COVER PAGE

DECLARATION
COMPANY CERTIFICATE
 ACKNOWLEDGEMENT

Any research is never an individual effort. It is contributory effort of many

heads, hands & hearts. Firstly, I would like to convey my heartfelt thanks to

Dr. Virendra Swarup Institute Of Computer Studies, Kanpur, who provided

me an opportunity to get a job in “Golden Technology Inc.”

I am highly indebted to those who have helped me in making this training

report successful and helped me to understand and remember the

important and valuable details for the completion of report. It is my

profound privilege to express my sincere thanks to Mr. Brian Marcum a

who gave me an opportunity to pursue my training in their prestigious

company.

I would also like to thank Ms. Shweta Agnihotri for giving her expert

Guidance & cooperation whenever I approached her for help in carrying out

my project related to “A Study on impact of Web Designing and Social

Media Marketing In Kanpur” And also provided the valuable insights in

understanding the basic fundamental about CLOUD DATA SOFTWARE

SOLUTIONS and regulation throughout duration of my project. I would like

express my thanks to all faculties throughout, which this learning was

possible. My project has been successes only because of their guidance &

support.
PREFACE
As a part of the MBA curriculum and in order to gain practical knowledge in the

field of management, we are required to make a report on “An analytical study of

end-to-end recruitment lifecycle for an international market (US)” .

The basic objective behind doing this project report is to get knowledge of

different tools of marketing.

In this project report we have included various concepts, effects and implications.

Doing this project report helped us to enhance our knowledge regarding different-

different marketing strategies and tools. Through this project report we come to

know about importance of team work and role of devotion towards the work.
TABLE OF CONTENT
LIST OF FIGURES/TABLES
 CHAPTER 1: INTRODUCTION

INFORMATION TECHNOLOGY SECTOR

Trends in the Information Technology sector:

The US leads the global landscape in technology innovation. The company’s competitive
edge, according to the World Economic Forum’s 2018 Global Competitive Index, is due to its
business dynamism, strong institutional pillars, financing mechanisms and vibrant innovation
ecosystem. Innovation is a trademark feature of American competitiveness and has powered
its global dominance since the post-World-War industrial revolution. Countries that lead the
world I generate advanced technologies and leveraging the full productive capacity of their
digital economies can gain a strategic competitive advantage.

Global distribution of top one hundred digital companies and market capitalization (US $billion)

Digital technologies have risen to prominence as a critical determinant of economic growth,

national security, and international competitiveness. The digital economy has a profound
influence on the world’s trajectory and the societal well-being of ordinary citizens. It affects
everything from resource allocation to income distribution and growth.
But how do we measure the digital economy and its contributions to growth and pertinent
social indicators? Watanabe (2016), Brynjolfsson (2018), Nakamura (2018), Moulton (2018),
and many other experts acknowledge the difficulty of precisely evaluating a digital economy
characterized by rapidly changing products and services. Researchers estimate that “the
digital economy is worth $11.5 trillion globally, equivalent to 15.5 percent of global GDP
and has grown two and a half times faster than global GDP over the past 15 years.”
For its part, the Bureau of Economic Analysis (BEA) attributes the challenges of measuring
the digital economy to a lack of consensus around activities included in the definition and the
rapid pace at which the underlying nature of digital technologies evolves. The BEA estimates
that the U.S. digital economy grew at an annual average rate of 5.6 percent between 2006 and
2016 and “accounted for 6.5 percent of current-dollar GDP.”
“Tracking the digital economy’s growth trajectory is essential because it serves as an
integral forward-looking barometer of U.S. economic growth and international
competitiveness.”
National statistical accounting challenges notwithstanding, tracking the digital economy’s
growth trajectory is essential because it serves as an integral forward-looking barometer of
U.S. economic growth and international competitiveness. Conceptually, the digital economy
comprises goods and services that either were produced using digital technologies or include
these technologies. The information and communications technology (ICT) industry stands at
the centre of much of this activity, underpinning the digital economy and serving as a reliable
yardstick of its performance. Niebel (2018) confirms the link between ICT industry
investments and economic growth, finding that between 1995 and 2010, “ICT contribute[d]
substantially to economic growth” for developed, developing, and emerging countries.
In the digital era, innovation, entrepreneurial dynamism, and information and ICT production
will drive America’s competitive edge. The ICT industry and ICT-enabled industries make
important contributions to economic growth. This paper attempts to value those contributions
and benchmark the importance of the ICT sector in the U.S. economy by assessing its
contributions to economic growth, job creation. The sector’s downstream contributions to the
small business ecosystem and investments in reskilling and upskilling initiatives are
examined. Finally, systemic challenges related to data privacy, trade, and immigration facing
the sector are reviewed.

BENCHMARKING GLOBAL COMPETITIVENESS

Deep investments in ICT assets: Computer hardware, software, and internet, and broadband
infrastructure, for example, are crucial determinants of growth in advanced economies. An
OECD study by Vincenzo Spezia posits that increased GDP growth and country-specific
global competitiveness can be primarily attributed to growth rates in ICT investment.[5] The
impact of ICT assets, measured as the value of ICT-capital services as a percentage of GDP,
is instructive in assessing the ICT sector’s full growth contribution. And on that front, the
U.S. has secured a global lead, maintaining relatively strong competitiveness compared with
other OECD member states. India and China have emerged as front-runners in this space,
particularly with respect to the high levels of capital (or capital services) that ICT assets bring
to GDP growth.
In addition to the demonstrated positive impact from ICT sectors on the total economy, a
transformational shift has occurred from the ICT manufacturing sector to the ICT service
sector. This move from a hardware- to software-centric level of growth has been particularly
pronounced in developing countries due to deeper and wider mobile-cellular networks.[6]
Moreover, the maturing mobile ecosystem has been fuelled by greater accessibility among
mobile internet users and the affordability of smartphones and portable devices.

IT service output of four economies

Labour productivity per hour worked in 2017 US$

Domestic expenditures on R&D innovation

 U.S. INFORMATION TECHNOLOGY SECTOR

Within and outside information technology (IT), the U.S. has delivered slow and steady
economic growth since emerging from the monetary crisis. U.S. GDP growth averaged 2.3
percent between 2010 and 2018, according to BEA figures. Diving below aggregate GDP
statistics reveals a diverging growth story within which the services-producing sector
headlines as a growth protagonist. Services-producing industries, which account for more
than 80 percent of total output, have anchored much of U.S. economic performance and post-
crisis recovery.
The IT industry is growing in dominance within the services-producing sector, powered in
large part by a vibrant technology sector. But the industry is relatively small in absolute size,
accounting for only 6 percent of the total economy, says BEA.

Industry contributions to changes in real gross domestic product.

The ICT sector is a growth powerhouse, despite its diminutive stature. Over the last four
years, the industry has driven remarkable gains, powering real economic growth and
employment. The proliferation of digital technologies will continue to bring unprecedented
structural changes to the U.S. economy, cementing the IT industry’s position as a leading
source of growth and employment. Yet exactly how the IT industry will shape various
aspects of the economy remains difficult to predict.
More broadly, the IT industry is an important contributor to the burgeoning digital economy
and feeds the domestic economy through two primary channels: the production of cutting-
edge technologies and the distribution of scale of innovation across other economic sectors.
The IT services sector distributes innovative technologies from consulting services to
downstream business organizations seeking to improve efficiency, generating significant
multiplier effects across the industry value chain. IT spending on services, infrastructure, and
software is on track to rise to $3.8 trillion, according to Gartner’s forecast, a 3.2 percent
increase from $3.7 trillion in 2018.
The IT industry is also impressively robust. It persevered through the U.S. economy’s slow
recovery, growing from an annual value-add of $835 billion in 2008 to $1,480 billion in 2017
an increase of 77 percent (Table 1). The services-producing sector, though much larger, grew
20 percent over the same period. Meanwhile, the goods-producing sector posted a modest 5
percent increase to real economic growth.

ICT SECTOR SHAPING THE FUTURE OF WORK

ICT technologies are essential productivity and growth inputs, but fully exploiting the
potential of digital technologies is predicated on a capable workforce that can convert
technical knowledge into productive outputs. Growth trends in ICT sectors worldwide and a
highly skilled workforce shape management decisions when choosing corporate headquarters
and manufacturing centres.
Amidst a “reskilling revolution,” hiring and developing a company’s talent pool from within,
rather than competing with large industry peers and smaller innovative companies, has been
increasingly lauded as the new “recruiting tool” and a more effective model to bridge the
technical skills gap. Retraining existing talent rather than relying on external hiring is less
costly; turnover costs can equal as much as 16 percent of an hourly-waged employee’s
compensation or 213 percent of the salary for a highly trained position. Additionally,
retraining allows companies to build upon their workforce’s institutional knowledge and not
lose valuable time waiting for newly acquired workers to adjust to company practices.
Ultimately, due to the nature of contemporary jobs and the diversity of workplace settings,
online learning content and micro-learning are sure to become increasingly popular among
organizations to boost business value in the digital economy.

FUTURE CHALLENGES
Regulatory uncertainty and the rise of massive security breaches present major challenges for
the IT industry moving forward. The proliferation of AI, machine learning, and robotic
automation technologies across leading IT service companies supports the industry’s robust
outlook. However, widespread security concerns place millions of consumers and the small
business ecosystem at risk. What’s more, the radical shift in political attitudes around critical
domestic issues (particularly trade and immigration) calls the industry’s future into question.
Ambiguities around data privacy, cybersecurity, and trade warrant particular attention.
 Data privacy
Digital privacy protection is of critical importance in a vibrant digital society that respects
consumers’ rights to control access to their data and balances safeguards within an ecosystem
that supports innovation and growth. However, the pace of massive data breaches has
eclipsed regulators’ ability to constrain these events and improve institutional accountability.
“Digital privacy protection is of critical importance in a vibrant digital society that respects
consumers’ rights to control access to their data and balances safeguards within an ecosystem
that supports innovation and growth.”
Globally, Europe’s General Data Protection Regulation (GDPR) provides a regulatory model
that, at its core, aims to protect consumers and increase control over their personal data via
informed consent. GDPR also incentivizes enterprise compliance and accountability through
punitive fines.

 Trade and immigration tensions

negative sentiments toward immigrant labour have shaped political debates and national
policies that promote closing borders to important labour flows of highly skilled immigrants.
Recently, through a series of legislation under the “Buy American/Hire American” executive
order, the U.S. has applied greater scrutiny and more stringent requirements to employment-
based immigration (specifically the H-1B temporary foreign worker visa). These impending
laws are expected to disproportionately affect the ICT industry.
Furthermore, recently implemented administrative changes to the H-1B visa lottery
compound the effects of anti-immigrant labour market policies. Despite the unknown final
impact of the lottery change, summarily these rules and regulations alter competitive
dynamics among highly skilled workers. By reducing the dominance of large IT staffing
firms (e.g., Tata Consultancy Services, Infosys, and Wipro) in employment-visa based
petitions with candidates who fail to fit “highly skilled occupational requirements,” many
major tech firms will lose out on a valuable talent source of permanent and temporary
workers. To that end, heightened workforce pressures across the ICT industry will likely
cause many IT firms to relocate more operations offshore to compensate for the shortfall in
domestic-based foreign talent if workforce training efforts cannot meet the industry’s demand
for highly skilled workers.

CONCLUSION
“It is clear that the IT industry, despite its relative immaturity compared with more
established sectors, will remain a key player in the nation’s economic landscape.”
The IT industry is shaping the U.S. economy in several important ways, most notably with
respect to sectoral innovation, economic growth, overall business operations, and regulatory
policy. It is clear that the industry, despite its relative immaturity compared with more
established sectors, will remain a key player in the nation’s economic landscape. However, its
prospects are tempered by looming issues related to international affairs.
In the long run, closing borders presents significant risks to the IT industry and may come at
the expense of the industry’s innovation, competitiveness, and capacity to develop and
distribute products and services. Ensuing responses to the turbulence around trade wars,
immigration, and cross-border communication will guide the industry’s development in
potentially drastic ways. Such changes, however difficult they are to forecast, will likely
bring ripple effects to IT and related industry as well as the economy at large. Industry
experts should thus continue to monitor developments in IT and adjacent areas carefully to
safeguard its evolution, provide targeted workforce recommendations, and devise appropriate
protectionary measures for businesses and consumers.
 INDUSTRY PROFILE: STAFFING AND RECRUITMENT

Staffing:
US staffing is a talent acquisition company which brings together HR departments of the
clients, the VMS and the managers of staffing companies to hire the best talent for the vacant
jobs in shortest possible time.
Companies need employees. People need jobs. And the staffing industry brings them
together. Whether for temporary or seasonal assignments, contract engagements, or
permanent placement, the staffing industry gives employees a bridge to permanent
employment and it gives businesses the skilled labour and flexibility to create effective
workforce solutions.
Some of the benefits of working with a staffing company include:

 Access to a larger pool of candidates: Staffing companies have extensive databases of

potential candidates, giving businesses access to a much larger pool of job seekers
than they could find on their own.
 Save time and money: Staffing companies handle all of the initial screening and
interviewing of candidates, which can save businesses a significant amount of time
and money.
 Reduced turnover: Staffing companies can help businesses find candidates that are a
good fit for the company and the position, which can lead to reduced turnover.
 Increased productivity: With the help of a staffing company, businesses can fill open
positions quickly and get back to business as usual. This can lead to increased
productivity and profitability.
If your business needs staffing assistance, there are a number of staffing companies to choose from.
It’s important to do your research to find a staffing company that is a good fit for your business and
your needs.

Recruitment:
Recruitment is the process of finding and attracting capable candidates for employment. In
other words, recruitment is about finding the right talent, for the right job, at the right time.
Recruitment is not an easy task it requires a lot of creativity these days. The job market is
also known as candidate-driven; the recruitment process is done at 360 degrees. This also
includes current and rising trends in the recruitment industry. The root of recruitment
experience from candidates, hiring managers, and recruiters themselves is progressing. 

Technology is interrupting the recruitment world too. So, to maintain that growth the
recruitment industry needs to constantly look forward. We have not just taken the words; we
have done the research and took the views of the industry experts.
Key Facts about US Staffing
 After the great recession of 2009, US Staffing industry has created more jobs than any
other industry.
 This happened because staffing and recruiting industry is more resilient to any other
industry when it comes to economic expansions and contractions.
 The other main reason why staffing business is ever so expanding is because of
exponential rise in demand of contractual workers.
 The average tenure of an employee within staffing and recruiting industry is around
about 24-36 months which is 30-40% higher than the average tenure of an employee
within any other sector.
 The above statistics are just few pointers which indicate what is in store for people
who are willing to make a career in this industry.

Recruitment and Selection Methodology

Recruitment refers to the process of sourcing, screening, and selecting people for a job or
vacancy within/for an organisation. The process of finding possible candidates for a job or
function, usually undertaken by recruiters.
Domestic and US Recruitment:
 Domestic recruitment is the selection of candidate for the company which is located in the
hometown.
 US selection is the selection process of consultants for the US companies or clients from
the home town.
 Sourcing- Sourcing in personnel management work refers to the identification and
uncovering of candidates through proactive recruiting techniques.
 Screening- Screening is the investigation of a great number of something (for instance,
people) looking for those with a particular problem or feature. For example, at an airport
many bags are screened by X-ray to try to detect any which may contain weapons or
explosives, and people are screened by passing through a metal detector.
 Recruitment refers to the criteria of the positions to be filled based on targeted keywords
to find the potential candidate. When determining a requirement, there are a variety of
questions that need to be asked.
 Title
 Company
 Description
 Location
 Rate
 Employment type
 Work status
 Clearance
  Education
Job Title: Title refers to the designation or identity of the candidate differentiating oneself
from others working in the organization.
Company: It refers to the brief description of the organisation- “Why the company is the
good place to work?” We should not consider the resumes which are presently in the same
company.
Description: It refers to what the candidates are doing in this position. It provides a
comprehensive description of the position i.e. their responsibilities, role, actual work.
Location: It refers to where exactly the job is in accordance with the city/state/all over US or
any relocation required.
Rate: Hourly rates or Yearly salary (sometimes with the benefits)
Employment Type: It refers to whether the position is on the fulltime/ part time/ contractual.
Work status: US Citizen/ Green card holder/H1/ EAD/TN
Clearance: Confidential/ Secret/ Top/ DoE/TS
Education/Qualifications: It is the outline skills required for the position. Difference
between the actual required qualifications and the “nice to have skills”. It includes:
 Desired or minimum number of years of experience.
 Any certifications needed.
 Soft skills (time management, organisation skills, leadership, communication skills,
willingness to travel, etc).
 Any high school, AA, BS, MS and doctorate required.

Key Participants in US Staffing

 Client
 Account Manager or Delivery Manager
 Candidates
 VMS
 Recruiters

US States and their Abbreviations

MAP of USA

US Rendezvous
In this section we will be introduced to following aspects of the USA:
 Demographic
 Culture
 Geography
 Work Visa and permit
Google Maps: Google maps are used to find the location, direction, and distance between two
places.
Area Code: Area code indicates the graphical area of the country. It also indicates the
telephone code of the certain location.
Postal Code: It is used for submitting the resume in the Job portals and for the postal service.
White Pages: It helps to search the people in the US by name, address or phone number. The
time gap between all the four regions is one hour.
Relocation: It is an act of transferring from hometown to near company’s place.
Travel: Here, travel means the candidate is ready to travel to certain distance for job purpose.
The candidate will mention the travel in the form of percentage. Zip codes are a system of
postal codes used in US.

Political Division and Time Zones

 US is divided politically into following zones- East, West, North, South, Mid-East and
Mid-West.
 Due to its large land area, US is divided into following time zones-
 PST- Pacific Standard Time
 MST- Mountain Standard Time
 CST- Central Standard Time
 EST- Eastern Standard Time
 In terms of the time difference, EST is 1 hr ahead of CST, 2 hrs ahead of MST and 3 hrs
ahead of PST.
 For example: Atlanta, GA (EST) will be 1 hr ahead of Dallas, TX (CST), 2 hrs ahead of
Denver, CO and 3 hrs ahead of Los Angeles, CA.
Day Light Saving:
The concept of Day Light Saving is the practice of advancing of clocks so that evenings have
more daylight and mornings have less. In this, typically clocks are adjusted one hour forward
at the start of spring and are adjusted one hour backwards near the start of autumn.
Normally, in US the daylight saving is applied or starts at the last week of February and ends
at the end of last week of October following Halloween’s day.
Major Holidays of US:
 New Year’s Day  Independence Day  Thanksgiving Day
 President’s Day  Labour Day  Christmas
 Memorial Day  Veteran’s Day

Work VISA and Permits

Visa is an entry clearance certificate that is placed in a travel or passport document, which
gives us permission to enter into an applied country. It is an indication that a person is
authorized to enter the country.
A work permit is an official document from the U.S. government that allows immigrants to
work in the United States. It's also known as an Employment Authorization Document or
EAD. You do not need to be a permanent resident to get a work permit, but you need to have
an immigrant or non-immigrant visa that allows you to live and work in the United States.

A work visa allows you to live in the U.S. and work for a specific employer. That employer
applies for the visa for you, and the visa remains valid for as long as you continue working
for that employer. But you may only work for that employer while in the U.S. If you leave
that employer, you will not be able to work for anyone else until you get another
immigration status. 
Work permits or employment authorization cards are not tied to a specific employer. Once
you have a work permit, you can work for any employer in the U.S. So long as you have an
immigration status that allows you to keep working, you can also renew your permit.

Types of US Visa
In US, there are two categories of Visa which exist:
 Immigrant Visa
 Non-Immigrant Visa

Immigrant Visa:
It is for those people who intend to live permanently in US. An immigrant visa is issued to a
foreign national who intends to live and work permanently in the United States. In most
cases, a relative or employer sponsors the individual by filing an application with U.S.
Citizenship and Immigration Services (USCIS).
Types of Immigrant Visa:
 Green card Holders:

Human resource is responsible for giving birth to human embalmers. The core function of an
organisation is ‘Recruitment and Selection’ because the organisation doesn’t want to be a bad
recruiter by selecting manpower that might have the potential to spoil the long-earned
goodwill or corporate image and also incur heavy recruitment costs on them. Recruitment
refers to the process of attracting, screening and selecting qualified people for a job at an
organisation or firm.
For some components of Recruitment process, mid and large size organisations often retain
professional recruiters or outsource some of the process to recruitment agencies. It is a
process to discover sources of manpower to meet the requirement of staffing schedule and to
employ effective selection of an efficient working force. The main objective of the
recruitment process is to expedite the selection process. Selection, on the other hand is the
process of picking individuals who have relevant qualifications to fill jobs in an organisation.
The purpose of selection is to pick up the most suitable candidate who’d meet the
requirements of the job in an organisation best, to find out which job applicant will be
successful, if hired. To meet this goal, the company obtains and assesses information about
the applicants in terms of age, qualifications, skills, experience, etc. The needs of the jobs are
matched with the profile of candidates.
However, recruitment is an important part of an organisation’s human resource planning and
their competitive strength. Competitive human resources at the right positions in the
organisations are a vital resource and can be a core competency or a strategic advantage for
objective of the recruitment process is to obtain the number and quality of employees that can
be selected in order to help it.
Recruitment helps to create a pool prospective employee for the organisations that the
management can select the right candidate for the right job from this pool.
 LITERATURE REVIEW

Definition:

Edwin Filippo defines Recruitment and selection process as “A process of searching for
prospective employees and stimulating and encouraging them to apply for jobs in an
organization.”

In simpler terms, recruitment and selection are concurrent processes and are void without
each other. They significantly differ from each other and are essential constituents of the
organization. It helps in discovering the potential and capabilities of applicants for expected
or actual organizational vacancies. It is a link between the jobs and those seeking jobs.

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 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 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
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 teamwork. 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
to achieve competitive benefits.

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 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 influence 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), 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 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).

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 since
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.

After careful consideration of similar problems in the BOU, Taher et al. (2006) recommended
for amending the recruitment process by stating that firstly processes like job analysis and
searching internal and external sources must be followed by direct advertisement of the post
as the HR’s own responsibility, and not by any intermediate officials. This will eliminate the
non-value activities. Secondly, Taher et al (2000) suggested a ‘system’ to be introduced to
ease the respective department to study the shortlisted candidates, which can be done only by
the request of the HR department. A medical assistance must be sought by BOU in regard to
the physical or mental abilities of applicants for the job function as well as their workers
compensation and risk. A procedure needs to be devised pertaining to the privacy and
confidentiality of medical reports. Thus, this privacy and decrease in noon-value added
activity of the medical exam can be sustained effectively by testing the applicants via
contracted medical advisors, or in-house doctors. Use of a computer-based HR system should
be installed in BOU to manage the pool of information about employees and to make the
organization to take just-in-time HR recruitment and selection decisions.

Therefore, any organization is encouraged to development real-time recruitment strategies

that must attempt to generate a pool of appropriately qualified and well-experienced
individuals to effectively initiate the selection strategies and decisions. In essence, the
potential applications are encouraged to apply for the open vacancies and the relevant
departments can engage in recruiting the best candidates to upgrade the department’s
performance (Taher et al. 2000).

Purpose of the study:

The main purpose of this study is to provide a new, macro-level model of strategic staffing to
bridge the gap in the knowledge regarding how practices within international recruitment and
selection systems can work to provide a competitive advantage among various sectors. This
study identifies the various methods of recruitment and selection process through a
systematic review of literature, which would be the right fit for attracting and selecting
employees in an organization.

Design/methodology/approach:

Content analysis method is adopted to review the literature and subcategories were
formed to analyse the research. Literature was collected from 40 articles of a reputed journal
from 2010 to 2018.

Main findings:

The review of literature revealed that the recruitment and selection process is carried out in

organizations by adopting latest technologies like online portals, outsourcing, job fair,
campus interviews, and mobile recruitment applications. The representation of this practice

is to find the best candidate for an organization. Besides adopting the latest technology,

consideration of the expatriate factor would lead to an effective way of recruitment practices
in finding out the right candidate for the right job and thus create a healthier work
environment. The expatriate factors have not been considered well in the Indian context, but
have been given importance in the global context in the process of recruitment and
selection.

Social Implications:

Highlighting the significance of various recruitment practices results in the selection of the
right person in the right job, which enhances a healthier working environment in
organizations, in turn rendering high quality
products and services to the society.

Originality of the study:

Prior research has studied various factors that influence internal recruitment, external
recruitment, and selection process. This study is an attempt to analyse the expatriate factors

and other factors through the content analysis method.

Keywords:

Recruitment and Selection, Literature Review, Content Analysis, Strategic

Staffing, Competitive Advantage.

Conclusion:

It can be clearly concluded that for a company to succeed all it takes is the proper recruitment
and selection strategies which also shapes the overall manpower management of the
company. By conclude this literature review, the study emphasizes on the fact that the
recruitment and selection process is integrated with other processes such as strategic plan of
the company, training and development schemes, compensation, rewarding/incentive system,
performance appraisal, and lastly, industrial relations. Furthermore, according to Silzer et al
(2010), there exist several reasons why the most apparent information have been more
promising; including the well-structured nature of interviews, the use of questionnaires based
on a job analysis, inclusion of panel of interviewers, the practice of note-making during the
interview, and the use of rating scale based on behavioural factors to gauge the interviewee’s
answers all play an integral part in the improvement of the recruitment validity.

Therefore, the study has offered an incisive review of literature of as many as six authors
based on their individual studies and research on recruitment and selection processes.
 RESEARCH METHODOLOGY
Research is defined as human activity based on intellectual application in the
investigation of matter. The primary purpose for applied research is
discovering, interpreting, and development of methods and systems for the
advancement of human knowledge on a wide variety of scientific matters of
our world and the universe. Research can use the scientific method but need
not do so.

Scientific research relies on the application of the scientific method, a

harnessing of curiosity. This research provides scientific information and
theories for the explanation of the nature and the properties of the world
around us. It makes practical applications possible. Historical research is
embodied in the historical method. Scientific research can be subdivided into
different classifications according to their academic and application
disciplines.

Aim
To analyze the recruitment and selection process of IT personnel in CNC WEB
WORLD and review HR policies pertaining to recruitment and selection

Research Design:
Descriptive research

Source of Data collection:

The primary as well as the secondary sources was used for collection of
data.

Primary data:
Questionnaire and interview

Secondary Data:
Books and Journals
 Primary data involves the collection of data that does not
already exist. This can be through numerous forms, including
questionnaires and telephone interviews amongst others.
Secondary research involves the summary, collection and/or
synthesis of existing research rather than primary research, where data
are collected from, for example, research subjects or experiments.

Thus, the sources of data collection were as follows:

PRIMARY SECONDARY
1. Interview Schedule 1. Company records
2. Questionnaires 2. Magazines
3. Observation Method 3. Other records
4. Discussion 4. Website of Company

Data type:
Primary as well as secondary data was collected.

Sample unit:
IT personnel in US IT Staffing Industry

Sample Size:
30

Sampling Technique:
Convenient sampling

Field of Study:
This project was carried out at Golden Technology Inc., US
 8. DATA ANALYSIS & INTERPRETATION

8.1. Sources used in recruitment and selection:

8.1. Which of the sources of recruitment and selection are used

in US/International IT Staffing?

a. Internal
b. External
c. Both

Table: 8.1

Options Internal External Both Total

Responses 2 7 11 20

Percentage 10 35 55 100%

Chart: 8.1

internalexternalboth

10%

55% 35%

Source: Primary data or questionnaire

 Interpretation:

It was found that about 55% of the recruitment and selection is done both by
internal and external sources, while as external sources are used more than the
internal sources. Employees are hired mostly from external sources like job
portals, consultancy etc.

8.2. External sources used in recruitment:

8.2. Which of the following external sources are used for

recruitment in International Recruitment?

a. Advertisement
b. Internet
c. Campus recruitment
d. Consultancies
e. All of the above

Table:8.2

Options Advertisement Internet Campus Consultancy All of Total

drives the
above

Responses 5 3 2 8 2 20

Percentage 25 15 10 40 10 100%
Chart:8.2

10%
adv.
25%
internet
campus
40% 15%
consultancy
all
10%

Source: Primary data or

questionnaire

Interpretation:

It was found that 40% of the employees are recruited through the consultancies
and 20% of the employees are selected by the advertisement followed by
internet with 15% and campus selections with 10%. Consultancy and Internet
are the major sources which provide eligible candidates for the hiring in
International IT Market.

8.3. Form of recruitment and selection used:

8.3. Which form of recruitment and selection is used in US/International

IT Staffing?
a.Centralised

b. Decentralised

Table: 8.3

Options Centralised Decentralised Total

Responses 2 18 20

Percentage 10 90 100%

Chart: 8.3
 centraliseddecentralised

10%

90%

Source: Primary data or

questionnaire

8.3 Interpretation:

It was found that recruitment is decentralised. However, for higher positions of

employment the recruitment is centralised. Recruitment is decentralised as all
the clients involved in International Recruitment recruit their employees
according to the number of vacancies available in the respective centres.

8.4
 8.4. Employees perception about recruitment process:

8.4. Are you satisfied with the recruitment process at Golden Technology Inc.?

a. Yes
b. No

Table: 8.4

Options Yes No Total

Responses 16 4 20

Percentage 80 20 100%

Chart:8.4

yesno

20%

80%
 Source: Primary data or
questionnaire

8.5 Interpretation:

It was found that 90% of employees are satisfied with the recruitment process
adopted by Golden Technology Inc., a US based IT Staffing firm. However,
some of the respondents thought there should be some changes in the existing
recruitment process of the organization.
8.6 Methods used during selection process

8.5. Which of the following methods does Golden Technology Inc.

use during selection?

a. Written
b. Group discussion
c. Personal interview
d. Group discussion and personal interview
e. All of the above
P-63
Table:8.5

Options Written GD PI GD & All Total

PI

Responses 1 3 6 8 2 20

Percentage 5 15 30 40 10 100%

Chart: 8.5

writtenGDPIGD and PIall of the bove

10% 5%
15%

40%
30%

Source: Primary data or

questionnaire
8.5 Interpretation:

It was found that 40% of selection is done by Group Discussion & Personal
Interview. However, Personal Interview is mostly used method of selection
followed by group discussion. Employees selected by Golden Technology Inc.
for its clients are finally shortlisted
8.6. Perception of employees towards selection process:

. Are you satisfied with the selection process?

1. Yes
2. No

Table: 8.6

Options Yes No Total

Responses 16 4 20

Percentage 80 20 100%

P-65

Source: Primary data or questionnaire

8.6 Interpretation:

It was found that about 80 % of the employees are satisfied with the selection
process. However, the remaining is of the opinion that there should be some
change in the recruitment and selection process of the organisation.

8.7. Techniques used for selection:

.Do you think innovative techniques like stress test, psychometric test and
personality test should be used for selection?

1. Yes
2. No

Table: 8.7

Options Yes No Total

Responses 4 16 20

Percentage 20 80 100%
 Chart: 8.7

P-66
8.7

yesno

20%

80%

Source: Primary data or questionnaire

8.7 Interpretation:

It was found that 20% of the respondents were of the opinion that stress test, psychometric
test and personality tests should be used for the selection, while the others were satisfied with
the existing recruitment and selection process.
8.8.
Recruitment process used for different grades of employees:

. Does your company follow different recruitment process for different grades
of employment?

1. Yes
2. No

P-67

8.9

Table: 8.8

Options Yes No Total

Responses 20 0 20

Percentage 100 0 100%

Chart:8.8

0%

yes no

100%
 Source: Primary data or questionnaire

8.8. Interpretation:

It was found that from that different recruitment process is adopted for different
grades of employment.
 8.9.Company HR practices:

. How do you rate HR practices of the company?

Table: 8.9

S No. Options Respondents In percentage

1 Excellent 10 50%
2 Good 8 30%
3 Average 1 10%
4 Bad 1 10%
Total 20

Chart:8.9

10%

10%

Excellent
Good
50%
Average
Bad

30%

Source: Primary data or questionnaire

P-72
P-72
8.9. Interpretation:

50% of the employees feel that HR department is good where and 30% say that its very good
where as 10% says its average and 10% employees feel it’s bad. Some employees are not
happy as they have to spend a little more time if they have to take demo training sessions.

8.10.Contract signed while joining the organization:

. Is there any contract signed by employees while joining the organization?

1. Yes
2. No

Table: 8.10

S No. Options Respondents In percentage

1. Yes 18 90%
2. No 02 10%
Total 20
Chart: 8.10

10%

yes no

90%

P-72
 Source: Primary data or questionnaire

8.10. Interpretation:

Above chart shows that almost 10% employees said no and 90 % said yes they have to sign a
bond while joining the organization. Employees have to submit one of their original
certificates in the time of their joining and they cannot leave this company before one year. If
the employees agree to these conditions then they are moved to next round of interview.

8.11. HR policy of the company:

. Are you comfortable with the HR policies of the company?

a. Yes
b. No

Table: 8.11

P-72
 S. No. Options Respondents In percentage
1. Yes 18 90%
2. No 02 10%
Total 20
Chart: 8.11 comfortable with the policy as they find risk in submitting their original
documents to the company

10%

Yes No

90%

Source: Primary data or questionnaire

8.11.
Interpretation:
It was found that 10%
employees were not
comfortable with the
policies of company and
90% employees are happily
working with the current
HR practices of the
company. Some of the
employees were not
P-72
FINDINGS ed (Offshore as well as Onshore office)

3. About 90% of the employees are satisfied with the

recruitment and selection process.
The collected
data are
4. Most of the managers prefer personal interviews.
analyzed and
general
observations 5. Mostly external sources of recruitment are considered.
have proven
that
International 6. About 90% of employees feel that they are comfortable
Staffing/Recrui working with the current HR policies of the company
tment is on a and 10% feel that they need some changes in the policies
boom for a of the clients.
long time now.

The main findings

are as follows:

1. In Golden
Technology
Inc. ,employ
ees feel that
the HR
department is
good.

2. The
recr
uit
me
nt
and
sele
ctio
n
pro
ces
s is
dec
entr
alis
CONC and selection process. Golden Technology Inc. is
recruiting their consultants mainly through job portals
LUSIO for their clients. Consultancies are the mediator
N between the organization and the candidates as it
serves the requirements of employees as well as the
organization. Golden Technology Inc. recruits their
employees in a decentralised way (with offices in
Recruitmen Ohio, US as well as Kanpur, India).
t is the
process of
searching
for Also, Golden Technology Inc. has to consider internet
prospective sources for recruitment of employees so that it could
employees motivate the employees. Employees are also well
and aware about the various sources and methods of
stimulating recruitment and selection. Golden Technology Inc. has
and extremely giant clients from government to big fortune
encouragin 500 firms like Kroger, Great American Insurance etc.
g them to
apply for
jobs in an
organizatio
n. And
Selection is
selecting
the right
candidate
at the right
time in the
right place.

Employees
of Golden
Technolog
y Inc. are
satisfied
with the
current/exis
ting
recruitment
 S the job firstly which will make it easier and will be
beneficial from the company’s point of view.
U
G 3. More emphasis should be given on finding major
G clients with higher employee requirements.
E 4. The recruitment and selection procedure should not be
S too lengthy and time consuming.
T
I 5. Company should try to use the internal database first
because it incurs less cost and time.
O
N
6. Provide training to employees so that they get better
knowledge, skills and attitude.

1. From the
7. Company should amend some parts of their HR
findings I
can suggest policies for better effectiveness regarding background
Golden check and drug test.
Technology
Inc.,
Kanpur
branch
following
things for
the more
effectivene
ss of
recruitment
and
selection
process and
HR
policies.

2. Recruitmen
t must be
done by
analyzing
 Questionnaire:

An Analytical study of end-to-end Recruitment Lifecycle for an

International Market (US)

This questionnaire survey is purely for academic purpose. Any information

collected through this survey is confidential and would not be shared with
anyone other than the people involved in this.

Name: ...............................................................................................

Designation: ............................................. Age:.................................Department:

..................................... Qualification: .........................

Answer the following questions: (kindly give your unbiased response)

8.3. Q1. Which of the sources of recruitment and selection are used in
US/International IT Staffing?

a. Internal
b. External
c. Both

8.4. Q2. Which of the following external sources are used for recruitment in
International Recruitment?

a. Advertisement
b. Internet
c. Campus recruitment
d. Consultancies
P-83
Q3. Which form of recruitment and selection is used in CNC WEB WORLD?
a.Centralized

b. Decentralized

Q4. Are you satisfied with the recruitment process?

1. Yes
2. No

Q5. Which of the following methods does CNC WEB WORLD uses during
selection?

1. Written
2. Group discussion
3. Personal interview
4. Group discussion and personal interview
5. All of the above

Q6. Are you satisfied with the selection process?

1. Yes
2. No

Q7.Do you think innovative techniques like stress test, psychometric test and
personality test should be used for selection?

1. Yes
2. No

Q8. Does your company follow different recruitment process for different grades
of employment?

1. Yes
2. No P-84

Q9. How do you rate HR practices of the company?

1. Excellent
 2. Good
3. Average
4. Bad

Q10. Is there any contract signed by employees while joining the organization?

1. Yes
2. No

Q11. Are you comfortable with the HR policies of the company?

a. Yes
b. No