A study on Recruitment life cycle

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A STUDY ON
“RECRUITMENT LIFE CYCLE”
(With reference to
Defiance Technologies, Hinduja Group, Bangalore)
PROJECT REPORT SUBMITTED IN PARTIAL FULFILLMENT FOR THE
AWARD OF
DEGREE OF
BACHELOR OF BUSINESS MANAGEMENT (2013-2014)
SUBMITTED BY
CH.PADMAVATI
UNDER THE ESTEEMED GUIDANCE OF
Assistant Professor
GITAM INSTITUTE OF MANAGEMENT
GITAM UNIVERSITY
(Declared as deemed to be university u/s 3 of the UGC Act 1956)
(Accredited with “A” Grade by NAAC)
VISAKHAPATNAM

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Serial No. Topic Page No
Part A
1 Organization Orientation 4
1.1 Organization Profile 5
1.2 Latest Scenario of Defiance 12
1.3 Organization Chart 13
2 Human Resource Management 14
2.1 HRM Policy of Organization 15
2.2 HRM Department Structure and its functions 18
2.3 Human Resource Planning 20
2.4 Selection Process 21
2.5 Industrial Relations 24
3 Marketing Management 25
3.1 Marketing Mix 26
3.2 Functions of Marketing Department 29
4 Financial Management 31
4.5 Functions of Finance Department 34
5 Service Process 36
CONTENTS

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PART B
6 Company certificate
7 Declaration 41
8 Certificate by guide 42
9 Acknowledgements 43
10 Chapter I 44
10.1 Theoretical framework 45
10.2 Topic related concepts 49
11 Chapter II 51
11.1 Need of the study 52
11.2 Limitations 52
11.3 Scope of the study 53
11.4 Purpose of the study 53
11.5 Research Methodology 54
12 Chapter III-Analysis 55
13 Chapter IV 75
13.1 Findings 76
13.3 Conclusion 78
14 List of Tables 79
15 List of Graphs 80
16 Annexure 81

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PART A
ORGANIZATION
ORIENTATION

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ORGANISATION
PROFILE

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ABOUT DEFIANCE
Defiance is a Hinduja Group Company incorporated in 2009, with a focus to provide
Engineering, Manufacturing and Enterprise (EME) Services and Solutions for Automotive,
Aerospace, Defence, Industrial and General Manufacturing industries.
The Hinduja Group is a well-diversified multi-billion dollar, global business conglomerate with a
presence across 35 countries. The group has about 100 years of experience in building and
running successful businesses across sectors such as Automotive, Energy & Chemicals, Banking
& Finance, IT/ITES, Media & Entertainment and Healthcare.
Headquartered at Chennai, India, Defiance has world class development centers at Chennai,
Bangalore and Pune (India) as well as in Walldorf (Germany). Defiance Technologies has its
subsidiaries in the US, namely, Defiance Technologies Inc., and in Germany, Defiance Tech
GmbH, respectively. Defiance also has branch offices in UK, Dubai and South Africa.
Defiance leverages Hinduja Global Solutions (HGS), a group company for back office
processing and contact center services.
Vision:
We at Defiance have set out the following vision for our long term direction:
To be a System Integrator and leading provider of Engineering and IT Services with cross
leverage of Engineering and IT Domains to Global Automotive and Manufacturing Customers
Mission:
To achieve the above vision, we will keep the following as our guiding cornerstone:
 Leverage Technology for Business Excellence
 Target Global Automotive and Manufacturing Customers and develop deep understanding of
their business and needs
 Build Capability and Innovative Products(IP) and Solutions on the Existing and Emerging
Engineering, ERP and IT Technology Platforms for Global Automotive and Manufacturing
Customers
 Deliver solutions to our customers with great care at optimized cost and speed through the
Global Delivery Model
 Highlight the value and impact of such solutions on our customer as well as customers' business

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Values:
Our values guide us in all our pursuits. We will work to achieve our vision with the following
values in everything that we do:
 Customer First
 Driving excellence in Technology and Solutions
 Global and Innovative mindset
 Entrepreneurship & Performance Driven Culture
 Pride in what we do
Defiance serves top global companies including 18 of the Fortune Global 500 companies. It
is led by a management team with global experience in delivering high-end solutions in
1. Product Engineering,
2. ERP and
3. IT services space.
PRODUCT ENGINEERING
Leading provider of product engineering services and solutions with extensive experience in new
product development integrated with testing. They provide solutions for:
Automotive
Defiance’s Automotive Engineering and Product Development Services span the complete
Product Development cycle including Product research and benchmarking, Concept Styling,
Layout and Packaging, Vehicle Integration & Powertrain Engineering, System/Aggregate
Engineering, Virtual Validation (CAE/CFD), Prototyping, Physical Testing, Homologation
Support, Costing & Sourcing, Manufacturing Engineering, and Production Support on a global
delivery model.
Aerospace
Defiance has the capability to provide prototyping and testing of sub-systems/components and
assemblies, thus offering services ranging from conceptualization to prototyping to aerospace
companies. Defiance has the relevant accreditations required to deliver aerospace engineering
services. With its flexible business models, the Aerospace Practice can support its customers
with quality products and services to targeted time and cost.

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Industrial and Heavy machinery
 Extensive experience in New Product Development and Physical Testing
 Complete new product development programs with end-to-end scope
 State-of-the-art independent testing facilities
 High quality engineering talent pool with Industry and Subject Matter Experts (SMEs)
 Well qualified team of engineers with rich experience and expertise in engineering design, tools
and applications
 Strategic relationships with leading engineering technology companies such as Siemens and
Dassault Systèmes
 Flexible and cost effective engagement models
Healthcare- Medical services
Defiance along with its alliance partners supports the complete healthcare spectrum. We identify
and apply the right technology, people and process to meet the need of our customers. We
optimize our customer’s expenditure and time, in areas such as New Product Development,
Setting-up Offshore Development Center (ODC), Prototype Services, Tool design and
Manufacturing, Sourcing support, Benchmark Testing, Value Engineering, Computer Aided
Engineering (CAE), Legacy Migration and Conversion and Sustenance Engineering Support
Services.
ENTERPRISE RESOURCE PLANNING (ERP)
ERP software integrates all facets of an operation, including product planning, development,
manufacturing processes, sales and marketing. Leading provider of SAP and other ERP services
leveraging deep domain expertise and emerging technologies.
SAP
 Accelerators and methodologies, best in class consultants and global delivery capability
 Well established SAP Practice with specialization in higher-end global template design and
rollout solutions
 Dedicated SAP solution centers in Walldorf (Germany), Bangalore and Chennai (India)
 360 degree partnership with SAP for Services, product development and co-innovation
 Authorized Service Partner for SAP ERP, SRM, SCM solution suite implementation
 Product Development Partner for PLM, CRM, SCM, SLO, Mobile Solutions and Gateway.
 Co-innovation Partner for Sustainable solutions

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Microsoft Dynamics
 Dedicated MS Dynamics COE
 Microsoft Certified Partner
 Microsoft Dynamics Partner authorized by Microsoft
 Microsoft Dynamics Cloud Partner
 1st Indian partner providing Microsoft Dynamics AX solution on Cloud
 100% Microsoft Certified Professionals
 More than 50000 hours of implementation Experience
 Extensive Domain experience
 Product expertise include AX, NAV & CRM
 AX-ADEACA (advanced project management tool built on AX)
 AX-SYCOR (Rental Vertical)
 Cross Functional Expertise
BI & Analytics
 Business-focused BI solutions for diverse industry needs and LOB functions
 Business Intelligence (BI) solutions provide comprehensive full-cycle services from strategy,
technology consulting thru deployment and value realization.
 Business Analytics to cover a broad range of statistical analysis and predictive modelling
 Extensive experience in cutting edge BI and Analytics products
 EPM services enable enterprises to align business strategy with corporate goals and key
processes for meaningful KPIs using Dashboards and Alerts
 Leverage BI & Analytics as tactical tool for organization innovation and continuous
improvements
IT SERVICES
Microsoft Technologies
Enterprises are now considering Information Technology as not just an enabler of operating a
business process with maximum efficiency, but as an investment that can provide non linear
returns. The role of IT has therefore transformed into enabling seamless and intuitive
collaboration across layers and business units of an enterprise. Microsoft technologies offer a plethora
of solutions that address these challenges. Microsoft is the platform of choice for most CTOs to undertake this
transformational journey.

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Open source technologies
At Defiance, we have a large team of certified professionals with technology expertise across
multiple open source platforms and business applications. We have provided open source
solutions in the following areas:
 End-to-end solution for telematics services including the on board devices.
 Enterprise portals and content management systems
 Employee self-service portals
 eLearning Solutions for corporate
Enterprise 2.0
Our enterprise 2.0 portal solutions enable our customer’s stakeholders to work together
seamlessly with better connectivity and flow of information. At Defiance, we have a large team
of certified professionals with technology expertise across platforms and technologies. As a
Microsoft Certified Gold Partner we have established competencies in Portals & Collaboration,
Software Development and Content Management. Our Enterprise 2.0 team has Certified
Consultants, Enterprise Solution Architects, Subject Matter Experts, and PMI Certified Project
Managers.
Telematics
Defiance provides comprehensive telematics based service offerings for different stakeholders in
the supply chain management industry.
Our effective fleet management solution helps reduce fuel costs, maintenance charges,
turnaround time, improve drive safety and enhance customer satisfaction. Our Integrated fleet
management solution with track and trace solution, along with two-way communication features
helps you to always track your vehicles anytime, anywhere. You can plan and schedule
shipments based on the real time data available and minimize the risk of loss in transit. Our
solutions help enhance customer satisfaction through appropriate travel updates and in vehicle
infotainment solutions.
 Comprehensive telematics based service offerings
 Effective fleet management solution with several benefits
 Real time data availability to plan better and minimize loss
 Solutions to deliver travel updates and in vehicle infotainment
Infrastructure Management Services
Defiance’s IMS services approach helps integrate People, Process and Technology through
service transformation to an enterprise. We have a rich portfolio of service offerings across the

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infrastructure lifecycle through our Consult (Assess & Advice), Build (Design and Deploy) and
Operate (Manage & Report) services.
As a global system integrator offering full life cycle services Defiance offers customers a flexible
approach to achieve a robust IT solution through its IMS services. Defiance’s certified and
experienced consultants have the domain and process knowledge to ensure a sustainable service
and operation.
Verification & Validation
The organizations need to ensure minimal downtime and business disruption to maximize
business efficiency and maintain their competitive advantage. That is why we at Defiance
Testing Unit, believe in delivering the right testing, with the right tools at the right time by the
right resources. We do this by deploying risk-based testing techniques to reflect the importance
and impact of specific business functions. Through a vendor agnostic to test tools we optimize
use and enhance their performance with automation.
 Right Testing with the Right Tools at the Right Time by the Right Resources
 Risk-based testing techniques, continual improvement methodologies and vendor agnostic
approach to tools
 Streamlined communication and cross functional collaboration to ensure verification and
validation meets client requirements
 Compliance of identified and defined metrics
 Automation to ensure optimal use of resources and efficient management
 Experience in managing complex, large-scale projects

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LATEST SCENARIO OF DEFIANCE
1. Defiance Technologies and Bridgeline Digital Partner for Iapps Platform Based
Digital Marketing Solutions
“We’re very pleased to be able to offer iAPPS solutions to Defiance Technologies
customers,” says Titas Gupta, Bridgeline Digital’s Vice President for APAC. “Bridgeline
sees great growth opportunities in the APAC region and is excited to be able to partner
with a player as strong as Defiance Technologies. We’re confident that we can replicate
the success we’ve had with iAPPS in the North American market across AsiaPac”.
2. Defiance Technologies Limited Wins SAP® Mobile Apps Partner Challenge at SAP
TechEd 2012 Bangalore
Defiance Technologies Limited, a Hinduja Group Company, today announced its Pre-
Delivery Vehicle Inspection mobile app for the automotive industry has been declared the
winner of the SAP® Mobile Apps Partner Challenge in India at the SAP TechEd 2012
conference held Nov. 28-30 in Bangalore. Defiance’s Pre-Delivery Vehicle Inspection
app, designed to operate on a tablet device, was chosen as the best among 15 enterprise
mobility applications that were showcased during this unique competition. The apps were
rated on various parameters such as utility, innovation, customer value and user interface.
3. Defiance Technologies Limited and AUSY Group announce Joint Venture to meet
defence offset requirements
AUSY is a leading European company specializing in High Technology and Engineering.
As the first step towards the creation of this joint venture, Defiance and AUSY have
signed the MoU. The joint venture will help meet AUSY’s customer’s commitment for
offset defence obligation as mandated by Indian defence offset policy norms. The joint
venture has to be approved by the Defence Offset Facilitation Agency (DOFA)
established by the Ministry of Defence, India. With this, AUSY will be able to address
the new offset Defence contract from its European customers towards India.
4. Defiance's winning mobile app showcased in webcast at SAP TechEd Bangalore 2012
Defiance has been declared the winner of SAP’s Mobile Apps Challenge for Partners in
India at the premier technology event SAP TechEd 2012 held in Bangalore.
Defiance’s Pre-Delivery Vehicle Inspection mobile application for the automotive
industry has been rated as the best among 15 enterprise mobility applications submitted
to this unique contest. Raghunath Thali, Head of APJ and MENA Platform Ecosystem
and eChannels, Global Ecosystem and Channels at SAP, hosts Umashankar
Subramanian, VP of Mobility at Defiance Technologies in this webcast.

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ORGANIZATION CHART
EXECUTIVE
Global practice head, Regional head (sales, delivery,
competency), Chief Architect, Chief Engineer
MANAGEMENT
Manager, Project Manager, Delivery Manager,
Architect, Lead Consultant, Program Manager,
Practice lead, Relationship Manager, sales (or BD
Manager)
LEAD
System Analyst, Business Analyst, Lead
Sr. Analyst, Sr. Lead
ASSOCIATE
Software Engineer, Engineer, Executive, Functional
Consultant
Sr. Software Engineer, Sr. Engineer, Sr. Executive,
Sr. Functional Consultant
TRAINEE
Programmer Trainee
Young Software Professional, Graduate Engineer
Trainee (Engineering/MCA Graduates)

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HUMAN
RESOURCE
MANAGEMENT

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HUMAN RESOURCE MANAGEMENT POLICY OF THE
ORGANIZATION
HR at defiance will strive to establish performance based organization-culture, where
employees are highly valued, appreciated and excel in leveraging Technologies for
business.
The scope of human resources and its related processes broadly covers the following
areas:
 Resources management
 Recruitment
 Selection
 Pre joining
 Employee Engagement
 Performance Management Framework
Resource management
Resource planning is a continuous process and is based on business projection. The
inputs in the annual resource plan come from annual business plan, which will include:
 Sales projections
 Strategic initiatives
 Inorganic growth initiatives.
Resource management process ensures that the resource request is properly authorized
and full information is obtained to enable for fulfillment.
Recruitment
Recruitment is an on-going exercise to meet the needs of the business for growth,
addressing the changes in the organization structure and replacements for positions
falling vacant.
The main objectives of recruitment are to have the following:
 To follow a fair and objective process.

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 To ensure business continuity and seamless operations through lateral talent
acquisition
 Right profile with the right skill sets to fit into the right position and make
available for the right time.
Selection
Once the interviews have been completed, the committee will meet to discuss the
interviewees. Committee members will need to assess the extent to which each one met
their selectioncriteria.
The search committee rating sheet will be helpful in justifying decisions and making
them as objective as possible.The most important thing to remember is that you will need
to be able to justify your decision.
Selection process includes the following:
 Interviewing
 Assessment tools
 Candidate profiling for compensation fitment
 Release of the offer letter
Pre Joining
In the organization the following are the activities that are carried out during pre joining:
Portal update-
The HR team creates new record for the candidate in the portal for completing the online
joining formalities.
Background Verification-
The HR sends the offer letter to candidates along with the background verification link so
that the candidate enters his/her details for the background check.
The HR confirms the exact date of joining and informs the Reporting manager regarding
the joining of employee and the HR coordinates with the Admin and N & S team to
arrange work space, desktop/laptop, access card, etc.

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Employee Engagement
Employee engagement is a property of the relationship between an organization and its
employees. An "engaged employee" is one who is fully absorbed by and enthusiastic
about their work and so takes positive action to further the organization's reputation and
interests.
Various employee engagement activities are carried out in the organization, for example,
womens’ day celebrations, holi celebration, cricket match for employees, celebrating
birthdays and anniversaries of the employees at the end of month, etc.
All the employees in the organization are inducted formally through an orientation
program which is organized by HR in coordination with delivery and support heads.
Performance Management Framework
Performance Management integrates the individual Key Result Areas(KRAs),
Performance assessment, rewards and recognition, and employment development.
Performance Management reviews is conducted on quarterly basis in addition to annual
assessment process. Assessment is made on targets v/s actual achieved. Each KRA is
assigned a weightage and its performance is measured on five-point rating scale.
The compensation is aligned with the output of employees in terms of seniority, role &
responsibility, skills and experience and also is linked with the performance of the
individual. The compensation of an employee consists of two things:
 Total cost to company
 costs over and above TCC

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HUMAN RESOURCE MANAGEMENT DEPARTMENT STRUCTURE
AND ITS FUNCTIONS
The main functions of human resource management department are listed below:
1. TRAINING –
Need of training arises due to advancement in technology, need for improving performance or as
part of professional development. Benefits of training are intangible and investing in training
benefits both, organization and employees for a long period. Training enhances a worker level of
skills. Training programs increases communication between different levels of an organization.
Staff empowerment is a recent trend in management; such empowerment will only be successful
when proper training is provided to those empowered. The types of training are as follows:
 Induction training
 Internship training
 Remedial training
 Refresher training
 Job training
 Safety training
 Promotional training
2. RECRUITMENT –
Recruitment is the process of identifying that the organisation needs to employ someone up to
the point at which application forms for the post have arrived at the organisation. It is crucial to
organisational performance. Recruitment is a critical activity, not just for the HR team but also
for line managers who are increasingly involved in the selection process. All those involved in
recruitment activities should be aware of relevant legislation. Recruitment is almost central to
Head HR Operations
RECRUITMENTTRAINING IMMIGRATION POST
RECRUITMENT
ACTIVITY
EXIT

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any management process and failure in recruitment can create difficulties for any company
including an adverse effect on its profitability and inappropriate levels of staffing or skills.
3. IMMIGRATION –
Once the employee is identified for travel, the visa request is raised by the manager through an
email to the immigration team, based on the nature of travel (short term business or long term
employment). Immigration team will send the country specific checklist to the employee for
preparatory purposes. Immigration team reviews the documents and submits to the
Attorney/Agent//Consulate/Immigration Department of respective country for visa processing.
HR issues request for Police Clearance Certificate (PCC) to employees on customer demands.
Employees get the Police Clearance Certificate and submit it to the HR Team. This is later used
by the immigration team for processing if visa required.
4. POST RECRUIMENT ACTIVITY-
After selecting the candidate post recruitment activities are carried out, which include providing
training and induction program, explaining the terms and conditions and the nature of the job, the
organization culture, etc. An induction program is the process used within many businesses to
welcome new employees to the company and prepare them for their new role.
Induction training should, include development of theoretical and practical skills, but also meet
interaction needs that exist among the new employees
5. EXIT PROCESS –
An exit interview is a survey conducted with an individual who is separating from an
organization or relationship. Most commonly, this occurs between an employee and an
organization, a student and an educational institution, or a member and an association. An
organization can use the information gained from an exit interview to assess what should be
improved, changed, or remain intact. More so, an organization can use the results from exit
interviews to reduce employee, student, or member turnover and increase productivity and
engagement, thus reducing the high costs associated with turnover.
HUMAN RESOURCE PLANNING
The ongoing process of systematic planning to achieve optimum use of an organization's
most valuable asset - its human resources. The objective of human resource (HR)

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planning is to ensure the best fit between employees and jobs, while avoiding manpower
shortages or surpluses. The three key elements of the HR planning process are
 forecasting labor demand,
 analyzing present labor supply, and
 Balancing projectedlabor demand and supply.
The HR plan needs to be flexible enough to meet short-term staffing challenges, while
adapting to changing conditions in the business and environment over the longer term.
Human resource planning is also a continuous process.
Human resource planning means deciding the number and type of the human resources
required for each job, unit and the total company for a particular date in order to carry out
organizational activities. It is a process by which an organization moves from its current
manpower position to its desired manpower position. It is influenced by the strategic
management of the co.
STRATEGY HUMAN RESOURCE PLANNING
Expansion Additional human resources of existing categories.
Diversification Additional human resources of different categories
Acquisitions and Mergers Reduction of human resources of managerial positions
Retrenchment Reduction of human resources of almost all the categories
through VRS and other means
Low Cost Leadership Reduction of human resources
Differentiation Strategy Additional human resources of different categories.
HUMAN RESOURCE PLANNING IN THE ORGANIZATION
It is a process by which an organization moves from its current manpower position to its
desired manpower position. It is influenced by the strategic management of the company.
Basically the year has been divided into four quarters. So by the end of the fourth quarter
of this year the company is aiming at 2000+ employees.
SELECTION PROCESS
After identifying the sources of human resources, searching for prospective employees and
stimulating them to apply for jobs in an organization. This may be either through advertisements,

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agencies or direct references from the existing employees of the organization. The next action to
be taken shall be the management has to perform the function of selecting the right employees at
the right time.
The selection procedure is the system of functions and devices adopted in a given company to
ascertain whether the candidates’ specifications are matched with the job specifications and
requirements. Selection process consists of:
1. Interviewing
2. Assessment tools
3. Candidate profiling for compensation fitment
4. Release of offer letter
INTERVIEWING
After selecting the prospective candidates for the requirement, interviews are carried out either
face to face or video mode; mostly it’s over the telephone. The HR department has to identify the
interview panel, organize the interviews and the technical tests. The technical team records the
interview in Interview Observation Form (IOF) and forwards it to HR team. The HR team will
do a detailed study on it and draw conclusions for processing. There are different types of
selection processes depending upon the type of level:
1. Executive Level (Vice President) - Interview
2. Management Level (Manager) - interview
3. Lead Level - technical and HR Interview
4. Associate level-
 written test
 Technical test
 Technical interview
 HR Interview
The candidates can be hired in three different modes:
1. Direct employment
2. Contract employment
3. Subcontract
Direct contract means employment done against permanent position in the organization
Vendor contract means an employee is hired for a specific period of time.
Subcontract through the vendor contractors supplying manpower and charging professional fees.
ASSESSMENT TOOLS
Few of the requirements related to engineering require tool tests. Selected candidates undergo
technical evaluation followed by HR discussion.

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CANDIDATE PROFILING FOR COMPENSATION FITMENT
All the selected candidates have to fill the CPIF (Candidate Personal Information Form) which
consists of the details of the candidate. Collection of following documents has to be made:
Updated Resume, CPIF, Last three months of pay slip.
RELEASE OF THE OFFER LETTER
An indicative offer mail is sent to the selected candidates. On acceptance of the indicative offer,
the offer letter is sent which consists of salary break up, band, level, joining, designation and the
documents that the candidate will have to carry for Onboarding. Compensation Fitment is based
on Level, Years of experience, Skills and competencies, Expertise of the candidate and
Internal/market salary benchmarks.
PREJOINING
Company’s portal update
The portal of the company creates a new record for the new employee completing the online
Background verification
The offer letter along with the background verification link is sent to the candidates by the HR
department for Background check so that the candidate can add relevant details, if necessary.
Logistics and infrastructure
The shortlisted candidates are provided with the exact day of joining by the HR department.
Based on the joining date confirmation, HR department tries to coordinate between admin and
N&S to arrange the following on eligibility:
 Desktop/laptop
 Work space
 Mobile Connection/Blackberry
 ID Card/Access card
EXIT PROCESS

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Terminating an employee is never a joyous experience for the organization or the
recipient of the pink slip. However, terminations are a fact of doing business.
In light of today’s security-conscious business environment, planning ahead on
how to manage terminations can improve the security of the organization.
If security is of any importance to the organization, then it must have a security
policy. An important element in a security policy is the termination procedure or
the exit process. Termination procedures provide guidelines and a script of sorts to
follow when an employee must be released.
The procedures focus on making the firing processes an incident free as possible
and ensuring the ongoing security of the organization.
When developing the termination procedure or the exit process for the
organization, the following key points must be kept in mind:
 Always inform the employee of their termination with at least one other
witness. When possible, hold a private meeting to perform the firing activity.
 Immediately disable the terminated employee’s network access.
 Retrieve any keys, smart cards, IDs, or other physical access devices.
 Perform an exit interview.
 Escortthe Ex-employee off the premises.
 Arrange for the return of any off site equipment that the ex-employee may
possess, suchas notebooks, documentation, PDAs etc.
 Notify human resources of the termination and have them arrange the final
paycheck including vacation pay. HR should also discuss the cessation or
transfer.

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INDUSTRIAL RELATIONS
GRIEVANCE REDRESSAL
A grievance can be defined as any sort of dissatisfaction, which needs to be redressed in
order to bring about the smooth functioning of the individual in the organization.
Broadly, a grievance can be defined as any discontent of dissatisfaction with any aspect
of the organization. It can be real or imaginary, legitimate or ridiculous, rated or
unvoiced, written or oral. It must be however, find expression in some form of the other.
Discontent or dissatisfaction is not a grievance. They initially find expression in the form
of a compliant. When a compliant remains unattended to and the employee concerned
feels a sense of lack of justice and fair play, the dissatisfaction grows and assumes the
status of grievance.
The grievance procedure can be divided into two categories:
 A formal grievance redressal process and
 An informal way of grievance handling
GRIEVANCE REDRESSAL IN THE ORGANIZATION
Grievance redressal in the organization is handled HR Manager of Defiance
Technologies, Hinduja Group, Bangalore.
In the organization, if an employee faces any sort of dissatisfaction then he/she must
report to his/her Reporting Manager. The Reporting Manager has to look into the issue
and see whether the issue has to be addressed or not.
If not, then the issue is solved by the Reporting Manager itself but if the issue has to be
addressed then the reporting manager communicates to the HR Manager. The HR
Manager looks into the issue and tries to solve it.

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MARKETING
MANAGEMENT

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MARKETING MIX
Putting the right product in the right place, at the right price, at the right timeHowever, a lot of
hard work needs to go into finding out what customers want, and identifying where they do their
shopping. Then you need to figure out how to produce the item at a price that represents value to
them, and get it all to come together at the critical time.
But if you get just one element wrong, it can spell disaster. You could be left promoting a car
with amazing fuel-economy in a country where fuel is very cheap; or publishing a textbook after
the start of the new school year, or selling an item at a price that's too high – or too low – to
attract the people you're targeting.
The marketing mix is a good place to start when you are thinking through your plans for a
product or service, and it helps you avoid these kinds of mistakes.
The 4Ps are:
 Product
 Place.
 Price.
 Promotion.
Product/Service
 What does the customer want from the product/service? What needs does it satisfy?
 What features does it have to meet these needs?
 Are there any features you've missed out?
 Are you including costly features that the customer won't actually use?
 How and where will the customer use it?
 What does it look like? How will customers experience it?
 What size(s), color(s), and so on, should it be?
 What is it to be called?
 How is it branded?
 How is it differentiated versus your competitors?
 What is the most it can cost to provide, and still be sold sufficiently profitably? (See also
Price, below).

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Place
 Where do buyers look for your product or service?
 If they look in a store, what kind? A specialist boutique or in a supermarket, or both? Or
online? Or direct, via a catalogue?
 How can you access the right distribution channels?
 Do you need to use a sales force? Or attend trade fairs? Or make online submissions? Or
send samples to catalogue companies?
 What do you competitors do, and how can you learn from that and/or differentiate?
Price
 What is the value of the product or service to the buyer?
 Are there established price points for products or services in this area?
 Is the customer price sensitive? Will a small decrease in price gain you extra market
share? Or will a small increase be indiscernible, and so gain you extra profit margin?
 What discounts should be offered to trade customers, or to other specific segments of
your market?
 How will your price compare with your competitors?
Promotion
 Where and when can you get across your marketing messages to your target market?
 Will you reach your audience by advertising in the press, or on TV, or radio, or on
billboards? By using direct marketing mail shot? Through PR? On the Internet?
 When is the best time to promote? Is there seasonality in the market? Are there any wider
environmental issues that suggest or dictate the timing of your market launch, or the
timing of subsequent promotions?
 How do your competitors do their promotions? And how does that influence your choice
of promotional activity
7P’S OF SERVICES
The first four elements in the services marketing mix are the same as those in the
traditional marketing mix. However, given the unique nature of services, the implications
of these are slightly different in case of services.
1. Product: In case of services, the ‘product’ is intangible, heterogeneous and
perishable. Moreover, its production and consumption are inseparable. Hence, there is
scope for customizing the offering as per customer requirements and the actual
customer encounter therefore assumes particular significance.

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2. Pricing: Pricing of services is tougher than pricing of goods. While the latter can be
priced easily by taking into account the raw material costs, in case of services
attendant costs - such as labor and overhead costs - also need to be factored in. Thus a
restaurant not only has to charge for the cost of the food served but also has to
calculate a price for the ambience provided. The final price for the service is then
arrived at by including a mark up for an adequate profit margin.
3. Place: Since service delivery is concurrent with its production and cannot be stored or
transported, the location of the service product assumes importance. Service providers
have to give special thought to where the service would be provided. Thus, a fine dine
restaurant is better located in a busy, upscale market as against on the outskirts of a
city. Similarly, a holiday resort is better situated in the countryside away from the
rush and noise of a city.
4. Promotion: Since a service offering can be easily replicated promotion becomes
crucial in differentiating a service offering in the mind of the consumer. Thus, service
providers offering identical services such as airlines or banks and insurance
companies invest heavily in advertising their services. This is crucial in attracting
customers in a segment where the services providers have nearly identical offerings.
5. People: People are a defining factor in a service delivery process, since a service is
inseparable from the person providing it. Thus, a restaurant is known as much for its
food as for the service provided by its staff. The same is true of banks and department
stores. Consequently, customer service training for staff has become a top priority for
many organizations today.
6. Process: The process of service delivery is crucial since it ensures that the same
standard of service is repeatedly delivered to the customers. Therefore, most
companies have a service blue print which provides the details of the service delivery
process, often going down to even defining the service script and the greeting phrases
to be used by the service staff.
7. Physical Evidence: Since services are intangible in nature most service providers
strive to incorporate certain tangible elements into their offering to enhance customer
experience. Thus, there are hair salons that have well designed waiting areas often
with magazines and plush sofas for patrons to read and relax while they await their
turn. Similarly, restaurants invest heavily in their interior design and decorations to
offer a tangible and unique experience to their guests.

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FUNCTIONS OF MARKETING DEPARTMENT
1) Focus on the Customer.
Marketers should spend time listening to their customers (and prospective customers) in order to
understand their needs and wants regarding a particular product or service. Soliciting thoughts
and input from internal stakeholders such as Sales and Customer Service is also appropriate, as
these departments are typically closest to the customer.
2) Monitor the Competition.
Learning about, and understanding the competitive landscape is also an important function of the
Marketing Department. Marketers should be the “go to people” within an organization to answer
the following types of questions: Who is the competition (both direct and indirect)? What do
they communicate? Which customers do they serve? Why do customers choose the competitor
versus you?
3) Find & Direct Outside Vendors.
Internal Marketing Departments do not create magic alone. Therefore, Marketing needs to source
and oversee a group of outside resources (a.k.a. “partners”) such as copywriters, graphic
designers, web designers, database specialists, and printers so that a company can get the most
“bang” from its marketing efforts.
4) Create New Ideas.
Whether its customer acquisition campaigns, keep-in-touch programs, new product promotions,
retention efforts, or something in between, the Marketing Department should ultimately be
responsible for developing new ideas that generate revenue for the company. This does not mean
that the Marketers have to come up with every idea on their own; however, they need to identify,
cultivate, and work with others (see point #4) to execute programs that will create revenue.
5) Communicate Internally.
It is important that the Marketing Department communicates with all departments inside an
organization. Since any employee (regardless of position) can support (or damage) a brand, value
proposition or even specific program initiatives, the Marketing Department needs to take
responsibility for disseminating information throughout the organization (this includes internal
education and training when appropriate).

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6) Set the Strategy, Plan the Attack, and Execute.
One of the key activities for a Marketing Department is to integrate an organization’s goals,
strengths, and channels of distribution, competitive environment, target markets, pricing, core
messages, and products into one cohesive document known as the Marketing Strategy. As part of
the strategy, the Marketing Department should also develop the list of tactical ideas such as
direct mail, print advertising, and search engine optimization that will enable the organization to
communicate its message to customers and prospects. With a strategy and tactical ideas in hand,
the Marketing Department is now ready to take on the responsibility of executing the programs
and initiatives to drive sales and revenue for the organization.
Whether you are part of a Fortune 500 corporation, a regional manufacturer, a local distributor,
an independent professional service provider, or somewhere in between, marketing is a critical
component necessary to increase the value of your business. Take a look at your Marketing
Department…how many of the 6 activities above do they handle? If something is missing, it is a
sure sign that your marketing efforts are not as effective as they could be; therefore, your
company is leaving money and valuable resources on the table.

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FINANCIAL
MANAGEMENT

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CAPITAL STRUCTURE ANALYSIS
Net worth = Share capital+ Reservesand surplus
For stockinvestors that favor companies with good fundamentals, a strong balance
sheet is an important consideration for investing in a company’s stock. The strength
of a company’s balance sheet can be evaluated by three broad categories of
investment- quality measurements:
 Working capital adequacy
 Asset performance
 Capital structure
A company’s capitalization describes the composition of a company’s permanent or
long-term capital, which consists of a combination of debt and equity. A healthy
proportion of equity capital, as opposed to debtcapital, in a company’s capital
structure is an indication of financial fitness.
FUNCTIONS OF FINANCE DEPARTMENT
1st Function – To Prepare the Budget
It is duty of finance department of company to make the budget before actual
providing money to any department. It will be helpful to fulfill each department with minimum
cost. Finance department can take the past records from respective department. It will be useful
for making better budget.
2nd Financial Management
In this function finance department gets money from capital market at very low risk and cost.
Finance department analyzes all the resources of funds and create a good financial structure of
company. In this structure, finance department analyze whether it will decrease the overall cost
of capital on Average basis or not.

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3rd Management of Investments of Company
After making financial structure, finance department invests debenture holders and shareholders
money in best projects for getting highest return on investment. For this finance department has
to take investment decision. These investment decisions can be taken with the help of capital
budgeting and investment analysis techniques.
4th Management of Taxes
Management of taxes is also the function of finance or finance department. Taxes may be direct
or indirect. Finance department continue watches the amendments and updates in tax laws and
also create good corporate relation with government by paying return of corporate tax on the
time.
5th Management of Financial Risks
Finance department takes many measures for managing the financial risks of company. For
reducing loss of fund due to happening liquidity, solvency or financial disaster, finance
department makes a good plan and also takes the help of debt collectors, insurance companies
and other rating agencies for reducing financial risk.
6th Merge or Acquisition decisions
For creating good brand in the market, financial department works with marketing department and
both takes the steps of merge and acquisition action. Main aim of merge or acquisition is to reduce
competition and spread on brand in the market. Finance department provides the money for
takeover any other firm for estimating its long run return.

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CAPTIVE MODEL
Selecting an appropriate delivery model is a crucial aspect of developing company's outsourcing
strategy. Businesses are evaluating multiple options in order to gain maximum advantage, retain
flexibility and mitigate risks. The most common approaches nowadays are either working with a
third-party outsourcing provider or establishing captive operations in lower cost locations.
Captive Service is a portion of Business Process Outsourcing where an organization will use a
wholly owned subsidiary instead of a Third Party Vendor. The benefit of doing such an
arrangement would be to leverage the cost savings of using offshore resources, while maintaining
complete control over process and delivery. The costs of such an arrangement are generally higher
than using a vendor.
 Guaranteed long-term specialized resource requirements
 Predictability of growth and retraction
 Decision to deliver any of core services using remote resources
 Desire to reap true cost benefits of having own operations in lower cost locations
 High levels of IP and business knowledge sensitivity
 Desire to have direct control over remote team
 Need to build and retain specific domain knowledge
 Existence of strong delivery processes in the parent organization
 Readiness for internationalization and localization of business management
 Preparedness for the capital investment
 Commitment to putting effort into managing team of the captive center and integrating it
into the organization
 Desire to gain long-term efficiencies not only for software development but also for
support, maintenance and other functions
 Regulatory constraints that prohibit outsourcing of processes
The approach selected will depend on whether the primary driver is short-term cost savings or
whether the company has long-term vision for near shoring and wishes to retain control over
processes and intellectual property. Using captive BPO is expensive but still companies [refer
control rather than a cheaper operating price- as they have control over the supply chain and all
the information.

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TIME AND MATERIAL MODEL
 When the project scope, specification and implementation plans cannot be precisely
defined at the outset or requirements change dynamically during the project
implementation process, the time and material model provides the flexibility of varying
the size and workloads of the development team assigned to your project, while
optimizing time and costs.
 Provide skilled resources
 The development effort is billed at the end of every month based on pre-negotiated and
mutually agreed hourly rate.
 Total project cost depends on the amount of time and resources expended and the actual
effort towards the development.
TIME AND MATERIAL PROJECT APPROACH
PRE START UP
 Understand your requirements
 Identify goals
START UP
 Determine infrastructure requirements
 Determine resource requirements
 Negotiation
 Contract sign up
EXECUTION
 Final Interview
 Finalized team
 Process set-up
 Infrastructure
setup
ONSITE
EXPOSURE
 Onsite training
 Understand
application.
setup
KNOWLEDGE
TRANSFER
 Development
Activity
 Project
Communication
STEADY STATE
 Reporting and
status
 Management
and support

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FIXED BID OR PRICE MODEL
A fixed price model is viable for projects with well defined requirements and schedules. When
your need is clearly specified in sufficient details, the company will estimate the project scope
and complexity, and provide a project delivery schedule along with a fixed price for the complete
software development.
This model leads to quality delivery of the final product within a pre scheduled time frame
They pay a monthly agreed fixed price for the project.
FIXED BID PROJECT APPROACH
Understanding of Project
Requirements Gathering
Proposal and Schedule
Contract
Development (4 days)
Delivery
Control
 Fixed Bid
Model
 Time and
Material ModelSavings

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PART-B
(Research Project)

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DECLARATION BY THE STUDENT
I, CH.PADMAVATI hereby declare that this project entitled “A STUDY ON
“RECRUITMENT LIFE CYCLE”(With reference to Defiance Technologies,
Hinduja Group, Bangalore)submitted for the partial fulfillment of the requirements of
Bachelor of Business Management, GITAM Institute of Management, Visakhapatnam,
Andhra Pradesh is a bonafide record of my project work carried out during the period
from 1ST Feb 2014- 11th April 2014 at Defiance technologies, HINNDUJA GROUP,
Bangalore. It is carried out on my own and has not been submitted to any other institution
or university earlier.
Date:
Place: CH.PADMAVATI

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CERTIFICATE BY THE GUIDE
This is to certify that the project report entitled “A STUDY ON RECRUITMENT
LIFE CYCLE (with reference to DEFIANCE TECHNOLOGIES, HINDUJA
GROUP, Bangalore)in partial fulfillment of the requirements for the degree of
Bachelors of Business Management, is a bonafide work carried out by
CH.PADMAVATI and has been carried out under my guidance.
Place:
Date:
Dr. (Ms.) K.Manju Sree Naidu
Associate Professor

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ACKNOWLEDGEMENTS
I would like to express my profound gratitude to Prof. K. Siva Rama Krishna,
Dean and Principal, Prof P. Sheela, Vice-Principal and Dr. (Ms.) Manju Jose,
Program Coordinator of Bachelors of Business Management, GITAM University
for giving me this opportunity to successfully complete my project work.
With immense pleasure I would like to express my sincere thanks to my project
guide, Dr. (Ms.) K.Manju Sree Naidu for necessary cooperation extended to carry
out my project work.
I take this opportunity to acknowledge my sincere thanks to Mr.Raghav R, HR
Manager, Defiance Technologies, Hinduja Group and my Project Guide, Mr.
Shiyam Sundar N who has been a staunch pillar to support for my data collection
and analysis. His cooperation and valuable guidance to enhance my knowledge in
the subject of “RECRUITMENT LIFE CYCLE”.
I would humbly thank the representatives and employees of DEFIANCE
TECHNOLOGIES, HINDUJA GROUP and all those individuals who made this
study a grand success, giving their supportdirectly or indirectly.
Date: CH.PADMAVATI

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CHAPTER-I
THEORITICAL
FRAMEWORK

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INTRODUCTION
Recruitment refers to the process of attracting, screening, selecting, and on boarding a qualified
person for a job. At the strategic level it may involve the development of an employer brand
which includes an "employee offering".
Staffing a small business isn't always simple. Hiring employees takes more than just posting an
ad, accepting applications and running a background check. The recruitment and selection
process, from start to finish, entails several stages, which are collectively referred to as the
recruitment life cycle. The recruitment life cycle ensures your organization attracts the best
possible talent and seals the employment relationship deal with an on boarding process that
welcomes new additions to your staff.
The stages of the recruitment process include: job analysis and developing some person
specification; the sourcing of candidates by networking, advertising, and other search methods;
matching candidates to job requirements and screening individuals using testing (skills or
personality assessment); assessment of candidates' motivations and their fit with organizational
requirements by interviewing and other assessment techniques. The recruitment process also
includes the making and finalizing of job offers and the induction and on boarding of new
employees.
STAGE 1- DEFINE THE REQUIREMENT
The first and foremost step is to describe the skills and competencies that the candidate must
possess to fulfill the needed requirement. This is called as Job description. Practically it means
what the employee is expected to do. There can be different kinds of requirements depending
upon the type of organization. Few of them are:
 Requirement for the upcoming project,
 Replacement,
 Immediate requirement, etc.
Since a new project is brought into the organization, in view of that employees with required
skills can be the need of the hour. The project can be related to finance, marketing, production,
operations.
Replacement usually takes place when an employee resigns the organization or gets transferred
to another branch of the organization.
Basically immediate requirement comes into play when an employee expires or there is urgency.

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This is the most decisive stage in the whole life cycle because if there is a fault in the
requirement or different perception made my receiver then it will end up in either selected
candidates not possessing required skills that the organization needed or non closure of the
requirement.
STAGE 2-SOURCING OF RESUMES
Once the requirement is defined then the hunt starts. According to the skills defined the resumes
of the candidates have to be looked into and matched.
There are different sources of resumes such as:
 Job portals such as naukri.com, monster.com
 Employee referrals
 Consultancies
 Social media (LinkedIn)
STAGE 3-PRESENT THE OPPORTUNITY
After the hunt for resumes, the desired candidates have to be clearly informed regarding the
opportunity either through telephonic conversation, email or by other means.
For example, while providing information regarding the requirement in the organization via
telephone, the HR person must try to grab the necessary information from the candidate like
total experience in a particular program or field, current CTC(Cost to Company), Expected CTC,
Notice Period, Current location, current company, reason behind leaving the current company,
contact number, etc.
STAGE 4- PRE ASSESSMENT OF THE CANDIDATES
Then depending upon the response of the candidates, after informing them about the
requirement, the first round of interview is scheduled. Mostly the first round is telephonic
interview.
Basically there are two types of interview panels: Technical and Managerial
Technical panel is led by the Tech lead and the Managerial panel is led by the competency lead
or by the General Manager.

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STAGE 5-SCREENING AND SHORTLISTING CANDIDATES
Once the pre-assessment of the candidates is done, the resumes are sorted out to get the finest
candidates. Then a shortlist is made and second round of interview is scheduled which is face to
face, conducted mostly over Skype or else direct. Then the selected candidates undergo HR
evaluation and a final shortlist is made.
Screening resumes is the process of sorting resumes to disqualify candidates using successively
more detailed examinations of the resumes. The selected candidates must be trustable to the
company and should ensure long term commitment.
This is one of the most crucial stages of the recruitment life cycle as, if the candidate selected
won’t possess any of the skills or minimum of the skills described in the requirement then the
whole process gets dissipated.
STAGE 6-FINAL SELECTION AND OFFER
The final candidates are hired by the organization. There are basically three different modes of
hiring:
 Vendor contract
 Direct contract
 Temporary to Permanent
A vendor contract is a contract agreement between an individual or business and a service
provider. Typically a position that is not permanent, and has a specific time frame attached to it.
Contract work might be needed to complete a project, or to cover a permanent employee’s leave
of absence. This type of position does not usually offer any benefits.
Direct hire positions are permanent, usually full time positions with benefits. A direct hire
position is one in which the client company utilizes the staffing company to find the talent, and
then hires them directly. A candidate offered a direct hire position is not an employee of the
staffing company, but goes directly on the client company payroll.
Temporary to Permanent Hiring positions are where the employer would like a full time
employee, but does not want to commit to a permanent offer up front. During the temporary to
hire period, the employee is considered working for the staffing firm and paid by the staffing
firm. Clients seeking temporary to hire candidates through Emerson are sincere in their desire to
hire permanent staff members and not just “kicking tires.” This can be a benefit to job seekers as
well as companies.

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After choosing the hiring mode, the offer process starts. The process begins with collection of
documents from the desired candidate(s) such as:
1) Educational certificates, Provisional Certificates, Consolidated Statement of Mark, degree
Certificates (X, XII, UG, P.G)
2) Photo Copy of your Passport
3) Employment certificates (offer letters and relieving letters of all the companies you have
worked for so far)
4) Current company ID card / company offer letter & last 3 months pay slip.
5) Signed copy of the attached offer letter (either scanned or as a hard copy)
Next is the question of salary where initially negotiation takes place and finally acceptance.
Usually there are two types of offers: Indicative and Final.
STAGE 7-ONBOARDING
The last stage of the recruitment life cycle is Onboarding, also known as organizational
socialization, refers to the mechanism through which new employees acquire the necessary
knowledge, skills, and behaviors to become effective organizational members and insiders.
Tactics used in this process include formal meetings, lectures, videos, printed materials, or
computer-based orientations to introduce newcomers to their new jobs and organizations.
Research has demonstrated that these socialization techniques lead to positive outcomes for new
employees such as
 higher job satisfaction,
 better job performance,
 greater organizational commitment,
 and reduction in stress and intent to quit
These outcomes are particularly important to an organization looking to retain a competitive
advantage in an increasingly mobile and globalized workforce.

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TOPIC RELATED CONCEPTS
1. Human Resource Management
The process of hiring and developing employees so that they become more valuable to
the organization
Human Resource Management includes
conducting job analyses, planning personnel needs, recruiting the right people for the job,
orienting and training, managing wages and salaries, providing benefits and incentives,
evaluating performance, resolving disputes, and communicating with all employees at all
levels. Examples of core qualities of HR management are extensive knowledge of
the industry, leadership, and effective negotiation skills. Formerly called personnel
management.
2. Executive search
Executive search (informally headhunting) is a specialized recruitment service used to
source candidates for senior, executive or other highly specialized positions in
organizations. Having identified possible recruits that match the clients’ requirements, the
executive search firm may act as an intermediary to investigate whether the individual
might be interested in moving to a new employer and also carry out initial screening of
the candidate, negotiations on remuneration and the employment contract.
3. Recruitment Process Outsourcing
Recruitment Process Outsourcing is a form of business process outsourcing (BPO) where
an employer outsources or transfers all or part of its recruitment activities to an external
service provider.
The Recruitment Process Outsourcing Association defines RPO as follows: "when a
provider acts as a company's internal recruitment function for a portion or all of its jobs.
RPO providers manage the entire recruiting/hiring process from job profiling through
the Onboarding of the new hire, including staff, technology, method and reporting. A
properly managed RPO will improve a company's time to hire, increase the quality of the
candidate pool, provide verifiable metrics, reduce cost and improve governmental
compliance."
4. Candidate Submittal
Candidate Submittal is an alternative recruitment process offered by companies whereby
the candidate submittal agency provides 'coaching' for the job seeker with respect to
his/her job application. With candidate submittal, the job seeker usually sources their own
prospective job opportunity ( e.g. on Job Boards, Company Websites, Newspapers etc... ).
The job seeker then applies for the job through the candidate submittal agency, which is
usually run by ex-recruitment professionals or other industry veterans.

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5. E-Recruitment
E-Recruitment is the process of personnel recruitment using electronic resources, in
particular the internet.[1] Companies and recruitment agents have moved much of their
recruitment process online so as to improve the speed by which candidates can be
matched with live vacancies. Using database technologies, and online job advertising
boards and search engines, employers can now fill posts in a fraction of the time
previously possible. Using an online e-Recruitment system may potentially save the
employer time as usually they can rate the e-Candidate and several persons in HR
independently review e-Candidates.
6. Dismissal (employment)
Dismissal (referred to informally as firing or sacking) is the termination of employment
by an employer against the will of the employee. Though such a decision can be made by
an employer for a variety of reasons, ranging from an economic downturn to
performance-related problems on the part of the employee, being fired has a strong
stigma in many cultures. To be fired, as opposed to quitting voluntarily (or being laid
off), is often perceived as being the employee's fault and is therefore considered to be
disgraceful and a sign of failure.
7. Job hunting
Job hunting, job seeking, or job searching is the act of looking for employment, due
to unemployment or discontent with a current position. The immediate goal of job
seeking is usually to obtain a job interview with an employer which may lead to
getting hired. The job hunter or seeker typically first looks for job vacancies or
employment opportunities.
8. Onboarding
Onboarding, also known as organizational socialization, refers to the mechanism
through which new employees acquire the necessary knowledge, skills, and behaviors
to become effective organizational members and insiders. Tactics used in this process
include formal meetings, lectures, videos, printed materials, or computer-based
orientations to introduce newcomers to their new jobs and organizations. Research
has demonstrated that these socialization techniques lead to positive outcomes for
new employees such as
 higher job satisfaction,
 better job performance,
 greater organizational commitment, and
 Reduction in stress and intent to quit.

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NEED OF THE STUDY
The present survey can be considered very important because of its academic and
professional importance.
1) Academic importance
Only few empirical surveys are made on the subjects in Indian background.
So the researcher is interested to know more about the subject.
2) Professionalimportance
The researcher being a student of 3rd year BBM student, GITAM University
requires some practical training combined with classroom theoretical
teaching and to submit a dissertation for that the researcher performed this
survey on the topic “RECRUITMENT LIFE CYCLE” at Defiance
Technologies, Hinduja Group, Bangalore.
LIMITATIONS OF THE SURVEY:
 The research was conducted within a limited duration. So a detailed and
comprehensive study could not be made.
 The sample was confined to 100 respondents. So this study can be regarded
as “fool-proof”one.
 The findings and conclusions are based on knowledge and experience of the
respondents.

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SCOPE OF THE STUDY
The scope of the study is very much confined to DEFIANCE TECHNOLOGIES,
HINDUJA GROUP, Bangalore. Hence the topic under study required in depth
analysis of both positive and negative aspects and is usually wide as the research
preferred to have thorough discussion about the “RECRUITMENT LIFE CYCLE”
at DEFIANCE TECHNOLOGIES.
The purpose of the study was:
 To make a study on recruitment life cycle of the organization.
 To determine how sourcing of employees is done in the organization.
 To understand the different recruitment strategies adopted by the
organization
 To assess the importance of recruitment and selection in the HRM
 To analyze the challenges encountered by the recruiters and the employees
while recruitment.

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RESEARCH METHODOLOGY
Research Methodology is a way to systematically solve a problem. In it we study
the various steps that are generally adopted by a researcher in studying his research
problem along with the logic behind them. The methodology of this study consists
of primary data.
 PRIMARY DATA-
There are several ways of collecting appropriate data which differ considerably in
context of money costs, time and other resources at the disposalof the researcher.
Primary data can be collected either through experiment or through survey. In case
of a survey, data can be collected by observation, personal interviews, telephonic
interviews, questionnaires or through schedules.
The data collected from the respondents were through questionnaires and by
directly interacting with them.
Sample Size:
A sample size is a definite plan determined before any data are actually collected
for obtaining a sample from a given population.
In this research only a few items can be selected from the population for the study
purpose. The items selected constitute what is technically called sample. Here the
sample size is .

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Questions are framed in such a way that it reflects the ideas and thoughts of the
respondents with regard to the recruitment and selection process carried out in the
organization.
CHAPTER-III
(ANALYSIS)

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CLAUSE A – For recruiters
1. During the time of recruitment, among the following sources, which one is the most
preferable option?
a) External sources
b) Internal sources
Sources No. of Respondents In Percentage (%)
External 1 25
Internal 3 75
INFERENCE DRAWN-
From the above graph, the following inference can be drawn:
 25% of the recruiters say that external source of recruitment is the most preferable option
for the company, whereas
 75% of the recruiters say that internal source of recruitment is the most preferable option
for the company.
External sources of recruitment include Employee Referrals, Vendors, Campus Recruitment, Job
Portals, Social Media whereas Internal sources of recruitment include transfer and Internal
Publications and advertisements.
0
10
20
30
40
50
60
70
80
External Internal
25 %
75 %
Source of Recruitment
No. of Respondents
TABLE NO - 1
GRAPH NO - 1

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2. Kindly mention the preferable internal & external sources used by your company for different
levels of recruitment (rank them accordingly as per your preference).
SENIOR MIDDLE JUNIOR
Internal source
Rank (1-2)
Transfer 1 1 2
Internal
Publications or
Advertisements
2 2 1
External Source
Rank (1-4)
Vendors 4 4 4
Employee
Referrals
3 3 3
Social Media 1 1 2
Job Portals 2 2 1
INFERENCE DRAWN-
From the above graph, the following inference can be drawn (in case of internal sources):
 In SENIOR level of management, transfer accounts for 75% whereas internal
publications and advertisements account for only 25%.
0%
10%
20%
30%
40%
50%
60%
70%
80%
75% 75%
25%25% 25%
75%
transfer
internal publications and
advertisements
INTERNAL
SOURCEOF
RECRUITMENT
TABLE NO - 2
GRAPH NO - 2

56 | P a g e
 In MIDDLE level of management, transfer accounts for 75% whereas internal
publications and advertisements account for only 25%.
 In JUNIOR level of management, transfer accounts for only 25% whereas internal
publications and advertisements account for 75%.
INFERENCE DRAWN
From the above graph, the following inference can be drawn (in case of external sources):
In SENIOR level of management, Vendors account for 40% whereas the least is social media
accounting for 10%.
In MIDDLE level of management, Vendors account for 40% whereas the least is social media
accounting for 10%.
In JUNIOR level of management, Vendors account for 40% whereas the least is Job Portals
accounting for 10%
Employee Referrals remain the same for all the levels of management according to the survey
and same is in the case of social media except in junior level where it’s the highest, i.e., 20%.
0%
5%
10%
15%
20%
25%
30%
35%
40%
40% 40% 40%
30% 30% 30%
10% 10%
20%20% 20%
10%
Vendors
Employee Referrals
Social Media
Job Portals
EXTERNAL
SOURCE OF
RECRUITMENT
GRAPH NO - 3

57 | P a g e
3. Academic marks play an important role in recruitment.
a) strongly agree
b) agree
c) neutral
d) disagree
e) strongly disagree
Opinion No. of Respondents In Percentage (%)
Strongly Agree 1 25
Agree 2 50
Neutral 1 25
Disagree 0 0
Strongly Disagree 0 0
INFERENCE DRAWN
50% of the recruiters think academic marks play an important role in Recruitment and while
25% of the recruiters strongly agree to this fact, whereas 25 % of the recruiters say it’s neutral.
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
25%
50%
25%
0% 0%
Opinion
No. of Respondents
GRAPH NO - 4
TABLE NO - 3

58 | P a g e
4. E-recruiting is a suitable way of recruitment in your company
a) strongly agree
b) agree
c) neutral
d) disagree
e) strongly disagree
Strongly Agree 3 75
Agree 1 25
Neutral 0 0
Disagree 0 0
Strongly Disagree 0 0
INFERENCE DRAWN
E-Recruitment is the process of personnel recruitment using electronic resources, in particular
the internet.[1] Companies and recruitment agents have moved much of their recruitment process
online so as to improve the speed by which candidates can be matched with live vacancies.
75% of the recruiters strongly agree to the fact that E-Recruiting is a suitable way of recruitment
in the organization.
0
10
20
30
40
50
60
70
80
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Opinion
No. of Respondents
TABLE NO - 4
GRAPH NO - 5

59 | P a g e
5. Rate the following according to the importance given while recruiting the employees of
different levels in the organization (from 1-5)
Rating(1-5) SENIOR MIDDLE JUNIOR
Qualification 3 4 1
Experience 1 1 5
Communication skills 5 5 3
Leadership qualities 2 3 4
IT Skills 4 2 2
INFERENCE DRAWN
In case of SENIOR and MIDDLE level, Experience is a major factor while recruiting candidates.
In SENIOR level, experience is followed by Leadership qualities, Qualification, IT skills and
lastly Communication skills.
In MIDDLE level, experience is followed by IT skills, Leadership qualities, Qualification and
finally Communication skills.
In JUNIOR level, Qualification is a major factor which is followed by IT skills, Communication
skills, Leadership qualities and lastly Experience.
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Qualification
Experience
Communication skills
Leadership qualities
IT Skills
TABLE NO - 5
GRAPH NO - 6

60 | P a g e
6. What among the following, according to you is the major challenge while recruiting?
a) Niche skill
b) Availability of the candidate
c) Geographical location
d) High expected CTC
Challenges No. of Respondents In Percentage (%)
Niche Skill 2 50
Availability of the Candidate 0 0
Geographical Location 1 25
High Expected CTC 1 25
INFERENCEDRAWN
According to the recruiters, niche skill is the major challenge faced by them as it amounts to 50%
while Geographical location and High Expected CTC account for 25%. Availability of the
candidate rates at 0%, i.e. it is not a major challenge to the recruiters in comparison to other
challenges.
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Niche Skill Availability of
the
Candidate
Geographical
Location
High
Expected CTC
Challenges
No. of Respondents
TABLE NO - 6
GRAPH NO - 7

61 | P a g e
7. How frequent the tracker is updated and adhered to?
a) Less than 1 week
b) 1 week
c) 2-3 weeks
d) 1 month
e) More than 1 month
DURATION NO OF RESPONDENTS IN PERCENTAGE (%)
Less than 1 week 4 100
1 week 0 0
2-3 weeks 0 0
1 month 0 0
More than 1 month 0 0
INFERENCE DRAWN
A Tracker is a record of the status of candidates who are identified, sourced and selected by the
organization. Every organization consists of trackers to track the different events going on in the
organization.
In Defiance Technologies, the tracker is updated in every week. So 100% of the recruiters agree
to the option that the tracker is updated and adhered in less than a week.
0
10
20
30
40
50
60
70
80
90
100
Less
than 1
week
1 week 2-3
weeks
1
month
More
than 1
month
Tracker upgradation
NO OF RESPONDENTS
TABLE NO - 7
GRAPH NO - 8

62 | P a g e
8. What is the maximum time for the vacant position to be closed?
a) 3 -5 days
b) 1-2 weeks
c) 25 days
d) 1 month
e) 2 months
DURATION NO OF RESPONDENTS IN PERCENTAGE (%)
3-5 days 0 0
1-2 weeks 3 75
25 days 1 25
1 month 0 0
2 months 0 0
INFERENCE DRAWN
75% of the recruiters agree with the fact that the vacancies are closed within 1-2 weeks.
25% of the recruiters agree with the fact that the vacancies are closed within 25 days.
This shows that whenever there is vacant position in the organization, it gets up filled very
quickly.
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
3-5 days 1-2
weeks
25 days 1
month
2
months
0
75%
25%
0 0
Duration
NO OF RESPONDENTS
TABLE NO - 7
GRAPH NO - 8

63 | P a g e
9. Now-a-days in the IT market employees don’t remain stable for more than 3 years. In the
view of this, what among the following is the criterion that you are going to use while recruiting
the candidate to minimize the instability?
a) The employee must have work experience of 2+ years in the same company.
b) By interacting with the candidate and understanding his mentality.
c) By getting them sign a bond agreement.
d) By finding out the candidate’s adaptability with the company’s culture.
NO OF RESPONDENTS IN PERCENTAGE (%)
OPTION A 2 50
OPTION B 0 0
OPTION C 0 0
OPTION D 2 50
INFERENCE DRAWN:
In case of instability, 50% of the recruiters agree with the fact that they must recruit those
candidates who has work experience of at least 2 years in the same company.
While 50% of the recruiters agree that the adaptability of the candidate to the company’s culture
has to be found out, so that accordingly the candidate stays promising for a long term.
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
OPTION A OPTION B OPTION C OPTION D
50%
0 0
50%
Opinion
NO OF RESPONDENTS
TABLE NO - 8
GRAPH NO - 9

64 | P a g e
10. These days there are a number of fake profiles available in the JOB Market. So, what among
the following criterion is adopted, to minimize recruiting such candidates?
a) By cross checking the resumes with the social media portal
b) By having a long conversation with them and then finding out whether the profile is fake or
real.
c) By asking the vendors to check into the profiles before on boarding them.
d) Others -
_____________________________________________________________________________
INFERENCE DRAWN:
In order to eliminate the amount of fake profiles while recruiting, recruiters adopt the following
criteria the most:
 By cross checking the resumes with the social media portal (50%), and
 By asking the vendors to check into the profiles before on boarding them(50%).
0%
10%
20%
30%
40%
50%
OPTION A OPTION B OPTION C OPTION D
Opinion
NO OF RESPONDENTS
NO. OF RESPONDENTS IN PERCENTAGE (%)
OPTION A 2 50
OPTION B 0 0
OPTION C 2 50
OPTION D 0 0
TABLE NO - 9
GRAPH NO - 10

65 | P a g e
CLAUSE B – For the Employees
1. How were you recruited in the company?
Source of recruitment No. of Respondents In Percentage (%)
Internal
Transfer 0 0%
Internal Publications and
Advertisements
2 20%
External
Vendors 2 20%
Job Portals 2 20%
Social Media 1 10%
Campus Recruitment 1 10%
Employee Referrals 2 20%
INFERENCE DRAWN:
80% of the employees are recruited through external source, i.e. by vendors, Job Portals, Social
Media, and Campus Recruitment and Employee Referrals.
The remaining 20% of the employees are recruited through internal source, i.e. by Transfer and
Internal Publications and Advertisements.
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
20%
Source of Recruitment
No. of Respondents
TABLE NO - 10
GRAPH NO - 11

66 | P a g e
2. How many rounds of interview were held before providing you the offer letter?
a) 2 rounds
b) 3 rounds
c) 4 rounds
d) 5 rounds
No. of Rounds of Interview No. of Respondents In Percentage (%)
2 Rounds 1 10%
3 Rounds 7 70%
4 Rounds 1 10%
5 Rounds 1 10%
INFERENCE DRAWN:
70% of the employees underwent 3 rounds of interview namely,
1. Telephonic Interview
2. Face-to-face Interview
3. HR Evaluation
Remaining 30% of the employees underwent 2 rounds, 4 rounds and 5 rounds of interview
depending upon their capability.
0%
10%
20%
30%
40%
50%
60%
70%
80%
2 Rounds 3 Rounds 4 Rounds 5 Rounds
10%
70%
10% 10%
No. of Respondents
No. of Respondents
TABLE NO - 11
GRAPH NO - 12

67 | P a g e
3. What is your opinion regarding the recruitment system in our company?
a) Good
b) Fair
c) Average
d) Bad
e) Very poor
Good 4 40%
Fair 3 30%
Average 2 20%
Bad 1 10%
Very Poor 0 0%
INFERENCE DRAWN:
From the graph, the following inference can be drawn;
40% of the employees rate the recruitment system of the company as good.
30% of the employees rate the recruitment system of the company as fair.
20% of the employees rate the recruitment system of the company as average.
10% of the employees rate the recruitment system of the company as bad.
0% of the employees rate the recruitment system of the company as very poor.
0%
5%
10%
15%
20%
25%
30%
35%
40%
Good Fair Average Bad Very
Poor
No. of Respondents
No. of Respondents
TABLE NO - 12
GRAPH NO - 13

68 | P a g e
4. Do you think any kind of improvement is required in the recruitment system of the company?
If yes, then what kind of improvement is needed?
a) Yes
b) No
Opinion No. of Respondents In Percentage
Yes 3 30
No 7 70
INFERENCE DRAWN:
From the graph, the following inference can be drawn:
70% of the employees say that the recruitment system of the company requires no change.
30% of the employees say that the recruitment system of the company needs change.
Improvements
 The interviews and the offer providing system have to be carried out quickly without any
delays.
 The process needs to be upgraded according to the up gradation of technology.
 Data have to be entered repeatedly according to few candidates while recruiting. So this
has to be minimized.
0%
10%
20%
30%
40%
50%
60%
70%
80%
Yes No
30%
70%
Opinion
No. of Respondents
TABLE NO - 13
GRAPH NO - 14

69 | P a g e
5. What was your experience while filling the joining formalities online and while using ideal
portal?
a) Understandable
b) Need to think a bit to understand
e) Very Confusing
Understandable 3 30
Need to think a bit to understand 5 50
Very Confusing 2 20
INFERENCE DRAWN:
30% of the employees say that it is understandable while filling the joining formalities online
and while using the ideal portal.
50% of the employees say that there is a need to think for understanding while filling the joining
formalities online and while using the ideal portal.
20% of the employees say that it is very confusing while filling the joining formalities online and
while using the ideal portal.
0%
10%
20%
30%
40%
50%
30%
50%
20%
Opinion
No. of Respondents
TABLE NO - 14
GRAPH NO - 15

70 | P a g e
6. At the point of interview, whether clear information regarding the job/project was provided to
you?
a) Yes
b) No
Opinion No. of Respondents In Percentage
Yes 8 80
No 2 20
INFERENCE DRAWN:
80% of the employees agree with the fact that correct information regarding the job/project is
provided to them at the point of interview.
While 20% of the employees feel that correct information regarding the job/project is not
provided to them at the point of interview.
0%
10%
20%
30%
40%
50%
60%
70%
80%
Yes No
80%
20%
Opinion
No. of Respondents
TABLE NO - 15
GRAPH NO - 16

71 | P a g e
7. What made you to join the organization?
a) Good salary Package and Good Designation
b) Good Project
c) Brand Hinduja
d) Top Management
e) Others
Options No of Respondents In Percentage (%)
Option A 4 40
Option B 1 10
Option C 2 20
Option D 2 20
INFERENCE DRAWN:
40% of the employees gave the reason for joining the organization as Good Salary Package and
Good Designation.
Remaining 50% of the employees gave reasons for joining the organization as Good Project, Top
management and because of the Brand name. While 10% of the employees gave some other
reasons like their house is nearby to the company.
0%
5%
10%
15%
20%
25%
30%
35%
40%
Option A Option B Option C Option D
40%
10%
20% 20%
Options
No of Respondents
TABLE NO - 16
GRAPH NO - 16

72 | P a g e
8. What was the reason behind leaving the previous organization?
a) No Increase in Salary or Promotion
b) Management Issue
c) Further Growth
d) Location Constraints
Reasons No. of respondents In percentage (%)
No Increase in Salary or
Promotion
2 20
Management Issue 1 10
Further Growth 6 60
Location Constraints 1 10
INFERENCE DRAWN:
 60% of the employees joined in the company for further growth.
 20% of the employees left their previous organization as there was no increment
in salary and promotion.
 Remaining 20% of the employees joined as there were location constraints or
management issues.
0%
10%
20%
30%
40%
50%
60%
70%
Reasons
No. of respondents
TABLE NO - 17
GRAPH NO - 17

74 | P a g e
FINDINGS
CLAUSE A- For recruiters
 During the time of recruitment, internal source is the most preferable option in the
company. Internal source includes transfer and internal publications and advertisements.
 In internal source of recruitment, transfer is the preferred option for Senior and Middle
levels of management and internal publications and advertisements for junior
management level. In case of external source of recruitment, social media is the preferred
option for Senior and Middle management levels whereas Job portals are mostly
preferred for junior levels.
 According to the recruiters, academic marks play an important role in recruitment.
 E-recruiting is a suitable way of recruitment in the company.
 Experience is a major factor while recruiting the senior and middle levels of recruitment
whereas qualification is a major factor in case of junior management level.
 According to the recruiters, Niche skill is a major challenge while recruiting.
 A Tracker is a record of the status of candidates who are identified, sourced and selected
by the organization. Most of the recruiters in the company update the tracker within a
week.
 Most of the vacant positions are filled in the organization within 2-3 weeks.
 In order to select employees who can stay for a long term in the organization, the
recruiters must select candidates who have work experience in the same company for at
least 2 years.
 To eliminate the amount of fake profiles, recruiters can consult vendors before on
boarding them.

75 | P a g e
CLAUSE B- Foremployees
 80% of the employees were recruited by external sources of recruitment. External source
includes Vendors, Job Portals, Campus Recruitment, Social Media and Employee
Referrals.
 Most of the employees underwent 3 rounds of interview during recruitment, namely:
1. Telephonic Interview
2. Face to face Interview
3. HR evaluation
 85% of the employees say that the recruitment system of the company is good and
requires no change.
 Most of the employees agree to the fact that clear information has been provided to them
regarding the job/project while recruitment.
 Most of the employees joined the organization because of Good package and good
designation while they left the previous organization generally for future growth.

76 | P a g e
CONCLUSION
Recruitment refers to the process of attracting suitable candidates to apply for a vacancy
arising within an organization. When an organization needs individuals with certain skill
sets, it taps the market. It may require individuals to join the organization to supplement
the existing skill or complement the existing skills. In both the cases after careful job
analysis and manpower planning an organization develops a candidate profile. This
comprises of the technical skills sort and the attitude. Depending upon the status of the
job market an organization deploys its sources of recruitment (Company website, search
agencies, head hunters, campus placement, newspaper advertisement and others).
Recruitment life cycle is a complete process of recruitment such as –- Identification of
vacancy- Understanding the requirement, eligibility criteria, qualification and experience-
Applying the sources of recruitment- Screening the resumes- Conducting telephonic
round of interview- Scheduling personal interviews with concerned department heads-
Shortlisting the candidates- Conducting final round of interview- Selecting the right
candidate- Verifying the collected documents- Issuing the offer letter- Completing the
Depending on the size and practices of the organization, recruitment may be undertaken
in-house by managers, human resource generalists and/or recruitment specialists.
Alternatively, parts of the process may be undertaken by either public-sector employment
agencies, commercial recruitment agencies, or specialist search consultancies.

77 | P a g e
TABLE
NO.
TOPIC PAGE NO
CLAUSE A
1 Source of Recruitment 56
2 Ranking of preferable sources of recruitment
for different levels
57
3 Role of academic marks in recruitment 59
4 Suitability of E-recruitment 60
5 Recruiting Criteria for different levels 61
6 Major challenges faced while recruiting 62
7 Tracker up gradation 63
8 Vacant position closure duration 64
9 Minimizing Instability of Candidates 65
10 Eliminating Fake Profiles while recruiting 66
CLAUSE B
11 Source of recruitment for employees 67
12 Rounds of Interview 68
13 Opinion regarding recruitment system 69
14 Requirement of Improvement in the recruitment
system
70
15 Experience while using Ideal Portal 71
16 Providence of Job Description 72
17 Reasons for joining the organization 73
18 Reasons for quitting the previous organization 74
LIST OF TABLES

78 | P a g e
LIST OF GRAPHS
GRAPH
NO.
TOPIC PAGE NO
CLAUSE A
1 Source of Recruitment 56
2 Ranking of internal sources of recruitment 57
3 Ranking of external sources of recruitment 58
4 Role of academic marks in recruitment 59
5 Suitability of E-recruitment 60
6 Recruiting Criteria for different levels 61
7 Major challenges faced while recruiting 62
8 Tracker up gradation 63
9 Vacant position closure duration 64
10 Minimizing Instability of Candidates 65
11 Eliminating Fake Profiles while recruiting 66
CLAUSE B
12 Source of recruitment for employees 67
13 Rounds of Interview 68
14 Opinion regarding recruitment system 69
15 Requirement of Improvement in the recruitment
system
70
16 Experience while using Ideal Portal 71
17 Providence of Job Description 72
18 Reasons for joining the organization 73
19 Reasons for quitting the previous organization 74

79 | P a g e
ANNEXURE
CLAUSE A- QUESTIONNAIRE FOR RECRUITERS
1. During the time of recruitment, among the following sources, which one is the most
preferable option?
c) External sources
d) Internal sources
2. Kindly mention the preferable internal & external sources used by your company for
different levels of recruitment (rank them accordingly as per your preference)
Internal source
Rank (1-2)
Transfer
Internal
Publications or
Advertisements
External Source
Rank (1-4)
Vendors
Employee
Referrals
Social Media
Job Portals
3. Academic marks play an important role in recruitment.
f) strongly agree
g) agree
h) neutral
i) disagree
j) strongly disagree
4. E-recruiting is a suitable way of recruitment in your company.
f) strongly agree
g) agree
h) neutral
i) disagree
j) strongly disagree

80 | P a g e
5. Rate the following according to the importance given while recruiting employees for
different levels in the organization (from 1-5)
Rating(1-5) SENIOR MIDDLE JUNIOR
Qualification
Experience
Communication skills
Leadership qualities
IT Skills
6. What among the following, according to you is the major challenge while recruiting?
a) Niche skill
b) Availability of the candidate
c) Geographical location
d) High expected CTC
7. How frequent the tracker is updated and adhered to?
f) Less than 1 week
g) 1 week
h) 2-3 weeks
i) 1 month
j) More than 1 month
8. What is the maximum time for the vacant position to be closed?
f) 3 -5 days
g) 1-2 weeks
h) 25 days
i) 1 month
j) 2 months
9. Now-a-days in the IT market employees don’t remain stable for more than 3 years. In the
view of this, what among the following is the criterion that you are going to use while recruiting
the candidate to minimize the instability?
a) The employee must have work experience of 2+ years in the same company.
b) By interacting with the candidate and understanding his mentality.
c) By getting them sign a bond agreement.
d) By finding out the candidate’s adaptability with the company’s culture.

81 | P a g e
10. These days there are a number of fake profiles available in the JOB Market. So, what among
the following criterion is adopted, to minimize recruiting such candidates?
a) By cross checking the resumes with the social media portal
b) By having a long conversation with them and then finding out whether the profile is fake or
real.
c) By asking the vendors to check into the profiles before on boarding them.
d) Others -
_____________________________________________________________________________
_____________________________________________________________________________
Questionnaire for the employees
Name of the respondent:
Age:
Gender:
Department:
Tenure of service:
1. How were you recruited in the company?
a) Internal sources- Transfer
Internal advertisements or Publications
b) External sources- Vendors
Job Portals
Social Media
Employee Referrals
2. How many rounds of interview were held before providing you the offer letter?

82 | P a g e
3. What is your opinion regarding the recruitment system in our company?
a) Good
b) Fair
c) Average
d) Bad
e) Very poor
4. Do you think any kind of improvement is required in the recruitment system of the
company? If yes, then what kind of improvement is needed?
a) Yes
b) No
5. What was your experience while filling the joining formalities online and while using
ideal portal?
a) Good
b) Fair
c) Average
d) Bad
e) Very poor
6. At the point of interview, whether clear information regarding the job/project was
provided to you?
a) Yes
b) No

83 | P a g e
7. What made you to join the organization?
8. What was the reason behind leaving the previous organization?

A study on Recruitment life cycle

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