Recruitment

CHAPTER – 3
RECRUITMENT
In this chapter, an attempt is made to highlight
importance of recruitment, types and sources of recruitment
and factors affecting recruitment. Recruitment processes and
opinions of the selected employees on recruitment process have
also been discussed in this chapter.
3.01 Introduction
Recruitment plays a vital role in the organization in fulfilling its goals. Recruitment acts as a
strategic lever and is ultimately linked to all other subsequent human resource activities. It helps to
create a pool of prospective employees for the organization so that the management can select the right
candidate for the right job from this pool and expedite the selection process1
. The recruitment and
selection are the major functions of the human resource department and recruitment process is the first
step towards creating the competitive strength and the strategic advantage for the organizations.
3.02 Meaning of Recruitment
“Recruitment according to Flippo,2
is the process of searching the candidates for employment
and stimulating them to apply for jobs in the organization”. Recruitment is the activity that links the
employers and the job seekers.

Recruitment is a process of finding and attracting capable applicants for employment. The
process begins when new recruits are sought and ends when their applications are submitted. The result
is a pool of applications from which new employees are selected.
In the words of Yoder3
“Recruitment is a process to discover the sources of manpower to meet
the requirements of staffing schedule and to employ effective measures for attracting the manpower to
facilitate effective selection of able workforce”.
It is the process to discover sources of manpower to meet the requirement of staffing schedule
and to employ effective measures for attracting the manpower in adequate numbers to facilitate
effective selection of an efficient working force.
Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified
applicants for the future human resources needs even though specific vacancies do not exist. Usually,
the recruitment process starts when a manager initiates an employee’s requisition for a specific vacancy
or an anticipated vacancy. The main objective of the recruitment process is to expedite the selection
process.
3.03 Recruitment and Selection - A Challenging Task
The primary purpose of the recruitment and selection process is to achieve the right person for
the right job. An individual who fits with the organization, its culture and other employees and is
prepared and encouraged to develop and improve personal and organizational performance can bring
unpredictable benefits. But a poor or bad selection can bring severe consequences for an organization.
An employee may be at lower level who is a poor learner who is not in tune with the organization’s
ethos and aims can damage production, customer satisfaction, relationships with suppliers and the

overall quality of service. The new appointee can adversely affect the morale and commitment of co-
workers and negate efforts to foster team working.
3.04 Recruitment Needs are of Three Types 4
Planned: The needs arising from changes in organization and retirement policy.
Anticipated: Anticipated needs are those movements in personnel, which an organization
can predict by studying trends in internal and external environment.
Unexpected: Resignations, deaths, accidents, illness give rise to unexpected needs.
3.05 Purpose & Importance of Recruitment
 Attracts and encourages more and more candidates to apply for a job opening in the
organization.
 Creates a talent pool of candidates and enables selection of the best candidates for the
organisation.
 Links the employers with the employees
 Identifies the potential candidates.
3.06 Recruitment Process
A general recruitment process is as follows:
Identifying the Vacancy: The recruitment process begins with the receipt of requisition for
recruitment from different departments. This contains:
 Posts to be filled

 Number of persons required
 Duties to be performed
 Qualifications required
 Preparing the job description and person specification
 Locating and developing the sources of required number and types of employees
 Encouraging them to apply for the job openings
3.07 Sources of Recruitment`5
Organizations choose the candidates for its recruitment purposes from two kinds of sources:
internal and external sources. The sources within the organization itself (like transfer of employees from
one department to other, promotions) to fill a position are known as the internal sources of
recruitment. Recruitment of candidates from all the other sources (like outsourcing agencies etc.) is
known as the external sources of recruitment.
A. Internal Sources of Recruitment
a) Transfers: The employees are transferred from one department to another according to
their efficiency and experience.
b) Promotions: The employees are promoted from one department to another with more
benefits and greater responsibility based on efficiency and experience
c) Others: Others are Upgrading and Demotion of present employees according to their
performance. Retired and Retrenched employees can be a source of recruitment. Recruiting such people
saves time and costs of the organizations as the people are already aware of the organizational culture,
policies and procedures. Dependents and relatives of deceased employees and disabled employees are

also considered by many companies so that members of the deceased member’s family are not at the
mercy of others.
B. External Sources of Recruitment
a) Press Advertisements: Advertisements of the vacancy in newspapers and journals are a
widely used source of recruitment. The main advantage of this method is that it has a wide reach.
b) Educational Institutes: Various management institutes, engineering colleges, medical
Colleges etc. are a good source of recruiting well qualified executives, engineers, medical staff etc. They
provide facilities for campus interviews and placements. This source is known as Campus Recruitment.
c) Placement Agencies: Several private consultancy firms perform recruitment functions
on behalf of client companies by charging a fee. These agencies are particularly suitable for recruitment
of executives and specialists. It is also known as RPO (Recruitment Process Outsourcing)
d) Employment Exchanges: Government establishes public employment exchanges
throughout the country. These exchanges provide job information to job seekers and help employers in
identifying suitable candidates.
e) Labour Contractors: Manual workers can be recruited through contractors who
maintain close contacts with the sources of such workers. This source is used to recruit labour for
construction jobs.
f) Unsolicited Applicants: Many job seekers visit the office of well-known companies on
their own. Such callers are considered nuisance to the daily work routine of the enterprise but can help
in creating the talent pool or the database of the probable candidates for the organization.

g) Employee Referrals / Recommendations: Many organizations have structured system
where the current employees of the organization can refer their friends and relatives for some position
in their organization. Also, the office bearers of trade unions are often aware of the suitability of
candidates. Management can inquire these leaders for suitable jobs. In some organizations these are
formal agreements to give priority in recruitment to the candidates recommended by the trade union.
h) Recruitment at Factory Gate: Unskilled workers may be recruited at the factory gate
these may be employed whenever a permanent worker is absent. More efficient among these may be
recruited to fill permanent vacancies.
i) Job Fairs: Job fairs are conducted by different companies to attract candidates for entry
level jobs.
3.08 Factors Affecting Recruitment
The recruitment function of the organisations is affected and governed by a mix of various
internal and external forces. The internal forces or factors are the factors that can be controlled by the
organisation. And the external factors are those factors which cannot be controlled by the organisation.
The internal and external forces affecting recruitment function of an organisation are:
A. Internal Factors Affecting Recruitment
The internal forces i.e. the factors which can be controlled by the organisation are:
a) Recruitment Policy: The recruitment policy of an organisation provides a framework for
implementation of recruitment programme by taking into consideration the following factors
a. Factors Affecting Recruitment Policy
(i)Organizational objectives
(ii) Personnel policies of the organization and its competitors

(iii) Government policies on reservations
(iv) Preferred sources of recruitment
(v) Need of the organization
(vi) Recruitment costs and financial implications
b) Human Resource Planning: Effective human resource planning helps in determining the
gaps in the existing manpower of the organization. It also helps in determining the number of
employees to be recruited and the qualifications they should possess.
c) Size of the Firm: The size of the firm is an important factor in recruitment process. If the
organization is planning to increase its operations and expand its business, it will think of hiring more
personnel, which will handle its operations.
d) Growth and Expansion: Organization will employ or think of employing more personnel if it
is expanding its operations.
B. External Factors Affecting Recruitment:
The external factors are the forces which cannot be controlled by the organization. The major
external forces are:
a) Supply and Demand: The availability of manpower both within and outside the organization
is an important determinant in the recruitment process. If the company has a demand for more
professionals and there is limited supply in the market for the professionals demanded by the company,
then the company will have to depend upon internal sources by providing them special training and
development programs.
b) Labour Market: Employment conditions in the community where the organization is located
will influence the recruiting efforts of the organization. If there is surplus manpower at the time of

recruitment, even informal attempts at the time of recruiting like notice boards display of the
requisition or announcement in the meeting etc will attract more than enough applicants.
c) Image/Goodwill: Image of the employer can work as a potential constraint for recruitment.
An organization with positive image and goodwill finds it easier to attract and retain employees than an
organization with negative image. Image of a company is based on what organization does and affected
by industry.
d) Political, Social and Legal Environment: Various government regulations prohibiting
discrimination in hiring and employment have direct impact on recruitment practices. For example,
Government of India has introduced legislation for reservation in employment for scheduled castes,
scheduled tribes, physically handicapped etc. Also, trade unions play an important role in recruitment.
This restricts management’s freedom to select those individuals who it believes would be the best
performers. If the candidate can’t meet criteria stipulated by the union but union regulations can
restrict recruitment sources.
e) Unemployment Rate: One of the factors that influences the availability of applicants is the
growth of the economy (whether economy is growing or not and its rate). When the company is not
creating new jobs, there is often over supply of qualified labour which in turn leads to unemployment.
f) Competitors: The recruitment policies of the competitors also affect the recruitment
function of the organisations. To face the competition, many a times the organisations have to change
their recruitment policies according to the policies being followed by the competitors.
3.09 Recruitment Policy of a Company
In today’s rapidly changing business environment, a well defined recruitment policy is necessary
for organizations to respond to its human resource requirements in time. Therefore, it is important to

have a clear and concise recruitment policy in place, which can be executed effectively to recruit the
best talent pool for the selection of the right candidate at the right place quickly. Creating a suitable
recruitment policy is the first step in the efficient hiring process. A clear and concise recruitment policy
helps to ensure a sound recruitment process. It specifies the objectives of recruitment and provides a
framework for implementation of recruitment programme. It may involve organizational system to be
developed for implementing recruitment programmes and procedures by filling up vacancies with best
qualified people.
A. Components of the Recruitment Policy·
 The general recruitment policies and terms of the organisation·
 Recruitment services of consultants
 Recruitment of temporary employees
 Unique recruitment situations
 The selection process
 The job descriptions
 The terms and conditions of the employment
A recruitment policy of an organisation should be such that it should focus on recruiting the best
potential people.
 To ensure that every applicant and employee is treated equally with dignity and respect
 Unbiased policy
 To aid and encourage employees in realizing their full potential

 Transparent, task oriented and merit based selection
 Weightage during selection given to factors that suit organizational needs
 Optimization of manpower at the time of selection process
 Defining the competent authority to approve each selection
 Abides by relevant public policy and legislation on hiring and employment relationship
 Integrates employee needs with the organisational needs
3.10 Recent Trends in Recruitment6
The following trends can be observed in recent times in the recruitment process:
a) Outsourcing: In India, the HR processes are being outsourced from more than a decade now.
A company may draw required personnel from outsourcing firms. The outsourcing firms help the
organization by the initial screening of the candidates according to the needs of the organization and
creating a suitable pool of talent for the final selection by the organization. Outsourcing firms develop
their human resource pool by employing people for them and make available personnel to various
companies as per their needs. In turn, the outsourcing firms or the intermediaries charge the
organizations for their services.
b) Poaching/Raiding: This is the latest mantra being followed by the organizations today.
Poaching means employing a competent and experienced person already working with another reputed
company in the same or different industry; the organization might be a competitor in the industry. A
company can attract talent from another firm by offering attractive pay packages and other terms and
conditions, better than the current employer of the candidate. But it is seen as an unethical practice and
not openly talked about. Indian software and the retail sectors are the sectors facing the most severe

brunt of poaching today. It has become a challenge for human resource managers to face and tackle
poaching, as it weakens the competitive strength of the firm.
c) E-Recruitment: E-Recruitment is the use of technology to assist the recruitment process. They
advertise job vacancies through worldwide web. The job seekers send their applications or curriculum
vitae (CV) through an e-mail using the Internet.
3.11 Recruitment Strategies
Recruitment is one of the most crucial roles of the human resource professionals. The level of
performance of an organization depends on the effectiveness of its recruitment function. Organizations
have developed and following different recruitment strategies to hire the best talent to utilize their
resources optimally. A successful recruitment strategy should be well planned and practical to attract
more and good talent to apply in the organization. For formulating an effective and successful
recruitment strategy, the following steps are to be followed:
a) Identifying and prioritizing jobs: Requirements keep arising at various levels in the
organization. It is a never-ending process. It is impossible to fill all the positions
immediately. Therefore, there is a need to identify the positions requiring immediate
attention and action. To maintain the quality of the recruitment activities, it is useful to
prioritize the vacancies whether to focus on all vacancies equally or focusing on key jobs
first.
b) Candidates to target: The recruitment process can be effective only if the organization
completely understands the requirements of the type of candidates like performance level,
experience level.

c) Sources of recruitment: The strategy should define various sources (external and internal)
of recruitment. Which are the sources to be used and focused for the recruitment purposes
for various positions? Employee referral is one of the most effective sources of recruitment
d) Trained recruiters: The recruitment professionals conducting the interviews and the other
recruitment activities should be well-trained and experienced to conduct the activities. They
should also be aware of the major parameters and skills (e.g.: behavioural, technical etc.) to
focus while interviewing and selecting a candidate.
e) Evaluation of the candidates: Various parameters and the ways to judge them i.e. the entire
recruitment process should be planned in advance. Like the rounds of technical interviews,
HR interviews, written tests, psychometric tests etc.
3.12 HR Challenges in Recruitment
Recruitment is a function that requires business perspective, expertise, and ability to find and
match the best potential candidate for the organization. The HR professionals – handling the
recruitment function of the organization - are constantly facing new challenges. The biggest challenge
for such professionals is to source or recruit the best people or potential candidate for the organization.
The major challenges faced by the HR in recruitment are:
a) Adaptability to globalization: The HR professionals are expected and required to keep
in tune with the changing times, i.e. the changes taking place across the globe. HR
should maintain timeliness of the process.
b) Lack of motivation: Recruitment is considered to be a thankless job. Even if the
organization is achieving results, HR department or professionals are not thanked for
recruiting the right employees and performers.

c) Process analysis: The immediacy and speed of the recruitment process are the main
concerns of the HR in recruitment. The process should be flexible, adaptive and
responsive to the immediate requirements. The recruitment process should also be cost
effective.
d) Strategic prioritization: The emerging new systems are both an opportunity as well as a
challenge for the HR professionals. Therefore, reviewing staffing needs and prioritizing
the tasks to meet the changes in the market has become a challenge for the recruitment
professionals.
3.13 Recruitment Trends in Indian Software Industry
Recognition of recruitment as a strategic issue led to increased research on matters related to
recruitment both at the organizational and industry level. Many organizations started using innovative
recruitment practices for procuring the talented employees. Human resources are critical to the
development of Indian IT industry. With the rapidly changing business scenario, the IT companies are
recruiting not only on the basis of technical knowledge, but also on the basis behavioral aspects. For
recruitment, the companies require professionals. Organizations face stiff competition for attracting and
acquiring the right talent. Firms release advertisements in business and IT magazines, and conduct
career fairs and events with video shows for junior management positions.
Organizations mostly depend upon internal sources for filling up executive positions and also on
head hunting. On-line recruitment has transgressed the more conventional sources. E-recruitment is
fast, cost effective and ensures the rare dual presence of quality and quantity. All major IT companies
have their own web sites, and associations with leading job portals in India and abroad. This system
allows applicants to post and update their resume. The team maintains rapport with the interested
applicants. In case of sudden recruitment drive arising out of business needs, the team identifies the

opportunities for such applicants and conducts walk-in-interviews in different cities. So, it is fast as well
as cost effective.
Some IT companies use bill boards at prominent junctions for recruitment advertisement mainly
for junior and middle-level executive positions. For attracting fresh talent all IT companies conduct on-
campus recruitment at various Engineering colleges and B schools. Many companies are engaged in
‘talent raids’ or poaching.
3.14 Recruitment Practices in SUBEX LIMITED
Recruitment process goes purely based on the requirements in the company. The people
holding the B.E/ B.Tech. degree, M.Sc.(CS) or M.C.A. degree can apply for engineering jobs. This can be
either for experienced (laterals) people or for freshers. Usually freshers will be recruited in campus and
off-campus also. Interviews will vary from requirement to requirement.
As this is the company which develops software for Telecom industry, according to the client
requirements, Subex will customize the software and deliver it to the clients. These engineering jobs will
be for developers, testers and supporters. Where the developers will develop the product (Software)
and the testers will test the developed product. After developing the product, the product is handed
over to the customer. Customer will do a UAT (User Acceptance Test) and starts using the product in his
business. From that day onwards, the product will be moved to support phase. Support team will get the
knowledge transfer from the team which developed and starts handling issues faced by the customer.
So for support function experienced candidates are required. Depending upon the need of the project
for developers/testers new candidates will be recruited.
The sources of recruitment in the company are:
a) Job portals (naukri.com/monster.com)

b) Employee Referrals
c) Consultancies
SUBEX LIMITED follows two types of recruitment. They are:
I. Recruitment of Freshers:
Students of B.E./ B.Tech., M.C.A., and M.Tech. with more than 60% in their academics alone are
allowed to apply for engineering jobs.
(a) For recruitment of freshers company goes for campus recruitment. Every time they visit
different states for recruitment process. They go for B.E./ B.Tech. candidates. If there is M.C.A.
course then M.C.A. candidates are also allowed to attend the interviews. Subex goes to many
reputed colleges in Kerala, Tamilnadu, Orissa, West Bengal, Andhra Pradesh etc. States may
differ year by year.
(b) It can also go for off-campus recruitment. This can be through employee referral or
through walk-in interviews information will be provided through consultancy.
II. Lateral Recruitment:
This type of recruitment is for the experienced candidates who possess one year and more
experience. It can be through referral from other companies or through the job portals.
The recruitment process begins with written test which is based on aptitude, reasoning and on
verbal. For recruiting developers along with all these, programs (code) will also be asked.
Group discussion is followed by written test. For those who get the cut-off marks in the written
test will be called for GD. Those who clear the GD will be called on the same day or on some other day

depending on the panel slots for interview. Totally two technical rounds, first by the Test/Project Lead
(based on requirement) and the second by Senior Project Managers will be held. Final round of
interview, called HR round, will be done by the HR. In the final stage all the candidates have to face HR
round.
If an experienced person with 1 to 2 years of experience is interested in joining the company, he
has to appear for written test (If too many people appear, to eliminate them they may conduct written
test. There will be no Group Discussion for them because G.D is conducted to test the communication
skills. As they are experienced they may not conduct GD.). Two technical rounds and a HR round is a
must.
If people with more than two years experience apply directly they have to face two technical
rounds and a HR round. HR round is must for both lateral as well as fresh candidates. If it is for freshers
they will concentrate on basic HR questions and for laterals it will be mainly for salary negotiation.
The result will be announced depending on the criticality of the requirement. If the organization
believes the candidate is the best fit for the job, he/she will be informed immediately without much
delay. Otherwise some more time will be taken and the candidate will be kept on hold. If a better
candidate is found, the earlier will be rejected.
Certificates will be verified at the time of joining. After selection the induction process starts.
Induction will be of three types at Subex.
1) On the first day of induction all the documents like insurance, bank account etc. will be
signed by the joiner. At this time all the necessary information about the company will be provided in
the form of pamphlets. This induction will be done by HR executive.

2) Managerial induction will be scheduled if there are enough employees. (head count)
This includes induction by CEO, COO, Group president, Engineering head, Vice President etc., (basically
people at very high level). This will happen one day.
3) HR/Functional induction will also be scheduled in the same way. This is also for one day
to explain all the HR policies in Subex.
The probation period for freshers will be one year and for laterals it is six months.
During induction information about the company will be uploaded in the intranet of the
company. Usually very few pamphlets will be given on the day of joining like Subex Traits (Strategy,
Ethics and Professionalism, Quality, Leadership, Commitment, Perseverance, Customer orientation).
3.15 Responses of the Respondents to the Statements on Recruitment
With this background in view, to collect the opinions on various aspects of the recruitment
practices prevailing in Subex Limited, thirty five statements have been framed in the questionnaire.
Responses have been structured on a five point scale. The responses of the respondents have been
analyzed statement-wise under three variables namely educational qualifications, gender and
designation and presented in the following tables.
The responses have been structured on a five point scale and weights have been assigned in the
following manner.
Responses Weights Assigned
Fully Satisfied / Positive / Strongly Agree / Very Good 5
Satisfied / Moderately Positive / Agree / Good 4

Undecided / Uncertain 3
Dissatisfied / Negative / Disagree / Poor 2
Highly Dissatisfied / Too Negative / Strongly Disagree / Very Poor 1
The least score assigned is 1, which indicates “strongly disagree”, whereas 5 is the maximum
score which represents “strongly agree”. Hence the calculated ‘weighted average’ will be somewhere
between 1 and 5.
Interpretation of the calculated Weighted Average Scores:
WAS 4.00-5.00 indicates very high level of agreement with the statement concerned
WAS 3.00-3.99 indicates high level of agreement with the statement concerned
WAS 2.00-2.99 indicates low level of agreement with the statement concerned
WAS 1.00-1.99 indicates very low level of agreement with the statement concerned
In the following pages opinions of the selected employees on various recruitment practices in
the company are analyzed according to educational qualifications, gender and designation.
Table: 3.01
Analysis of the Responses to the Question “How Did You Come to Know About Vacancies in the
Company?”
S.No Variable
No. of the Respondents
Campus
Recruitment
Employee
Referrals
Consultancy Total
Education B.E./ B.Tech.
40
(38.46)
33
(31.73)
31
(29.81)
104
(100)

M.C.A./M.Tech.
27
(23.68)
46
(40.35)
41
(35.96)
114
(100)
Gender
Male
35
(28.46)
52
(42.28)
36
(29.27)
123
(100)
Female
32
(33.68)
27
(28.42)
36
(37.89)
95
(100)
Designation
Trainees
67
(49.26)
4
(2.94)
65
(47.79)
136
(100)
Others
0
(0.00)
75
(91.46)
7
(8.54)
82
(100)
--- Total
67
(30.73)
79
(36.24)
72
(33.03)
218
(100)
Source: Primary Data
Note: Figures in the parentheses are the percentages on row totals.
Table 3.01 shows responses of employees about the source of knowledge about the vacancies in
the company at the time of their recruitment. The sources of recruitment are three. They are: Campus
Recruitment, Employee Referrals and Consultancies.
Educational qualification-wise analysis shows that out of 104 B.E./ B.Tech. qualified respondents
40 (38.46 per cent) have been recruited through campus recruitment method, 33 (31.73 per cent) have
been referred by employees of the company and 31 (29.81 per cent) have been recruited by
consultants. Out of 114 M.Tech./M.C.A. qualified respondents 27 (23.68 per cent) have been recruited
through campus recruitment method, 46 (40.35 per cent) have been referred to by employees of the
company and 41 (35.96 per cent) have been recruited by consultants.

Gender-wise analysis shows that 35 (28.46 per cent) men and 32 (33.68 per cent) women have
been selected through campus recruitment method, 52 (42.28 per cent) men and 27 (28.42 per cent)
women have come through the employees of the company and 36 (29.27 per cent) men and 36 (37.89
per cent) women have been recruited by consultants.
Designation-wise analysis shows that 67 (49.26 per cent) trainees have been selected by the
company through campus recruitment method, 4 (2.94 per cent) trainees and as many as 75 (91.46 per
cent) others are employee referrals, and 65 (47.79 per cent) trainees and 7 (8.54 per cent) others could
gain entry into the company through consultancies.
On the whole, out of 218 selected employees 67 (30.73 per cent) respondents have been
recruited through campus recruitment method, 79 (36.24 per cent) respondents are employee referrals
and 72 (33.03 per cent) respondents have been recruited through consultancies.
Table: 3.02
Educational Qualification-, Gender-, and Designation-Wise Analysis of Registration with Online
Employment Agencies
Variables
Naukri.com Monster.com Both
Not
Registered
Total
Education
B.E./ B.Tech.
26
(25.24)
25
(24.27)
31
(30.10)
21
(20.39)
103
(100)
M.C.A./ M.Tech.
30
(26.09)
32
(27.83)
35
(30.43)
18
(15.65)
115
(100)

Gender
Male
31
(25.20)
33
(26.83)
33
(26.83)
26
(21.34)
123
(100)
Female
25
(26.32)
24
(25.26)
33
(34.74)
13
(13.68)
95
(100)
Designation
Trainee/
Software Engineer
10
(24.39)
12
(29.27)
10
(24.39)
9
(21.95)
41
(100)
System Analyst
36
(28.80)
27
(21.60)
40
(32.00)
22
(17.60)
125
(100)
Project Leader /
Manager
10
(19.23)
18
(34.62)
16
(30.77)
8
(15.38)
52
(100)
Total
56
(25.69)
57
(26.15)
66
(30.27)
39
(17.89)
218
(100)
Note: Figures in the parentheses are the percentages on the row totals.
Now-a-days registration with online employment agencies is becoming more popular. This is
more so true in case of IT industry. The registration is free, easy and less cumbersome to the candidates.
The formalities are less. Table 3.02 shows educational qualification-, gender-, and designation-wise
analysis of registration of the respondents with online employment agencies. Out of 103, as many as 82
(79.61 per cent) B.E./ B.Tech. qualified respondents, 97 (84.35 per cent) M.C.A. qualified respondents
have registered themselves with online job agencies. The two popular online job agencies among these
respondents are Naukri.com and Monster.com.
Gender-wise analysis shows that 31 (25.20 per cent) men and 25 (26.32 per cent) women
respondents have registered themselves with Naukri.com, 33 (26.83 per cent) men and 24 (25.26 per

cent) women respondents have registered themselves with Monster.com, and 33 (26.83 per cent) men
and 33 (34.74 per cent) women respondents have registered themselves with both Naukri.com and
Monster.com. Others have not registered themselves with any online recruitment agency.
Designation-wise analysis shows that, 10 (24.39 per cent) trainees/software engineers; 36
(28.80 per cent) system analysts, and 10 (19.23 per cent) project leaders/managers have registered
themselves with Naukri.com.
Twelve (29.27 per cent) trainee/software engineers; 27 (21.60 per cent) system analysts, and 18
(34.62 per cent) project leaders/managers have registered themselves with Monster.com.
Ten (24.39 per cent) trainees/software engineers; 40 (32.00 per cent) system analysts, and 16
(30.77 per cent) project leaders/managers have registered themselves both with Noukri.com and
Monster.com.
Nine (24.39 per cent) trainees/software engineers; 22 (17.60 per cent) system analysts, and 8
(15.38 per cent) project leaders/managers have not registered themselves with any of the online
employment agencies.
On the whole 25.69 per cent of the respondents have registered themselves with Noukri.com,
26.15 per cent of the respondents have registered themselves with Monster.com, 30.27 per cent of the
respondents have registered themselves both with Noukri.com and Monster.com, and 17.89 per cent of
the respondents have not registered themselves with any of the online employment agencies.
From this one can understand that a great majority of the respondents have registered
themselves with online employment agencies and many of them have registered themselves with more
than one online employment agency.

Table: 3.03
Educational Qualification-, Gender-, and Designation-Wise Analysis of the Responses of the
Respondents on the Better Source of Recruitment
S.No Particulars
Education Gender Designation
Total
B.E./
B.Tech.
M.C.A./
M.Tech
Male Female
Trainee/
Software
Engineer
System
Analyst
Project
Leader/
Manager
1 Campus
Recruitment
71
(68.93)
[1.5]
84
(73.04)
[2]
76
(61.79)
[2]
79
(83.16)
[1]
32
(78.05)
[1]
78
(62.40)
[4]
45
(86.54)
[1]
155
(71.10)
[1]
2 Referrals 66
(64.08)
[3]
87
(75.65)
[1]
92
(74.80)
[1]
61
(64.21)
[4]
27
(65.85)
[2]
88
(70.40)
[1]
38
(73.08)
[2]
153
(70.18)
[2]
3 Walk-Ins 71
(68.93)
[1.5]
68
(59.13)
[3]
75
(60.98)
[3]
64
(67.37)
[2.5]
25
(60.98)
[3]
80
(64.00)
[2.5]
34
(65.38)
[3]
139
(63.76)
[3]
4. Applied
Directly
60
(58.25)
[5]
64
(55.65)
[4]
60
(48.78)
[5]
64
(67.37)
[2.5]
14
(34.15)
[6]
80
(64.00)
[2.5]
30
(57.69)
[4]
124
(56.88)
[4]
5 Job Mela 62
(60.19)
[4]
53
(46.09)
[5]
64
(52.03)
[4]
51
(53.68)
[5]
19
(46.34)
[4.5]
77
(61.60)
[5]
19
(36.54)
[5]
115
(52.75)
[5]
6 Advertisement 45
(43.69)
[6]
39
(33.91)
[8]
45
(36.59)
[7.5]
39
(41.05)
[6]
12
(29.27)
[7]
59
(47.20)
[7]
13
(25.00)
[7.5]
84
(38.53)
[6]
7 Friends and
Relatives
39
(37.86)
[8]
43
(37.39)
[6]
45
(36.59)
[7.5]
37
(38.95)
[7]
19
(46.34)
[4.5]
48
(38.40)
[8]
15
(28.85)
[6]
82
(37.61)
[7.5]
8 Through an
employment
agency
41
(39.81)
[7]
41
(35.65)
[7]
49
(39.84)
[6]
33
(34.74)
[8]
8
(19.51)
[8]
61
(48.80)
[6]
13
(25.00)
[7.5]
82
(37.61)
[7.5]
--- Total 103
(100)
115
(100)
123
(100)
95
(100)
41
(100)
125
(100)
52
(100)
218
(100)
Note: 1. Figures in the parentheses are the percentages on column totals.
2. Figures in the square brackets are the ranks.
Table 3.03 shows educational qualification-, gender-, and designation-wise responses to the
question that “In your opinion which source of recruitment is better?” Responses are not mutually
exclusive. One can choose more than one response.

A great majority of the respondents (71.10 per cent) think that campus recruitment is better
than the other sources. It is followed by referrals (70.18 per cent), walk-ins (63.76 per cent), direct
applications (56.88 per cent), job melas (52.75 per cent), advertisements (38.53 per cent), friends and
relatives (37.61 per cent), and employment agencies (37.61 per cent).
Table: 3.04
Opinions of the Respondents on Usefulness of “Advertisements in News Papers”
Variables
Very
Useful
Useful Undecided
Not
Useful
Not at
all
Useful
Total
Education
B.E./ B.Tech.
49
(47.57)
[245]
---
53
(51.46)
[212]
---
0
(0.00)
[0]
---
1
(0.97)
[2]
---
0
(0.00)
[0]
---
103
(100)
[459]
{4.46}
M.C.A. / M.Tech.
57
(49.57)
[285]
---
50
(43.48)
[200]
---
3
(2.61)
[9]
---
4
(3.48)
[8]
---
1
(0.87)
[1]
---
115
(100)
[503]
{4.37}
Gender
Male
64
(52.03)
[320]
---
54
(43.90)
[216]
---
0
(0.00)
[0]
---
4
(3.25)
[8]
---
1
(0.81)
[1]
---
123
(100)
[545]
{4.43}

Female
42
(44.21)
[210]
---
49
(51.58)
[196]
---
3
(3.16)
[9]
---
1
(1.05)
[2]
---
0
(0.00)
[0]
---
95
(100)
[417]
{4.39}
Designation
Trainee/ Software
Engineer
16
(39.02)
[80]
---
20
(48.78)
[80]
---
1
(2..44)
[3]
---
4
(9.76)
[8]
---
0
(0.00)
[0]
---
41
(100)
[171]
{4.17}
System Analyst
62
(49.60)
[310]
---
61
(48.80)
[244]
---
0
(0.00)
[0]
---
1
(0.8)
[2]
---
1
(0.8)
[1]
---
125
(100)
[557]
{4.46}
Project Leader /
Manager
28
(53.85)
[140]
---
22
(42.31)
[88]
---
2
(3.85)
[6]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
52
(100)
[234]
{4.50}
Total
106
(48.62)
[530]
---
103
(47.25)
[412]
---
3
(1.38)
[9]
---
5
(2.29)
[10]
---
1
(0.46)
[1]
---
218
(100)
[962]
{4.41}
Source: Field survey
Note: 1. Figures in the parentheses are the percentages on row totals.
2. Figures in the square brackets are the weighted scores.
3. Figures in the flower brackets are the weighted average scores.

Table 3.04 shows education, gender and designation-wise opinions of the respondents on
usefulness of “advertisements in news papers”.
As many as 47.57 per cent of the graduates and 49.57 per cent of the postgraduates are of the
opinion that advertisement in news papers is ‘very useful’, and 51.46 per cent of the graduates and
43.48 per cent of the postgraduates are of the opinion that it is useful. On the whole about 99 per cent
of the graduates and 93 per cent of the postgraduates carry a positive opinion about usefulness of
advertisements in news papers. Weighted average scores indicate that graduates (WAS=4.46) carry a
more favourable opinion about usefulness of advertisements in news papers than the postgraduates
(WAS 4.37).
Gender-wise analysis of opinions of the respondents shows that more than 95 per cent of both
male and female respondents think that advertisement in news papers is either useful or very useful.
Designation-wise analysis shows that irrespective of designation, a great majority of the
respondents are of the opinion that advertisements in newspapers is either useful or very useful.
From this it can be concluded that advertisement in newspapers is useful.
Table: 3.05
Opinions of the Respondents on “Usefulness of Advertisements in Professional Journals”
Variables No. of the Respondents

Very
Useful
Useful Undecided
Not
Useful
Not at
all
Useful
Total
Education
B.E./ B.Tech.
24
(23.30)
[120]
---
40
(38.83)
[160]
---
11
(10.68)
[33]
---
25
(24.27)
[50]
---
3
(2.91)
[3]
---
103
(100)
[366]
{3.55}
M.C.A. / M.Tech.
8
(6.96)
[40]
---
43
(37.39)
[172]
---
16
(13.91)
[45]
---
43
(37.39)
[86]
---
5
(4.35)
[5]
---
115
(100)
[348]
{3.03}
Gender
Male
19
(15.45)
[95]
---
55
(44.71)
[220]
---
15
(12.19)
[45]
---
29
(23.58)
[58]
---
5
(4.06)
[5]
---
123
(100)
[423]
{3.44}
Female
13
(13.68)
[65]
---
28
(29.47)
[112]
---
12
(12.63)
[36]
---
39
(41.05)
[78]
---
3
(3.16)
[3]
---
95
(100)
[294]
{3.09}
Designation
Trainee/
Software Engineer
4
(9.76)
[20]
---
15
(36.59)
[60]
---
7
(17.07)
[21]
---
14
(34.15)
[28]
---
1
(2.44)
[1]
---
41
(100)
[130]
{3.17}

System Analyst
23
(18.40)
[115]
---
55
(44.00)
[220]
---
8
(6.40)
[24]
---
35
(28.00)
[70]
---
4
(3.20)
[4]
---
125
(100)
[433]
{3.46}
Project Leader/
Manager
5
(9.62)
[25]
---
13
(25.00)
[52]
---
12
(23.08)
[36]
---
19
(36.54)
[38]
---
3
(5.77)
[3]
---
52
(100)
[154]
{2.96}
Total
32
(14.68)
[160]
---
83
(38.07)
[332]
---
27
(12.38)
[81]
---
68
(31.19)
[136]
---
8
(3.67)
[8]
---
218
(100)
[717]
{3.29}
Table 3.05 shows opinions of the respondents on “usefulness of advertisements in professional
journals”.
Education-wise analysis of the opinions of the respondents indicate that 23.30 per cent of the
graduates and a meager 6.96 per cent of the postgraduates think that advertisement in professional
journals is ‘very useful’; 38.83 per cent of the graduates and 37.39 per cent of the postgraduates think
that it is useful; 10.68 per cent of the graduates and 13.91 per cent of the postgraduates are undecided;
24.27 per cent of the graduates and 37.39 per cent of the postgraduates think that it is not useful; and a
meager 2.91 per cent of the graduates and 4.35 per cent of the postgraduates think that it is not all

useful. Weighted average scores a high degree of concurrence (WAS=3-4). Weighted average scores
indicate that graduate respondents carry a more positive opinion about the usefulness of advertisement
in the professional journals than the postgraduate respondents.
Gender-wise analysis of opinions of the respondents indicate that 15.45 per cent of the male
respondents and 13.68 per cent of the female respondents think that advertisement in professional
journals is ‘very useful’; 44.71 per cent of the male respondents and 29.47 per cent of the female
respondents think that it is useful; 12.19 per cent of the male respondents and 12.63 per cent of the
female respondents are undecided; 23.58 per cent of the male respondents and 41.05 per cent of the
female respondents think that it is not useful; and a meager 4.06 per cent of the male and 3.16 per cent
of the female respondents think that it is not all useful. Weighted average scores show a high degree of
concurrence with the statement (WAS=3-4). Weighted average scores also indicate that male
respondents carry a more positive opinion about the usefulness of advertisement in the professional
journals than the female respondents.
Designation-Wise Analysis of the responses show that 9.76 per cent of the trainees/software
engineers, 18.40 per cent of the system analysts and 9.62 per cent of the project leaders/managers are
of the opinion that advertisement in professional journals is very useful.
As many as 36.59 per cent of the trainees/software engineers, 44.00 per cent of the system
analysts, and 25.00 per cent of the project leaders/managers are of the opinion that advertisement in
professional journals is useful.
analysts, and 23.08 per cent of the project leaders/managers are undecided over the usefulness of the
advertisement in professional journals.

analysts, and 36.54 per cent of the project leaders/managers are of the opinion that advertisement in
professional journals is not useful.
A meagre 2.44 per cent of the trainees/software engineers, 3.20 per cent of the system analysts,
and 5.77 per cent of the project leaders/managers are of the opinion that advertisement in professional
journals is not at all useful.
A perusal of weighted average scores show that concurrence with the statement that
“advertisement in professional journals is useful” is high among trainees/software engineers and system
analysts, whereas it is low among project leaders/managers.
An analysis of the responses of all the respondents show that 14.68 per cent of the respondents
think that advertisement in professional journals is very useful, 38.07 per cent of the respondents think
that it is useful, 12.38 per cent of the respondents are undecided over it’s usefulness, 31.19 per cent of
the respondents think that it is not useful, and 3.69 per cent of the respondents think that it is not at all
useful. Weighted average score of the responses of all the respondents (3.29) shows that a majority of
the respondents agree upon usefulness of the advertisement in professional journals.
From this it can concluded that advertisements in professional journals is useful.
Table: 3.06
Opinions of the Respondents on “Usefulness of Advertisement on Internet”
Variables
Very
Useful
Useful Undecided
Not
Useful
Not at
all
Useful
Total

Education
B.E./ B.Tech.
66
(64.08)
[330]
---
35
(33.98)
[140]
---
2
(1.94)
[6]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
103
(100)
[476]
{4.62}
M.C.A./ M.Tech
77
(66.96)
[385]
---
36
(31.30)
[144]
---
2
(1.74)
[6]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
115
(100)
[535]
{4.65}
Gender
Male
78
(63.41)
[390]
---
43
(34.96)
[172]
---
2
(1.63)
[6]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
123
(100)
[568]
{4.62}
Female
65
(68.42)
[325]
---
28
(29.47)
[112]
---
2
(2.10)
[6]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
95
(100)
[443]
{4.66}
Designation
Trainee/
Software Engineer
30
(73.17)
[150]
---
9
(21.95)
[36]
---
2
(4.88)
[6]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
41
(100)
[192]
{4.68}
System Analyst
83
(66.40)
[415]
---
42
(33.60)
[168]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
125
(100)
[583]
{4.67}

Project Leader /
Manager
30
(57.69)
[150]
---
20
(38.46)
[80]
---
2
(3.85)
[6]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
52
(100)
[236]
{4.54}
Total
143
(65.60)
[715]
---
71
(32.57)
[284]
---
4
(1.83)
[12]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
218
(100)
[1011]
{4.64}
Table 3.06 shows opinions of the respondents on “usefulness of advertisement on internet”. An
analysis of the responses from the selected employees shows that 64.08 per cent of the B.E./ B.Tech.
graduates and 66.96 per cent of the M.C.A./M.Tech. degree holders think that advertisement on the net
is very useful. Another 33.98 per cent of the B.E./ B.Tech. graduates and 31.30 per cent of the
M.C.A./M.Tech. degree holders are of the opinion that it is simply useful. Less than 2 per cent of the
graduates and postgraduates are undecided.
Gender-wise analysis of the responses from the selected employees shows that 63.41 per cent
of the male respondents and 68.42 per cent of the female respondents think that advertisement on the
net is very useful, 34.96 per cent of the male and 29.47 per cent of the female respondents think that it
is simply useful, and around two per cent of the male and female respondents are undecided.

Analysis of the responses from the selected employees shows that 73.17 per cent of the
trainees/software engineers, 66.40 per cent of the system analysts and 57.69 per cent of the project
leaders/managers are of the opinion that advertisement on the internet is very useful.
analysts, and 38.46 per cent of the project leaders/managers are of the opinion that advertisement on
the internet is useful.
A meager 4.88 per cent of the trainees/software engineers, none of the system analysts, and
3.85 per cent of the project leaders/managers are undecided over the usefulness of the advertisement
on the Net.
Surprisingly none of the respondents think that either it is not useful or not at all useful.
A perusal of weighted average scores show that concurrence with the statement that
“advertisement on the internet is useful” is ‘very high’ among the respondents.
From this it can concluded that advertisements on the internet is very useful.
Table: 3.07
Opinions of the Respondents on “Usefulness of Advertisement in other Media”
Variables
Very
Useful
Useful Undecided
Not
Useful
Not at
all
Useful
Total

Education
B.E./ B.Tech.
6
(5.82)
[30]
---
21
(20.39)
[84]
---
39
(37.86)
[117]
---
33
(32.04)
[66]
---
4
(3.88)
[4]
---
103
(100)
[301]
{2.92}
M.C.A./ M.Tech
3
(2.61)
[15]
---
12
(10.43)
[48]
---
54
(46.96)
[162]
---
43
(37.39)
[86]
---
3
(2.61)
[3]
---
115
(100)
[314]
{2.73}
Gender
Male
8
(6.40)
[40]
---
13
(10.40)
[52]
---
57
(45.60)
[171]
---
43
(34.40)
[86]
---
2
(1.60)
[2]
---
125
(100)
[351]
{2.81}
Female
1
(1.05)
[5]
---
20
(21.05)
[80]
---
36
(37.89)
[108]
---
33
(34.74)
[66]
---
5
(5.26)
[5]
---
95
(100)
[264]
{2.78}
Designation
Trainee/
Software Engineer
3
(7.32)
[15]
---
14
(34.15)
[56]
---
20
(48.78)
[60]
---
0
(0.00)
[0]
---
4
(9.76)
[4]
---
41
(100)
[135]
{3.29}
System Analyst
2
(1.60)
[10]
---
16
(12.80)
[64]
---
60
(48.00)
[180]
---
46
(36.80)
[92]
---
1
(0.8)
[1]
---
125
(100)
[347]
{2.78}

Project Leader /
Manager
4
(7.69)
[20]
---
3
(5.77)
[12]
---
13
(25.00)
[39]
---
30
(57.69)
[60]
---
2
(3.85)
[2]
---
52
(100)
[133]
{2.56}
Total
9
(4.13)
[45]
---
33
(15.14)
[132]
---
93
(42.66)
[279]
---
76
(34.86)
[152]
---
7
(3.21)
[7]
---
218
(100)
[615]
{2.96}
Table 3.07 shows opinions of the respondents on “usefulness of advertisement in other media”.
An analysis of the responses from the selected employees shows that 26.21 per cent of the B.E./ B.Tech.
graduates and 13.04 per cent of the M.C.A./M.Tech. degree holders think that advertisement in other
media is either ‘very useful’or is simply ‘useful’, whereas 35.92 per cent of the B.E./ B.Tech. graduates
and 40.00 per cent of the M.C.A./M.Tech. degree holders think otherwise i.e. they are of the opinion
that it is either ‘not useful’ or ‘not at all useful’. A considerable percentage of the respondents are
undecided over this.
Gender-wise analysis of the responses on “usefulness of the advertisement in other media”,
from the selected employees, shows that only 16.80 per cent of the male respondents and 22.10 per
cent of the female respondents think that advertisement in the other media is either very useful or
simply useful, whereas as many as 36.00 per cent of the male and 40.00 per cent of the female

respondents are of the opinion that it is either not useful or not at all useful. A large percentage of the
male and female respondents are undecided.
Designation-wise analysis of the responses shows that 41.47 per cent of the trainees/software
of the opinion that advertisement in other media is either useful or very useful, whereas 9.76 per cent of
the trainees/software engineers, 36.88 per cent of the system analysts, and 61.54 per cent of the
project leaders/managers are of the opinion that advertisement in the other media is either not useful
or not at all useful. More than 48 per cent of the trainees/software engineers and system analysts, and
one-fourth of the project leaders/managers are undecided and could not say anything.
A perusal of weighted average scores shows a low level of agreement over the usefulness of the
advertisement in other media.
From this it can concluded that advertisement in other media is not useful.
Table: 3.08
Opinions of the Respondents on “Usefulness of Employment Agencies”
Variables
Very
Useful
Useful Undecided
Not
Useful
Not at
all
Useful
Total
Education
B.E./ B.Tech
19
(18.45)
[95]
---
52
(50.48)
[208]
---
20
(19.42)
[60]
---
12
(11.65)
[24]
---
0
(0.00)
[0]
---
103
(100)
[387]
{3.76}

M.C.A. / M.Tech
11
(9.57)
[55]
---
35
(30.43)
[140]
---
18
(15.65)
[54]
---
50
(43.48)
[100]
---
1
(0.87)
[1]
---
115
(100)
[350]
{3.04}
Gender
Male
18
(14.63)
[90]
---
46
(37.40)
[184]
---
16
(13.01)
[48]
---
42
(34.15)
[84]
---
1
(0.81)
[1]
---
123
(100)
[407]
{3.31}
Female
12
(12.63)
[60]
---
41
(43.16)
[164]
---
22
(23.16)
[66]
---
20
(21.05)
[40]
---
0
(0.00)
[0]
---
95
(100)
[330]
{3.47}
Designation
Trainee/
Software Engineer
6
(14.63)
[30]
---
21
(51.22)
[84]
---
7
(17.07)
[21]
---
7
(17.07)
[14]
---
0
(0.00)
[0]
---
41
(100)
[149]
{3.63}
System Analyst
20
(16.00)
[100]
---
62
(49.60)
[248]
---
14
(11.20)
[42]
---
28
(22.40)
[56]
---
1
(0.80)
[1]
---
125
(100)
[447]
{3.58}
Project Leader /
Manager
4
(7.69)
[20]
---
4
(7.69)
[16]
---
17
(32.69)
[51]
---
27
(51.92)
[54]
---
0
(0.00)
[0]
---
52
(100)
[141]
{2.71}

Total
30
(13.76)
[150]
---
87
(39.91)
[348]
---
38
(17.43)
[114]
---
62
(28.44)
[124]
---
1
(0.46)
[1]
---
218
(100)
[737]
{3.38}
Table 3.08 shows opinions of the respondents on “usefulness of employment agencies”. An
analysis of the responses from the selected employees shows that 68.93 per cent of the B.E./ B.Tech.
graduates and 40.00 per cent of the M.C.A./M.Tech. degree holders think that employment agencies are
either ‘very useful’ or is simply ‘useful’, whereas 11.65 per cent of the B.E./ B.Tech. graduates and 44.35
per cent of the M.C.A./M.Tech. degree holders think otherwise i.e. they are of the opinion that it is
either ‘not useful’ or ‘not at all useful’. About 20 per cent of the B.E./ B.Tech. graduates and 15.65 per
cent of the M.C.A./M.Tech. qualified respondents are undecided.
Gender-wise analysis of the responses on “usefulness of employment agencies”, from the
selected employees, shows that 52.03 per cent of the male respondents and 55.79 per cent of the
female respondents think that employment agencies are either useful or very useful, whereas as 34.96
per cent of the male and 21.05 per cent of the female respondents are of the opinion that employment
agencies are either not useful or not at all useful. Only 13.01 per cent of the male and 23.16 per cent of
the female respondents are undecided.
Designation-wise analysis of the responses shows that as many as 65.85 per cent of the

leaders/managers are of the opinion that employment agencies are either useful or very useful;
whereas 17.07 per cent of the trainees/software engineers, 23.20 per cent of the system analysts, and
51.92 per cent of the project leaders/managers are of the opinion that employment agencies are either
not useful or not at all useful. About 17 per cent of the trainees/software engineers, 11.20 per cent of
the system analysts and 32.69 per cent of the project leaders/managers are undecided and could not
say anything.
A perusal of weighted average scores shows existence of a high level of agreement over the
usefulness of the employment agencies among all the respondents except project leaders/managers.
From this it can be concluded that the employment agencies are useful.
Table: 3.09
Opinions of the Respondents on “Usefulness of Online or .Com Employment Agencies”
Variables
Very
Useful
Useful Undecided
Not
Useful
Not at
all
Useful
Total
Education
B.E./ B.Tech.
45
(43.69)
[225]
---
51
(49.51)
[204]
---
4
(3.88)
[12]
---
3
(2.91)
[6]
---
0
(0.00)
[0]
---
103
(100)
[447]
{4.34}
M.C.A. / M.Tech.
44
(38.26)
[220]
---
60
(52.17)
[240]
---
11
(9.57)
[33]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
115
(100)
[493]
{4.29}

Gender
Male
53
(43.09)
[265]
---
60
(48.78)
[240]
---
8
(6.50)
[24]
---
2
(1.63)
[4]
---
0
(0.00)
[0]
---
123
(100)
[533]
{4.33}
Female
36
(37.89)
[180]
---
51
(53.68)
[204]
---
7
(7.37)
[21]
---
1
(1.05)
[2]
---
0
(0.00)
[0]
---
95
(100)
[407]
{4.28}
Designation
Trainee /
Software Engineer
16
(39.02)
[80]
---
21
(51.22)
[84]
---
4
(9.76)
[12]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
41
(100)
[176]
{4.29}
System Analyst
57
(45.60)
[285]
---
64
(51.20)
[256]
---
3
(2.4)
[9]
---
1
(0.8)
[2]
---
0
(0.00)
[0]
---
125
(100)
[552]
{4.42}
Project Leader /
Manager
16
(30.77)
[80]
---
26
(50.00)
[104]
---
8
(15.38)
[24]
---
2
(3.85)
[4]
---
0
(0.00)
[0]
---
52
(100)
[212]
{4.08}
Total
89
(40.82)
[445]
---
111
(50.92)
[444]
---
15
(6.88)
[45]
---
3
(1.38)
[6]
---
0
(0.00)
[0]
---
218
(100)
[940]
{4.31}

Table 3.09 shows opinions of the respondents on “usefulness of online or .com employment
agencies”. An analysis of the responses from the selected employees shows that as many as 93.20 per
cent of the B.E./ B.Tech. graduates and 90.43 per cent of the M.C.A./M.Tech. degree holders think that
online or .com employment agencies are either useful or ‘very useful’, whereas a meager 2.91 per cent
of the B.E./ B.Tech. graduates and none of the M.C.A./M.Tech. degree holders think otherwise i.e. they
are of the opinion that it is either ‘not useful’ or ‘not at all useful’. About four per cent of the B.E./
B.Tech. graduates and 10 per cent of the M.C.A./M.Tech. qualified respondents are undecided.
Gender-wise analysis of the responses on “usefulness of .online or .com employment agencies”,
from the selected employees, shows that 91.87 per cent of the male respondents and 91.57 per cent of
the female respondents think that online or .com employment agencies are either useful or very useful,
whereas as a meager 1.63 per cent of the male and 1.05 per cent of the female respondents are of the
opinion that online or .com employment agencies are not useful. Only 6.50 per cent of the male and
7.37 per cent of the female respondents are undecided.
leaders/managers are of the opinion that online or .com employment agencies are either useful or very
useful; whereas none of the trainees/software engineers, 0.8 per cent of the system analysts, and 3.85
per cent of the project leaders/managers are of the opinion that employment agencies are not useful.
About 10 per cent of the trainees/software engineers, 2.4 per cent of the system analysts and 15.38 per
cent of the project leaders/managers are undecided and could not say anything.

A perusal of weighted average scores shows existence of a very high level of agreement over the
usefulness of the online or .com employment agencies among all the categories of the respondents.
From this it can concluded that online or .com employment agencies are useful.
Table: 3.10
Opinions of the Respondents on “Usefulness of Campus Recruitment”
Variables
Very
Useful
Useful Undecided
Not
Useful
Not at
all
Useful
Total
Education
B.E./ B.Tech.
63
(61.17)
[315]
---
36
(34.95)
[144]
---
3
(2.91)
[9]
---
1
(0.97)
[4]
---
0
(0.00)
[0]
---
103
(100)
[472]
{4.58}
M.C.A. / M.Tech.
57
(49.57)
[285]
---
58
(50.43)
[232]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
115
(100)
[517]
{4.50}
Gender
Male
59
(47.97)
[295]
---
60
(48.78)
[240]
---
3
(2.44)
[9]
---
1
(0.81)
[2]
---
0
(0.00)
[0]
---
123
(100)
[546]
{4.44}

Female
61
(64.21)
[305]
---
34
(35.79)
[136]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
95
(100)
[441]
{4.64}
Designation
Trainee /
Software Engineer
32
(78.05)
[160]
---
7
(17.07)
[28]
---
2
(4.88)
[6]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
41
(100)
[194]
{4.73}
System Analyst
65
(52.00)
[325]
---
59
(47.20)
[236]
---
1
(0.8)
[3]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
125
(100)
[564]
{4.51}
Project Leader /
Manager
23
(44.23)
[115]
---
28
(53.85)
[112]
---
0
(0.00)
[0]
---
1
(1.92)
[2]
---
0
(0.00)
[0]
---
52
(100)
[229]
{4.40}
Total
120
(55.04)
[600]
---
94
(43.12)
[376]
---
3
(1.38)
[9]
---
1
(0.46)
[2]
---
0
(0.00)
[0]
---
218
(100)
[987]
{4.53}

Table 3.10 shows opinions of the respondents on “usefulness of campus recruitment”
An analysis of the responses from the selected employees shows that as many as 96.12 per cent
of the B.E./ B.Tech. graduates and 100 per cent of the M.C.A./M.Tech. degree holders think that campus
recruitment is either useful or ‘very useful’, whereas a meager 0.97 per cent of the B.E./ B.Tech.
graduates think that campus recruitment is not useful. About three per cent of the B.E./ B.Tech.
graduates are only undecided.
Gender-wise analysis of the responses on “usefulness of campus recruitment”, from the
selected employees, shows that 96.75 per cent of the male respondents and 100 per cent of the female
respondents think that campus recruitment is either useful or very useful, whereas only one male
respondent is of the opinion that campus recruitment is not useful. Only 2.44 per cent of the male
respondents are undecided.
leaders/managers are of the opinion that campus recruitment is either useful or very useful; whereas
except one project leader/manager nobody think that campus recruitment is not useful. About five per
cent of the trainees/software engineers and 0.8 per cent of the system analysts are undecided and could
not say anything.
A perusal of weighted average scores shows existence of a very high level of agreement over the
usefulness of campus recruitment among all the categories of the respondents.
From this it can concluded that campus recruitment is very useful.
Table: 3.11

Opinions of the Respondents on “Usefulness of Casual Calls”
Variables
Very
Useful
Useful Undecided
Not
Useful
Not at
all
Useful
Total
Education
B.E./ B.Tech.
13
(12.62)
[65]
---
12
(11.65)
[48]
---
29
(28.16)
[87]
---
44
(42.72)
[88]
---
5
(4.85)
[5]
---
103
(100)
[293]
{2.84}
M.C.A. / M.Tech.
21
(18.26)
[105]
---
14
(12.17)
[56]
---
55
(47.83)
[165]
---
25
(21.74)
[50]
---
0
(0.00)
[0]
---
115
(100)
[376]
{3.27}
Gender
Male
17
(13.82)
[85]
---
15
(12.19)
[60]
---
58
(47.15)
[174]
---
32
(26.02)
[64]
---
1
(0.81)
[1]
---
123
(100)
[384]
{3.12}
Female
17
(17.89)
[85]
---
11
(11.58)
[44]
---
26
(27.37)
[78]
---
37
(38.95)
[74]
---
4
(4.21)
[4]
---
95
(100)
[285]
{3.00}
Designation
Trainee /
Software Engineer
7
(17.07)
[35]
---
3
(7.32)
[12]
---
16
(39.02)
[48]
---
11
(26.83)
[22]
---
4
(9.76)
[4]
---
41
(100)
[121]
{2.95}

System Analyst
16
(12.80)
[80]
---
10
(8.00)
[40]
---
56
(44.80)
[168]
---
42
(33.60)
[84]
---
1
(0.8)
[1]
---
125
(100)
[373]
{2.98}
Project Leader /
Manager
11
(21.15)
[55]
---
13
(25.00)
[52]
---
12
(23.08)
[36]
---
16
(30.77)
[32]
---
0
(0.00)
[0]
---
52
(100)
[175]
{3.37}
Total
34
(15.60)
[170]
---
26
(11.93)
[104]
---
84
(38.53)
[252]
---
69
(31.65)
[138]
---
5
(2.29)
[5]
---
218
(100)
[664]
{3.04}
Table 3.11 shows opinions of the respondents on “usefulness of casual calls”. An analysis of the
responses from the selected employees shows that 34.27 per cent of the B.E./ B.Tech. graduates and
30.43 per cent of the M.C.A./M.Tech. degree holders think that casual calls as a source of recruitment is
either useful or ‘very useful’, whereas 47.57 per cent of the B.E./ B.Tech. graduates and 21.83 per cent
of the M.C.A./M.Tech. degree holders are of the opinion that casual calls either not useful or not at all
useful. About 28 per cent of the B.E./ B.Tech. graduates and 47.83 per cent of the M.C.A./M.Tech.
degree holders are undecided.

Gender-wise analysis of the responses on “usefulness of casual calls”, from the selected
employees, shows that 26.01 per cent of the male respondents and 29.47 per cent of the female
respondents think that campus recruitment is either useful or very useful, whereas 26.83 per cent of the
male respondents are of the opinion that casual calls are either not useful or not at all useful. As many
as 47.15 per cent of the male respondents and 27.37 per cent of the female respondents are undecided.
of the opinion that casual calls are either useful or very useful; whereas 36.62 per cent of the
trainees/software engineers, 34.40 per cent of the system analysts, 30.77 per cent of the project
leaders/managers think that casual calls are either not useful or not at all useful. As many as 39.02 per
cent of the trainees/software engineers, 44.80 per cent of the system analysts and 23.08 per cent of the
project leaders/managers are undecided and could not say anything.
A perusal of the weighted average scores reveals that agreement over the usefulness of ‘casual
calls’
b. B.E./ B.Tech. graduates is low (WAS=2.84) and M.C.A./M.Tech. degree holders is high
(WAS=3.27),
c. Male and female respondents is high (WAS=3.00 to 4.00), and
d. among trainees/software engineers and system analysts is very low (WAS= 2.00 to 3.00)
and among project leaders/managers is high (WAS=3.37).
From this it can concluded that usefulness of casual call is doubtful.
Table: 3.12
Opinions of the Respondents on the “Usefulness of the Source ‘Recommendations’”
Variables No. of the Respondents

Very
Useful
Useful Undecided
Not
Useful
Not at
all
Useful
Total
Education
B.E./ B.Tech.
18
(17.47)
[90]
---
13
(3.88)
[52]
---
35
(33.98)
[105]
---
34
(33.01)
[68]
---
3
(2.91)
[3]
---
103
(100)
[318]
{3.09}
M.C.A. / M.Tech.
12
(10.43)
[60]
---
31
(26.96)
[124]
---
30
(26.09)
[90]
---
42
(36.52)
[84]
---
0
(0.00)
[0]
---
115
(100)
[358]
{3.11}
Gender
Male
12
(9.76)
[60]
---
23
(18.70)
[92]
---
38
(30.89)
[114]
---
47
(38.21)
[94]
---
3
(2.44)
[3]
---
123
(100)
[363]
{2.95}
Female
18
(18.95)
[90]
---
21
(22.10)
[84]
---
27
(28.42)
[81]
---
29
(30.53)
[58]
---
0
(0.00)
[0]
---
95
(100)
[313]
{3.29}
Designation
Trainee /
Software Engineer
11
(26.83)
[55]
---
17
(41.46)
[68]
---
5
(12.20)
[15]
---
8
(19.51)
[16]
---
0
(0.00)
[0]
---
41
(100)
[154]
{3.76}

System Analyst
14
(11.20)
[70]
---
16
(12.80)
[64]
---
50
(40.00)
[150]
---
42
(33.60)
[84]
---
3
(2.40)
[3]
---
125
(100)
[371]
{2.97}
Project Leader /
Manager
5
(9.62)
[25]
---
11
(21.15)
[44]
---
10
(19.23)
[30]
---
26
(50.00)
[52]
---
0
(0.00)
[0]
---
52
(100)
[151]
{2.90}
Total
30
(13.76)
[150]
---
44
(20.18)
[176]
---
65
(29.82)
[195]
---
76
(34.86)
[152]
---
3
(1.38)
[3]
---
218
(100)
[673]
{3.09}
Table 3.12 shows opinions of the respondents on “usefulness of the source ‘recommendations’”.
An analysis of the responses from the selected employees shows that 21.35 per cent of the B.E./ B.Tech.
graduates and 37.39 per cent of the M.C.A./M.Tech. Degree holders think that ‘recommendations’ as a
source of recruitment is either useful or ‘very useful’, whereas 35.92 per cent of the B.E./ B.Tech.
graduates and 36.52 per cent of the M.C.A./M.Tech. Degree holders are of the opinion that
‘recommendations’ are either not useful or not at all useful as a source of recruitment. About 34 per
cent of the B.E./ B.Tech. graduates and 26.09 per cent of the M.C.A./M.Tech. degree holders are
undecided.

Gender-wise analysis of the responses on “usefulness of recommendations”, from the selected
respondents think that ‘recommendations’ are either useful or very useful, whereas 40.65 per cent of
the male and 30.53 per cent of the female respondents are of the opinion that ‘recommendations’ are
either not useful or not at all useful. As many as 30.89 per cent of the male and 28.42 per cent of the
female respondents are undecided.
of the opinion that recommendations are either useful or very useful; whereas 19.51 per cent of the
trainees/software engineers, 36.00 per cent of the system analysts, 50.00 per cent of the project
leaders/managers think that recommendations are either not useful or not at all useful. About 12 per
cent of the trainees/software engineers, 40 per cent of the system analysts and 19.23 per cent of the
project leaders/managers are undecided and could not say anything.
A perusal of the weighted average scores reveals that agreement over the usefulness of
‘recommendations’ among
e. the B.E./ B.Tech. graduates and the M.C.A./M.Tech. degree holders is high (WAS=3.00 to
4.00),
f. the male respondents is low (WAS=2.95) and the female respondents is high (WAS=3.29),
g. among the trainees/software engineers is high (WAS=3.76), among the system analysts and
project leaders/managers is low (WAS=2.00 to 3.00), and
h. among all the respondents is high (WAS=3.09).
From this it can concluded that usefulness of ‘recommendations’ as a source of recruitment
cannot be ruled out.
Table: 3.13
Opinions of the Respondents on “Usefulness of the Source ‘Referrals’”

Variables
Very
Useful
Useful Undecided
Not
Useful
Not at
all
Useful
Total
Education
B.E./ B.Tech
43
(41.75)
[215]
---
53
(51.46)
[212]
---
3
(2.91)
[9]
---
4
(3.88)
[8]
---
0
(0.00)
[0]
---
103
(100)
[444]
{4.31}
M.C.A. / M.Tech.
31
(26.96)
[155]
---
62
(53.91)
[248]
---
10
(8.70)
[30]
---
12
(10.43)
[24]
---
0
(0.00)
[0]
---
115
(100)
[457]
{3.97}
Gender
Male
40
(32.52)
[200]
---
74
(60.16)
[296]
---
5
(4.06)
[15]
---
4
(3.25)
[8]
---
0
(0.00)
[0]
---
123
(100)
[519]
{4.22}
Female
34
(35.79)
[170]
---
41
(43.16)
[164]
---
8
(8.42)
[24]
---
12
(12.63)
[24]
---
0
(0.00)
[0]
---
95
(100)
[382]
{4.02}
Designation
Trainee /
Software Engineer
16
(39.02)
[80]
---
16
(39.02)
[64]
---
4
(9.76)
[12]
---
5
(12.20)
[10]
---
0
(0.00)
[0]
---
41
(100)
[166]
{4.05}

System Analyst
36
(28.80)
[180]
---
69
(55.20)
[276]
---
9
(7.20)
[27]
---
11
(8.80)
[22]
---
0
(0.00)
[0]
---
125
(100)
[505]
{4.04}
Project Leader /
Manager
22
(42.31)
[110]
---
30
(57.69)
[120]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
52
(100)
[230]
{4.42}
Total
74
(33.94)
[370]
---
115
(52.75)
[460]
---
13
(5.96)
[39]
---
16
(7.34)
[32]
---
0
(0.00)
[0]
---
218
(100)
[901]
{4.13}
Table 3.13 shows opinions of the respondents on “usefulness of the source ‘Referrals’”
An analysis of the responses from the selected employees shows that 93.21 per cent of the B.E./
B.Tech. graduates and 80.87 per cent of the M.C.A./M.Tech. degree holders think that ‘referrals’ as a
source of recruitment is either ‘useful’ or ‘very useful’, whereas 3.88 per cent of the B.E./ B.Tech.
graduates and 10.43 per cent of the M.C.A./M.Tech. degree holders are of the opinion that ‘referrals’
are not useful as a source of recruitment. About 3 per cent of the B.E./ B.Tech. graduates and 8.70 per
cent of the M.C.A./M.Tech. degree holders are undecided.

Gender-wise analysis of the responses on “usefulness of referrals”, from the selected
respondents think that ‘referrals’ are either useful or very useful, whereas 3.25 per cent of the male and
12.63 per cent of the female respondents are of the opinion that ‘referrals’ are not useful. About 4 per
cent of the male and 8.42 per cent of the female respondents are undecided.
engineers, 84.00 per cent of the system analysts and 100 per cent of the project leaders/managers are
of the opinion that referrals are either useful or very useful; whereas 12.20 per cent of the
trainees/software engineers and 8.8 per cent of the system analysts think that referrals are not useful.
About 10 per cent of the trainees/software engineers and 7.2 per cent of the system analysts are
undecided and could not say anything.
A perusal of the weighted average scores reveals that agreement over the usefulness of
‘referrals’ among
i. the B.E./ B.Tech. graduates is very high (WAS=4.31) and among the M.C.A./M.Tech.
degree holders is high (WAS=3.97),
j. the male and female respondents is very high low (WAS=4.00 – 5.00),
k. among the trainees/software engineers, system analysts and project leaders/managers
is very high (WAS=4.00 to 5.00), and
l. among all the respondents is very high (WAS=4.13).
From this it can concluded that usefulness of ‘recommendations’ as a source of recruitment
cannot be ruled out.
Table: 3.14
Opinions of the Respondents on “Deciding Factor in their Selection”

Variables
Qualification
Work
experience
Merit
All of
the
above
Total
Education
B.E./ B.Tech
26
(25.24)
13
(12.62)
30
(29.13)
34
(33.01)
103
(100)
M.C.A./ M.Tech.
22
(19.13)
22
(19.13)
32
(27.83)
39
(33.91)
115
(100)
Gender
Male
30
(24.39)
20
(16.26)
29
(23.58)
44
(35.77)
123
(100)
Female
18
(18.95)
15
(15.79)
33
(34.74)
29
(30.53)
95
(100)
Designation
Trainee/
Software Engineer
12
(29.27)
0
(0.00)
17
(41.46)
12
(29.27)
41
(100)
System Analyst
29
(23.20)
28
(22.40)
28
(22.40)
40
(32.00)
125
(100)
Project Leader/ Manager
7
(13.46)
7
(13.46)
17
(32.69)
21
(40.38)
52
(100)
Total
48
(22.02)
35
(16.05)
62
(28.44)
73
(33.49)
218
(100)
Table 3.14 shows opinions of the respondents on “Deciding factor in their selection”. Education-
wise analysis of the opinions of the employees reveals that 25.24 per cent of the B.E./ B.Tech. graduates

and 19.13 per cent of the M.C.A./M.Tech. degree holders think that qualification is the deciding factor in
their selection; 12.62 per cent of the B.E./ B.Tech. graduates and 19.13 per cent of the M.C.A./M.Tech.
degree holders think that work experience is the deciding factor in their selection; 29.13 per cent of the
B.E./ B.Tech. graduates and 27.83 per cent of the M.C.A./M.Tech. degree holders are of the opinion that
merit is the deciding factor in their selection; almost one-third of technical graduates and postgraduates
are of the opinion that all the three factors (qualification, work experience, and merit) put together
were the deciding factors in their selection.
Gender-wise analysis depicts that 24.39 per cent of the male and 18.95 per cent of the female
respondents opine that qualification was the deciding factor in their selection, 16.26 per cent of the
male and 15.79 per cent of the female respondents are of the opinion that work experience was the
deciding factor in their selection, 23.58 per cent of the male respondents and 34.74 per cent of the
female respondents are of the opinion that merit was the deciding factor in their selection. All the three
– qualification, work experience and merit – were considered at the time of their selection.
Designation-wise analysis shows that 29.27 per cent of the trainee/software engineers, 23.20
per cent of the system analysts and 13.46 per cent of the project leaders/managers say that qualification
was the main consideration at the time of their selection. None of the trainees/software engineers,
22.40 per cent of the system analysts and 13.46 per cent of the project leaders/managers are of the
opinion think that work experience was the main factor considered at the time of their selection. As
many as 41.46 per cent of the trainees/software engineers, 22.40 per cent of the system analysts, and
32.69 per cent of the project leaders/managers are of the opinion that merit was considered most at the
time of their selection. About 29 per cent of the trainees/software engineers, 32.00 per cent of the
system analysts and 40.38 per cent of the project leaders/managers opine that all the three –
qualification, work experience and merit – were considered a the time selection. On the whole 22.02 per

cent of the respondents think that qualification was the main consideration, 16.05 per cent of the
respondents think that work experience was the main consideration, 28.44 per cent of the respondents
think that merit was the main consideration and 33.49 per cent of the respondent think that all the
three – qualification, work experience and merit – were considered at the time of selection.
Table: 3.15
Different Stages in Selection, the Respondents have Passed Through
Variables
Written
Exam
Group
Discussion
Technical
Round-I
Technical
Round-II
HR
Round
Total
Education
B.E./ B.Tech.
82
(79.61)
62
(60.19)
103
(100)
103
(100)
103
(100)
103
(100)
M.C.A../ M.Tech
96
(83.48)
63
(54.78)
114
(99.13)
114
(99.13)
114
(99.13)
115
(100)
Gender
Male
84
(68.29)
64
(52.03)
123
(100)
123
(100)
123
(100)
123
(100)
Female
75
(78.95)
61
(64.21)
95
(100)
95
(100)
95
(100)
95
(100)
Designation
Trainee/
Software Engineer
176
(88.89)
136
(68.69)
198
(100)
198
(100)
198
(100)
198
(100)
System Analyst
0
(0.00)
0
(0.00)
19
(100)
19
(100)
19
(100)
19
(100)
Project Leader /
Manager
0
(0.00)
0
(0.00)
1
(100)
1
(100)
1
(100)
1
(100)
Total
178
(81.65)
125
(57.34)
218
(100)
218
(100)
218
(100)
218
(100)

Table 3.15 shows different stages in selection, the respondents have passed through. Five stages
in selection have been identified. They are (1) Written Examination, (2) Group Discussion, (3) Technical
Round-I, (4) Technical Round-II and (5) HR Round. As many as 79.61 per cent of the B.E./ B.Tech.
qualified respondents and 83.48 per cent of the M.C.A./M.Tech. qualified respondents have appeared
for written test, 60.19 per cent of the B.E./ B.Tech. qualified respondents and 54.78 per cent of the
M.C.A./M.Tech. qualified respondents have passed through group, all the B.E./ B.Tech. qualified
respondents and 99.13 per cent of the M.C.A./M.Tech. qualified respondents have passed through two
technical and one HR round.
Gender-wise analysis of the responses shows that 68.29 per cent of the male respondents and
78.95 per cent of the female respondents have appeared for written examination, 52.03 per cent of the
male respondents and 64.21 per cent of the female respondents have appeared for group discussion,
and hundred per cent of both male and female respondent have appeared for two technical and one HR
round.
Designation-wise analysis shows that 88.89 per cent of the trainees/software engineers
appeared for written examination at the time of their selection, relatively lesser percentage than that
(68.69 per cent) appeared for group discussion, and hundred per cent of all the respondents have
passed through two technical rounds and one HR round. For the purpose of this analysis the designation
at the time of selection was taken into consideration. So from this one can say that for system analysts
project leaders/managers no written examinations and group discussions are conducted. Sometime for

selecting software engineers also neither the written examination nor the group discussion is
conducted.
Table: 3.16
Opinions of the Respondents on Selection Process Underwent by them
Variables
Biased Unbiased Simple Comprehensive Total
Education
B.E/ B.Tech
9
(8.74)
7
(6.80)
36
(34.95)
51
(49.51)
103
(100)
M.C.A. / M.Tech.
2
(1.74)
13
(11.30)
43
(37.39)
57
(49.57)
115
(100)
Gender
Male
4
(3.25)
9
(7.32)
42
(34.15)
68
(55.28)
123
(100)
Female
7
(7.37)
11
(11.58)
37
(38.95)
40
(42.10)
95
(100)
Designation
Trainee /
Software Engineer
7
(17.07)
12
(29.27)
7
(17.07)
15
(36.59)
41
(100)
System Analyst
1
(0.80)
6
(4.80)
52
(41.60)
66
(52.80)
125
(100)
Project Leader /
Manager
3
(5.77)
2
(3.85)
20
(38.46)
27
(51.92)
52
(100)

Total
11
(5.04)
20
(9.17)
79
(36.24)
108
(49.54)
218
(100)
Table 3.16 shows opinions of the respondents on selection process underwent by them. As per
the table 8.74 per cent of the B.E./ B.Tech. respondents and 1.74 per cent of the M.C.A./M.Tech.
qualified respondents are of the opinion that the selection process was biased, 6.80 per cent of the B.E./
B.Tech. qualified respondents and 11.30 per cent of the M.C.A./M.Tech. qualified respondents say that
the selection process was unbiased, 34.95 per cent of the B.E./ B.Tech. qualified respondents and 37.39
per cent of M.C.A./M.Tech. qualified respondents think that the selection process was simple, and about
one-half of the respondents irrespective educational qualification opine that the selection process was
comprehensive.
Gender-wise analysis shows that 3.25 per cent of the male respondents and 7.37 per cent of the
female respondents think that the selection process was biased, 7.32 per cent of the male respondents
and 11.58 per cent of the female respondents think that the selection process was unbiased, 34.15 per
cent of the male respondents and 38.95 per cent of the female respondents opine that the selection
process was simple, and the remaining 55.28 per cent of the male respondents and 42.10 per cent of the
female respondents feel that the selection process was comprehensive. From this it can be concluded
that irrespective of gender a majority of the respondents think that the selection process was
comprehensive.
Designation-wise analysis shows that a majority of the system analysts and project
leaders/managers think that the selection process was comprehensive, 17.07 per cent of the

trainees/software engineers think that it was biased. Reasons for they carrying such an opinion is not
known.
Table: 3.17
Opinions of the Respondents on Placement, Probation and Confirmation in the Organization
Variables
Fully
Satisfied
Satisfied Undecided Dissatisfied
Highly
Dissatisfied
Total
Education
B.E./ B.Tech.
45
(43.69)
[225]
---
55
(53.39)
[220]
---
2
(1.94)
[6]
---
1
(0.97)
[2]
---
0
(0.00)
[0]
---
103
(100)
[453]
{4.39}
M.C.A./ M.Tech.
61
(53.04)
[305]
---
52
(45.22)
[208]
---
2
(1.74)
[6]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
115
(100)
[519]
{4.51}
Gender
Male
56
(45.53)
[280]
---
63
(51.22)
[252]
---
4
(3.25)
[12]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
123
(100)
[544]
{4.42}
Female
50
(52.63)
[250]
---
44
(46.31)
[176]
---
0
(0.00)
[0]
---
1
(1.05)
[2]
---
0
(0.00)
[0]
---
95
(100)
[428]
{4.50}

Designation
Trainee/ Software
Engineer
15
(36.59)
[75]
---
25
(60.98)
[100]
---
0
(0.00)
[0]
---
1
(2.44)
[0]
---
0
(0.00)
[0]
---
41
(100)
[177]
{4.32}
System Analyst
63
(50.40)
[315]
---
58
(46.40)
[232]
---
4
(3.20)
[12]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
125
(100)
[559]
{4.47}
Project Leader/
Manager
28
(53.85)
[140]
---
24
(46.15)
[96]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
52
(100)
[236]
{4.54}
Total
106
(48.62)
[530]
---
107
(49.08)
[428]
---
4
(1.83)
[12]
---
1
(0.46)
[2]
---
0
(0.00)
[0]
---
218
(100)
[972]
{4.46}
Table 3.17 shows opinions of the respondents on placement, probation and confirmation in the
organization. Irrespective of qualification, gender and designation more than 97 per cent of the
respondents are either simply or fully satisfied with placement, probation and confirmation in the
organization. This is a good HR practice.

Table: 3.18
Opinions of the Respondents on whether the Information Relating to Duties, Responsibilities and
Nature of the Work Provided by the Management
Variables
Not at all
informed
Insufficiently
informed
Sufficiently
informed
Total
Education
B.E./ B.Tech
2
(1.94)
7
(6.80)
94
(91.26)
103
(100)
M.C.A./ M.Tech.
0
(0.00)
4
(3.48)
111
(96.52)
115
(100)
Gender
Male
2
(1.63)
7
(5.69)
114
(92.68)
123
(100)
Female
0
(0.00)
4
(4.21)
91
(95.79)
95
(100)
Designation
Trainee/
Software Engineer
0
(0.00)
8
(19.51)
33
(80.49)
41
(100)
System Analyst
2
(1.60)
3
(2.40)
120
(96.00)
125
(100)
Project Leader / Manager
0
(0.00)
0
(0.00)
52
(100)
52
(100)
Total
2
(0.92)
11
(5.04)
205
(94.04)
218
(100)

Table 3.18 shows opinions of the respondents on whether the information relating to duties,
responsibilities and nature of the work provided by the management. Irrespective of educational
qualification, gender and designation more than 94 per cent of the respondents opine that they are
sufficiently informed of their duties, responsibilities and nature of the work. Less than one per cent of
the respondents are of the opinion that they are not at all informed about them. About five per cent of
the respondents think that they are insufficiently informed of.
Table: 3.19
Responses of the Respondents relating to the Methods of Induction Programme Followed by the
Organisation
Variables
Class room
orientation
Discussion
with
superiors
Booklets
and
Pamphlets
Online
All of
the
above
Total
Education
B.E./ B.Tech
57
(55.34)
9
(8.74)
4
(3.88)
9
(8.74)
24
(23.30)
103
(100)
M.C.A./ M.Tech.
32
(27.83)
21
(18.26)
8
(6.96)
20
(17.39)
34
(29.57)
115
(100)
Gender
Male
45
(36.58)
25
(20.32)
3
(2.44)
16
(13.01)
34
(27.64)
123
(100)
Female
44
(46.32)
5
(5.26)
9
(9.47)
13
(13.68)
24
(25.26)
95
(100)
Designation
Trainee/
Software Engineer
29
(70.73)
4
(9.76)
0
(0.00)
7
(17.07)
1
(2.44)
41
(100)
System Analyst
53
(42.40)
14
(11.20)
4
(3.20)
7
(5.60)
47
(37.60)
125
(100)

Project Leader/
Manager
7
(13.46)
12
(23.08)
8
(15.38)
15
(28.85)
10
(19.23)
52
(100)
Total
89
(40.82)
30
(13.76)
12
(5.50)
29
(13.30)
58
(26.60)
218
(100)
To know about the methods of induction programme followed in the company the responses
were collected, analysed and presented in table 3.19. Methods of induction include class room
orientation, discussion with superiors, booklets and pamphlets, online, collectively or separately. In this
case designation-wise analysis appears to be more relevant. More than 70 per cent of the
leaders/managers say that class room orientation is used. From this one can understand that higher the
designation lesser the use of ‘class room orientation’ for induction. As far as discussion with superiors is
concerned reverse is the trend. More than 23 per cent of the project leaders/managers, 11.20 per cent
of the system analysts and 9.76 per cent of the trainees/software engineers say that the method
‘discussion with superiors’ is used. Similar is the case with the method ‘booklets and pamphlets’. A
higher percentage of the respondents say that it is used when compared to others. About 13 per cent of
the respondents say online induction method is used and another 26.60 per cent of the respondents say
that all these methods are used in the organization at the time of induction.
Table: 3.20
Opinions of the Respondents on the Importance of Induction Programmes
Variables
Not at all
important
Important
to some
extent
Important to
a moderate
extent
Important to a
considerable
extent
Important
to a great
extent
Total

Education
B.E./ B.Tech.
4
(3.89)
[4]
---
13
(12.62)
[26]
---
38
(36.89)
[114]
---
35
(33.98)
[140]
---
13
(12.62)
[65]
---
103
(100)
[349]
{3.39}
M.C.A./
M.Tech.
20
(17.39)
[20]
---
32
(27.83)
[64]
---
15
(13.04)
[45]
---
22
(19.13)
[88]
---
26
(22.61)
[130]
---
115
(100)
[347]
{3.02}
Gender
Male
11
(8.94)
[11]
---
28
(22.76)
[56]
---
28
(22.76)
[84]
---
28
(22.76)
[112]
---
28
(22.76)
[140]
---
123
(100)
[403]
{3.28}
Female
13
(13.68)
[13]
---
17
(17.89)
[34]
---
25
(26.31)
[75]
---
29
(30.53)
[116]
---
11
(11.58)
[55]
---
95
(100)
[293]
{3.08}
Designation
Trainee/
Software
Engineer
0
(0.00)
[0]
---
3
(7.32)
[6]
---
11
(26.83)
[33]
---
14
(34.15)
[56]
---
13
(31.71)
[65]
---
41
(100)
[160]
{3.90}
System Analyst
10
(8.00)
[10]
---
22
(17.60)
[44]
---
39
(31.20)
[117]
---
39
(31.20)
[156]
---
15
(12.00)
[75]
---
125
(100)
[402]
{3.22}

Project Leader
/ Manager
14
(26.92)
[14]
---
17
(32.69)
[34]
---
3
(5.77)
[9]
---
4
(7.69)
[16]
---
11
(21.15)
[55]
---
52
(100)
[128]
{2.46}
Total
24
(11.01)
[24]
---
45
(20.64)
[90]
---
53
(24.31)
[159]
---
57
(26.15)
[228]
---
39
(17.89)
[195]
---
218
(100)
[696]
{3.19}
Table 3.20 shows opinions of the respondents on the importance of induction programmes.
Though, irrespective of educational qualification, a majority of the respondents opine that the induction
programmes are important, B.E./ B.Tech. qualified respondents carry a more positive opinion than the
M.C.A./M.Tech. qualified respondents.
Gender-wise analysis of the responses shows that 8.94 per cent of the male respondents and
13.68 per cent of the female respondents think that induction programmes are not at all important,
22.76 per cent of the male respondents and 17.89 per cent of the female respondents think that
induction programmes are useful to some extent, 22.76 per cent of the male respondents and 26.31 per
cent of the female respondents think that induction programmes are important to a moderate extent,
22.76 per cent of the male respondents and 30.53 per cent of the female respondents feel that
induction programmes are important to a considerable extent, and 22.76 per cent of the male
respondents and 11.58 per cent of the female respondents opine that induction programmes are

important to great extent. On the whole both male and female respondents carry a positive but male
respondents carry a more positive opinion than the female respondents.
Designation-wise analysis of the responses shows that as many as 26.92 per cent of the project
leaders/managers and 8.00 per cent of the system analysts think that induction programmes are not at
all important; 32.69 per cent of the project leaders/managers, 17.60 per cent of the system analysts and
7.32 per cent of the trainees/software engineers think that induction programmes are important to
some extent; 26.83 per cent of the trainees/software engineers, 31.20 per cent of the system analysts,
and only 5.77 per cent of the project leaders/managers think that induction programmes are important
to a moderate extent; 31.20 per cent of the trainees/software engineers, 7.69 per cent of the system
analysts, 26.15 per cent of the project leaders/managers opine that induction programmes are
important to a considerable extent; and the remaining 31.71 per cent of the trainees/software
engineers, 12.00 per cent of the system analysts, and 21.15 per cent of the project leaders/managers
expressed the opinion that induction programmes are important to a great extent. Weighted average
scores indicate existence of high degree of acceptance of induction programmes as important among
trainees/software engineer respondents and system analysts, project leaders/managers do not carry
that good opinion about induction programmes. On the whole the respondents carry a positive opinion.
Table: 3.21
Overall Opinion of the Respondents on the Acquisition Function in the Company
Variables
Fully
Satisfied
Satisfied Undecided Dissatisfied
Highly
Dissatisfied
Total
Education
B.E,/ B.Tech
50
(48.54)
[250]
---
49
(47.57)
[196]
---
3
(2.91)
[9]
---
1
(0.97)
[2]
---
0
(0.00)
[0]
---
103
(100)
[457]
{4.44}

M.C.A./ M.Tech.
52
(45.22)
[260]
---
62
(53.91)
[248]
---
1
(0.87)
[3]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
115
(100)
[511]
{4.44}
Gender
Male
60
(48.78)
[300]
---
59
(47.97)
[236]
---
4
(3.25)
[12]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
123
(100)
[548]
{4.45}
Female
42
(44.21)
[210]
---
52
(54.74)
[208]
---
0
(0.00)
[0]
---
1
(1.05)
[2]
---
0
(0.00)
[0]
---
95
(100)
[420]
{4.42}
Designation
Trainee/ Software
Engineer
10
(24.39)
[50]
---
30
(73.17)
[120]
---
0
(0.00)
[0]
---
1
(2.44)
[2]
---
0
(0.00)
[0]
---
41
(100)
[172]
{4.19}
System Analyst
75
(60.00)
[375]
---
47
(37.60)
[188]
---
3
(2.40)
[9]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
125
(100)
[572]
{4.58}
Project Leader /
Manager
17
(32.69)
[85]
---
34
(65.38)
[136]
---
1
(1.92)
[3]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
52
(100)
[224]
{4.31}

Total
102
(46.79)
[510]
---
111
(50.92)
[444]
---
4
(1.83)
[12]
---
1
(0.46)
[2]
---
0
(0.00)
[0]
---
218
(100)
[968]
{4.44}
Table 3.21 shows overall opinion of the respondents on the acquisition function in the company.
Irrespective education, gender and designation about 97 per cent of the respondents are either satisfied
or fully satisfied with acquisition function of the company. Weighted average scores are between 4 and
5 thus indicating a high level of satisfaction with acquisition function of the respondents.
Table: 3.22
Educational Qualification-, Gender-, and Designation-Wise Analysis of the Responses to the Statement
that “Do executives/superiors take interest and spend time with new recruits during induction?”
Variables
Yes No Total
Education
B.E./ B.Tech
102
(99.03)
1
(0.97)
103
(100)
M.C.A. / M.Tech.
114
(99.13)
1
(0.87)
115
(100)
Gender
Male
122
(99.19)
1
(0.81)
123
(100)

Female
94
(98.95)
1
(1.05)
95
(100)
Designation
Trainee/
Software Engineer
40
(97.56)
1
(2.44)
41
(100)
System Analyst
124
(99.20)
1
(0.80)
125
(100)
Project Leader / Manager
52
(100)
0
(0.00)
52
(100)
Total
216
(99.08)
2
(0.92)
218
(100)
Table 3.22 consists of educational qualification-, gender-, and designation-wise analysis of the
responses to the statement that “Do executives/superiors take interest and spend time with new
recruits during induction?” More than 99 per cent of the respondents are of the opinion that
executives/superiors take interest and spend time with new recruits during induction.
Table: 3.23
Educational Qualification-, Gender-, and Designation-Wise Analysis of the Responses to the Statement
that “Are you aware of the recruitment policy of your company?”
Variables
Yes No Total
Educatio
n
B.E./B.Tech
77
(74.76)
26
(25.24)
103
(100)

M.C.A./M.Tech
99
(86.09)
16
(13.91)
115
(100)
Gender
Male
97
(78.86)
26
(21.14)
123
(100)
Female
79
(83.16)
16
(16.84)
95
(100)
Designation
Trainee/
Software Engineer
31
(75.61)
10
(24.39)
41
(100)
System Analyst
93
(74.40)
32
(25.60)
125
(100)
Project Leader /
Manager
52
(100)
0
(0.00)
52
(100)
Total
176
(80.73)
42
(19.27)
218
(100)
Table 3.23 provides educational qualification-, gender-, and designation-wise analysis of the
responses to the statement that “Are you aware of the recruitment policy of your company?” All the
project leaders/managers and more than 74 per cent of others know recruitment policy of the company.
Conclusions:

The analysis given above shows that campus recruitment, referrals and consultancies are the
three almost equally popular sources of recruitment used by the company. A great majority of the
respondents have registered themselves with online employment agencies and many of them have
registered themselves with more than one online employment agency. As per the opinions of the
respondents advertisement in newspapers, professional journals, and on internet is very useful. The
respondents think that advertisement in other media is not useful.
They also think that employment agencies including online or .com employment agencies, and
campus recruitment are also useful sources of recruitment. In their opinion usefulness of casual calls is
doubtful and usefulness of ‘recommendations’ as a source of recruitment cannot be ruled out.
Qualification, work experience and merit are generally considered at the time of selection. For
system analysts project leaders/managers no written examinations and group discussions are
conducted. Sometimes for selecting software engineers also neither the written examination nor the
group discussion is conducted.
Many respondents think that:
- selection procedure is unbiased and comprehensive but 17.07 per cent of the
trainees/software engineers think that it was biased.
- a great majority of the respondents are satisfied with placement, probation and confirmation
in the organization.
- a great majority of the respondents opine that they are sufficiently informed of their duties,
responsibilities and nature of the work.
Methods of induction include class room orientation, discussion with superiors, booklets and
pamphlets, online, collectively or separately. Weighted average scores indicate existence of high degree

of acceptance of induction programmes as important among trainees/software engineer respondents
and system analysts. But project leaders/managers do not carry that good opinion about induction
programmes. On the whole the respondents carry a high level of satisfaction with acquisition function of
the respondents. More than 99 per cent of the respondents are of the opinion that executives/superiors
take interest and spend time with new recruits during induction. All the project leaders/managers and
more than 74 per cent of others know recruitment policy of the company.
References
1. Sandeep Ray Chaudhuri, Trends in Recruitment of Executives in IT sector in India, HRM Review,
Aug 2006, ICFAI University press.
2. Flippo, Edwin B., Personnel Management, McGraw Hill, New Delhi, 1980.
3. C.B.Mamoria, S.V.Gankar “Human Resource Management”, Himalaya Publishing House, Seventh
edition.
4. http://recruitment.naukrihub.com/meaning-of-recruitment.html
5. http://recruitment.naukrihub.com/sources-of-recruitment.html
6. http://recruitment.naukrihub.com/recent-trends.html
CHAPTER – 4
TRAINING AND DEVELOPMENT
The main thrust of this chapter is on the development of
human resources in the IT industry. The focus naturally is on
employee development to improve the individual abilities. Based
on these aspects, the researcher has tried to focus on the human

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