Talent Acquisition Lifecycle

Internship Report

Submitted In Partial Fulfillment of the Requirements

For The Award of the Degree Of

MASTER OF BUSINESS ADMINISTRATION (MBA)

Submitted by:
Soumya Rathore
A80301922006
(Semester: IV)

Guided by:
Dr. Reshma Shrivastava

June- 2024

Submitted to:

AMITY BUSINESS SCHOOL

AMITY UNIVERSITY, CHHATTISGARH, INDIA

 (i) Declaration by the Candidate

I Soumya Rathore hereby declare that the Project Work with the title Talent Acquisition
Lifecycle submitted by me for the partial fulfillment of the degree of MBA is my original work
and has not been submitted earlier to any other University /Institution for the fulfillment of the
requirement for any course of study.

I also declare that no chapter of this thesis in whole or in part has been incorporated in this report
from any earlier work done by others or by me. However, extracts of any literature which has
been used for this report has been duly acknowledged providing details of such literature in the
references.

Signature of Student

NAME: SOUMYA RATHORE

ENROLLMENT NO.- A80301922006

 (ii) Certificate By Supervisor

This is to certify that this dissertation report entitled “Talent Acquisition

Lifecycle” is a bonafide work carried out by Soumya Rathore of MBA of AMITY
BUSINESS SCHOOL for fulfillment of MBA degree course of AMITY UNIVERSITY
Raipur.

Name of the Supervisor

Prof. (Dr.) Sumita Dave
Designation: Director,
Amity Business School,
Raipur, Chhattisgarh

Date: 03-06-2024
 (iii) Certificate by the Examiner

This is to certify that the project entitled “Talent Acquisition Executive”

submitted by “Soumya Rathore” Enrollment No.: A80301922006 Has been
examined by the undersigned as a part of the examination for the award of
MBA degree of AMITY UNIVERSITY, CHHATTISGARH (C.G.).

Name of the Internal Examiner Name of the External Examiner

Signature of the Examiner Signature of the Examiner
Date: 03-06-2024 Date: 03-06-2024
 Certificate by the Organization

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 (iv) Acknowledgment

I would like to express my special thanks of gratitude to my guide and mentor Dr.
Reshma Shrivastava as well as Director Dr. Sumita Dave who gave me the golden
opportunity to do this wonderful project on the topic “Talent Acquisition Lifecycle”
and take part in useful decision & giving necessary advice and guidance, which also
helped me in doing a lot of Research and I came to know about so many new things I
am thankful to them. Secondly, I would also like to thank my parents and friends who
helped me a lot in finalizing this project within the limited time frame.”

Sincerely,
Name: Soumya Rathore
Place: Raipur
Date:

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Page | 7
 TABLE OF CONTENT

CHAPTER
TITLE PAGE NO.
NO.

TITLE PAGE 1

DECLARATION BY THE CANDIDATE 2

CERTIFICATE BY THE SUPERVISOR 3

4
CERTIFICATE BY THE EXAMINER

CERTIFICATE BY THE ORGANIZATION 5

ACKNOWLEDGEMENT 6

ABSTRACT
7

Introduction
1.1 Introduction 10
I 1.2 Objectives, Scope, and Need of Study

II Company Profile 18

III Review of Literature 23

IV Research Methodology 26

Data Analysis and Interpretations

V Findings 26

VI Conclusion 38

VII References / Bibliography

38
VIII Weekly Progress Report (WPR) 41
Research Paper
IX
Plagiarism Report

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Page | 9
 CHAPTER - 1

I. INTRODUCTION TO THE STUDY

The talent acquisition process plays a pivotal role in the success of any organization, serving as
the gateway to acquiring top talent. In Pyxidia Techlab under review, the talent acquisition
process is meticulously structured, commencing with the identification of potential candidates
through diverse channels. This initial phase is crucial as it sets the foundation for the subsequent
steps. Following candidate identification, the company meticulously screens resumes against

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predefined criteria to pinpoint the most qualified individuals. This screening process is
meticulous and aims to shortlist candidates who align closely with the job requirements and
organizational needs.

Subsequently, the company embarks on the interview phase, employing a range of techniques to
delve deep into the candidate's skills, knowledge, and overall suitability for the role. These
interviews are not just about assessing qualifications but also about evaluating the candidate's
cultural fit within the organization. By employing a comprehensive talent acquisition process
that encompasses sourcing, screening, and interviewing, the company ensures that it attracts and
hires the best-suited candidates. This strategic approach not only enhances the quality of hires
but also fortifies the organization's ability to thrive in the competitive landscape of today's
business environment.

Objectives of the Study

 To understand the talent acquisition process in IT consulting and services.

 To understand the recent trends in Talent Acquisition.

 To study various challenges faced while acquiring talent

Scope of the study

 The study is limited to the information given by the employees.

 The study is limited based on the rules and regulations of the organizations.

Needs of the Study

 Aim to provide an in-depth analysis of the talent acquisition lifecycle, focusing on the
processes, Methodologies, and challenges involved in each stage.

 Discuss the role of technology in talent acquisition, such as the use of Applicant Tracking
Systems (ATS) and recruitment tools, which can improve the efficiency and effectiveness
of the hiring process.

Talent Acquisition

The talent acquisition process is a crucial function for any organization, and it involves several
steps aimed at identifying, attracting, and hiring the best candidates. The process typically begins
with the identification of potential candidates through various channels, such as job boards,
professional social networking platforms, employee referrals, and talent acquisition agencies.
Once a pool of potential candidates has been identified, the next step is to screen their resumes
and applications based on predefined criteria to shortlist the most qualified candidates.

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 After shortlisting, the company conducts interviews using a variety of techniques to assess the
candidate's skills, knowledge, and overall suitability for the role. These interviews are not just
about assessing qualifications but also about evaluating the candidate's cultural fit within the
organization. The talent acquisition process may also include other steps such as background
checks, reference checks, and job offers.

The talent acquisition process is a strategic function that can significantly impact the quality of
hires and the organization's ability to thrive in today's competitive business environment. A well-
designed talent acquisition process can help organizations attract and hire top talent, reduce
turnover, and improve employee engagement and retention

Stages of Talent Acquisition

Meeting
Preparing
Approval with the On-
Planning Job Sourcing Screening Shortlisting
for Budget Hiring boarding
Description
Manager

1. Planning
In the planning stage of Talent Acquisition, collaboration between the hiring manager and HR is
crucial. This phase involves discussing the Key Result Areas (KRA) and Key Performance
Indicators (KPI) of the position to clearly define the expectations and requirements for the role.
Understanding these key metrics helps in aligning talent acquisition strategies with the
organizational goals and ensures that the talent acquisition process is targeted toward finding the
right fit for the position.

2. Approval for Budget

Securing approval for the talent acquisition budget is essential to ensure that the hiring process
can proceed smoothly without financial constraints. This step involves obtaining authorization
from the relevant management stakeholders based on the allocated manpower budget. Adequate
budget approval allows for the implementation of effective sourcing strategies and ensures that

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the talent acquisition process can attract high-quality candidates within the set financial
parameters.

3. Preparing Job Description

Crafting a comprehensive job description is a critical step in attracting suitable candidates. The
job description should align with the KRA and KPI discussed earlier, outlining the primary and
secondary skills required for the role. Additionally, details such as location, position hierarchy,
and budget constraints should be clearly articulated in the job description to provide candidates
with a clear understanding of the role and its expectations.

4. Sourcing
Sourcing candidates involves identifying potential talent through various channels to build a
diverse pool of qualified applicants. It involves strategies such as job postings, networking, direct
outreach, and talent-sourcing platforms. It aims to build a pipeline of qualified candidates for
various roles, ensuring a diverse pool of talent. This process includes identifying candidate
profiles that match job requirements, reaching out to passive candidates, and leveraging
technology for efficient candidate screening.

4. A. Internal Job Posting (IJP)

Internal job postings provide existing employees with opportunities for career advancement
within the organization. By promoting internal mobility, companies can retain talent, boost
employee morale, and leverage the skills and experience of current staff for new roles. IJPs also
encourage professional growth and development among employees.

4. B. References
Referrals from current employees, industry contacts, or professional networks can be valuable
sources of potential candidates. Leveraging personal connections and recommendations can lead
to high-quality hires who are a good cultural fit for the organization. Referrals often result in
faster talent acquisition cycles and higher retention rates.

4. C. Campus Drive
Engaging with educational institutions through campus talent acquisition drives allows
organizations to connect with fresh talent and upcoming graduates. Campus drives provide
access to a pool of entry-level candidates with relevant academic backgrounds and potential for
growth within the company. Establishing relationships with universities can also enhance
employer branding and attract top talent.

4. D. Employment Exchange Program

Collaboration between government initiatives and organizations can facilitate employee
exchange programs, enabling knowledge sharing and skill development among employees from
different sectors. These programs promote diversity, cross-industry learning, and professional
networking opportunities. By participating in such initiatives, companies can access a diverse
talent pool and foster innovation within their workforce.

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4. E. Job Boards
Job boards are online platforms where employers can post job openings and job seekers can
search for and apply for these positions. They serve as a centralized hub for connecting
employers with potential candidates across various industries and roles. Job boards typically
offer features such as resume uploading, job alerts, and candidate matching services to facilitate
the recruitment process for both employers and job seekers.

4. F. Social Networking
Utilizing social networking platforms like LinkedIn, Twitter, and Facebook for talent acquisition
purposes can enhance employer branding and engage with passive candidates. Social networking
enables direct communication with potential candidates, facilitates networking with industry
professionals, and allows for targeted talent acquisition campaigns. Building a strong online
presence can attract top talent and create a talent pipeline for future hiring needs.

4. G. Job Drives
Organizing job fairs or talent acquisition drives provides a platform for companies to interact
with a large number of job seekers in a single event. Job drives offer opportunities for face-to-
face interactions, on-the-spot interviews, and networking with potential candidates. Participating
in job drives can increase brand visibility, generate interest in job openings, and expedite the
talent acquisition process

4. H. Word of Mouth
Word-of-mouth referrals rely on recommendations from employees, clients, or industry contacts
to identify potential candidates. Positive word of mouth can enhance an employer's reputation,
attract passive candidates, and create a network of referrals for future hiring needs. Encouraging
employee advocacy and fostering a positive work culture can amplify word-of-mouth talent
acquisition efforts.

Incorporating a diverse range of sourcing strategies enhances the talent acquisition process,
expands the candidate pool, and increases the likelihood of finding the right fit for the
organization. Each sourcing method offers unique advantages and contributes to a
comprehensive talent acquisition strategy tailored to meet specific hiring need

Methodology Of Sourcing:

1. A Employee References program

An employee referral program is a recruitment strategy where current employees recommend
candidates for job openings within their company. This program incentivizes employees to refer
qualified candidates by offering rewards or bonuses for successful hires. It leverages existing
employees' networks to attract talent, often resulting in higher-quality candidates who are a good
cultural fit for the organization.

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 2.B Internal Database
An internal recruitment database is a digital system for storing candidate information, including
resumes and assessments. It streamlines the hiring process by centralizing data, making it easier
to track applicants and their progress. This database can be managed physically or digitally,
ensuring information is organized and accessible to recruitment teams. Storing data in drives
allows for secure storage and quick retrieval when needed during the hiring process. It enhances
efficiency in managing candidate profiles and facilitates effective decision-making in
recruitment.

3.C X-Ray Search with Boolean String Formulation

X-Ray searching involves using search engines to delve deep into specific websites to find
relevant candidate profiles. By employing Boolean string formulation, recruiters can refine their
search queries with specific keywords, phrases, and operators to narrow down the results and
identify potential candidates with precision. This method allows recruiters to conduct targeted
searches on platforms like LinkedIn, professional forums, and other online sources to source
candidates efficiently.

A Boolean string is a search query that combines keywords and logical operators to generate
more targeted and accurate search results. It is a powerful tool used in various search engines,
including Google, LinkedIn, and job boards, to find specific information or candidates. Boolean
search was first developed in the 19th century as a method of symbolic logic, and it has since
evolved into a type of search that allows users to combine keywords and Boolean operators.
(AND, OR, and NOT) to create more targeted and accurate searches.

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 Operator Description
4.
D

AND Retrieves results that contain all specified terms.

OR Retrieves results that contain at least one of the specified terms.

NOT Excludes results that contain the specified term.

Parentheses Groups use terms to control the order of operations.

Quotation Marks Searches for an exact phrase are enclosed in quotes.

Asterisk (*) Represents a wildcard character to match variations of a word.

Use Filters in Job Portals

Utilizing filters in job portals is a strategic approach to sourcing candidates by refining search
criteria based on specific requirements. Job portals offer various filters such as location,
experience level, skills, and industry, allowing recruiters to tailor their search parameters to
identify candidates who closely match the job specifications. By using filters effectively,
recruiters can streamline the candidate selection process and focus on candidates who meet the
desired criteria.

5.E Walking Drives

A walk-in drive-in recruitment is an event held at the office where candidates can directly apply
for job openings without a prior appointment. It typically involves candidates physically visiting
the office location to submit their resumes, attend interviews, and potentially receive on-the-spot
job offers. Walk-in drives are often organized for hiring multiple candidates quickly, especially
for roles with immediate hiring needs or high volumes of applicants. These events provide
candidates with an opportunity to interact directly with hiring managers and showcase their skills
and qualifications.

6. F Job Posting
Job postings on online platforms, company websites, and job boards are a fundamental sourcing

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method to reach a wide audience of potential candidates. Posting detailed job descriptions with
specific requirements and responsibilities helps attract candidates who align with the job
specifications. Job postings increase visibility, generate interest in open positions, and encourage
candidates to apply. By utilizing job postings effectively, recruiters can expand their candidate
pool and attract qualified applicants.

5. Screening
Screening refers to the initial evaluation of job applicants, typically through a resume or
application review, to determine if they meet the minimum qualifications for a position. This
process can involve automated tools like applicant tracking systems (ATS) or manual review by
a recruiter or hiring manager. The goal of screening is to identify the most promising candidates
for further consideration, often by eliminating those who do not meet the basic requirements.

6. Shortlisting
Shortlisting is the process of selecting the most suitable candidates from the pool of applicants
who have passed the initial screening process. This involves a more detailed evaluation of
candidates, often through interviews or assessments, to determine their fit for the job and the
organization. The shortlist consists of the candidates who are considered the best fit for the
position and are moved forward in the recruitment process. Shortlisting helps to manage the
hiring process by narrowing down the pool of candidates and setting standards for the talent
acquisition tea

7. Meeting with the Hiring Manager

The hiring manager is a key figure in the talent acquisition process. They are responsible for
overseeing the hiring process and ensuring that the right candidates are selected for the role. In
the context of technical skills, the hiring manager will typically have a deep understanding of the
technical requirements for the role and will be responsible for assessing candidates' technical
competencies during the interview process.

During the interview process, the hiring manager may ask a range of technical questions to
assess a candidate's skills and knowledge. These questions may cover a variety of topics,
including programming languages, software tools, and technical concepts. The hiring manager
may also ask questions to assess a candidate's problem-solving abilities, their approach to
debugging, and their experience with specific technologies or frameworks.

In addition to technical skills, the hiring manager will also be interested in assessing a candidate's
soft skills, such as communication, collaboration, and problem-solving abilities. They may ask
questions to assess a candidate's ability to work in a team, their approach to managing projects,
and their experience leading technical projects.

8. On-boarding
On-boarding is the process of integrating new employees into the organization, typically
following the recruitment and hiring process. This involves providing new hires with the
necessary training, resources, and information to help them become productive members of the
team. On-boarding can include orientation sessions, job training, and the establishment of
performance expectations. The goal of onboarding is to ensure that new employees are well-

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equipped to perform their roles effectively and to help them feel welcomed and valued by the
organization.

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CHAPTER-2

II. COMPANY PROFILE

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Pyxidia Techlab is a leading provider of IT consulting, staffing, and payroll services in India,
with a global presence. The company is owned by IT consulting, staffing, and payroll services in
India and has a footprint across the globe. Pyxidia Techlab empowers businesses through applied
human intelligence and offers a spectrum of services that include Workforce Solutions and
Project-Based Solutions.

The company's services are designed to help businesses achieve their IT Business Management
objectives, Payroll & compliance, Resource Augmentation, Contract & Full-Time Hiring.
Pyxidia Techlab enables businesses through education, mentoring, and practical examples to
discover the one-roof solution for their IT requirements, HR compliances, Payroll services &
Resource hiring for contract & full-time positions. They provide their clients with the needed
services to exclusively support their business and to determine how best to achieve their
objectives.

Pyxidia Techlab works with over 100+ Fortune 500 clients across the USA, Canada, and India,
and they have a team of experienced professionals who are dedicated to providing high-quality
services to their clients. The company's services are designed to help businesses streamline their
IT operations, reduce costs, and improve efficiency.

The company's services are not limited to IT consulting, staffing, and payroll services, but they
also provide a range of services that include Workforce Solutions and Project-Based Solutions.
These services are designed to help businesses manage their workforce effectively, reduce costs,
and improve efficiency.

CLENTS

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Organirational Hirerchy

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 Director

Associate Associate
Director Director

Assistant
Assistant Manager
Senior Team
Manager Recruitment &
Lead
Human Resouce operations

Talent Talent
Acquisition Acquisition
Executive Intern

The hierarchy of the HR department is as follows:

1. Director of Human Resources (HR Director)

The HR Director reports directly to the CEO and is responsible for the overall management of the HR
department. They oversee the development and implementation of HR strategies, policies, and procedures
that align with the organization's goals and objectives.

2. Associate Director of Human Resources

The Associate Director of HR assists the HR Director in managing the HR department. They are
responsible for specific areas of HR, such as recruitment, employee relations, or training and
development.

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3. Assistant Manager of Human Resources

The Assistant Manager of HR is responsible for day-to-day HR operations, including employee

onboarding, benefits administration, and compliance with labor laws. They report to the HR Director or
Associate Director.

4. Senior Team Lead

The Senior Team Lead is a senior HR professional who oversees a specific area of HR, such as
recruitment, talent management, or employee engagement. They report to the HR Director or Associate
Director.

5. Assistant Manager of Recruitment & Operations

The Assistant Manager of Recruitment & Operations is responsible for managing the recruitment process,
including job postings, candidate sourcing, and interview scheduling. They also oversee HR operations,
such as employee data management and benefits administration.

6. Executive Talent Acquisition

The Executive Talent Acquisition specialist is responsible for identifying, attracting, and hiring top talent
for executive-level positions. They work closely with the Senior Team Lead and HR Director to ensure
that the organization's leadership needs are met.

7. Talent Acquisition Intern

The Talent Acquisition Intern is a student or recent graduate who assists the HR team with recruitment
tasks, such as job postings, candidate sourcing, and interview scheduling. They work under the
supervision of the Assistant Manager of Recruitment & Operations.

This hierarchy is designed to ensure that HR operations are managed efficiently and effectively, with
clear lines of communication and reporting. Each level of the hierarchy has specific responsibilities and
tasks that contribute to the overall success of the HR department and the organization.

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CHAPTER - 3

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 II. REVIEW OF LITERATURE

Talent acquisition is a critical aspect of talent management within organizations. Cunningham (2007)
emphasizes the importance of taking a systemic approach to talent management rather than solely
focusing on talent acquisition. Srivastava et al. (2008) discuss the significance of practicing due diligence
in talent acquisition strategies to enhance employee engagement levels. They highlight the importance of
recruitment and culture fit in creating a work environment where employees are passionate about their
work. Additionally, Srivastava et al. (2010) explore the role of employer branding in talent acquisition
and its impact on prospective employees. The use of social media for talent acquisition and recruitment is
also highlighted in the literature. Singh et al. (2014) discuss the effective utilization of social media
platforms for talent acquisition purposes. Furthermore, Walford-Wright et al. (2018) delve into the
opportunities created by technological advancements in the talent acquisition industry and how this links
to strategic HR management and overall business strategy. The adoption of artificial intelligence (AI)
technology for talent acquisition is a growing trend in the human resource domain. Pillai et al. (2020)
investigate the predictors of AI technology adoption for talent acquisition using the Technology-
Organization-Environment (TOE) and Task-Technology-Fit (TTF) framework. This research provides
insights into the factors influencing the adoption and actual usage of AI technology for talent acquisition.
Moreover, Martínez-Morán et al. (2021) focus on the digital transformation of the talent management
process, specifically examining talent attraction and acquisition as key components of the employee life
cycle. They explore the digital tools utilized by Spanish corporations for talent acquisition, training,
evaluation, and development processes. Overall, the literature emphasizes the importance of a systemic
approach to talent management, the role of due diligence and employer branding in talent acquisition, the
impact of technology on talent acquisition strategies, and the evolving landscape of talent management
processes in the digital age.The talent acquisition lifecycle is a critical process for organizations to
identify, attract, and hire the right talent to support their business goals. Recent research has explored the
impact of emerging technologies, such as artificial intelligence (AI), on various stages of the talent
acquisition lifecycle. A study published in the International Journal of Engineering Development and
Research in 2018 examined the cascading impact of AI systems on talent acquisition processes. The paper
offers a deeper understanding of current AI frameworks and their ability to automate repetitive talent
acquisition tasks, thereby increasing process efficiency and effectiveness. Through case studies, the paper
documents the present and extrapolates the future of talent acquisition in AI-aided professional
environments. The authors note that AI has become a "game changer" for talent acquisition, automating
tasks that used to consume significant labor hours and enabling HR departments to focus on building
compliant and regulatory policies. Another study published in the Journal of International Social

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Research in 2009 explored the evolving terms of human resource management, including the role of
talent acquisition. The paper highlights the shift in talent acquisition from a reactive, vacancy-filling
process to a more strategic, long-term approach aligned with broader business goals. The authors
emphasize the importance of talent acquisition as a key business imperative for organizations, driving
corporate success and profitability. A study published in the International Journal of Research in
Engineering, Science, and Management in 2020 investigated the talent acquisition practices in the IT
industry. The paper explores various functions of the recruitment process, such as video interviewing,
technical testing, and panel interviewing. It also examines the strategies employed by organizations,
including in-house, outsourced, and a mix of both approaches to talent acquisition. The recent literature
on the talent acquisition lifecycle underscores the evolving nature of this critical HR function. The
integration of AI, the shift towards skill-based hiring, and the growing importance of employer branding
and candidate experience are just a few of the key trends shaping the talent acquisition landscape. As
organizations strive to attract and retain the best talent, a strategic and adaptable approach to talent
acquisition will be crucial for their long-term success.

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CHAPTER- 4

III. Research Methodology

This study employs a descriptive research design to explore the use of digital tools in the talent

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acquisition process. The descriptive research approach aims to provide a detailed understanding
of the current practices and emerging trends in this domain.

The research methodology involved a qualitative approach, drawing insights from two primary
sources:

1. Existing Research Paper: A comprehensive review of an existing research paper was

conducted to gain a theoretical understanding of the various stages of the talent acquisition
process and the integration of digital tools. This provided a solid foundation for the study.

2. Industry Expert Interviews: Insights were gathered from interviews with HR professionals
and recruitment specialists to understand the practical implementation and challenges associated
with leveraging digital tools in talent acquisition. These industry experts shared their firsthand
experiences and perspectives on the evolving landscape of talent acquisition.

By combining the insights from the existing research paper and the industry expert interviews,
this study presents a holistic understanding of the current state of digital tools in the talent
acquisition process. The key findings highlight the sourcing, screening, and shortlisting
practices, as well as the recent trends in recruitment that leverage video technology and AI.

The descriptive research design allows for a comprehensive exploration of the topic, providing a
detailed account of the current practices and emerging trends in the use of digital tools for talent
acquisition.

IV. DATA ANALYSIS AND INTERPRETATION

Traditional V/S Contemporary 3’s Process

S ourcing

S creening

Shortlisting
3’S process

1. Sourcing:

Traditional sourcing methods in recruitment typically involve candidates applying through the

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company's career portal, where they submit their resumes and relevant documents online.
Recruiters often rely on email outreach campaigns to encourage potential candidates to apply.
Additionally, traditional methods may include organizing walk-in drives and pool interviews,
which allow recruiters to interact with a larger number of candidates. During these events,
recruiters collect physical copies of resumes and documents, which are then digitized for further
processing. Resumes are categorized based on factors like geographical location, job position,
technical skills, years of experience, and industry background, creating a structured database for
easy access and management.

On the other hand, modern sourcing techniques have evolved with technological advancements.
These methods include converting video resumes into subtitled formats for improved
accessibility and efficient screening. Recruiters leverage sophisticated Applicant Tracking
Systems (ATS) throughout the recruitment lifecycle, utilizing algorithms to conduct keyword-
driven searches that prioritize relevant candidates based on specified criteria. Job boards and
social media platforms play a pivotal role in modern sourcing, enabling recruiters to reach a
broader audience of potential candidates. Moreover, recruiters employ Boolean search strings to
refine their search parameters, enabling them to pinpoint candidates whose qualifications closely
align with the job requirements. These modern sourcing strategies significantly enhance the
efficiency and effectiveness of talent acquisition processes in today's competitive job market.

2. Screening:
In the traditional screening process, recruiters manually assess individual resumes one by one,
carefully evaluating candidates' qualifications, experiences, skills, and achievements. This
method required thorough attention to detail and included verifying information such as
employment history, education credentials, certifications, and mentioned skills. Candidates were
shortlisted based on predefined criteria set by the hiring team or company policies, making the
screening process time-consuming and labor-intensive.

In contrast, modern screening methods utilize AI-based assessment tests for efficient and
unbiased candidate evaluation. This approach incorporates tailored multiple-choice questions
(MCQs) that assess candidates' knowledge, problem-solving abilities, and critical thinking skills
relevant to the job role or industry. AI algorithms analyze candidates' responses, enabling swift
evaluation and progression to subsequent assessment stages for successful candidates.

1. Multiple-choice questions (MCQs): Candidates answer job-specific MCQs designed to

evaluate their competencies. AI algorithms analyze responses to gauge skill levels, facilitating
candidates' advancement to the next stages of assessment upon clearing this round.

2. AI-Driven Interviews: Candidates participate in AI-driven interviews where AI technology

poses customized questions. AI evaluates candidates' responses against predefined criteria,
providing insights into their suitability for the role.
3. Grading and Selection: The AI system in question grades candidates based on their
performance in multiple-choice questions (MCQs) and AI-driven interviews. The system
evaluates candidates' skills alignment with job requirements, typically around 80%, to determine
their suitability for further recruitment rounds. This automated grading system aims to ensure fair

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and consistent evaluation, reducing biases in the screening process and enhancing overall
efficiency. Additionally, the system uses keyword search to identify candidates whose skills
align most closely with the job requirements. This approach helps to find the best candidates and
ensures that they are not overlooked due to inadequate keyword matching in their resumes.

3. Shortlisting:
In traditional recruitment, recruiters meticulously compare candidates' qualifications,
experiences, and skills against the job requirements and preferred attributes to create shortlists
after screening resumes. This process involved careful evaluation to ensure that only the most
suitable candidates proceeded to the next stages of recruitment, such as interviews or
assessments with hiring managers. Shortlisting was crucial in saving time and resources for both
recruiters and candidates, ensuring that only highly qualified individuals were considered for
further evaluation.

On the other hand, in modern digital recruitment processes, shortlisting involves leveraging
technology to assess candidates' skill sets and qualifications based on job requirements.
Automated systems analyze candidate data and match it against predefined criteria to create
shortlists of candidates who meet the necessary qualifications. These shortlisted candidates are
then typically scheduled for face-to-face interviews or additional assessments to further evaluate
their suitability for the position.

While digital recruitment processes offer efficiency and cost savings, it's important to maintain a
balance with the human component to ensure effectiveness and impartiality in the hiring process.
Ethical considerations regarding the use of technology in recruitment are also crucial, and it's
essential to utilize technology responsibly and transparently to uphold fairness and integrity in
the hiring process.

Recent Trends In Recruitment

Recent trends in recruitment have seen a significant shift towards leveraging video technology
and AI to enhance the hiring process. Here's a detailed explanation of each trend:

1. Video Job Descriptions- Companies are increasingly using video job descriptions to attract
top talent. These videos provide a comprehensive overview of the job role, required skills,
location, qualifications, and compensation. By showcasing the primary and secondary skills
needed for the position, along with details about the work environment and benefits, video job
descriptions offer a more engaging and informative way to communicate job requirements to
potential candidates.

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2. Video Resumes- Candidates are now creating video resumes to showcase their skills,
experiences, and projects. Video resumes allow candidates to present themselves in a more
dynamic and personalized manner, providing hiring managers with a deeper insight into their
capabilities. Recruiters can assess candidates based on their video resumes and select individuals
who meet the job requirements effectively.

3. Video Interaction with AI- AI-driven video interactions have become a popular method for
assessing candidates. AI interacts with candidates, asking questions to evaluate their skills and
qualifications. During these interactions, AI monitors candidates' voices, body language, and
facial expressions to analyze their responses. By freezing the screen to prevent cheating, AI
ensures a fair and transparent evaluation process, helping recruiters make informed hiring
decisions.

4. Face-to-Face Interaction with Hiring Managers- After clearing the initial rounds with AI,
candidates proceed to face-to-face interactions with hiring managers. This stage allows
candidates to engage directly with key decision-makers, providing an opportunity for both

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parties to assess cultural fit, ask questions, and discuss specific aspects of the role and company.

5. Final Round- In the final round of the recruitment process, candidates engage in discussions
regarding salary negotiation and budget considerations. This stage involves negotiating
compensation packages, benefits, and other financial aspects of the job offer. By openly
discussing salary expectations and aligning on budget details, both candidates and employers can
ensure a mutually beneficial agreement.

These trends reflect the evolving landscape of recruitment, where technology, video, and AI play
crucial roles in enhancing the candidate experience, improving hiring efficiency, and facilitating
transparent communication throughout the recruitment process.

Types Of Hiring

TYPES OF
HIRING

Lateral Bulk
Hiring Hiring

Lateral hiring and bulk hiring are two distinct strategies within the talent acquisition lifecycle
that organizations use to fulfill their staffing needs

1. Lateral Hiring:

Lateral hiring refers to the recruitment process of hiring candidates for positions that require a
certain level of experience, skills, and expertise. Unlike entry-level or fresh hiring, which
typically targets recent graduates or candidates with limited work experience, lateral hiring
focuses on attracting talent with specific knowledge and proficiency in a particular domain.
 Targeted Expertise: Lateral hiring aims to bring in professionals who have already
gained significant experience and skills in their respective fields.

 Position Requirements: Positions filled through lateral hiring often require candidates
to have a certain number of years of experience or specialized certifications

 Strategic Need: Organizations opt for lateral hiring when they need individuals who can
immediately contribute at a higher level without extensive training.

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  Networking and Referrals: Effective lateral hiring often involves tapping into
professional networks, using referrals, and engaging with industry-specific platforms to
identify and attract top talent.

 Competitive Advantage: Successful lateral hiring can provide a competitive advantage

by infusing the organization with experienced individuals who bring diverse
perspectives and expertise.

2. Bulk Hiring:

Bulk hiring, also known as mass recruitment, refers to the process of hiring a large number of
candidates within a relatively short period. This strategy is commonly used by organizations
experiencing rapid growth, seasonal demand spikes, or when there's a need to scale up workforce
capacity quickly.

 Scale and Volume: Bulk hiring involves recruiting a significant number of candidates
simultaneously, often to fill multiple positions across various departments or locations.

 Efficiency and Timeliness: The focus in bulk hiring is on efficiency and speed without
compromising quality. Streamlined recruitment processes, including assessment tools
and automated systems, are often utilized.

 Attraction Strategies: Organizations use targeted attraction strategies such as job fairs,
campus placements, social media campaigns, and employee referrals to reach a large
pool of potential candidates.

 Training and Onboarding: Bulk hiring requires effective onboarding processes and
training programs to ensure that new hires quickly integrate into the organization and
become productive members of the workforce.

 Cost Considerations: While bulk hiring can be cost-effective in terms of per-hire

expenses, there may be challenges in managing a large influx of new employees and
ensuring consistent quality across hires.

 Integration into Talent Acquisition Lifecycle:

Both lateral hiring and bulk hiring are integral parts of the talent acquisition lifecycle, which
encompasses all stages from identifying staffing needs to onboarding new hires. These strategies
are tailored to specific organizational requirements and contribute to building a diverse, skilled,
and agile workforce.

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 Challenges faced by the recruiter
1. Candidate Ghosting:

Candidate ghosting is a significant issue in digital hiring. It reflects a lack of professionalism and
can disrupt the recruitment process at any stage. For example, if a candidate ghosts after an
interview, it can leave the recruiter waiting for a response, leading to delays in filling the
position. This behavior can also reflect poorly on the candidate's reliability and commitment,
making it crucial for recruiters to manage expectations and maintain open lines of
communication to reduce the likelihood of ghosting.

2. Top Candidates are Passive:

Passive candidates present both opportunities and challenges. While they may not be actively
seeking employment, they often possess valuable skills and experiences that make them
attractive to employers. Recruiting passive candidates requires a strategic approach that involves
building relationships, highlighting career advancement opportunities, showcasing company
culture, and offering compelling reasons for them to consider a job change. Recruiters need to
engage with passive candidates proactively and demonstrate the value proposition of their
organization to attract top talent.

3. Communication Gaps:

Effective communication is the cornerstone of successful hiring. Communication gaps can arise
due to various reasons, such as using multiple communication channels, delays in response
times, lack of clarity in job descriptions or expectations, or miscommunication during the
interview process. Recruiters need to prioritize clear, timely, and transparent communication
with candidates to ensure a positive candidate experience and mitigate the risk of
misunderstandings or candidate disengagement.

4. Top IT Talent Demands High Salaries:

Highly skilled IT professionals often command high salaries due to their expertise, experience,
and the demand for specialized skills in the technology sector. This can pose a challenge for
recruiters, especially if the company has budget constraints or faces competition from other
employers offering lucrative compensation packages. To attract top IT talent, recruiters may
need to offer competitive salaries, bonuses, benefits, flexible work arrangements, career growth
opportunities, and a supportive work environment aligned with the candidate's career aspirations
and expectations.

5. Too Many Irrelevant or Underqualified Applicants:

The influx of irrelevant or underqualified applicants can overwhelm recruiters and prolong the
hiring process. Recruiters need to implement effective screening mechanisms, such as automated
resume parsing, pre-employment assessments, and targeted job postings, to filter out unqualified
candidates efficiently. This ensures that recruiters can focus their time and resources on

Page | 34
evaluating qualified candidates who meet the job requirements and organizational needs.

6. Lack of Local Talent:

In regions where there is a shortage of qualified local talent, recruiters may need to expand their
talent search beyond geographical boundaries. This can involve leveraging remote work options,
engaging with national or global talent pools, establishing partnerships with educational
institutions or industry associations, and offering relocation assistance or remote work
opportunities to attract qualified candidates from diverse backgrounds.

7. Hiring Fast:

While hiring quickly is essential to fill critical positions and maintain business continuity, it's
equally important to ensure thorough candidate evaluations and decision-making processes.
Rushing through hiring decisions can lead to hiring mistakes, mismatched candidates, and
increased turnover rates. Recruiters should strike a balance between hiring speed and quality by
optimizing recruitment workflows, leveraging technology for efficiency, collaborating closely
with hiring managers, conducting thorough interviews and assessments, and prioritizing
candidate experience throughout the recruitment journey.

8. Slow recruitment process:

Slow recruitment processes can significantly impact candidate interest due to prolonged waiting
periods for updates. Candidates may lose interest as they seek timely progress and
communication. Delays in the recruitment process can lead to frustration, causing candidates to
explore other opportunities or perceive the company as disorganized or unresponsive. This can
result in losing potential top talent and negatively impact the employer brand, affecting the
company's ability to attract and retain skilled professionals.

Introduction to Compensation Package

The post-interview phase, particularly the salary discussion and negotiation segment, is a vital
stage in which the complexities of the compensation package are carefully explained and
negotiated. In the context of remote hiring, all processes take place digitally, from discussions to
negotiations to formal offer letters.

It involves a thorough examination of the candidate's potential earnings, beginning with the fixed
base salary, which represents the consistent component of their income. This fixed amount is
clearly stated to ensure that the candidate understands their initial compensation.

Moving beyond the fixed salary, the topic focuses on the dynamic components of compensation.
This includes variable components like performance-based bonuses and incentives, which are
frequently linked to specific measurements or goals. By explaining these variable factors,
candidates acquire insight into their potential for increased earnings based on their performance
and contributions to the organization. The discussion expands to include a variety of incentives

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aimed to attract and retain great people. This may include equity options such as stock options,
which allow employees to share in the company's long-term success. Moreover, a number of
advantages such as healthcare coverage, retirement plans, paid time off, and professional
development opportunities are highlighted to demonstrate the overall worth of joining.

The encouragement of open discussions and meaningful negotiation is essential to the

compensation discussion and negotiation process. In order to get at a compensation package that
satisfies the candidate's expectations while staying within the organization's financial constraints
and compensation criteria, both sides hold discussions.

After an agreement is reached, the candidate receives an official offer letter by digital means that
includes every detail of the mutually agreed-up compensation plan. The terms and conditions of
employment, including compensation, bonuses, benefits, deductions, and other relevant
information, are described in this offer letter, which acts as a legally binding contract.

Overall, the salary discussion and negotiation phase aims to ensure transparency, fairness, and
alignment between the candidate's expectations and the organization's compensation structure,
resulting in a positive and mutually beneficial employment relationship.

LOI/ Offer Letter Generation

Generating a Letter of Intent (LOI) or an Offer Letter is a crucial stage in the recruitment
process, with each serving a specific purpose. The procedure is also digital, with documents
being drafted, shared, and signed via technological platforms.
An LOI is frequently used early on to demonstrate a genuine desire to hire a candidate while
allowing for continued talks and completion of details such as salary, start date, and job
responsibilities. It describes the important terms and conditions that were agreed upon during
conversations while leaving room for modifications. However, a LOI is not legally binding.
Generating a Letter of Intent (LOI) or an Offer Letter is a crucial stage in the recruitment
process, with each serving a specific purpose. The procedure is also digital, with documents
being drafted, shared, and signed via technological platforms.
An LOI is frequently used early on to demonstrate a genuine desire to hire a candidate while
allowing for continued talks and completion of details such as salary, start date, and job
responsibilities. It describes the important terms and conditions that were agreed upon during
conversations while leaving room for modifications. However, a LOI is not legally binding.

Documentation

In both digital and onsite hiring settings, the employment documentation process involves
gathering necessary documents to validate a candidate's qualifications, identification, and work
experience.Candidates for digital recruiting might provide scanned or digital copies of their
documents. Marksheets, whether for graduation or post-graduate, are important in establishing a
candidate's educational record. These records highlight the courses taken, grades earned, and
overall academic success. Aadhaar cards serve as proof of identification and residence,
containing important information such as the individual's Aadhaar number, name, date of birth,
photograph, and residential address. PAN cards are also useful, particularly for financial

Page | 36
transactions and taxation, because they contain the PAN number, name, date of birth (if
provided), and photos.

Experience certificates from the candidate's prior employer serve as concrete proof of their past
job. These certificates often include the company name, job title, term of employment, tasks, and
responsibilities, as well as official seals and signatures. In onsite hiring, candidates may present
physical copies of these documents for verification during the interview or pre-employment
screening. Employers often review these documents to ensure accuracy, authenticity, and
regulatory compliance, resulting in a seamless and transparent hiring process, whether conducted
digitally or on-site.

BGV

Background verification (BGV) is a critical process conducted by employers to authenticate the

information provided by job candidates. Its primary aim is to confirm the accuracy of a
candidate's credentials, employment history, educational qualifications, criminal record (if
applicable), and other pertinent information relevant to the job role. BGV typically involves
several types of checks, including educational verification to confirm degrees and certifications,
employment verification to validate work history and responsibilities, criminal background
checks to assess any legal issues, reference checks to gauge character and work ethic, address
verification to confirm residence, and in certain cases, credit history checks for roles involving
financial responsibilities. The process starts after a candidate accepts a job offer, where they are
required to submit necessary documents and information. Employers may use internal teams or
third-party agencies to conduct these checks, following a structured verification process. The
significance of BGV lies in its ability to ensure the credibility of the workforce, enable informed
hiring decisions, and comply with legal and regulatory requirements, ultimately contributing to a
safe and reliable work environment.

Onboarding
After completing all the processes involved in onboarding, the new employee is warmly
welcomed into the organization. This moment marks the culmination of the efforts put into
preparing the employee for success in their role. The onboarding process, which includes
orientation, training, introduction to the team and key stakeholders, clarification of expectations,
and technology setup, aims to equip the employees with the necessary tools, knowledge, and
support to thrive in their new position. The welcome to onboarding signifies the official
integration of the employee into the company's culture, values, and work environment. It's a
moment of transition from being a candidate to becoming an active member of the organization,
ready to contribute and grow professionally. The HR and management teams continue to provide
ongoing support, guidance, and feedback to ensure a smooth transition and to help the employee
navigate their responsibilities effectively.

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 STA
GE-
ALLOTING REQUSITION TO EMPLOYEES
1
STA
GE-
SOURCING CANDIDATES
2
STA SCREENING RESUMES
GE-
3
STA
GE-
UPLOADING CANDIDATE TO THE PORTAL
4
STA
GE-
ONLINE INTERVIEW
5
STA
GE-
ONBOARDING
6

RECRUITMEMT PROCESS OF PYXIDIA TECHLAB

Requisition Allotment:

The process begins with the allocation of requisitions to employees, where we engage in a
collaborative discussion with clients to understand their specific requirements for the desired
candidates. This involves a thorough understanding of the job description and the necessary
skills and qualifications required for the position. The employees then conduct extensive
research to ensure that they have a clear understanding of the client's needs.

Sourcing Candidates:

Following the research phase, our teams utilize various sourcing methods to identify potential
candidates. This includes the creation of video job descriptions, which are then posted on social
media platforms and job boards. Additionally, we leverage Boolean strings to target specific
candidates and reach out to them through LinkedIn messages. Candidates are asked to share their
updated resumes, which may also include video resumes if required by the client.

Resume Screening:

Once candidates have been sourced, we conduct a thorough screening process to match their
experience and skillsets with the job description. This involves framing specific questionnaires
that are tailored to the client's requirements. The expected compensation and notice period are
also discussed during this stage to ensure that both parties are aligned.

Candidate Portal and AI-Based Assessments:

After the initial screening, candidates are uploaded to our candidate portal, where they are
provided with a test link that includes MCQ-based questions. The client is able to track the status
of the candidates throughout the process. Candidates who pass the initial round are then required

Page | 38
to take a second test, which is fully automated and utilizes AI technology. This test includes
video and audio components, as well as screen monitoring to ensure the integrity of the
assessment.

Online Interviews and Selection:

Following the AI-based assessments, candidates who have cleared the rounds are invited to
participate in online interviews conducted by a panel. The selection process is then completed,
and the chosen candidate is presented to the client for final approval.

Onboarding:

Once the candidate has been selected by the client, our organization is responsible for
onboarding the new employee. This includes completing all necessary documentation and
background verification. The employee then begins working for the client under our payroll.

The findings of the research highlight the significant impact of digital tools on, leading to a
revolution in the industry. Here are some key findings:

1. Efficient Sourcing: Digital tools like job boards, social networking platforms, and Boolean
search strings enable IT consultancies to efficiently search for and prioritize relevant candidates
based on specified criteria. This helps expand the candidate pool and identify the most suitable
talent.

2. Automated Screening: The use of AI-based assessment tests and algorithms allows to
evaluate of candidates' knowledge, problem-solving abilities, and critical thinking skills in a
more efficient and unbiased manner. This streamlines the screening process and ensures that only
the most qualified candidates progress to the next stage.

3. Improved Shortlisting: Automated systems in the digital recruitment process analyze

candidate data and match it against predefined criteria to create shortlists of candidates who meet
the necessary qualifications. This helps manage the hiring process more effectively and focus on
the most suitable candidates.

4. Enhanced Candidate Experience: The integration of video job descriptions and virtual
interviews in the recruitment process provides with a more engaging and transparent way to
communicate job requirements and assess candidates' skills and cultural fit. This can positively
impact the employer brand and the organization's ability to attract top talent.

5. Reduced Bias: The use of AI-driven interviews and automated grading systems in the
screening process helps reduce the impact of human biases, ensuring a fairer and consistent
evaluation of candidates based on their skills and qualifications.

6. Improved Efficiency and Cost Savings: The adoption of digital tools in the talent acquisition
process enables streamlining the recruitment lifecycle, leading to increased efficiency, reduced
time-to-hire, and cost savings in the overall hiring process.

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 V.CONCLUSION

The integration of digital tools in the talent acquisition process has revolutionized the way IT
consultancies operate, offering a myriad of benefits that enhance efficiency, improve candidate
experience, and enable data-driven decision-making. By leveraging video job descriptions, AI-
based screening, and automated shortlisting, companies can source, evaluate, and select top
talent more effectively, leading to heightened productivity, enhanced employee satisfaction, and
sustained long-term success. The strategic adoption of modern recruitment strategies, such as
virtual interviews and online onboarding, has redefined the talent acquisition landscape, setting a
new standard for recruitment excellence in the digital era. The responsible and transparent
utilization of technology in the hiring process ensures fairness and integrity, ultimately
positioning for continued growth and success in the competitive job market.

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11. Ningule, P. S. (2019). Study Of Talent Acquisition Process At Capgemini India. Think India
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Gavin Walford-Wright, William Scott-Jackson.
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Opportunities For Human Resource Management. Iosr Journal Of Business And Management
(Iosr-Jbm), 5.
18. Tyagi, A. (N.D.). Effective Talent Acquisition Throughe-Recruitment: A Study. International
Journal Of Multidisciplinary Research, 11.
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On The Organizational Outcomes . International Academic Journal Of Human Resource And
Business Administration , 12.
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20. Ian Cunningham; "Talent Management: Making It Real", Development And Learning In
Organizations, 2007. (If: 3)
21. Pallavi Srivastava; Jyotsna Bhatnagar; "Talent Acquisition Due Diligence Leading To High
Employee Engagement: Case Of Motorola India Mdb", Industrial And Commercial Training,
2008. (If: 3)
22. Pallavi Srivastava; Jyotsna Bhatnagar; "Employer Brand For Talent Acquisition: An Exploration
Towards Its Measurement", Vision: The Journal Of Business Perspective, 2010. (If: 4)
23. Kulwinder Singh; Sheetal Sharma; "Effective Use Of Social Media For Talent Acquisition And
Recruitment", International Journal Of Intercultural Information ..., 2014. (If: 3)
24. Sheryl Sandberg; "Lean In - Women, Work And The Will To Lead", Nhrd Network Journal,
2015. (If: 4)
25. Yuliani Suseno; Ashly H. Pinnington; "The War For Talent: Human Capital Challenges For

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 Professional Service Firms", Asia Pacific Business Review, 2017. (If: 3)
26. Mary Mkamburi; "Influence Of Talent Management On Employee Performance At The United
Nations: A Case Of World Food Programme", Strategic Journal Of Business & Change
Management, 2017. (If: 3)
27. Gavin Walford-Wright; William Scott-Jackson; "Talent Rising; People Analytics And
Technology Driving Talent Acquisition Strategy", Strategic Hr Review, 2018. (If: 3)
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Acquisition In It/Ites Organizations", Benchmarking: An International Journal, 2020. (If: 3)
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 Weekly Progress Report (WPR)
S.N
o Time/Duration Date Activity Accomplished
8-02-24 –
Induction & orientation
1 Week -I 10-02-24
12-02-24 –
Research on POSH, Presentation & Implementation on POSH policy.
Week –II 17-02-24
The tasks involve a mix of job searching, research, and presentation creation, ,
researching job opportunities, and creating presentations on maternity leave and
19-02-24 – POSH policies. The tasks include making calls for recruitment, clarifying leave
24-02-
policies, and implementing leave policies within a company.
Week -III 24
The tasks included creating a PowerPoint on Induction and Orientation, screening
job postings, scripting a video Job Description, preparing scripts and presentations
for Business Development Manager (BDM), and recording videos for both BDM and
26-02-24 –
Digital Marketing Executive positions.
Week-IV 02-03-24
04-03-24 –
Week-V 09-03-24 Prepared PPT for AI/ML and Unity 3D and scripting and editing videos
11-03-24 – Prepared PPT on RUST, AL/ML, scripting for videos, recording and posting videos
Week-VI 16-03-24 over LinkedIn.
18-02-24 – Prepared PPT on IOS & Devops scripting for videos, recording and posting videos
Week-VII 23-03-24 over LinkedIn and also Explained incentive plans to the employees.
25-03-24 –
Week-VIII 30-03-24 Searching for ATS to be installed in the company and attending demo sessions
Searching for ATS to be installed in the company linkedin post and preparing PPT on
1-04-24 – company profile. Preparing PPT for company introduction, Preparing for campus
Week-IX 6-04-24 drive made questionnaire and draft email to TPO.
08-04-24 – Preparing assessment test questions and drafting mail, Participated as a panel
Week-X 13-04-24 member in virtual interview round & Learning sourcing techniques.
15-04-24 –
Week-XI 20-04-24 Taking interview for pyxidia techlab.
22-04-24 – Working on dissertation report and conducting the final interview round hiring for
Week-XII 27-04-24 pyxidia.
29-04-24 – Working on Research paper, Calling candidates and searching for consultancy in
Week-XIII 04-05-24 Raipur. Preparing PPT for video JD & Making video JD on senior Data Scientist.
O6-05-24 Working on research paper & segregated resume of Sr. Data Scientist, Prepared PPT
Week-XIV –11-05-24 & video JD on Asst. HR Manager.
13-05-24 – Induction & orientation and coordinating with new employees, Preparing
Week-XV 18-05-24 experience letter and updating description of new employees over conflux.
20-05-24 –
Week XVI 25-05-24 Working on video job description of product designer.
27-05-24 –
Week XVII 31-05-24 Working on video job description and dissertation report.

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Certificate of Research Paper Publication

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Plagiarism Report

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