicant.
 According to the figure 58% after 1 to 2 days of request the pack has being received.
 According to the figure 43% yes there is professional equity in recruitment and
selection policies in company.
 According to the figure 47% present recruitment hiring ratio is 10 on 20.
 According to the figure 43% average joining ratio is more than 75%.

80
 SUGGESTIONS
AND
RECOMMENDATIONS

81
 SUGGESTIONS AND RECOMMENDATIONS

• The company should increase its intake of employees by recruitig from

Educational Institutes more vigorously.
• The company should introduce a mobile recruitment team who can go from
places to places to select the candidates quickly and cost effectively.
• To avoid the drain out of candidates because of less pay, company should give
incentives to the candidate based on the performance every month.
• Company should give appraisal to the candidates in form of promotion or
raise in alary to enhance their performances and company should arrange
further workshops for least performing employees so as to increase their
performance level.
• Candidates with working experience in any other export company shouldn’t
be drained at all instead should be hired and given training according to the
requirement of the company process.
• Advertisement is the best source to grab maximum candidates, even though it
is expensive. This one time investment helps to reach maximum candidates. In
addition to this, employee references are the best source to get skilled
candidates.
• Jobsites and Online (Consultancies) are the best source to reduce the time and
save time to get candidates.

82
CONCLUSION

83
 CONCLUSION

This study has focused on the Implementation of Global HR practices in the Success
Specialists Business Solutions Business Solutions.. . The study has been conducted
from the employees working for recruitment process in Success Specialists Business
Solutions. The Company seems to be moving its right lines as far as its recruitment
strategy is concerned. However a few drawbacks were found and suggestions are
recommended for it.
Since the company is at its early stages and since recruitment is carried out on a mass
scale it becomes important to concentrate on this aspect. With these objectives in
mind this study has been conducted.
This study has focused on the recruitment process Of Success Specialists Business
Solutions. Ltd.. The study has been conducted from the employees working for
recruitment process in Success Specialists Business Solutions. Ltd. The Company
seems to be moving its right lines as far as its recruitment strategy is concerned.
However a few drawbacks were found and suggestions are recommended for it.
Since the company is at its early stages and since recruitment is carried out on a mass
scale it becomes important to concentrate on this aspect. With these objectives in
mind, this study has been conducted. An effective recruitment and selection process
reduces turnover, we also get much better results in our recruitment process if we
advertise specific criteria that are relevant to the job. Include all necessary skills, and
include a list of desired skills that are not necessary but that would enhance the
candidate's chances. If we fail to do this, we might end up with a low-quality pool of
candidates and wind up with limited choices to fill the open position. When we
choose a candidate based upon the qualifications demonstrated in the resume, the
interview, employment history and background check, we will land the best fit for the
position. Based on our decisions about a specific candidate upon specific evidence
rather than any gut instincts. If we hire people who can do the job instead of people
we merely like, we will have higher productivity and quality in our products or
services The recruitment and selection process is the time we not only identify a
candidate who has the experience and aptitude to do the job that we are looking to
fill, but also to find someone who shares and endorses our company’s core values.

84
The candidate will need to fit in well within our company’s culture. The selection and
recruitment process should provide our company with an employee who adapts and
works well with others in our business. Failure to recruit and select for the long term
can result in high turnover. Besides, selection function provides a vital opportunity
for us to focus on what candidates can offer our company. It is important to select
carefully, either by using our own judgment or by enlisting the help of managers we
trust. The interviewer must know what the job is and what will be required for a new
hire to perform well. The interview process also allows us the opportunity to express
our company’s vision, goals and needs. Last but not least, It is vital that the interview
elicits responses from applicants that can be measured against our expectations for the
position. If we don’t use the interview to effectively eliminate applicants who don’t
fit into the company culture, we might end up dealing with turnover, confusion and
disgruntled employees.

85
BIBLIOGRAPHY

86
 BIBLIOGRAPHY

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Himalaya publishing house, 1996.
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Burke; Cary L. Cooper. Routledge, 2005
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Wright,2011
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 Dr.C.K.Gomathy,C K Hemalatha, Article: A Study On Employee Safety And Health
Management International Research Journal Of Engineering And Technology (Irjet)-
Volume: 08 Issue: 04 | Apr 2021

Dr.C K Gomathy, Article: A Study on the Effect of Digital Literacy and information
Management, IAETSD Journal For Advanced Research In Applied Sciences, Volume 7
Issue 3, P.No-51-57, ISSN NO: 2279-543X,Mar/2018

Dr.C K Gomathy, Article: An Effective Innovation Technology In Enhancing Teaching

And Learning Of Knowledge Using Ict Methods, International Journal Of Contemporary
Research In Computer Science And Technology (Ijcrcst) E-Issn: 2395-5325 Volume3,
Issue 4,P.No-10-13, April ’2017

BOOKS

 Human resource management by RAO, V.S.P

 Research methodology by KOTHARI C.

PRESS RELEASE

 News papers - business standard

 Monthly magazines

 business world

 Front line

WEBSITE

 https://successspecialists.in/

 www.hr.ac.in

 www.answer.com

89
QUESTIONNAIRE

90
 QUESTIONNAIRE

Name:-
.....................................................................................................................................................

Age............................yrs.
Gender.................................................ContactNo..........................................

Occupation …………………………………………..

Address........................................................................................................................................
......................................................................................................................................................
................................

Q1.What is the estimated recruitment timing / process in Success Specialists Business

Solutions. ?

i. 6 Month
ii. 3 Month
iii. 1 year
iv. Less than 1 Month

Q2. Is CBI (Competency based interview) questions are being adapted at COMPANY
in comparison to traditional method?

i. Yes
ii. No
iii. Can’t Say

91
Q3.Both technical and behavioral factors are taken into consideration at the time of
recruitment?

i. Yes
ii. No
iii. Can’t Say

Q4. When application are called for the interview they know that who will be present in
the interview panel and for what duration?

i. Yes
ii. No

Q5. What is best sources in information of reference check for an employee?

i. Personal reference
ii. On the job performance
iii. HR Office
iv. Good questioning technique

6. Which recruitment source are being adapted most in Success Specialists Business
Solutions. ?

i. Internal resources
ii. Employee reference
iii. Head hunting
iv. Advertising agency

Q7. What is the mode of recruitment information received by applicant?

i. Post
ii. Electronically
iii. Both
iv. None

92
Q8. If by post than how many days after you requested the pack being received?

i. 1 to 2 days
ii. 2 to 3 days
iii. Above 3 days

Q9. Is there is professional equity in recruitment and selection policies inSuccess

Specialists Business Solutions. ?

i. Yes
ii. No
iii. Can’t say

Q10. What is the present recruitment hiring ratio?

i. 1 on 20
ii. 1 on 5
iii. 5 on 15
iv. 6 on 12

Q11. What is the average joining ratio?

i. 50%
ii. <25%
iii. >75%
iv. None
v.

93