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A study on the effectiveness of recruitment channels
 

A study on the effectiveness of recruitment channels

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A study on the effectiveness of recruitment channels

A study on the effectiveness of recruitment channels

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    A study on the effectiveness of recruitment channels A study on the effectiveness of recruitment channels Document Transcript

    • Effectiveness of Recruitment Channels INTRODUCTION TITLE OF THE PROJECT: A study on “Effectiveness of recruitment channels” with special reference to GO GO INTERNATIONAL Pvt. Ltd., HASSAN. OBJECTIVES OF THE STUDY: The objective of the study is to develop a Recruitment channel, which will be utilized to ensure that GO GO International Pvt. Ltd is able to identify and prepare for filling key organizational positions with qualified candidates, in advance of actual need, and to assist in managing diversity and workforce planning. Another related objective is to have the right people available, at the right place, at the right time in order to ensure smooth ongoing operations. In other words, to develop effective recruitment process which would grow as well as retain talent and maintain leadership continuity· Develop and prepare a pool of talents to meet future business requirements. • Maintain an ongoing supply of well-trained, broadly experienced, well- motivated people who are ready and able to step into key positions as needed· Align the future needs of the company with the availability of appropriate resources within the company. • Ensure continuity of leadership/ key positions • Avoid transition problems • Defined career paths, which will help the company recruit and retain better people. SCOPE OF THE STUDY: The Project is concerned with the study of various aspects of current Recruitment Channels and Process at GO GO International Pvt . Ltd .besides exploring the process of Recruitment the scope of the study also lies in Page 1 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels understanding the Effectiveness of Current Recruitment Channel and getting the feedback from the recruiters. PROBLEM STATEMENT: Recruiting and retaining employees in the industry is a critical issue. Smart, ambitious, and highly motivated employees are difficult to keep. Attracting and retaining these people is a challenge. Qualified personnel have to be compensated well and require work that develops their skills and matches their personal interests. Since technical employees require challenging and rewarding work, a slightly different plan must be employed to successfully recruit and retain these workers. Some key factors that aid the recruiting of outstanding technical people are salary, benefits, the organization’s reputation, and rewarding work. The purpose of recruiting is to ensure a sufficient pool of applicants from which the most qualified individual may be selected. Successful recruiting can minimize the employee turnover rate absenteeism, lower productivity. RESEARCH METHODOLOGY There are 3 types, they are: 1. Explorative 2. Descriptive 3. Experimental Descriptive methodology is used in the present study. Data Sources: Primary Data: The Primary data was collected from the respondents by administering a structured questionnaire and also through observations, interviews & discussion with Management team Page 2 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels Secondary Data: Apart from Primary data, the secondary data is being collected through Text books, records of GO GO International Pvt. Limited, Journals from Library, Academic Reports, and Internet , used for this study. Sampling: Sample Population: There are total 1115 employees working in the organization. Sample Size: Out of the total population, the sample taken among respondents from the quality department is 50. Sampling Area: The research was conducted at quality department of GO GO International Pvt. Limited Hassan. Sample Method: The research was made by the survey in accordance to the convenience of the employees. So the sample type is convenience sampling. TOOLS USED FOR ANALYSIS Instrument: Page 3 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels A structured Questionnaire is used, and the type of questionnaire is target questions. Method: The research was conducted by using contact methods through Questionnaire, Interview and Observation. The information was collected from the employees of quality department only. DATA ANALYSIS TECHNIQUES: The data is analyzed with” Simple analysis technique”. The data tool is percentage method. Percentage method is used in making comparison between two or more criteria. This method is used to describe relationship. Percentage of Respondents = No. of Respondents/ Total no of Respondents X 100 LIMITATIONS OF THE STUDY: Limitations: 1. It can be dysfunctional to the organization to utilize inferior internal sources only because they are there, when better candidates are available outside. 2. The skills of internal employees may become obsolete and the organization may have no other option than to restore to outside sources. 3. It may encourage favouritism and nepotism, i.e., appointment may be restricted to their kith and kin. 4. It often leads to inbreeding and the organization may stagnate without “new blood”. 5. The internal candidates may not be the best in the market. Page 4 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels 6. Internal sources may tend to “dry up” and it may be difficult to find the necessary manpower from within the organization especially when expansion is taking place rapidly creating numerous vacancies. 7. Internal promotion may cause friction amongst existing staff – if promotion is made automatic, or based only on seniority, complacency sets in and standards deteriorate. 8. Likes and dislikes of management may play an important role in the selection of personnel. INDUSTRY PROFILE Indian textile industry can be compared to a pyramid of ice floating in water. “Only one tenth of the pyramid is visible, in the form of large textile mills in the organized sector. The body of the textile pyramid consists of the decentralized power loom and handloom sectors, which account for the bulk of India’s production. The base of the pyramid is the downstream apparel and household textile sectors. The entire pyramid employs about fifteen million (as in 2007, it was estimated 20 million) workers-most of whom work in small firms in the decentralized sector”. Indeed, the structure of the Indian textile industry is as varied and deep-rooted as is its reform, challenging and daunting Indian textile and clothing industry is the largest foreign exchange earner for the country, and employs over 20 million people, second only to agriculture. India cannot afford to let this industry grow sick. That would be nothing short of a human tragedy. Until the era of globalization liberalization was launched at the opening of the current decade, the domestic market was a protected turf, and a seller’s market. 2.1 Textile Industry in India Page 5 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels The second largest employment generator after agriculture. It holds significant status in India as it provides one of the most fundamental necessities of the people. Textile industry was one of the earliest industries to come into existence in India and it accounts for more than 30% of the total exports. In fact Indian textile industry is the second largest in the world, second only to China. Textile Industry is unique in the terms that it is an independent industry, from the basic requirement of raw materials to the final products, with huge value-addition at every stage of processing. Textile industry in India has vast potential for creation of employment opportunities in the agricultural, industrial, organised and decentralised sectors & rural and urban areas, particularly for women and the disadvantaged. Indian textile industry is constituted of the following segments: Readymade Garments, Cotton Textiles including Handlooms, Man-made Textiles, and Silk Textiles Woollen textiles’ Handicrafts and Jute. Till the year 1985, development of textile sector in India took place in terms of general policies. In 1985, for the first time the importance of textile sector was recognized and a separate policy statement was announced with regard to development of textile sector. In the year 2000, National Textile Policy was announced. Its main objective was: to provide cloth of acceptable quality at reasonable prices for the vast majority of the population of the country, to increasingly contribute to the provision of sustainable employment and the economic growth of the nation; and to compete with confidence for an increasing share of the global market. The policy also aimed at achieving the target of textile and apparel exports of US $ 50 billion by 2010 of which the share of garments will be US $ 25 billion. However, with the forces of globalization having been unleashed, and accentuated by the coming into force of the WTO in 1995, there is no looking back. The world has changed and is changing. In the borderless world, only the fittest would survive. Indian textile and clothing industry is beset with several shortcomings, in no small measure due to the lop-sided govt. policy in the post-1947 India. Page 6 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels But now it must change. It must change if it is not be blows away by the global market forces, both in the international market as well as by imports in the domestic territory. And contrary to the common refrain of the industrialists in textile industry, the onus of infusing a refreshing change lies more on the industry (firms) than on the government. This is not to be little the significant role of a facilitator that govt alone can provide. But competitive strategy originates at the level of the firm. No amount of macroeconomic change can make the firms in the industry competitive. The govt. must evolve a national policy, which can act as a general guideline for the firms to define their unique positioning strategy. Given the national environment, the firms must control their own destiny, or someone else will. 2.2COMPANY PROFILE 2.2.1 PROMOTORS AND MANAGEMENT: GO GO International Pvt .Ltd., a privately owned company being managed by the promoters. The company was started in 1983 by Mr.S.S.Goenka who hails from a family of entrepreneurs. Mr.Goenka alone managed his business for many years and strived to put Go Go International amongst well established exporters. Some years later, Mr.Rajeev Goenka, the elder son joined hands in the business with his father. Mr.Rajeev Goenka a Mechanical Engineer gave a whole new outlook to the business. His engineering background helped him look at new and better technology for improving quality of products, improving design and reducing time. He personally supervises the production processes and ensures a smooth and unbroken flow. Page 7 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels Mr. Achal Goenka, a Doctor by profession and the second son of Mr.S.S.Goenka also joined hands in the business in 1992. He is conversant with the latest international trends and tastes. Quality control is an obsession with him. In the process to maintain quality of fabrics, a process house for dyeing and printing of different kinds of fabric was incorporated in 1995. A company that started off modestly started increasing its business across the globe and is presently doing a turnover of over 6 million garments every year and increasing constantly. In the increasing and thriving business, Ms.Nirmal and Ms.Lalita the daughter-in-laws of Mr.S.S.Goenka have also joined hands in running the ever expanding demand. 2.2.2MARKETS AND CLIENTS: GO GO exports garments to EU countries like Italy, France, Spain, Belgium, Norway, Holland, Germany, Austria and also Switzerland, Scandinavia and Hungary. Outside Europe GO GO exports to the United States of America, Canada, Mexico and Australia. In America they are supplying to firms like Vanity Fair, Steven Berry, and Blake Hollister etc.. In Europe their main customers are Coop, Bestseller, Replay, Adler, Guru, Makro Stores and SCA Textiles etc. GO GO International customers span a wide spectrum- order sizes vary from 5,000 units to 1 million units. All receive the same care and attention that GO GO is known for. When GO GO International decides to accept a client, a complete team is assigned to the task at hands. Each team comprises of a Sr. Merchandiser, Merchandiser, sampling team and production controller for both sales and production. 2.2.3 VISION: Page 8 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels “Begin with a vision Build with resources that are dynamically matched with a strong commitment to excellence in products and processes, through a team of dedicated people, while ensuring a clean environment for our plant, the Earth. All to serve the customer better.” 2.2.4 MISSION: “To truly partner with our customers to deliver business solutions which rest on product differentiation.” 2.2.5 QUALITY POLICY GOGO INTERNATIONAL COMMITTED TO: 1. Supplying products of consistent quality to satisfy the customer’s requirement. 2. Delivering the goods at the right place at the right time and at the right price. 3. Responding quickly and effectively in all communication with customers. 4. Training of all employees in achieving the products of high quality. 5. Ensuring good quality raw material supply from suppliers. 6. Having effective communication with suppliers. This will be achieved through the implementation and maintenance of a well-documented system to meet the requirement of buyer’s standard. 2.2.6 PRODUCT PROFILE: Page 9 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels GO GO Intentional Company’s commitment to specialization extents to the fabric used to manufacture garments. The main range is of garments made from knitted fabric. The company caters to Men’s, Ladies and Children knitted garments. The range includes outerwear, sportswear, party wear, Nightwear and active wear. Recently GO GO International has also ventured into ladies fashion garments in Woven fabrics. This was mainly to consistent insistence from their existing buyers. Now, they are in the verge of expanding their dimensions in woven garments also. The fabric for manufacture is mostly acquired locally. At times it is sourced from Taiwan, Hong Kong, Singapore or Korea to meet individual requirements. Go Go has computerized embroidery machines which are capable of producing 10,000 pieces per day. Go Go also has in house facilities for hand embroidery. 2.2.7 COMPETITORS: The main competitors of GOGO International are Gokul Das Exports, Gokul Das Images, Shahi Exports, and Bombay Rayon etc. 2.2.8 INFRASTRUCTURE: GO GO has invested heavily in infrastructure, not only for manufacturing of garments but also to streamline the entire production and marketing process. GO GO has made Hassan it’s hub for manufacturing facilities as well as its support department: Shipping, Quality control, Designing, Sampling, Page 10 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels Embroidery, Computer Systems and Accounts. It also has sourcing, marketing and manufacturing offices at Delhi, Ludhiana, Tuticorin and Tirupur. Three Showrooms are maintained for fashion and high fashion garments. Overall GO GO International employs around 2000 employees which include over 300 administrative staff. 2.2.9 DEPARTMENT OF HUMAN RESOURCE MANAGEMENT: Mr.Vasudeva P.V, Hr manager heads the HR department. The staffs of HR Dept. include the junior Hr executives, a welfare officer, a nurse, a crèche in charge, house keeping staff. 2.2.10 HR VISION: “Build with resources that are dynamically matched with a strong commitment to excellence in products and processes, through a team of dedicated people, while ensuring a clean environment for our planet, the Earth. All to serve the customer better”. Human resources department: 1. Planning HR Long term planning of staffing needs • Planning of staff needs for senior executives • Staffing 2. Resourcing HR • positions fill process • Transfer and job rotation . 3. Leadership HR • Communication management Page 11 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels • Employee satisfaction survey • Collective bargaining. • Discipline handling 4. Compensation and benefits HR • salary review process • Facilities management and employee service • Retrial management. 5. Developing HR • Performance appraisal • Rewards and recognition • Succession planning • Training and development • Leadership development • skill management 2.2.12 Functions performed by the HR Department  Recruitment  Induction  Time office  Wages & salary administration  Industrial relations  Safety& welfare  Security 2.2.13 Recruitment and selection procedure: In GO GO International Pvt. Ltd recruitment procedure is as follows. First, Department Heads will do the manpower planning. After identifying the manpower need they send a report as per qualification and required number of candidate, to HR Department? From there the issue would be discussed with the Page 12 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels management and if it is really required then the HR department will take proper steps for recruitment. After that they will take proper steps like advisement, are placed in papers, approaching consultancies for recruitment and also recruit employee through referrals. Recruitment is a centralized process in Go Go International Pvt.Ltd. both external& internal sources of recruitment are carried out on to recruit applicants. The management will conduct a medical test, so as to know whether they are fit to work. Training is given to selected candidates. 2.2.14 INDUCTION: The induction programme will be conducted for newly appointed candidates. The selected candidates are introduced to their colleagues, their workplace etc. They are appraised to the nature of duties, leave benefits, salary, position in hierarchy etc. 2.2.15 TRAINING: IDENTIFICATION OF THE TRAINING NEEDS: Training needs may be new training needs or retraining needs. These are identified once in a year. Department heads identify the training needs of their employee through appraisal system. New employee is assigned a new job and is trained for the same. Training needs are considered at 3 levels 1) Individual level 2) Department level 3) Organization level • Kinds of training provide  On the job training  In house training Page 13 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels Annually Training Dept. prepares its own training calendar. It also prepares monthly training schedule& all the employees are given the required training. • Wages and salary administration: Wages and salary administration is computerized and it is calculated on the basis of attendance. .In case of unpaid wages & salary reconciliation is made .When an employee resigns full and final settlement of his account is made. 2.2.16 LABOUR WELFARE FACILITIES: GO GO International Pvt.Ltd provides many labour facilities some of them are as mentioned below; • Canteen: The canteen at the company is well maintained and is under contractual basis. Employees are provided with subsidized food during the working hours. The objective of this facility is to provide clean, hygienic and nutritious food for the workers at cheaper cost, providing neat hygienic place for workers to consume food. Canteen provides a meeting place for all the workers. • First Aid facility: First Aid boxes at cupboards well equipped with the prescribed medicine are provided in all the departments. Each box is in charge of responsibility of the person who holds a certificate in the first aid treatment. Ambulance room service is also provided during the working hours. An ambulance van is maintained in the company to take employee to the hospital in case of accident. • Maternity benefit: Page 14 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels ML is payable for a maximum of 12 weeks in case of confinement and minimum of 6 weeks. • Disablement benefit: If there were any temporary disablement due to employment injury then if the person were insured he would be compensated with about 70% of daily average wage. If disablement is permanent, then periodical payment is paid for the person who is insured or to the dependent of the injured person. • Reward for best service: Every employee is rewarded for outstanding performance in the factory. Cash prize and other benefits are given. This implies to workmen to the grade up to the junior managers. 2.2.17 LEAVE ADMINISTRATION • Earned leave: Permanent workmen who have actually worked in a particular leave year for 240 days would be entitled for 12 days EL. For the days worked in excess of 240 days, concerned workmen would be entitled to 1 EL for every 20 days actually worked. • Crèche: The factory has a special facility for the employees of the organization .The crèche looks after the children of the employees during their working hours. Children between the age group of 1 year to 4 year will be taken in. Every child birthday will be celebrated by cutting cake & the child would be given a birthday gift from the company. Page 15 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels • Employee welfare: The welfare officer will look after employee welfare. They will be having many important responsibilities to be taken care of. Welfare officer is in charge for the induction of the new employees. He/ she have to guide the employees by educating them about the welfare benefits, like PF, Insurance, etc. He/she arranges regular workshops, demos, lectures, seminars, etc for the employee. For example • Monthly awareness programme for new employees. • Safety measures taught to the employees • Personnel hygiene • Extinguishing fire • Women’s day celebration etc… 2.2.18 DIFFERENT COMMITIES: • Canteen committee • Prevention of Sexual Harassment committee • Health & Safety committee • Works committee • Canteen committee: This committee looks after the canteen issues in the factory. The committee consists of 10 members. They organize a meeting at the end of the month and discuss various issues about the canteen facilities. They also collect feedbacks from the employees regarding the food provided. Hygiene, one among priorities suggestion if any given are work out. • Committee against sexual harassment: As 80% of the employees in the factory are women. A committee is set up to take care of the subtle issues revolving around the women employees. Any behaviour, which would lead to embarrassment of the women employees, would Page 16 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels be taken note of. Any person who tries to misbehave with the women workers would be taken from a work. Such situation would be dealt with, at most dignity. And such kind of issues would be kept as confidential as possible. • Health & Safety committee: A group of workers form a committee to look after the safety of the co workers. Such as the protection gadgets provided are good or not. While working the employee is using those gadgets or not. What are the extra measures to be taken for the safety of workers? Etc .are dealt in detail. • Works committee: As per Industrial Dispute Act. 2.2.19 Working hours: The working hour’s intervals & name and particulars of factory management, date of disbursement of wages is prominently displayed in Form No.10 in factory premises. 2.2.20 Attendance: i. Every employee shall register his attendance by Bio-Metric and his punch ii. Card -once before commencing work very day and once at the end of the day. iii. Day (close of work hours). iv. This facility does not enforce on employees who have not completed 18 years of age, child labour is strictly prohibited. v. Every employee shall therefore commence his/ her work at his / her assign end place and at the time fixed for commencement of work in accordance with the notified work hours. vi. The starting & closing of the work period , the starting & closing of interval period shall be notified from time to time & shall be signalled by the sound of an a siren. Page 17 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels vii. Employees in completion of working / shift hours leave the factory premises immediately with in 15 min from the close of shift hours. viii. If any employees is late to work whether at commencement of shift/ working hours or after lunch interval for more than 3 min in the month during two successive or for more than 5 times in month shall be declared as habitually late & shall be liable for disciplinary action. 2.2.21 Entry, exit and search: I. All employees shall enter or leave factory premises by the gate or gates specified for the purpose. II. No employee shall enter the established factory premises except when on duty, without the permission of the security or any other officer authorized by the Management in this behalf. III. No employee shall take with him, inside the factory, any outside person / friend /relative without the permission of the officer authorized on behalf. IV. The entire employee shall be searched at the factory main gate or such other specified entrances by the security staff on duty or by others appointed by the manager for the purpose. V. Any employee, who is off duty, has been granted or has resigned or is not working for any reason, shall immediately leave the factory premises and shall not enter any part to it except with permission of the officer authorized in this behalf. VI. No employees shall leave factory premises during duty hours except after obtaining written permission of the authorized officer and with a gate pass. If any employee desires to leave the factory premises during the hours of work notified for him/ her, he/she shall obtain the prior consent of and a gate pass from the manager, and in the absence of manager, from the in charge manager or any other officer authorized in this behalf. Page 18 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels 2.3 SWOT ANALYSIS SWOT analysis refers to, analyzing the strength, weakness, opportunity and threat of the organization SWOT is a compound of two factors namely external factors and Internal factors. Strengths and weaknesses are the internal factors controlled by the technical and personnel departments. Opportunities and threats are the external factors which cannot be controlled by the company. External factors may include political factors, Socio –Cultural factors, Technical factors, demography and Environmental factors. WEAKNESS SWOT STRENGHT ANALYSIS OPPORTUNITIES THREATS Page 19 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels  Strengths: • Huge textile production capacity. • Large pool of skilled and cheap work force. • Huge export potential. • Flexible textile manufacturing systems. • Motivation of customer satisfaction. • Quality of the product is good compare to other manufactures.  Weakness: • Increased global competition. • Use of outdated manufacturing technologies. • High production cost with respect to other competitors. • Political interference in trade unions  Opportunities: • Research And new product development can help the company to move across the value chain . • Increased use of CAD to develop designing capabilities. • Can export to different countries  Threats: • Increasing demand for luxury brands • Entry of new competitors • Increase competition Page 20 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels • Need to improve the working conditions of the people who are involved in this profession. LITERATURE REVIEW 3.1 Introduction to Human Resource Management: Modern organizational setting is characterized by constant changes relating to environmental factors and human resources. As regards environmental factors, we find changes in the operating organizational structure, the networking procedures, customs or norms and the economic, political and social patterns in which organizations exist. Moreover, there is constant change in human resources. New individuals are being employed with their new ideas and expectations while the existing workforce is constantly changing vis-à-vis ideas, attitudes and values. Although the change may provide solution to some problems, it may create several new ones. There is an urgent need to understand these problems, anticipate them and to find solutions to them. The responsibility to find out solutions to these problems lies with every manager who has to be prepared to deal with different changes effectively through educational and developmental programmes. Obviously, every manager is responsible for management of human resources – of course with the advice and help of personnel department. Management of human resources is the essence of being a manager who has to get things done through others. Specifically, his task relates to leading, mobilizing and directing the efforts of people without which he can be a Page 21 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels technician but not a manager. Thus, every manager has to develop and maintain his competence in managing human resources which have assumed utmost significance in modern organizations. 3.2 Definition of HRM According to Michael J. Jucius defined as “the field of management which has to do with planning, organizing, directing and controlling the functions of procuring, developing .maintaining and utilizing the labour force .such that the – 1. Objectives of the company is established are attained economically and effectively , 2. Objectives of all levels of personnel are served to the highest possible degree, and 3. Objectives of society are dually considered and served”. HRM can be defined as managing (planning, organizing ,directing and controlling )the function s of employing ,developing and compensating human resource resulting in the creation and development of human relations with a view to contribute proportionately due to them) to the organizational ,individual and social goals. Human Resource Management function concerned with hiring, motivating and maintaining people in an organization. It focuses on people in organizations. Human Resource views people as an important source or asset to be used for the benefit of organizations, employees and the society. It is emerging as a distinct philosophy of management aiming at policies that promote mutuality – mutual goals, mutual respects, mutual rewards and mutual responsibilities. The belief is Page 22 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels that policies of mutuality will elicit commitment which in turn will yield both better economic performance and greater human resource development. 3.3 Evolution of Human Resource Management: Human Resource, a relatively new term emerged during the 1970s.Many people continue to refer to the discipline by its older, more traditional titles, such as personnel management or personal administration. The trend is changing. The term nowadays used in industry circle is Human Resource management. Coming to the evolution of HRM as a subject, it may be stated that concern for the welfare of workers in the management of business enterprises has been in existence since ages. Kutilya’s Arthashastra states that there existed a sound base for systematic management of resources during as early as the 4th century BC. These processes took momentum only when government took active measures during resent past by various rules and regulations under Industrial Dispute Act and related Acts. However the employees will have various reasons to deviate from this. When the growth of the industry is disturbed due to irregularity of the employees, government showed interest in the operation of public and private sector enterprises and provided systematic procedures for regulating employer –employee relationships. 3.4 Human resource management: While managing the human resources one has to perform tasks like a. Employing the people b. Developing the resources c. Utilizing the resources and compensating their services in tune with the job and organizational requirements Page 23 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels Human resource refers to the knowledge skills abilities talents aptitude, values and beliefs of an organization’s workforce. Knowledge skills, creative abilities and talents play an important role in deciding the efficiency and effectiveness of an organizations workforce. Human resource development improves the utilization value of an organization. The difference in the level of performance of two organizations also depends on utilization value of human resources. 3.5 IMPORTANCE OF HUMAN RESOURCE MANAGEMENT: The importance of HRM can be discussed under three standard points: 1. Social significance: Management of personnel enhances their dignity by satisfying their social needs. This is done by: i. Providing suitable and most productive employment, which brings them psychological satisfaction. ii. Making maximum utilization of the resource in an effective manner and paying the employees a reasonable compensation in proportion to the contribution made by him. 2. Professional significance: By providing healthy working environment it promotes teamwork in the employees. This is done by: i. Marinating the dignity of the employee as a human being. ii. Providing maximum opportunities for personal dept. 3. Significance for individual enterprise : It can help the organization in accomplishing its goal by: Page 24 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels i. Creating right attitude among employees through effective motivation. ii. Securing willing communication operation for achieving goals fulfilling their own social and other psychological needs like love, affection, esteem etc. 3.6 FUNCTIONS OF HUMAN RESOURCE MANAGEMENT • Administration: Strategic planning, organizational evaluation, County Board relations, policy recommendations, supervision of department staff • Benefits: Health insurance, dental insurance, life insurance, disability insurance, retirement benefits, vacation, sick leave, paid holidays, section 125 plan, donor program, educational incentive, uniform allowance, and others. • Compensation: Salary and benefit surveys, job evaluation, job descriptions evaluation, job descriptions • Employee relations: Disciplinary processes, incident investigations, complaint/grievance procedures, labor-management relations. • Employee services: Enrollment in benefits, employee discounts for recreational spots, resolution of enrollment or claim problems, employee newsletter. Educational assistance, employee service awards. Page 25 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels • Fiscal: Staffing budgets, departmental budget, accounts payable, insurance receivables, insurance fund management, total package costing. • Health and safety: Employee assistance, workers compensation claims, drug testing, safety compliance and training. • Leaves of absence: State and/or Federal Family and Medical Leave rights, County approved leaves of absence, rights upon return to work, light duty assignments for temporary periods. • Payroll administration: Computer-based or manual evaluation systems, supervisory training, compliance with timeliness standards. • Performance appraisal: Employee files, litigation files, payroll records, safety records and other administrative files. • Record-keeping: Job posting, advertising, testing administration, employment interviews, background investigations, post-offer employment testing. • Recruitment: Recruitment is defined as a process to discover the sources of manpower to meet the requirement of the staffing schedule and to employ effective measures fir meet the requirement of the staffing schedule and to employ to employ effective measures for attracting the manpower in adequate numbers to facilitate effective selection of an effective workforce. Page 26 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels • Selection: After identifying the sources of human resources, searching for prospective employees and stimulation helps too apply for jobs in an organization, the management has to perform the function of selecting the right man at right job and at the right time. • Separations and terminations: Rights upon termination of employment, severance benefits, unemployment compensation, exit interviews. • Training and development: County-wide needs assessment, development of supervisory and management skills, employee training and workshops. Benefits orientation for new and transferring employees, Supervisory newsletter. • Salary and benefits: Salary/wage plans, employee benefits. 3.7 SCOPE OF HRM: The scope of HRM is indeed vast. All major activities in the working life of a worker from the time of his or her entry into an organization until he or She leaves – come under the purview of HRM. Specifically, the activities included are- HR planning, job analysis and design, recruitment and selection, orientation and placement, training and development, performance appraisal and job Page 27 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels evaluation, employee remuneration, motivation communication, welfare, safety and health, industrial relations and the like. For the sake of convenience all these functions into seven sections as shown in the figure. Nature of HRM Prospects of Employee HRM Hiring Human Resource Management Employee and Industrial Executive Relations Remuneration Employee Employee Maintenance Motivation 3.8 HRM FUNCTIONS: Human Resource Management must perform certain functions. These functions have Page 28 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels been stated while outlining the scope of HRM. Supporting functions: 1. Training and Development 2. Appraisal 3. Placement 4. Compensation 5. Assessment 6. Employee relation 7. Selection 8. Benefits 9. HR Planning 10. Union management 3.9 RECRUITMENT CHANNELS RECRUITMENT CAN BE DEFINED AS, “It is the process of searching for and obtaining applicants for job, from among whom the right people can be selected”. -K.Aswathappa “Recruitment is the set of activities an organization uses to attract job candidates who have the abilities and attitudes needed to help the organization achieve its objectives.” Page 29 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels -Ivan cevich According to Edwin B flippo “Recruitment is a process of searching for prospective employees and stimulating them to apply for jobs in an organization. It is often termed positive in that it stimulates people to apply for jobs to increase the selection ratio. Selection on the other hand tends to be negative because it rejects a good number of those, who apply, leaving only the best to be hired.” Recruitment is the act of process of an organization attempting to obtain additional human resources for operation process. The goal of recruitment is to create a large pool of persons who are available and are willing to work for a particular organization. The purpose of recruitment is to locate source of manpower to meet job requirement and job specifications. In simplest terms recruitment involves placing the right person on the right job. Recruitment aims to develop and maintain adequate manpower resources upon which the organization can depend. The first step in the procurement function is manpower planning that aims at ascertaining the manpower needs of the organization both in right number and or right kind. Once a determination of human resources requirements has been made, the recruitment and selection process – which forms the next phase of procurement function – can begin. Procurement of efficient and capable employees can significantly contribute to the success of an organization. A faulty recruitment and selection procedure can play havoc with the organization’s plans and all its future vision will be in jeopardy. Thus, to ensure a smooth implementation of its plans and policies, sound recruitment and selection has to be carried out by the personal department in the organization. The process of recruitment begins after manpower requirements are determined in terms of quality through job analysis and quality through forecasting and planning. Page 30 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels When a person is needed to fill a vacant organization position, the individual may come from inside or outside the organization. Some organizations prefer to recruit from within, since this helps in enhancing employee morale, loyalty and motivation. Other organization prefers to recruit externally to prevent in breeding and to encourage new ways of thinking. Normally an organization can fill up its vacancies either through promotion of people available in the organization or through the selection of people from outside. There are basically two sources of supply of manpower from which the potential employees can be drawn. These are as under: 1. Internal sources 2. External sources 3.10 SOURCES OF RECRUITMENT: • Internal Sources: It includes:  Present Permanent Employees  Present Temporary or Casual Employees  Retrenched or Retired Employees  Dependents of Deceased, Disabled, Retired and Present Employees Internal sources include the current work force, that is, those who are already on the pay roll of the organization. Whenever any vacancies occur somebody from within organization is promoted or demoted to fill the vacant post. Transferring somebody of similar seniority from another department may make sometimes “- sideways” appointments. Internal sources also include personnel who were once in the pay-role of the organization but who plan to return or whom the organization would like to recruitment-employee, e.g. married men and women who resigned because of domestic commitments which Page 31 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels are now fulfilled. The transfers may be helpful in avoiding layoff, replacement, job enrichment, shift change and removing individual grievances, etc. The use of the internal sources of recruitment has the following advantages: • It will assist in developing high morale of employee because they are assured that they would be performed over the outside candidate. • The candidates that are already working in the organization can be evaluated more economically as the expenditure is relatively less when compared to outside sources of recruitment, i.e., on advertisement, tests, etc., • When carefully planned, promotion from within or transferring to new jobs can provide training ground for developing middle and top level executives. • It Promotes loyalty among the employees for it gives them a sense of a job security and opportunity for better prospects. • The employees training needs are minimized because they know the major goals, policies, procedures and functions of the organizations. • It ensures continuity of employment and organization’s stability, and a better employer-employee relationship is established. Although we have enumerated the advantages of using internal sources, there can be some limitations which are as under.  Limitations: 1. It can be dysfunctional to the organization to utilize inferior internal sources only because they are there, when better candidates are available outside. 2. The skills of internal employees may become obsolete and the organization may have no other option than to restore to outside sources. 3. It may encourage favoritism and nepotism, i.e., appointment may be restricted to their kith and kin. Page 32 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels 4. It often leads to inbreeding and the organization may stagnate without “new blood”. 5. The internal candidates may not be the best in the market. 6. Internal sources may tend to “dry up” and it may be difficult to find the necessary manpower from within the organization especially when expansion is taking place rapidly creating numerous vacancies. 7. Internal promotion may cause friction amongst existing staff – if promotion is made automatic, or based only on seniority, complacency sets in and standards deteriorate. 9. Likes and dislikes of management may play an important role in the selection of personnel. • External Sources: It includes:  Campus Recruitment  Private Employment Agencies/Consultants  Public Employment Agencies  Professional Organisations  Data Banks  Casual Applicants  Similar Organisations Organizations usually go to external sources for lower-energy level job; for positions whose specifications cannot be met by present personnel; for diversifying into new avenues; and for merging with another organization. The use of external sources has various advantages, which are as follows. 1. The enterprises can make the best selection since selection is made from among a large number of applicants. Page 33 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels 2. The major advantage is that the introduction of new blood makes the organization dynamic through the inflow of new ideas or fresh viewpoints. 3. In the long run, this source may prove to be economical because potential employees do not need extra training for their jobs. There are however, three distinct limitations  The objectives of recruitment are: • To attract people with multidimensional skills and experiences that suite the present and future organisational strategies. • To induct outsiders with a new perspective to lead the company. • To anticipate and find people for positions that do not exist yet. • To design entry pay that competes on quality but not on quantum. • To search for talent globally and not just within the company. • To seek out no conventional development grounds of talents. • To search or headhunt/head pouch people whose skills fit the company’s values.  Limitations: 1. The present employees lose their sense of security and tend to develop indifference towards the organization. 2. The personnel selected from outside may suffer from the danger of adjustment to the new work environment. 3. It is expensive and time consuming. 4. The qualities of the incumbent may not be reliable. • Factors affecting recruitment: Recruitment activity in different organization differs with:  The size of organization. Page 34 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels  The employment conditions are the community where the organization is located;  The effects of the past recruiting efforts which show the organizations ability to locate and keep and good performing people.  The working conditions, salary and benefit and package offered by the organization.  The rate of growth of organization.  The level of seasonality of operations and future expansion and production programmes.  The cultural and economic legal factors, etc the nature and extent of recruiting programme thus depend multitude of factors, including the skill levels required, the state to labour market and general economic conditions, and the image of employer in the outside world. 3.11 PHILSOPHIES OF RECRUITEMT Basically there are two Philosophies of recruitment. These are as follows:  Realistic Job Previews: Realistic Job Previews provides complete job related information to the applicants so that they can make the right decision before taking up the jobs. It includes positive and the negative aspects of the job.  Job Compatibility Questionnaire: Job compatibility Questionnaire was developed to determine whether an applicant’s preference for the work match the characteristic of the job. The JCQ is designed to collect information on all aspects of the job which have a bearing in on employee performance .absenteeism, turnover and job satisfaction. The underlying assumption of JCQ is that, greater the compatibility between an applicant’s preference for the job and characteristic of the job as perceived by the job seeker, the greater the probability of employee effectiveness and longer the tenure. Page 35 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels  Recruitment Strategy: The appropriate strategy for recruitment activities is dictated by manpower planning. If the plans indicate no anticipated growth and little attraction in the near future as a result of the retirements or other known factors recruiting can be kept at a minimal level. Where the opposite true – if a major expansion is under way, or large numbers of employees are approaching retirement age and so on, major recruitment programmes are called for.  Recruitment Policy: Every organization will have its recruitment policy, wither this varies from year to year on the light of the differing commercial pressures and standards or is established in a more constant basis in accordance with important basic principles. Recruitment policy assets the objectives of the recruitment and provides a frame work of implementations of the recruitment programmes in the form of procedures. There is value for both employee and employer in having such a policy carefully formulated and made generally known, for this will ensure that managers are fully aware of standards they must observe and employees appreciate the rights that may accept. Recruitment policy, which is concerned with “qualities and qualifications of the manpower”, established general guidelines for the staffing process. 3.12 Some of these guidelines are stated below: Carefully observe the letter and spirit of the relevant public policy on hiring and, on the whole, employment relationship.  Provide individual employees with the maximum of employment security avoiding frequent lay – off or lost time. Page 36 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels  Assure each employee of the organization interest in his personal goals and employment objectives.  Provide each employee with an open road and encouragement in the continuing development of his talents and skills.  Assure employees of fairness in all employment relationships, including promotions and transfers etc. Considered in its broadest sense, a recruitment policy involves a commitment by the employer to such general principles as:  To find and employ the best qualified persons for each job;  To retain the best and most promising of those hired;  To offer promising opportunities for life-time working careers; and  To provide programmes and facilities for personal growth and on the job.  Prerequisites of a Good Recruitment Policy: The recruitment policy of an organization must satisfy the following conditions.  It should be in conformity with its general personnel policies.  It should be flexible enough to meet the changing needs of an organization.  It should so design as to ensure employment opportunities for their employees on a long term basis so that the goals of the organization should be achievable, and it should develop the potentialities of employees.  It should match the qualities of employees with the requirements of the work for which they are employed; and  It should highlight the necessity of establishing job analysis. The nature and extent of the recruitment programme depends on a number of factors, including the skills required, the state of the labour market, general economic conditions, and the image of the employer. A company which has a reputation of paying fair wages, provide good employee benefits and taking interest in employee welfare activities would attract a large number of applicants than it needs without making any extra recruiting effort. Small companies, which hire only a few persons, each year may not need to do more than spread the word Page 37 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels around the plant or office that a vacancy exists. The recruitment programme now require the employer to go out and actively seek job applicants from groups of those who may not otherwise supply for employment. 3.13 Recruitment Channels And Process In Go Go International Pvt Ltd The different internal sources of recruitment Used in Go Go International Pvt. Ltd is: 1. Employee Referral. 2. Off Rolls Employee. The different external sources of recruitment used in Go Go International Pvt. Ltd are: 1. Advertisement. 2. Job sites. 3. Recruitment Agencies. 4. Campus Visit. 5. 1Direct Recruitment. • Advertising sources: When an organization desires to communicate to the public that it has a vacancy, advertisements are one of the most popular methods used. Today all forms of media advertising are used in recruiting employees. Most typical are newspapers, trade and professional journals, radio and television. However, the level of job often determines the media where the advertisement is placed. The higher the position in the organization or the more specialized the skills sought, the more widely dispersed the advertisement is likely to be. On the other hand, the advertisement of blue-collar jobs is usually confined to the local daily newspaper or regional trade journals. When advertising brings in large numbers of candidates, costs of screening may be heavy. • Employment agencies: Page 38 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels There are 3 forms of employment agencies: Public or State Agencies Private Employee Agencies Management Consulting Agencies State agencies: It was designed both to help the jobseekers find suitable employment and to help the employers find suitable workers. All states provide employment services. Public agencies tend to attract and place predominantly semi-skilled, blue-collar workers. Few highly skilled individuals place their names with public agencies and few employers seeking individuals with high skills fill their vacancies or enquire about applicant at state agencies. Private Employment Agencies: The major difference between the public and private employment agencies is their image. The private agencies are believed to offer positions and applicants of higher type, additionally private agencies a more complete line of services. They advertise the position; they screen applicants against the criteria specified by the employer. The private employment agencies fees can be totally absorbed by either the employer or the employee. Management Consultants: The third agency source consists of the management consulting executive search firms. These types of agencies specialize in middle level and top level executive placements. The features that distinguish executive search agencies from most private employment agencies are the level at which they recruit, the charge which is quite substantial, their nationwide contacts and the thoroughness of their investigations. • Campus Visits: Educational institutions at all levels offer opportunities for recruitment to recent graduates. Recruitment from educational institutes has long been a well- established practice of many public and private organizations. However, even in India many of the leading universities and institutions of management and Page 39 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels technology provide a variety of placement services to both to their own students and industries. Most educational institutions operate placement services where prospective employers can review credentials and interview graduates. • Job sites: To attract best-in-class talent for Recruitment through Internet based jobsites. The TMT members evaluate these sites and subscribe to them, after negotiations, based on the features being offered. The TMT members go through the resumes downloaded from the sites and screen them against the requirements and this will be followed by Selection Process. • Leasing/Contractual Agreements: To adjust to short-term fluctuations in personnel needs, leasing of personnel is done for some specified period this practice is particularly well developed in the office administration field. The organization not only obtains well0trained and selected personnel but also avoid any obligation in pensions, insurance, and other fringe benefits. Public sector organizations usually borrow the personnel or requisite caliber from the government departments. At the end of their term they are given an option to choose either their parent services or the present organizations. • Head-hunting: The executive search agencies, which are also known as head-hunters, have a particular value when very senior or specialist appointments are to be made and the number of suitable people is known to be very limited. When a person of particulars talent or rare expertise is required, the head-hunters search out somebody already in employment and induce him to change jobs. Although this practice is considered unethical in some quarters, it is generally accepted that it may be the only option open where a particulars type of expertise is required. Those who employ head-hunters have to pay heavy charges but these are usually justified in the light of the results achieved. Page 40 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels 3.13 EMPLOYEE REFERRAL SCHEME PROCESS  Employee Referral Scheme • To constantly attract, retain and recognize talent - “talent acquisition” - cost effective and time saving process • Underlying belief - PSRs are a good source of candidates for the job openings in the organization • To encourage the field force to refer individuals, using their personal or professional network, for current openings in DRL or for future requirements . Page 41 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels 3.15 PROCESS OF RECRUITMENT. Human Resource Planning Identify the human resource requirements Demand Surplus Retrench Determine the number levels and criticality of vacancies Organizational recruitment policy Choose the resource & methods of recruitment Not efficient Analyze the cost & time involvement Job Analysis Efficient Start implementing the recruitment program Select & hire the candidate Evaluate the program Page 42 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels DATA ANALYSIS AND INTERPRETATION TABLE NO:1 Table representing the prime reason behind recruitment Response No. of respondents Percentage To increase production 05 20 Because of turnover 10 40 Due to technological up 03 10 gradation Due to product 07 30 expansion and growth Total 25 100 Page 43 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels GRAPH NO:1 Graph shows the prime reason behind Recruitment % OF RESPONDANTS 45% 40% 35% 30% 25% % OF RESPONDANTS 20% 15% 10% 5% 0% PRODUCTION TO INCREASE BECAUSE OF EXPANSI0N AND TURNOVER TECHNOLOGICAL UP GRADATION PRODUCT GROWTH DUE TO DUE TO INTERPRETATION: The study reveals that 40% of the total respondents opted for the reason behind recruitment is because of turnover and also due to product expansion and growth, and 20% of total respondents opted for an increase in production, and 10% has opted for technological up gradation Page 44 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels TABLE NO:2 Table representing the modern sources of recruitment Response No. of respondents percentage Job portals 10 40 Consultants 07 30 Walk-ins 03 10 Outsourcing 05 20 Total 25 100 Page 45 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels GRAPH NO:2 Graph shows the modern sources of recruitment % OF RESPONDANTS 45% 40% 35% 30% 25% % OF 20% RESPONDANTS 15% 10% 5% 0% G TS S S IN TL N N C I-I A R R LT LK O U P U O A S B W TS N JO U O O C NTERPRETATION: The study reveals that 40% of the total respondents opted for the modern sources of recruitment as job portals, 30% for consultants ,10% for walk-ins , and 20% has opted for the outsourcing. Page 46 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels TABLE NO:3 Table representing category of people preferred to fill the vacancies Response No. of respondents %of respondents People working already in 02 08 organization New entrants with relevant 09 36 experience Fresh candidates 09 36 Both new entrants with relevant 05 20 experience and Fresh candidates Total 25 100 Page 47 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels GRAPH NO:3 Graph shows that the category of people preferred to fill the vacancies % OF RESPONDANTS 40% 35% 30% 25% 20% % OF RESPONDANTS 15% 10% 5% 0% PEOPLE NEW FRESH BOTH NEW WORKING ENTRANTS CANDIDATES ENTRANTS ALREADY IN WITH WITH ORGANIZATION RELEVANT RELEVANT EXPERIENCE EXPERIENCE AND FRESH CANDIDATES INTERPRETATION: Page 48 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels The study reveals that 36% of the total respondents opted for the category of people to fill the vacancies as new entrants with relevant experience, fresh candidates, 20% of total respondents opted for both (entrants with relevant experience and fresh candidates), and 15% have opted for people who are already Response No. of respondents percentage Employee Referral 20 80 In-house employee/staff 05 20 Total 25 100 working in the organizations. TABLE NO: 4 Table representing the internal sources of recruitment. GRAPH NO:4 Graph shows that Internal sources of the Recruitment Page 49 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels % OF RESPONDANTS 90% 80% 70% 60% 50% % OF RESPONDANTS 40% 30% 20% 10% 0% EMPLOYEE REFERRAL IN-HOUSE EMPLOYEE/STAFF INTERPRETATION: The study reveals that 80% of the total respondents opted for internal sources of recruitment as employee referrals, and 20% of the total respondents opted for the in-house employee/staffs. TABLE NO:5 Table representing parameters followed to select the individuals %of respondents Response No. of respondent Working skills 10 40 Job awareness/knowledge 07 30 Page 50 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels Communication and 03 10 presentation Loyalty 05 20 Total 25 100 GRAPH NO:5 Graph shows Parameters followed to select the individuals Page 51 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels % OF RESPONDANTS 45% 40% 35% 30% 25% 20% % OF RESPONDANTS 15% 10% 5% 0% LOYALITY WORKING SKILLS AND PRESENTATION COMMUNICATION AWARENESS/KNOW LEDGE JOB INTERPRETATION: The study reveals that 40% of the total respondents opted for the working skills, 30% of the total respondents opted for the job awareness/knowledge, 10% of respondents opted for the communication and presentation, and 20% of respondents opted for the loyalty. TABLE NO:6 Page 52 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels Table representing often they go for recruitment GRAPH NO:6 Percentage Response No. of respondents Periodical 05 20 Adhoc 07 30 Both periodical and 13 50 adhoc Total 25 100 Graph shows how often the organization go for recruitment. % OF RESPONDANTS 60% 50% 40% 30% % OF RESPONDANTS 20% 10% 0% PERIODICAL ADHOC BOTH PERIODICAL AND ADHOC INTERPRETATION: The study reveals that 50% of the total respondent opted for the recruitment as both periodical and adhoc, 30% of the respondent opted for the adhoc , and 20% of the respondents opted for the Periodical TABLE NO:7 Page 53 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels Table representing whether the organization is providing any application form for recruitment GRAPH NO:6 Response No. of respondents percentage yes 25 100 No 00 00 Total 25 100 Graph shows whether the organization is providing any application form for recruitment INTERPRETATION: The study reveals that 100% of the total respondents agreed that they are providing application forms for the recruitment. TABLE NO:8 Page 54 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels Table representing how they reach the applicants after screening resumes Response No. of respondents percentage Through telephone 20 80 Through e-mails 05 20 Total 25 100 GRAPH NO:8 Graph shows how the recruiters reach the applicants after screening resumes % OF RESPONDANTS 90% 80% 70% 60% 50% % OF RESPONDANTS 40% 30% 20% 10% 0% THROUGH TELEPHONE THROUGH E-MAILS INTERPRETATION: The study reveals that 80% they reach the applicants through telephone an 20% through e-mails after screening the resume. TABLE NO:9 Page 55 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels Table representing whether the recruiters regularly go for online recruitment. Response No. of percentage respondents yes 13 52 No 12 48 Total 25 100 GRAPH NO:9 Graph representing whether the recruiters regularly go for online recruitment. INTERPRETATION: The study reveals that 52% of the total respondents opted for on-line recruitment and 48% of the total respondents opted for there is no on-line recruitment. Page 56 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels TABLE NO:10 Which type of questions you pose for interviews. Response No.of respondents Percentage Technical 05 20 General 07 30 Both 13 50 Total 25 100 GRPAH NO:10 % OF RESPONDANTS 60% 50% 40% 30% % OF RESPONDANTS 20% 10% 0% TECHNICAL GENERAL BOTH INTERPRETATION: The study reveals that 50% of the total respondents will pose both technical and general questions in the interviews, 30% of the respondents opted for general , and 20% of the total respondents opted for technical . Page 57 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels TABLE NO:11 Which factors will affects more for recruitment Response No. of respondents Percentage Internal factors 15 60 External factors 07 30 03 10 Both Total 25 100 GRAPH NO:11 Factors affecting recruitment process % OF RESPONDANTS 70% 60% 50% 40% % OF RESPONDANTS 30% 20% 10% 0% INTERNAL FACTORS EXTERNAL FACTORS BOTH INTERPRETATION: The study reveals that 60% of the total respondents opted for factors affecting more on recruitment is internal factors, 30% of the respondents opted for the external factor , and 10% of the total respondents opted for the both internal and external factors will affects for the recruitment. Page 58 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels TABLE NO:12 Table represents type of media preferred for recruiting the candidates Response No of respondents Percentage Internet media 15 60 Paper or print media 02 10 Broad cast or television media 02 04 All of the above 06 26 Total 25 100 GRAPH NO:12 Graph shows type of media preferred for recruiting the candidates %OF RESPONDANTS 70% 60% 50% 40% %OF RESPONDANTS 30% 20% 10% 0% INTERNET PAPER OR BROAD CAST ALL OF THE MEDIA PRINT MEDIA OR TELEVISION ABOVE MEDIA INTERPRETATION: The study reveals that 60% of the total respondents opted for type of media selection as internet media, 10% of respondents opted for paper or print Page 59 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels media ,4% of respondents opted for broad cast television media , and 26% of the total respondents opted for all of the above. TABLE NO:13 Table represents the various recruitment techniques Response No. of respondents Percentage Psychometric analysis 10 42 Technical compatibility 02 08 Employable skills 10 40 personality 03 10 Total 25 100 GRAPH NO:13 Graph shows the various recruitment techniques Page 60 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels %OF RESPONDANTS 45% 40% 35% 30% 25% %OF RESPONDANTS 20% 15% 10% 5% 0% COMPATABILITY PSYCHOMETRIC PERSONALITY EMPLOYEE TECHNICAL SKILLS ANALYSIS INTERPRETATION: The study reveals that 42% of the total respondents opted for various recruitment techniques as psychometric analysis, 40% of the respondents opted for the employee skills, and 10% for technical compatibility and personality. TABLE NO: 14 Table representing whether organization is implementing any assessment programmes for recruitment. Response No.of respondents percentage Yes 25 100 No 00 00 Total 25 100 GRAPH NO:14 Graph shows that assessment programmes for recruitment were Implemented. Page 61 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels %OF RESPONDANTS 120% 100% 80% 60% %OF RESPONDANTS 40% 20% 0% YES NO INTERPRETATION: Out of 25 respondents all are agreed that they are implementing assessment programmes for recruitment. The study reveals that 100% of the total respondents agreed that there is an assessment programmes for recruitment. TABLE NO:15 Table representing whether the recruitment related policies are providing. Response No of respondents percentage Yes 25 100 No 00 00 Total 25 100 Page 62 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels GRAPH NO:15 Graph shows whether the recruitment related policies are providing. %OF RESPONDANTS 120% 100% 80% 60% %OF RESPONDANTS 40% 20% 0% YES NO INTERPRETATION: All 25 members opted for Yes that recruitment related policies are Providing by the organization. TABLE NO:16 Does the HR department providing proper job description before recruitment. Response No of respondents Percentage Yes 15 60 No 10 40 Total 25 100 GRAPH NO:16 Page 63 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels Graph shows the HR department providing proper job description before recruitment. INTERPRETATION: All the total respondents agreed that the HR department is providing proper job description before recruitment. The study reveals that 60% of the respondents agreed and 40 % disagreed that they are providing proper job description before recruitment. TABLE NO:17 Table representing whether the organization is taking steps of manpower planning to fill future vacancies. Response No of respondents Percentage Yes 18 72 No 7 28 Total 25 100 GRAPH NO:17 Page 64 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels Graph shows whether the organization is taking steps of manpower planning to fill future vacancies. INTERPRETATION: All the total respondents agreed that organization is taking measures of manpower planning to fill future vacancies. The study reveals that 72% of the respondents agreed and 28% disagreed that the organization is taking steps of manpower planning to fill future vacancies. TABLE NO:18 Table representing whether the organization is allocating budget for recruitment. Response No of respondents percentage Yes 25 100 Page 65 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels No 00 00 Total 25 100 GRAPH NO: 18 Graph shows the organization is allocating budget for Recruitment allocation of budget for recruitment 0% Yes No 100% INTERPRETATION: All the total respondents agreed that organization the organization is allocating budget for recruitment. The study reveals that 100% of the respondents agreed that the organization allocating budget for recruitment. TABLE NO:19 How do you rate the recruitment process in your organization Response No of respondents percentage Average -- 00 Page 66 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels Good 05 20 Excellent 20 80 Total 25 100 GRAPH NO:19 Graph show the rate of recruitment process % OF RESPONDANTS 90% 80% 70% 60% 50% % OF RESPONDANTS 40% 30% 20% 10% 0% AVERAGE GOOD EXCELLENT INTERPRETATION: The study reveals that 80% of the total respondents opted for the recruitment process is excellent in the organization, and 20% of the total respondent opted for the recruitment process is good. The recruitment process in the organization is Excellent. FINDINGS AND SUGGESTIONS Page 67 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels It has been observed during the course of the survey that the Staff and the Man- agers are very co-operative to each other. They are all moving towards a com- mon goal that is development of Organization. It has been observed that the relationship in Go Go International Pvt. Ltd. is very good and they are giving lot of importance to the work environment Through the survey conducted it has been observed that: • The prime reason behind recruitment is because of turnover. • Modern sources of recruitment is through Job Portals and Fields • Both new entrants with relevant experience and fresh candidates are preferred to fill the vacancies • Most of the candidates are recruited through employee referrals. • Working Skills is mainly needed for selection of an individual. • Recruitment is done in both periodical and Adhoc. • Application form and Budget allocation is provided for recruitment. • Technical and general questions are posed to the candidates in the interview. • Internet media is most preferred for recruitment. • Assessment Programmes are being implemented. • Psychometric analysis and Employable skills are various recruitment techniques are used. • HR department is providing proper job description before recruitment. SUGGESTIONS AND RECOMEMDATIOMS Page 68 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels  To meet the present competition the following recruitment techniques are necessary.  Not only should the modern techniques traditional sources also consider.  The preference for recruitment is done not only through employee referral other sources also considered.  The Employee can be reached not only through telephone calls but also o Through mails both hard and soft. o Job rotation may improve the performances. o Supervisors may be considered for management training  Management should recognize talents and encourage them to grow in the organization  Organization should try to adopt certain measures to enhance team spirit and co-ordination among the employees  Employees performance should be appraised from time to time so that organization can come to know about the efficiency of the organization  The company should providing additional benefit like transportation, incentives, its will helps to employees to work effectively.  Manpower requirement for each department in the company is identified well in advance.  If the manpower requirement is high and the recruitment team of the HR department alone cannot satisfy it, then help from the placement agencies is needed.  Time management is very essential and it should not be ignored at any level of the process. Page 69 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels CONCLUSION After a detailed study the following conclusions are drawn • The Recruitment is done in three stages Pre-Recruitment, Recruitment and Post Recruitment • The Company is allocating budget for recruitment and this recruitment is done when ever it is needed • Employees are mainly recruited through employee referral, job portals and fields. • The Recruitment process in the company is Excellent. • The organization is taking steps of manpower planning to fill the future vacancies. • Most of the employees were satisfied but changes are required according to the changing scenario as recruitment process has a great impact on the working of the company as a fresh blood, new idea enters in the company. Page 70 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels BIBLIOGRAPHY BOOKS: “Personal Management/Human Resources Management”, Tata Mc Graw,New Delhi. Ashwathappa.K “Human Resource Management” Himalaya Publishing house, Banglore. P.S.B.Subba rao. “Human Resource Management” John Ivan ceivch. Websites www.hr.com. www.citehr.com www.gogoindia.com www.google.com Others Brochures, profiles from Go Go International Pvt. Ltd. Page 71 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels QUESTIONNAIRE Dear sir/madam, I Imtiaz Ahmed , an M.B.A student, studying in Harahalli Ramaswamy Institute Of Higher Education. I am doing a report on “Effectiveness of Current Recruitment Channels” at GO GO International Pvt .Ltd I would like be pleased if I could get some of your time to fill this questionnaire. This information will be used purely for academic purpose and would be kept confidential 1. Name: 2. Age: 3. Gender: 4. Designation: 5. What is the Prime Reason behind Recruitment? o To increase production o Because of turnover o Due to Technological up gradation o Due to product expansion and growth. 6. What are the modern sources of recruitment? o Job portals o Consultants o Walk-Ins o Outsourcing. 7. Which category of people preferred to fill the vacancies? o People working already in organisation o New entrants with relevant experience o Fresh candidates Page 72 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels o Both new entrants with relevant experience and fresh candidates. 8. What are the internal sources of recruitment? o Employee Referral o In-House employees/Staff 9. What parameters do you follow to select the individuals? o sWorking Skills o Job awareness/Knowledge o Communication and presentation o Locality 10. How often you go for Recruitment o Periodical o Adhoc o Both periodical & adhoc 11. Do you provide any application form for recruitment o Yes o No 12. How do you reach the concerned person o Through Telephone o Through E-Mails. 13. Do you go for online recruitment o Yes o No 14. Which type of questions you pose for interviews o Technical o General o Both 15. Is your company allot budget for recruitment o Yes Page 73 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels o No 16. Which factors will affects more for recruitment o Internal factors o External factors o Both 17. Which type of media do you prefer for recruiting the candidates o Internet Media o Paper or print media o Broad cast or television media o All of the above 18. What are the various recruitment techniques o Psychometric analysis o Technical Compatibility o Employable skills o Personality 19. Are you implementing any of the assessment programme for recruitment o Yes o No 20. Are you providing any recruitment related policies o Yes o No 21. The organization is taking steps of manpower planning to fill future vacancies o yes o No 22. Does the HR department providing proper job description Before recruitment Page 74 H.R. Institute of Higher Education, HASSAN
    • Effectiveness of Recruitment Channels o Yes o No 23. How do you rate the recruitment process in your organisation o Average o Good o Excellent ***** Page 75 H.R. Institute of Higher Education, HASSAN