project on Recuritment sourcing

A Summer internship report on
“RECRUITMENT SOURCING IN KAIZEN TECHNOLOGIES”
Summer Internship Report
Submitted to
AURORA’S BUSINESS SCHOOL
In partial fulfilment of the requirements for the award of
Post Graduate Diploma in Management (PGDM)
By
PAYELLA KEZIA FLORENCE
DM-11-051
Aurora’s Business School,
Near NIMS, Punjagutta, Hyderabad. - 500 082

Tel: 040 2335 1891/92, 2335 0061/62 URL: www.absi.edu.in e-mail us: info@absi.edu.in
Date:
Place: Hyderabad
CERTIFICATE
This is to certify that the research Study embodied in the present thesis entitled “RECRUITMENT
SOURCING IN KAIZEN TECHNOLOGIES” has been carried out by PAYELLA KEZIA
FLORENCE enrolment number : DM-11-051 under my supervision, and to the best of our knowledge her
work is original and authentic.
We hereby declare that to the best of our knowledge that no part of this thesis has been submitted earlier for
the award of Degree at any other University or Institute.
Signature Signat ure Signat ure
Supervisor SIP Co-coordinator Director

DECLARATION
This is to inform that I have completed a summer internship report on “RECRUITMENT
SOURCING IN KAIZEN TECHNOLOGIES” while pursuing PGDM in Aurora’s Business School.
I hereby declare that this summer internship report submitted by me is original work done
as a part of my academic course and has not been submitted to any other University or Institution
for the award of any degree or diploma.
Name : PAYELLA. KEZIA FLORENCE Signature :
Roll No : DM-11-051 Date :

ACKNOWLEDGEMENTS
I would like to thank everyone who is involved in helping me in producing this summer
internship report by bringing out creativeness in this project.
I would like to take this opportunity to thank my SIP guide Dr. SREE JYOTHI, Aurora’s Business
school, for their undeterred guidance for the completion of the report.
My parents need special mention here for their constant support and love in my life. I also
thank my friends and well-wishers who have provided their whole hearted support to me in this
exercise. I believe that this effort has prepared me for taking up new challenging opportunities in
future.

PAYELLA KEZIA FLORENCE
CONTENTS
CHAPTER I
INTRODUCTION………………………………………………01-09
CHAPTER II
RESEARCH METHODOLOGY…………………………………..10-14
OBJECTIVES OF THE STUDY 14
NEED FOR THE STUDY 14
SCOPE OF THE STUDY 14
RESEARCH METHODOLOGY 14
CHAPTER III
COMPANY PROFILE………………………………………….16-21
CHAPTER IV
RESPONDENTS PROFILE……………………………………….23-24
DATA ANALYSIS AND INTERPRETATION…………………..25-44
CHAPTER V
CONCLUSIONS AND SUGGESTIONS………………………46-47
QUESTIONNAIRE………………………………………………49-52
REFERENCES………………………………………………………53

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CHAPTER-I
INTRODUCTION
Recruitment
Recruitment refers to the overall process of attracting, selecting and appointing suitable candidates for jobs
within an organization, either permanent or temporary. Recruitment can also refer to processes involved in
choosing individuals for unpaid positions, such as voluntary roles or training programmes.
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. The use of internet-based services and
computer technologies to support all aspects of recruitment activity and processes has become widespread.1
Recruitment Methods
Recruitment methods refer to the means by which an organisation reaches to the potential job seekers. In other
words, these are ways of establishing contacts with the potential candidates. lt is important to mention that the
recruitment methods are different from the sources of recruitment.
The major line of distinction between the two is that while the former is the means of establishing links with the
prospective candidates, the latter is location where the prospective employees are available. Dunn and Stephen
have broadly classified methods of recruitment into three categories.
These are:
1. Direct Method
2. Indirect Method
3. Third Party Method.
A brief description of these is as follows
1. Direct Method:
In this method, the representatives of the organisation are sent to the potential candidates in the educational and
training institutes. They establish contacts with the candidates seeking jobs. These representatives work in
cooperation with placement cells in the institutions Persons pursuing management; engineering, medical etc.
programmes are mostly picked up in this manner.
Sometimes, some employer firms establish direct contact with the professors and solicit information about
students with excellent academic records. Sending the recruiter to the conventions, seminars, setting up exhibits
at fairs and using mobile office to go to the desired centres are some other methods used to establish direct
contact with the job seekers.
2. Indirect Methods:
Indirect methods include advertisements in newspapers, on the radio and television, in professional journals,
technical magazines etc.
This method is useful when:
i. Organisation does not find suitable candidates to be promoted to fill up the higher posts
ii. When the organisation wants to reach out to a vast territory, and
iii. When organisation wants to fill up scientific, professional and technical posts.
The experience suggests that the higher the position to be filled up in the organisation, or the skill sought by the
more sophisticated one, the more widely dispersed advertisement is likely to be used to reach to many suitable
candidates.
3. Third Party Methods:

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These include the use of private employment agencies, management consultants, professional
bodies/associations, employee referral/recommendations, voluntary organisations, trade unions, data banks, and
labour contractors etc., to establish contact with the job- seekers.
Process
The five steps involved in recruitment process are as follows: (i) Recruitment planning (ii) Strategy
Development (iii) Searching (iv) Screening (v) Evaluation and Control.
Recruitment Process
Now, a brief description of these follows:
1. Recruitment Planning:
The first step involved in the recruitment process is planning. Here, planning involves to draft a comprehensive
job specification for the vacant position, outlining its major and minor responsibilities; the skills, experience
and qualifications needed; grade and level of pay; starting date; whether temporary or permanent; and mention
of special conditions, if any, attached to the job to be filled ”
2. Strategy Development:
Once it is known how many with what qualifications of candidates are required, the next step involved in this
regard is to devise a suitable strategy for recruiting the candidates in the organisation.
The strategic considerations to be considered may include issues like whether to prepare the required candidates
themselves or hire it from outside, what type of recruitment method to be used, what geographical area be
considered for searching the candidates, which source of recruitment to be practiced, and what sequence of
activities to be followed in recruiting candidates in the organisation.
3. Searching:
This step involves attracting job seekers to the organisation. There are broadly two sources used to attract
candidates.
These are:
1. Internal Sources, and
2. External Sources
4. Screening:

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Though some view screening as the starting point of selection, it is considered as an integral part of recruitment.
The reason being the selection process starts only after the applications have been screened and shortlisted. Let
it be exemplified with an example.
In the Universities, applications are invited for filling the post of Professors. Applications received in response
to invitation, i.e., advertisement are screened and shortlisted on the basis of eligibility and suitability. Then, only
the screened applicants are invited for seminar presentation and personal interview. The selection process starts
from here, i.e., seminar presentation or interview.
Job specification is invaluable in screening. Applications are screened against the qualification, knowledge,
skills, abilities, interest and experience mentioned in the job specification. Those who do not qualify are
straightway eliminated from the selection process.
The techniques used for screening candidates vary depending on the source of supply and method used for
recruiting. Preliminary applications, de-selection tests and screening interviews are common techniques used for
screening the candidates.
5. Evaluation and Control:
Given the considerable cost involved in the recruitment process, its evaluation and control is, therefore,
imperative.
The costs generally incurred in a recruitment process include:
(i) Salary of recruiters
(ii) Cost of time spent for preparing job analysis, advertisement
(iii) Administrative expenses
(iv) Cost of outsourcing or overtime while vacancies remain unfilled
(v) Cost incurred in recruiting unsuitable candidates
In view of above, it is necessary for a prudent employer to try to answer certain questions like: whether the
recruitment methods are appropriate and valid? And whether the recruitment process followed in the
organisation is effective at all or not? In case the answers to these questions are in negative, the appropriate
control measures need to be evolved and exercised to tide over the situation.
However, such an exercise seems to be only rarely carried out in practice by the organisations employers.3
Sourcing
Sourcing is the process of finding resumes within the recruitment process. Recruiters, both third party and
corporate, need to find qualified candidates for their open job orders, oftentimes with very unique or niche work
experience. Sourcing refers to the initial part of recruiting (actually finding the candidates through a variety of
methods.) Some recruiters perform the sourcing function through to placement; other recruiting professionals
specialize in only one aspect of the recruitment cycle. Professional recruiters who specialize only in the initial
procurement of names and candidates are called sources. Many larger companies and specialist staffing firms
employ teams of sourcing.
Professionals that concentrate only on the initial procurement of candidates. The sources then “hand off” the
candidates to different department of team of recruiters which handle qualification, interview, and
placement.
Sourcing is many times used to refer to highly specialized talent searches. For example, a company might be
looking for an individual with a background in mechanical engineering who understands object oriented
programming. Recruiting and sourcing professionals understand how to source this specialized talent through a
variety of means. Sourcing professionals will often have a comprehensive understanding of Internet sourcing
tactics.
They will mine candidate lists from the Internet and also source talent from competing companies. To ascertain
the best keywords and background to look for, a solid understanding of the job requirements is necessary.
Effective sourcing, therefore, requires a much deeper understanding of the industry and job order that they are
working on than simply looking at clusters of resume keywords. To source candidates productively, an

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experienced sourcing professional knows the best places to look for great talent and the kind of experience to
look for in individual resumes.
However, sourcing is also more than specialized resume search and candidate name generation. Sourcing is also
an integral part of any company’s overall hiring and talent acquisition strategy. Sourcing also refers to the
strategy surrounding large portions of hiring effort. For example, it might be necessary to source the next
generation of management talent through a comprehensive college recruiting program. A company might need
to formulate a sourcing strategy for skilled machine operators in a certain city where they open a plant.
Sourcing is therefore not relegated to unique searches, but the term can encompass deep organizational talent
strategy issues and in general, the practice and need to acquire human talent for any source of business need.
With the trend of globalization, sourcing strategy is at the forefront of recruiting issues. Recruiting talent in
different countries and in different languages presents a very difficult challenge for any talent acquisition team.
In many cases, the sourcing team might be local to the actual hiring effort, and then send qualified candidates to
a centralized corporate recruiting team. Modern sourcing efforts are an incredibly complex aspect of the global
talent supply chain. Effective sourcing strategies not only leverage effective employment brands and marketing
efforts, but take into consideration hyperlocal factors of economy, education, and specialization of labor
markets.
In the recruiting industry, therefore, sourcing when referred to as a tactic, often means the practice of finding
specialized candidates on the Internet or through phone work. When referred to as a strategy, sourcing can mean
a number of different broad hiring initiatives or approaches to particular labour markets. Because of factors
contributing to increased complexity in sourcing, the trend of specialization within the recruiting function
continues unabated. Sourcing as a separate function will most likely continue, and the sourcing role will
continue to develop as a challenging and unique profession.4
Among larger employers, the resume search aspect of the recruitment process is sometimes delegated to
specialized recruiters. Sourcing professionals specialize in finding resumes through online recruiting and
advanced use of search engines.
Tenured sources also add value to organizations by building competitive intelligence, creating lists for future
hiring, generating referrals, and mapping out local and industry hiring demand and compensation. Additionally,
sourcing professionals will often consult with employers to reduce recruitment costs and design and implement
efficient recruitment tactics.
Sourcing refers to finding job candidates through use of recruiting techniques. The critical step of discovering
candidates is performed by an internal recruiter, agency, or a designated sourcing professional (referred to as a
sources).
Candidate sourcing activity usually ends when all of the information for a potential employee is received by the
candidate source. To further develop potential employees, companies will sometimes have a second person
contact the people on the list to pre-screen the candidate based on the job requirements and determination of the
candidate interest level in hearing about new job opportunities. This is called "candidate profiling" or "candidate
pre-screening".
Websites specifically used for candidate sourcing include LinkedIn, Facebook, Twitter, internal ATS/CRM
systems, ZoomInfo, Google, and large job boards, such as Monster, Careerbuilder and Indeed. Networking is a
primary tool of an aggressive recruiter; each contact should be considered a network node that links a network
of related contacts. Sourcing professionals use one contact as leverage to discover the list of related industry
contacts. By doing this, sources generate large lists of potential candidates for which to further profile and
interview.
Sources of Recruitment

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A. Internal Sources:
1. Present Employees:
Promotions and transfers from among the present employees can be a good source of recruitment. Promotion
implies upgrading of an employee to a higher position carrying higher status, pay and responsibilities.
Promotion from among the present employees is advantageous because the employees promoted are well
acquainted with the organisational culture, they get motivated, and it is cheaper also.
Promotion from among present employees also reduces the require-ment for job training. However, the
disadvantage lies in limiting the choice to a few people and denying hiring of outsiders who may be better
qualified and skilled. Furthermore, promotion from among present employees also results in inbreeding which
creates frustration among those not promoted.
Transfer refers to shifting an employee from one job to another without any change in the position/post, status
and responsibilities. The need for transfer is felt to provide employees a broader and varied base which is
considered necessary for promotions. Job rotation, involves transfer of employees from one job to another on
the lateral basis.
2. Former Employees:
Former employees are another source of applicants for vacancies to be filled up in the organisation. Retired or
retrenched employees may be interested to come back to the company to work on a part-time basis. Similarly,
some former employees who left the organisation for any reason may again be interested to come back to work.
This source has the advantage of hiring people whose performance is already known to the organisation.
3. Employee Referrals:
This is yet another internal source of recruitment. The existing employ-ees refer their family members, friends
and relatives to the company as potential candidates for the vacancies to be filled up in the organisation.
This source serves as one of the most effective methods of recruiting people in the organisation because
employees refer to those potential candidates who meet the company requirements known to them from their
own experience. The referred individuals are expected to be similar in type in terms of race and sex, for
example, to those who are already working in the organisation.
4. Previous Applicants:

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This is considered as internal source in the sense that applications from the potential candidates are already
lying with the organisation. Sometimes, the organisations contact through mail or messenger these applicants to
fill up the vacancies particularly for
unskilled or semi- skilled jobs.
Advantages:
The advantages of the internal source of recruitment include the following:
1. Familiarity with own employees:
The organisation has more knowledge and familiarity with the strengths and weaknesses of its own employees
than of strange and unknown outsiders.
2. Better use of the talent:
The policy of internal recruitment also provides an opportunity to the organisation to make a better use of the
talents internally available and to develop them further and further.
3. Economical Recruitment:
In case of internal recruitment, the organisation does not need to spend much money, time and effort to locate
and attract the potential candidates. Thus, internal recruitment proves to be economical, or say, inexpensive.
4. Improves Morale:
This method makes employees sure that they would be preferred over the outsiders as and when vacancies will
be filled up in their organisation.
5. A Motivator:
The promotion through internal recruitment serves as a source of motivation for employees to improve their
career and income. The employees feel that organisation is a place where they can build up their life-long
career. Besides, internal recruitment also serves as a means of attracting and retaining competent employees in
the organisation.
Disadvantages:
The main drawbacks associated with internal recruitment are as follows:
1. Limited Choice:
Internal recruitment limits its choice to the talent available within the organisation. Thus, it denies the tapping of
talent available in the vast labour market outside the organisation. Moreover, internal recruitment serves as a
means for “inbreeding”, which is never j healthy for the future of the organisation.
2. Discourages Competition:
In this system, the internal candidates are protected from compe-tition by not giving opportunity to otherwise
competent candidates from outside the organisation. This, in turn,
develops a tendency among the employees to take promotion without showing extra performance.
3. Stagnation of Skills:
With the feeling that internal candidates will surely get promoted, their skill in the long run may become
stagnant or obsolete. If so, the productivity and efficiency of the organisation, in turn, decreases.
4. Creates Conflicts:
Conflicts and controversies surface among the internal candidates, whether or not they deserve promotion.
B. External Sources:
External sources of recruitment lie outside the organisation. These outnumber internal sources.
The main ones are listed as follows:
1. Employment Exchanges:
The National Commission on Labour (1969) observed in its report that in the preIndependence era, the main
source of labour was rural areas surrounding the industries. Immediately after Independence, National
Employment Service was established to bring employers and job seekers together.

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The compulsory Notification of Vacancies Act of 1959 (commonly called Employment Exchange Act) was
instituted which became operative in 1960. Under Section 4 of the Act, it is obligatory for all industrial
establishments having 25 workers or more, to notify the nearest employment exchange of vacancies (with
certain exceptions) in them, before they
are filled.
The main functions of these employment exchanges with their branches in most cities are registration of job
seekers and their placement in the notified vacancies. It is obligatory for
the employer to inform the outcome of selection within 15 days to the employment exchange.
Employment exchanges are particularly useful in recruiting blue-collar, white-collar and technical workers..
2. Employment Agencies:
In addition to the government agencies, there are a number of private employment agencies who register
candidates for employment and furnish a list of suitable candi-dates from their data bank as and when sought by
the prospective employers.
Generally, these agencies select personnel for supervisory and higher levels. The main function of these
agencies is to invite applications and short list the suitable candidates for the organisation. Of course, the final
decision on selection is taken by the representatives of the organisation. At best, the representatives of the
employment agencies may also sit on the panel for final selection of the candidates.
The employer organisations derive several advantages through this source. For example, this method proves
cheaper than the one organisations recruiting themselves. The time saved in this method can be better utilized
elsewhere by the organisation.
As the organisational identity remains unknown to the job seekers, it, thus, avoids receiving letters and attempts
to influence. However, there is always a risk of losing out in screening process done by the agencies, some
applicants whom the representatives of the organisation would have liked to meet and select.
3. Advertisement:
Advertisement is perhaps the most widely used method for generating many applications. This is because its
reach is very high. This method of recruitment can be used for jobs like clerical, technical and managerial. The
higher the position in the organisation, the more specialized the skills or the shorter the supply of that resource
in the labour market, the more widely dispersed the advertisements is likely to be. For example, the search for a
top executive might include advertisements in a national daily like ‘The Hindu.
4. Professional Associations:
The professional associations are particularly useful for attracting highly skilled and professional personnel.
However, in India, this is not a very common practice and those few that provide such kind of service have not
been able to generating a large number of applications.
5. Campus Recruitment:
This is another source of recruitment. Though campus recruitment is a common phenomenon particularly in the
American organisations, it has made its mark rather recently Of late, some organisations in India have started
visiting educational and training institutes/campuses for recruitment purposes.
6. Deputation:
Another source of recruitment is deputation, i.e., sending an employee to another organisation for a short
duration of two to three years. This method of recruitment is practiced, in a pretty manner, in the Government
Departments and public sector organisations. Deputation is useful because it provides ready expertise and the
organisation does not have to incur the initial cost of induction and training.
7. Word-of-Mouth:
Some organisations in India also practice the ‘word-of-mouth’ method of recruitment. In this method, the word
is passed around the possible vacancies or openings in the organisation. Another form of word-of-mouth

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method of recruitment is “employee pinching” i.e., the employees working in another organisation are offered
an attractive offer by the rival organisations. This method is economic, both in terms of time and money.
8. Raiding or Poaching:
Raiding or poaching is another method of recruitment whereby the rival firms by offering better terms and
conditions, try to attract qualified employees to join them. This raiding is a common feature in the Indian
organisations.
Advantages
The following are the main advantages:
1. Open Process:
Being a more open process, it is likely to attract large number of applicants/ applications. This, in turn, widens
its options of selection.
2. Availability of Talented Candidates:
With large pool of applicants, it becomes possible for the organisation to have talented candidates from outside.
Thus, it introduces new blood in the organisation.
3. Opportunity to select the best candidates:
With large pool of applicants, the selection process becomes more competitive. This increases prospects for
selecting the best candidates.
4. Provides healthy competition:
As the external members are supposed to be more trained and efficient. With such a background, they work with
positive attitude and greater vigour. This helps create healthy competition and conducive work environment in
the organisation.
DISADVANTAGES:
1. Expensive and Time Consuming:
This method of recruitment is both expensive and time consuming. There is no guarantee that organisation wall
get good and suitable candidates.
2. Unfamiliarity with the Organisation:
As candidates come from outside the organisation, they are not familiar with the tasks, job nature and the
internal scenario of the organisation.
3. Discourages the Existing Employees:
Existing employees are not sure to get promotion. This discourages them to work hard. This, in turn, boils down
to decreasing productivity of the organisation.

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CHAPTER II
LITERATURE REVIEW
RESEARCH
METHODOLOGY

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ARTICLE ON SOURCING BEST PRACTICES
Top 10 Candidate Sourcing Best Practices By Glen Cathey ( January 10,2011)
1: Think Before Search
“Give me six hours to chop down a tree and I will spend the first four hours sharpening the axe.” –Abraham
Lincoln
. If you just take the time to think, develop some resemblance of a search strategy, and experiment with various
searches (sharpen your axe!) – you can get to more relevant results more quickly. For many hiring profiles, you
should spend at least 10 20 minutes thinking about and researching your search strategy, as well as
experimenting with search strings and reviewing the results for relevance before you start using the results to
begin making calls.
2: Do Not Overanalyze Resumes
Chances are that the people you are trying to find and recruit are not professional resume writers. Whether they
are software engineers, lawyers, physical therapists, project managers, or database administrators – they are not
NOT professional resume writers, nor do I think we should expect them to be.
Writing a great and 100% complete resume isn’t easy. What IS easy is to forget to add some of your
responsibilities and every little detail of your professional experience (applications, environments, etc.).
Candidates may not think to express every last bit of their experience in their resume – and if you’re looking
specifically for one of those little bits and it’s not there, it’s all too easy to assume that the person who wrote the
resume doesn’t have the requisite experience you’re looking for. Don’t make assumptions about candidates
from their resumes – give them the benefit of the doubt. Ever hear the phrase, “Don’t judge a book by its
cover?”
Resumes are by nature imperfect and are poor representations of a person’s experience and capabilities, so I
suggest you apply what I call the “10second rule:” Don’t read resumes – scan them. If you can’t absolutely
disqualify/rule out a candidate based on reviewing their resume in 10 seconds, pick up the phone and call them.
3: Do Not Run Overly Generic/Basic Searches
If you run generic searches with perhaps one title and a couple of basic keywords – you’ll be sure to get
correspondingly generic and basic results. I’ve heard many a recruiter complain about getting “too many
results.” People making this mistake unknowingly increase the size of the Hidden Talent Pool of candidates
they don’t find.Don’t rely solely or heavily on title based searches. Not all companies use the same titles for the
same roles and responsibilities – so making this mistake contributes to you populating Hidden Talent Pools with
every candidate that matches your hiring profile or job order but has a title that you didn’t think of and include
in your search.
4: See Each Resume as More than a Potential Match for the Position You’re
Working on any source of candidates you have access to can be leveraged in much the same way as LinkedIn
can – every person is actually a conduit to a larger network of people. So even if a particular resume or social
media profile you’re reviewing doesn’t appear to be an ideal match –they actually might be and they may know
someone who is. If you find yourself scanning a search result that appears to be under or over
qualified remember to not make assumptions about candidates based on their resume/profile, and also be aware
that people who are in fact too junior or too senior for your current needs might fit future needs. Additionally,
people who are either too junior or too senior for a particular position might work with or know someone who is
an exact match.
5: Run Multiple Searches Across Multiple Sources

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No matter how strong your sourcing skills are or how many times you’ve recruited for the same position you
should always run multiple searches. It’s impossible for one Boolean search to find all qualified candidates.
It is also critical to leverage every resource you have available to you. You may be in love with LinkedIn,
but the best candidates for that special position you’re working on may be tucked away in your database/ATS,
or on Twitter!.If you think you’ve exhausted a particular source of candidates – believing that you’ve found all
of the available matches and cannot find any more – you’re wrong. Invariably you’ve left behind Hidden Talent
Pools of people who do match your positions, but you could not find them because your Boolean search strings
and perhaps even your entire search strategy made it impossible to do so.Being aware of this is a major step on
the path towards sourcing enlightenment.
6: Search ALL Resumes
I’m aware that there are MANY users of resume databases (online or internal) who focus specifically on
resumes posted/entered in the last 30 days, assuming these are the candidates to target because they are “on the
market.” You do NOT know anything about a candidate until you establish contact with them. Just because
their resume was posted yesterday, it does not mean they are “actively” seeking a new position. I’ve spoken to
many people who happened to recently post their resume into my own database on on a job board, and once I
made contact, they explained they were just “checking to see what’s out there.” Doesn’t sound too “active” to
me!
7: Don’t be a Sourcing Snob
Despite popular opinion to the contrary, job board resume databases are not filled with desperate,low quality
candidates. In fact, it’s statistically impossible. There are plenty of “A” candidates available in each and every
job board resume database – major or niche. If your experience suggests otherwise, perhaps it’s your searches
or your search strategy. If you go fishing in the ocean and don’t catch the particular species of fish you were
hoping to, would you be able to assume that there were no fish of that type in the ocean that day? Of course
not. Just because YOU didn’t catch the fish you were looking for, it doesn’t mean they weren’t there to be
caught And if you’re the type who believes that the job board resume databases are filled with “active”
candidates, you might be surprised to know that approximately 75% of all resumes in the major job boards
resume databases are dated over 30 days old. Some are 24+ years old. Are they still “active” candidates? Do
you think anyone’s calling them?
Don’t be a sourcing snob. As I pointed out in best practice #6 – your goal should be to find the BEST
possible candidates, regardless of what “side of the tracks” they live on.
8: Don’t Submit the First 2 3
Candidates You Find/Speak with Sound crazy? I can hear someone asking, “Why shouldn’t I submit the first
candidates I find that fit the requirements?”
Well, ask yourself this – what’s the statistical probability that the first two people you find and speak
to magically happen to be the BEST candidates you can possibly find? Or the most closable and controllable?
Recruiting candidates should not be conducted on a FIFO basis, but on a BIFO (Best In, First Out) basis. Find
and speak to 10-15 candidates and then submit youre BEST. Talent selection based on FIFO methods is like a
single person walking into a bar and leaving with the first person that speaks to them. There is no
“selection.”You saw it here first. Think about it.
9: Seek to Continually Improve Your Candidate Sourcing Skills
As a sourcing/recruiting professional, one of your goals should be to get better at what you do on a daily basis.
Not just meeting your objectives and KPI’s – but actually improving your sourcing and recruiting skills and
ability.

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Geoff Colvin cuts to the root of the matter, pointing out that “Most fundamentally, what we generally do
at work is directly opposed to the first principle [of deliberate practice]: It isn’t designed by anyone to make us
better at anything. Usually it isn’t designed at all: We are just given an objective that’s necessary to meeting the
employer’s goals and then expected to get on with it.” Ouch – that hurts Geoff…but you’re right on the money!
As a sources/recruiter, you can perform deliberate practice, which is specifically designed to improve
performance by getting you out of your comfort zone and continually stretching you just beyond your current
ability. Ever hear the cliché of, “If you’re not getting better, you’re getting worse?”
Unfortunately, when most people “practice” on the job, they are just doing what they’ve always done,
going through the same old motions – which does nothing to improve performance. Unlike many professional
athletes, most business professionals (including sources and recruiters) do not go to work every day specifically
trying to get better at what they do. It’s something many people may talk about, but very few people actually
do. Be one of those few.
10: Spend 80% of Your Sourcing Time Using High Yield
Why spend a lot of time trying to squeeze blood from a stone? I feel there are many sourcers and recruiters
spending too much time focusing on intrinsically low yield candidate sources.
For example – some people spend countless hours searching the Internet for candidate leads at the expense of
not heavily/effectively leveraging their internal resume database/ATS. While you can certainly find great people
on the Internet, the Internet is not indexed specifically to enable sourcing and requires many tricks and tweaks
to yield relevant results.If you have access to an ATS or internal resume database – it’s specifically designed to
store and retrieve resumes, and probably has more local and more qualified candidates than the Internet and
might actually have a better search interface enabling more precise searching to find more of the right people
more quickly.
*source-http://www.sourcecon.com/news/2011/01/10/top-10-candidate-sourcing-best-
practices/

14
OBJECTIVES OF THE STUDY
Primary objective:
To study the approches of recruitment and sourcing strategies in Kaizen Technologies, Inc. India Private
Limited, Hyderabad.
Secondary Objectives:
• To study the various sources of recruitment.
• To study the factors influencing the recruitment procedure.
• To determine best recruitment sources.
NEED FOR THE STUDY
• To increase the effectiveness of different recruiting techniques and sources for all types of job applicants in the
organization.
• To identify the various sources of recruitment.
• To obtain the number and quality of employees that can be selected in order to help the organization to achieve
its goals and objectives
SCOPE OF THE STUDY
The scope of the study is limited to Kaizen Technologies, Inc. India, Hyderabad.
RESEARCH METHODOLOGY
Sampling technique – purposive sampling technique used for the present study.
THEORY
Primary data :
Primary data was collected from employees in the organisation.
Secondary data
Data collected by someone else for some other purpose (but being utilized by the investigator for another
purpose). The secondary data is the data obtained through other sources of information like the journals,
articles, newspapers and various other blogs.
Example: Census data being used to analyze the impact of education on career choice and earning.

15
CHAPTER-III
COMPANY PROFILE

16
ORGANISATION
Kaizen Technologies provides consulting and IT services to clients globally - as partners to conceptualize and
realize technology driven business transformation initiatives.
We provide solutions for a dynamic environment where business and technology strategies converge. Our
approach focuses on new ways of business combining IT innovation and adoption while also leveraging an
organization's current IT assets. We work with large global corporations and new generation technology
companies - to build new products or services and to implement prudent business and technology strategies in
today's dynamic digital environment.
With over 200 employees worldwide, we use a low-risk Global Delivery Model (GDM) to accelerate schedules
with a high degree of time and cost predictability.
Kaizen Technologies, Inc. offers professional and unparallel training which allows their organization to
overcome challenges to their employees and enables them to leap into the next technical age with ease and
efficiency .The company crafts a software training program in response to client needs, and delivers it through
instructor-led or computer based programs at either client’s workplaces or at company ’s Corporate Training
Center in Edison, NJ, USA.
Since the inception of a formal training division from February 2006, we acted on these principles of delivering
the best knowledge from the best instructors from the industry. This resulted in a greater employment rate,
evolution of a process where the candidates are trained while they are in the job towards current business
requirements and placed in projects without being unemployed.
Kaizen Technologies, Inc.
 Is approved by NJ Department of Education/labor & Workforce Development (WDP/WIA) as a Private
Vocational School for training the unemployed candidates in advanced Technologies. Department
 Offers Basic and Advanced Trainings in Information Technology and Business
 Provides corporate training to companies. Our corporate training division designs and implements responsive,
cost effective training programs that maximize the productivity of clients, and employees.
 Has been reviewed and approved as a provider of Project Management Training by the Project Management
Institute (PMI®) .
 Has been reviewed and approved as a provider of the Veterans Training program from the Federal and state.
Veteran’s
Vision:
Our Vision is to be a preferred Global Technology, Engineering and Business Solutions Partner to our
Customers that provides best-of-breed business solutions, leveraging technology, delivered by best-in-class
people.

17
MissionStatement:
"To achieve our objectives by becoming an Employer of Choice, creating a Learning Organization that excels
through Teamwork and promotes Entrepreneurship.
To achieve High Growth and Profitability, and exceed the expectations of all our Customers and Employees, by
setting high standards of Customer & Employee Satisfaction.
The values that drive us:
 Customer Delight
A commitment to surpassing our customer expectations.
 Employee Satisfaction
A commitment to set high standards of employee contentment.
 Leadership by Example
A commitment to set standards in our business and transactions and be an exemplar for the industry and
our own teams.
 Integrity and Transparency
A commitment to be ethical, sincere and open in our dealings.
 Fairness
A commitment to be objective and transaction-oriented, thereby earning trust and respect.
 Pursuit of Excellence
A commitment to strive relentlessly, to constantly improve ourselves, our teams, our services and products so as
to become the best, in short, be the name of our company…………KAIZEN
History
Head Quartered in New Hampshire, Kaizen Technologies Inc is established in USA in 1995 (as Software
Research Associates) and with offices in Edison, NJ and Atlanta, GA (USA) and Hyderabad & Bangalore in
India, offering Information Technology, Engineering solutions and Management services for the world' s
leading corporations. Initially started as an IT Product Solution company in 1995 and later on diversified in to
IT Consulting, Software Development, Engineering and Off-Shore / BPO services.
Year Establishments
1995 Established in NJ, USA
1997 “RapIt”, release of Software Product for Financial Industry Vertical
Partnered with American Express and 1st successful implementation
1998 Started Atlanta operations
Diversifies in to IT Consulting & Staffing services, catering to Financial,
Trading, Healthcare, Insurance, etc industry verticals
1999 Started Bangalore, India operations
2000 “eManuPro”, release of another Software Product for Publishing and Research
& Academic Industry Vertical
2004 Certified as Minority Business Enterprise in the state of NJ
Kaizen Technologies, Inc acquires Software Research Associates and business is
being run as Kaizen Technologies, Inc
Kaizen Technologies, Inc acquires Network Informatics, Inc, a NJ, USA based IT
Consulting firm
Corporate HQ relocated to Nashua, NH, USA
Started operations in Hyderabad, India

18
Strategic Business Partnership with SKM Tools, a hi-tech machine tool
manufacturing firm based in Hyderabad, India
Strategic Business Partnership with Pro-Sims, a high-end Design Engineering and
Analysis firm based in Bangalore, India
Key Executives for Kaizen Technologies, Inc.
1. Mr. Ashok Krish (Director/CEO)
With over two decades of diversified experience spread across IT/Telecom/Office Automation industries
globally, Ashok brings a track record of success and expertise to his position as the President and Chief
Executive Officer for Kaizen Technologies Inc.
2. Mr. Vijay Patil (Vice President)
In-Charge of the overall operations of the organization, his patience and strategic planning ensures that
Company achieves its set goals year after year.
3. Mr.Akbar Gagarin (COO)
CEO india ,Africa and Middle east at Kaizen SRA technologies pvt ltd.
4. Mr. Shyam Sunder (Executive Director)
Organizations Overview
Corporate Overview
We help organizations operate more productively and profitably through a full spectrum of specialized staffing
and project implementation products and services.
Partnerships
Our focus will be to continue to develop and deliver industry and technology leading solutions working with
our alliance partners
Clients
Since its inception, Kaizen Technologies, Inc. has focused exclusively on meeting the challenges of the ever-
changing Information Technology & ERP/CRM marketplace. We help support leading-edge companies with IT
Staffing and IT Solutions services.
Quality
At Kaizen, quality is like integrity - non-negotiable. We pursue quality with a missionary zeal and have put in
place robust processes to ensure that we deliver quality with ISO 9000 consistency.
Kaizen Partnership Philosophy:
Kaizen chooses to work with alliance partners with best in class technologies in specific industries to develop
business solutions for its clients. Our focus will be to continue to develop and deliver industry and technology
leading solutions working with our alliance partners in order to deliver business value to clients. Kaizen's
recommendation to the client is based solely on what is best for the client and insures the best total cost of
ownership for the client.

19
Clients
Since its inception, Kaizen Technologies, Inc. has focused exclusively on meeting the challenges of the ever-
changing Information Technology & ERP/CRM marketplace. We help support leading-edge companies with IT
Staffing and IT Solutions services. Here are few of our clients to whom we have rendered our IT services:
Sector Wise Clients
Finance & Trading
 American Express
 Merrill Lynch
 Citi Group
 ADP
 Goldman Sachs
 JP Morgan Chase
 Bank One
 Standard & Poors
 GE Finance
 GE Asset Management
 Countrywide Finance
 Freddie Mac
 Karvy Computershare
Telecommunication
 Lucent Technologies
 AT&T
 Motorola
 Verizon
 IDT Horizon
Healthcare & Insurance
 United Health Group
 Molina Healthcare
 AIG
 American Re Insurance
 HealthNet
 Blue Cross Blue Shield
 Hartford Life Insurance
 Aetna Health Care
 UHG
IT & Management Consulting
 HCL
 Cognizant Technology Solutions
 CSC
 Tyco International Management
Company
 Audible
 iGATE Technologies Inc
 Bunge Management Services Inc
 Cap Gemini - E&Y
 Virtusa Corporation
 Deloitte Consulting
 Wipro Infotech
 IBM Global
 Deloitte
 UXC Redrock Consulting
Information Technology
 Microsoft
 Oracle Corp
 Tibco
 Siebel
 IBM
 NetEnrich
 MentorGRaphics
 Mobilyzed
 Tarams Software Technologies
 CSC
 Harman Computers
Food Industry
 Pepsi & Co
 Kraft
 Phillip Morris
Entertainment
 CBS (Entertainment)
 AOL.com
 HBO.com
Garments and
Cosmetics
 Cosmair (Mfrs. of POLO, Ralph
Lauren)
 Revlon
Government
 State of NJ
 State of Maine

20
Retail and Online Stores
 SAVE-A-LOT
 Office.com
 Utility.com
 Panasonic
 Toys 'R' Us
Real Estate
 GMAC
 Fannie Mae
Others
 Cendant Group
 McGraw-Hill Global Education
Holdings, LLC
Kaizen’s Training are from the senior Faculties, who have distinguished themselves in the industry for many
years and has vast knowledge to deliver the Trainings as per the requirements of the industry standards.
PMP, PMI are registered marks of the Project Management Institute, Inc.
Quality
At Kaizen, quality is like integrity - non-negotiable. We pursue quality with a missionary zeal and have put in
place robust processes to ensure that we deliver quality with ISO 9000 consistency. Our holistic, enterprise wide
quality approach integrates multiple quality processes to deliver measurable business benefits with enhanced
productivity, cost savings and faster time-to-market.
Due to our quality assurance processes and tools, we address quality in depth along the whole development
cycle. Systematic client feedback loops, combined with the use of quality measurement tools, are key elements
in our quality assurance process.
Continuous learning is part of our culture, a way of enhancing our competitive advantage. Every project adds a
valuable and unique experience to the already existing knowledge, thus enhancing our quality assurance
process.
Consistency
At Kaizen Technologies ‘Quality’ is like a race without a finish line. We continuously improve our standards
and deliver Quality solutions first time and improved Quality every time.

21
Salient Features of our Quality program
 Ensures that most of our projects are completed on schedule
 Defect prevention - Post release defect rates at less than 0.2 per KLOC, amongst the lowest in the industry
 Cycle time reduction due to lower rework rate
 Cost of failure avoidance and high project visibility.
Office Locations:
India HQ
Kaizen SRA Technologies Pvt Ltd
S.T.S Business Centre,
# 501, 5th Floor, Minerva Commercial Complex,
S.D. Road, Secunderabad – 500 003 (AP), INDIA
Tel: +91-40-6690-6666, +91-40-6690-6665
Fax: +91-40-6690-6664
Email: contacthyd@kaizentek.com
Bangalore Centre
Kaizen SRA Technologies Pvt Ltd
#126, 2nd Floor, 50 Feet Road
Hanumantha Nagara
Bangalore (Bengaluru) 560 019
Karnataka, INDIA
Tel: +91-92436-05771
Fax: +91-40-6690-6664
Email: contactblr9@kaizentek.com
Corporate HQ
Kaizen Technologies
1, Lincoln Highway, Suite 10, Edison, NJ 08820
Tel: 732-452-9555
Fax: 732-452-9559
Email: contactnj@kaizentek.com
Sales & Development Centre
Kaizen Technologies
76, North Eastern Blvd, Suite 29A/A-9,
Nashua, NH 03062
Tel: 1-603-589-2580
Fax: 1-603-386-6196
Email: contactnh@kaizentek.com

22
CHAPTER IV
DATA ANALYSIS
AND
INTERPRETATION

23
RESPONDENTSPROFILE
Sampling Technique: Personal Interview (Using Questionnaire)
No of samples: 30
Research Title: Recruitment Sourcing at Kaizen Technologies, Inc. India
Research Problem: To study the recruitment process, various modern techniques of sourcing and understand the
effectiveness of each sourcing technique.
RESPONDENTS
Univariate tables:
Univariate tables are made when we are doing analysis of independent variables.
Independent variable for this study in candidate’s perspective is the following:
 NAME:
 JOB TITLE.
S.NO JOB TITLE FREQUENCIES PERCENTAGES
1 Consultants 8 27%
2 Senior consultants 10 33%
3 Managerial level 12 40%
TOTAL 30
The Mean is 10. The S.D is 2.
ANALYSIS: According to the analysis, it was found that 27% of the respondents are consultants , 33% of the
respondents are senior consultants , 40% of the respondents are at managerial level.
CONCLUSION: Major portion of the candidates are at managerial level.
 AGE:
S.NO AGE FREQUENCIES PERCENTAGES
1 20-25 5 50%
2 26-30 10 33%
3 31 and above 15 17%
TOTAL 30
The Mean is 10. The S.D is 5.
ANALYSIS: According to the analysis, it was found that 50% of the respondents are between the age of
20-25, 33% of respondents are between the age 26-30 and 17% of the respondents are 31 and above
CONCLUSION: Major portion of the candidates are of age between 20-25.

24
GENDER:
S.NO GENDER FREQUENCIES PERCENTAGES
1 MALE 19 63%
2 FEMALE 11 37%
TOTAL
The Mean is 15. The S.D is 5.65
ANALYSIS: According to the analysis, it was found that 63% of the respondents are male, 37% are
female.
CONCLUSION: Major portion of the candidates are male.
 EDUCATION:.
S.NO EDUCATION FREQUENCIES PERCENTAGES
1 GRADUATION 0
2 POST-GRADUATION 30 100%
TOTAL 30
ANALYSIS: According to the analysis, it was found that all candidates are post graduated.
CONCLUSION: All the candidates are post graduated.
 JOB RELEVANCE:
S.NO JOB RELEVANCE FREQUENCIES PERCENTAGES
1 FRESHER 5 16%
2 EXPERIENCED 25 84%
TOTAL 30
ANALYSIS: According to the analysis, it was found that 16% of the respondents are fresher, and 84% of
the respondents are experienced.
CONCLUSION: Major portion of the candidates are fresher.
.

25
1. What do you think is the importance of sourcing in recruitment process?
Response Criteria No of Responses Percentage of the
Responses
Highly Important 20 67%
Important 10 33%
Less Important 0 0%
Least Important 0 0%
INTERPRETATION:
The findings from the above table indicate that 67 %of recruiters consider sourcing as highly important for the
recruitment process and 33% consider it as important. This shows that all the recruiters consider sourcing as an
important part of recruiting process.
67%
33%
0% 0%
Highly Important Important Less Important Least Important

26
2. What kind of sourcing strategies do you depend on more?
Response Criteria No of responses % of responses
Internal database 9 21%
Job portals 15 36%
References 7 17%
Social Networking sites 6 14%
Campus Recruitments 5 12%
Other 0 0%
INTERPRETATION:
The finding from the above study indicates that Job portals and internal database are mostly used by recruiters.
21%
36%
17%
14%
12%
Internal database Job portals References
Social Networking sites Campus Recruitments Other

27
3. The respondents prefer the above methods because they can
1. Get sure shot profiles and active candidates they are easy quick response for client requirement.
2. Time frame will be less when they depend on job portals and conversion ratio will be more.
3. Not just above method is enough to get the right resource.
4. Reliable readily available.
5. Economical easily available.
6. As it gives immediate results, volume hiring can be done easily.
7. Lot of profiles are available to cater every requirement.
8. Gets the exact match of the profiles as per the search.
9. These are not conventional and most of them are passive candidates.
10. Readymade no need to search.
11. Because internal database helps to get the candidates
12. Searching as per the client’s requirement.
13. Campus recruitment helps to get a hand full of candidates and to give fresher’s a chance for a job.

28
1. What do you think is the conversion ratio obtained from the above method?
Response No of responses % of responses
10-30% 6 20%
40-60% 18 60%
70-100% 6 20%
INTERPRETATION:
The above table indicates that 60% of recruiters believe that the conversion ratio is 40-60% and 20% of
recruiters believe that it is 10-30% and the same proportion of recruiters believe that it is 70-100%.So majority
of recruiters believe that conversion ratio is 40 -60%
.
20%
60%
20%
10-30% 40-60% 70-100%

29
5. After how many searches/trials, are you getting the right profile? (Approx.)
Response Criteria No of responses % of Responses
Once 3 10%
Twice-Thrice 21 70%
Four-Five times 6 20%
More than five 0 0%
INTERPRETATION:
The above table indicates that 70% of recruiters search the profile for two-three times, then only they are able to
get the right profile. 10% of recruiters get the right profiles once and 20% feel that they get the right profile
after searching for 4-5 times.
10%
70%
20%
Once Twice-Thrice Four-Five times More than five

30
6. Are you getting the JD (Job Description) with every mandate?
Response No of responses % of Responses
Yes 21 70%
No 9 30%
INTERPRETATION:
The above table indicates that 70% of recruiters are getting the JD with every mandate and 30% are not getting
the JD with every mandate. So the 30% who don’t get the JD get either an oral explanation of profile or refer
similar or related JD .
70%
30%
Yes No

31
7. How do you manage to match the client requirement and give him the right profile?
The findings from the above study relates to manage the client requirement and give him the right profile, the
recruiters do the following activity
For difficult roles, they get the JD
1. For general and basic requirements JD can be managed
2. Go for other sources.
3. N/A
4. Try looking for the communication skills.
5. Understand and source them with knowledge.
6. Try different keywords.
7. they find and study and coordinate with the client to get the brief JD
8. if any similar profile is obtained on the portal will take the JD
9. They talk to client and discuss the requirement.
10. They explain the same to right candidates and line up the client.
11. Preliminary examination.
12. By contacting the client.
13. Coordinate with the client.
14. Contacting the client.

32
9. Are you depending on the same source (One source ) for all kind of mandates?
Response
No of
Responses
Percentage
of
Responses
Yes 5 10%
No 25 90%
INTERPRETATION:
The above table indicates that 90% of the recruiters are not depending on the same source for all kind of
mandates and 10% depend on the same source.
17%
83%
yes no

33
9. Please select different sources for different requirements given *
[I] Executive/Snr Executive
Sources No of Responses % of Responses
Naukri 21 70%
Linked In 0 0%
Monster 2 6%
Headhunting 2 6%
Other 5 17%
INTERPRETATION:
The above table indicates that for executive position 70% of recruiters depend on the Naukri and 17% depend
on other sources like social networking sites, campus recruitments, internal databases etc.
70%
0%
6%
7%
17%
Naukri Linked In Monster Headhunting Other

34
[ii] Assistant Manager
Naukri 22 73%
Linked In 2 7%
Monster 2 7%
Headhunting 0 0%
Other 4 13%
INTERPRETATION:
The above table indicates that for Assistant manager position 73% of recruiters depend on Naukri and 13%
depend on other sources like social networking sites, internal databases, references etc.
73%
7%
7%
0% 13%

35
[iii]Deputy Manager/Snr Manager
Naukri 22 73%
Linked In 2 7%
Monster 4 13%
Headhunting 0 0%
Other 2 7%
INTERPRETATION:
The above table indicates that 73% of recruiters depend on Naukri for Deputy/Snr Manager position and 7%
depend on Linked In,13% depend on Monster and 0% for head hunting and 7% depends on other sources like
social networking sites, internal databases references etc.,
73%
7%
13%
0%
7%

36
[iv]AGM/DGM
Sources No of Responses % of responses
Naukri 16 53%
Linked In 9 30%
Monster 0 0%
Headhunting 5 17%
Other 0 0%
INTERPRETATION:
The above table indicates that 53% of recruiters depend on Naukri for Assistant General Manager position and
30% depend on Linked In,0% depend on Monster and 17% for head hunting and 0% depends on other sources
like social networking sites, internal databases references etc.,
[v] GM
53%
30%
0%
17%
0%

37
Naukri 8 27%
Linked In 11 37%
Monster 0 0%
Headhunting 10 33%
Other 1 3%
INTERPRETATION:
The above table indicates that 27% of recruiters depend on Naukri for Assistant General Manager position and
37% depend on Linked In,0% depend on Monster and 33% for head hunting and 3% depends on other sources
like social networking sites, internal databases references etc.,
[vi] VP/President
27%
37%0%
33%
3%

38
Sources No of responses % of responses
Naukri 2 7%
Linked In 4 13%
Monster 2 7%
Headhunting 22 73%
Other 0 0%
INTERPRETATION:
The above table indicates that 7% of recruiters depend on Naukri for VP position and 13% depend on Linked
In,7% depend on Monster and 73% for head hunting and 0% depends on other sources like social networking
sites, internal databases references etc.
7%
13%
7%
73%
0%

39
[vii] Director/CEO
Sources No of responses % of Responses
Naukri 0 0%
Linked In 0 0%
Monster 0 0%
Headhunting 28 93%
Other 2 7%
INTERPRETATION:
The above table indicates that 0% of recruiters depend on Naukri for Director position and 0% depend on
Linked In,0% depend on Monster and 93% for head hunting and 7% depends on other sources like social
networking sites, internal databases references etc.,
93%
7%

40
The conclusion for the above can be tabulated as
Requirement Source mostly used
Executive/Snr Executive Naukri
Assistant Manager Naukri
Deputy Manager/Snr Manager Naukri
AGM/DGM Naukri
GM LinkedIn
VP/President Headhunting
Director/CEO Headhunting

41
10. Do you take candidate feedback on the recruitment process?
INTERPRETATION:
The above table indicates that 87% of recruiters take candidate feedback on the recruitment process and 13%
do not take any feedback.
89%
11%
Yes No
Yes 26 87%
No 4 13%

42
11. Are the candidates informed when they are rejected?
Response No of responses % of Responses
Agree 30 100%
disagree 0 0%
Sometimes 0 0%
INTERPRETATION:
The above table indicates that 100% of recruiters inform the candidates when they are rejected
100%
0%
Yes No

43
11. Do you maintain the database of the candidates when they are not selected?
agree 16 100%
Disagree 0 0%
Sometimes 0 0%
INTERPRETATION:
The above table indicates that 100% of recruiters maintain the database of the candidates when they are not
selected.
100%
0%
yes no

44
13. Any improvements to be done for effective sourcing and to increase the conversionrates?
The Findings from the above question indicate the following are the steps to be taken for improvement to make
sourcing very effective and which in turn will increase the conversion rates.
1. Mandate worked by different individuals in the team.
2. Candidate management should be taken on high priority
3. Cultural fitment is an essential element to evaluate before processing
4. N/A
5. Try using other websites also
6. Better a recruiter you are better the result you get
7. Always focus on how to improve
8. Having a technical edge will help
9. As of now, No
10. To see all the parameters of the candidates,
11. To validate in detail about the candidate
12. Understanding the JD
13. Mass mailing to be included
14. N/A
15. Understand the JD
16. N/A

45
CHAPTER V
CONCLUSIONS AND
SUGGESTIONS

46
CONCLUSIONS
This study was set out to find out different recruitment sources and their effectiveness. Data was collected by
personal interviews of 30 respondents. The questionnaire comprised both quantifiable and open ended
questions .From the above findings the conclusions are as follows
1. Most of them feel that sourcing is highly important in recruitment process
2. They depend on job portals more because they get sure profiles readily and it is
economical and less time consuming
3. The conversion ratio is only 40-60%
4. They are getting the right profile after searching for 2-3 times.
5. Most of them are not getting the JD with every mandate and hence they make sure they
meet the client to match his requirements by taking some details from him.
6. They do not depend on the same kind of source for all positions. They depend on Monster and Naukri more for
lower positions and for higher positions they depend on Head Hunting and references.
7. Most of them take the candidate feedback on the recruitment
8. The candidate database is also maintained
This study shows the effectiveness of sourcing at Kaizen Technologies, Inc. and also highlights a few issues and
concerns relating to lack of JD ,suitable profiles and low conversion ratio.

47
SUGGESTIONS AND RECOMMENDATIONS
1. Please take timely feedback from the candidate as well as the client regarding the updates related to the
interview schedule, candidates’ response and performance .This would be useful for better coordination and to
avoid last minute no shows.
2. Try to arrange for the interviews by always keeping the candidate informed and confirm before finalizing the
interview schedule in order to retain the talent and the client .It also saves time of both the parties.
3. Always prefer the mandates to be given to the correct recruiters having the technical
knowledge and experience to extract the right talent within less time.
4. Try tapping for the potential candidates from other sources also like the social networking sites, forums and
other professional networks.
5. If mandate is worth of higher potential try dividing the work and see to it that there is harmony among
everyone which would reduce time taken in the process and also quality is maintained.
6. Please use the latest software and latest techniques in order to be on par to the booming technology.
7. Maintain an individual track record of the sourcing and also try to include mass mailing which saves lot of
energy and time.

49
Important Points/Details to be noted while sourcing a candidate
Qualification
Current Location
Current Company
Current Designation
Brief about your current role
Specify couple of significant contributions with details
Total years of Experience
Relevant Experience
Current Salary (Fixed + Variable)
Expected CTC
Have you attended any interviews with this company? (if yes, when and for which
position)?
Joining Time required
Willingness to work in shifts
What are your top three motivators for looking for a change in job
What is your understanding of the Job shared with you?
A)Are you an Individual Contributor / People Leader:
B) If People Leader:
1)How many years of People Leading experience:
2)How many team members (direct reportees):
Any ERP Experience (Please Specify):
Reason for Leaving
Recruiter Assessment
*The above details have to be submitted along with CV of candidate for quick reference of interviewer
and the client .This form is used by Kaizen Technologies, Inc..
*source -Kaizen Technologies, Inc.

50
Survey on Recruitment Sourcing in
Kaizen Technologies, Inc.
1 .Name
2 .Designation *
3. AGE: Please choose the age bracket you fall into.
o 20-25
o 26-30
o 31 and above
4. GENDER:
o MALE
o FEMALE
3. JOB TITLE- Please choose the age bracket you fall into.
o Consultants
o Senior consultants
o Managerial level
4. EDUCATION: Please mention your educational qualification. Please be specific.
o Graduate ( )
o Post Graduate ( )
.
5. JOB RELEVANCE: Please choose the appropriate option.
o Fresher
o Experienced
6. Years of Experience.
o 1-2
o 2-5
o 5-9
o 9 and above
7. EMAIL ID:
8. What do you think is the importance of sourcing in recruitment process? *
o Highly Important
o Important
o Less Important
o Least Important
9. What kind of sourcing strategies do you depend on more? *
o Internal database
o Job portals
o References
o Social Networking sites
o Campus Recruitments
o Other

51
10. Why do you prefer the above method(s)? *
11. What do you think is the conversion ratio obtained from the above method? *
o 10-30%
o 40-60%
o 70-100%
12. After how many searches/trials, are you getting the right profile?(approx) *
o Once
o Twice-Thrice
o Four-Five times
o More than five
13. Are you getting the JD(Job Description)with every mandate? *
o Yes
o No
14. If No, how do you manage to match the client requirement and give him the right
profile? *
15. Are you depending on the same source ( One source ) for all kind of mandates? *
o Yes
o No
16. Please select different sources for different requirements given *
Naukri LinkedIn Monster HeadHunting Other
Executive/Snr
Executive ⎕ ⎕ ⎕ ⎕ ⎕
Assistant
Manager ⎕ ⎕ ⎕ ⎕ ⎕
Deputy
Manager/Snr ⎕ ⎕ ⎕ ⎕ ⎕
Manager
AGM/DGM ⎕ ⎕ ⎕ ⎕ ⎕
GM ⎕ ⎕ ⎕ ⎕ ⎕
VP/President ⎕ ⎕ ⎕ ⎕ ⎕
Director/CEO ⎕ ⎕ ⎕ ⎕ ⎕
17. Do you take candidate feedback on the recruitment process? *
o agree

52
o disagree
o sometimes
18. Are the candidates informed when they are rejected? *
o agree
o disagree
o sometimes
19. Do you maintain the database of the candidates when they are not selected? *
o Yes
o No
20. Any improvements to be done for effective sourcing and to increase the conversion
rates?

53
REFERENCES
Chapter I
 https://www.recruiter.com/i/sourcing/
 https://www.recruiter.com/sourcing.html
 http://www.yourarticlelibrary.com/recruitment/sources-ofrecruitment-external-and-internal-sources-of-
recruitment/35267/
recruitment/35267/
recruitment/35267/
Chapter II
 https://explorable.com/definition-of-research
 http://en.wikipedia.org/wiki/Research
 http://en.wikipedia.org/wiki/Sourcing_%28personnel%29
 https://communitymedicine4asses.wordpress.com/2013/01/07/types-ofdata-primary-and-secondary-data/
Chapter III
 http://www.Kaizen Technologies, Inc..com.au/about-Kaizen Technologies, Inc./our-company/ourcompany

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