A Project Report

On
“Optimization of Offer to Hire Cycle at Syntel”
Conducted at

In Pune
In partial fulfillment of POST GRADUATE DIPLOMA IN MANAGEMENT
(PGDM)
From
Balaji Institute of Management and Human Resource Development
(BIMHRD), Pune

Prepared by:
Bindiya Pandey
PGDM (PM&HRD)
Batch 2017-19
Roll No. HRD1714514
Guided by: Arathi Jagadesh

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 ACKNOWLEDGEMENT

As a part of my educational effort I have been allotted a summer project in Syntel Private
Limited for two months. I would take this opportunity to thank Mr. Adarsh Krishna
(Deputy General Manager) for his immense support extended which helped me throughout
this project.

I would also like to extend my sincere gratitude towards the guide of my project Arathi
Jagadesh–Senior Manager HR (Vertical Head-Health care) for her valuable guidance and
suggestions provided all throughout my project. Her constant review and conceptual insights
acted as the supporting pillar for my project work.

I would also thank my entire Recruitment Team for helping me in and out and for being
present whenever needed; also I am grateful to all my respondents who took out time to
interact with me which acted as the main input for my project.

I would also like to thank my college and internal faculties for giving me this opportunity to
get the first corporate exposure and supporting me throughout this journey. This project
helped me to learn new concepts and gave me a practical hand on experience of the
theoretical concepts learned earlier.

Bindiya Pandey Date:

Syntel Pvt. Ltd summer Intern

Pune

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 DECLARATION

I, the undersigned Ms. Bindiya Pandey hereby declare that this project report titled
“Optimization of Offer to Hire Cycle at Syntel” is completely my piece of effort which has
been carried out in Syntel Pvt. Ltd., Pune under the guidance of Arathi Jagadesh–Senior
Manager HR (Vertical Head-Health care)

This work is being submitted to Balaji Institute of Management and Human Resource
Development, Pune in partial fulfillment of the degree of Post Graduate Diploma in
Management (PGDM).

Bindiya Pandey

Student Manager

BIMHRD

3
CERTIFICATE

4
 TABLE OF CONTENTS

Page
S.NO. Chapter Title
no.
1 Acknowledgement………………………………………………………… 2
2 Declaration…………………….………………………………………….. 3
3 Certificate………………………………………………………………… 4

3 Executive summary…………………………………………………….. 7-8

Contextual Background………………………………………………….
4  Industrial History……………………………………………….
9-22
 Company Background……………………………………………
Introduction………………………………………………………….
 Introduction to recruitment………………………………………
 Definition………………………………………………………..
5
 Sources of recruitment……………………………………………
23-29
 Process of recruitment……………………………………………

6 Literature Review …………………………………………………………. 30-31

Research Methodology……………………………………………………
 Research Methodology…………………………………………..
7  Problem Identified……………………………………………….
32-33
 Objectives of the research…………………………………………
 Research Design…………………………………………………..

8 Introduction to recruitment process at Syntel………………………..

34
L2-Offer Generation Cycle………………………………………
 Introduction……………………………………………………...
9
 Objectives………………………………………………………..
35-39
 Current Process Flow…………………………………………….

5
  Data analysis & findings………………………………………....
 Proposed Process Flow…………………………………………..
 Conclusion……………………………………………………….

On-Boarding Process …………………………………………………

 Introduction……………………………………………………...
 Objectives………………………………………………………...
10  Current Process Flow…………………………………………….
 Time consumption Analysis……………………………………... 40-44
 Proposed Process Flow…………………………………………..
 Conclusion……………………………………………………….

11 Limitations……………………………………………………………….. 45

12 Recommendations………………………………………………………. 46-47

13 Bibliography…………………………………………………………….
48-49

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 CHAPTER 1
EXECUTIVE SUMMARY

Information technology in India is an industry consisting of two major components: IT services

and business process outsourcing ( BPO), being a great contributor to India’s GDP According to
NASSCOM, the sector aggregated revenues of US$160 billion in 2017, with export revenue
standing at US$99 billion and domestic revenue at US$48 billion, growing by over 13%. USA
accounts for more than 60 per cent of Indian IT employees.

Syntel is a global provider of digital transformation, information technology (IT) and knowledge
process outsourcing (KPO) services. The Company operates through five segments: Banking and
Financial Services, Healthcare and Life Sciences, Insurance, Manufacturing, and Retail,
Logistics and Telecom. Syntel provides a range of services to its customers through its IT
services, including Managed Services, Digital One and through its KPO services.

As the sector is growing the man power requirement is also huge for the industry. Here comes
the role of Recruitment team of HR department. The handle the man power requirement
fulfillment part of the HR department and plays a vital role in growth of the company. If there is
delay in filling any vacancy or completing any requirement the company would bear losses.
Recruitment at Syntel is handled by Global Recruitment Team and in India it is located in 3
different locations i.e. Pune, Mumbai & Chennai. Recruitment process at Syntel starts with
sourcing CV’s based on Job description specified by the Delivery team of respective verticals.

This project focuses on the Recruitment process of Syntel as the process is optimized for
increasing the efficiency of it. Syntel was facing challenges at two different stages of
Recruitment process:

 Prolonged time required for completion of L2-Offer Generation Process

 Recruiters had to complete comprehensive and surplus process of On-Boarding which
was not actually required for the candidate to get on-boarded

So, the process analysis has been done to identify the primary reasons that why such challenges
were faced

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Objective:

 To identify the reasons for prolonged time period for offer generation.
 To analyse the current On-Boarding process of Syntel w.r.t. Time consumption.
 To revise the current Process by eliminating the Non Value Addition steps and modifying
the process to reduce the time period.

Reasons for prolonged time period for offer generation were identified and following changes
were made for the process optimization:

 Conducting L1,L2 interview and HR discussion on the same day

 Develop a link (Hire Look) for document collection.
 Schedule a fix time slot for clearing the deviation pending cases for Delivery team.

Time consumption analysis of the On-Boarding process was done and following steps were
taken for the process optimization:

 In Protocol-I, if the BGV status is complete the recruiter does not require to take any
approval for on-boarding whereas in cases where BGV status is incomplete a intimation
is sent to the Delivery Directors or Delivery Managers and approval is required only from
Allied services team.
 In Protocol-II, Recruiter has to upload all the required documents in Hire Craft renaming
them as specified in Point-2 in “Point to Comply”.
 In Protocol-III, Recruiter has to fill a Joiner intimation tracker and share it with Offer
Management team along with VRL Sign-off Memo

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 CHAPTER 2
CONTEXTUAL BACKGROUND

Industrial History:

The information technology industry has emerged as one of the fastest growing industries in
India. In this sector India has built up valuable brand equity over the years. In IT enabled
services (ITES), India is emerging as one of the most preferred destinations for business process
outsourcing (BPO). Information technology (IT) industry in India has played a key role in
putting India on the global map. IT industry in India has been one of the most significant growth
contributors for the Indian economy. The industry has played a significant role in transforming
India’s image from a slow moving bureaucratic economy to a land of innovative entrepreneurs
and a global player in providing world class technology solutions and business services. This
industry has helped India transform from a rural and agriculture-based economy to a knowledge
based economy.
Information Technology has made possible information access at rapid speed. It has made
tremendous impact on the lives of millions of people who are economically backward and living
in rural and remote places. Internet has made revolutionary changes with possibilities of e-
government measures like e-health, e-education, e-agriculture, etc. Today, whether it is filing
Income Tax returns or applying for passports online or railway e-ticketing, it just needs few
clicks of the mouse. India’s IT potential is on a steady march towards global competitiveness,
improving defense capabilities and meeting up energy and environmental challenges amongst
others.
The IT industry in India came into existence in the year 1974. It was the time when mainframe
manufacturer Burroughs asked Tata Consultancy Services (TCS) to export programmers for
installing system software for a U.S. client. The first software export zone, SEEPZ – the
precursor to the modern-day IT park – was established in Mumbai in 1973. More than 80 percent
of the country’s software exports were from SEEPZ in the 1980s. The IT industry was formed in
a very unusual market conditions. During this government was more focused towards the
agriculture sector rather the service sector. Local markets were absent and government policy

9
toward private enterprise was hostile. The IT industry started its roots from Mumbai based
businessmen. They started their operations by sending software programmers to global IT firms
located abroad and making money from this.
During that time Indian economy was state-controlled and the state remained hostile to the
software industry through the 1970s. Import tariffs were high (135% on hardware and 100% on
software) and software was not considered an "industry", so that exporters were ineligible for
bank finance. Government policy towards IT sector changed when Rajiv Gandhi became Prime
Minister in 1984. His New Computer Policy (NCP-1984) consisted of a package of reduced
import tariffs on hardware and software (reduced to 60%), recognition of software exports as a
"relicensed industry", i.e., henceforth eligible for bank finance and freed from license-permit raj,
permission for foreign firms to set up wholly owned, export-dedicated units and a project to set
up a chain of software parks that would offer infrastructure at below market costs. These policies
laid the foundation for the development of a world-class IT industry in India. The industry
structure in the IT sector has four major categories. These are -
IT Software
IT services
BPO & IT enabled services
Hardware

Wolcott & Goodman (2003) report on the role of the Indian National Task Force on Information
Technology and Software Development:

Within 90 days of its establishment, the Task Force produced an extensive background report on
the state of technology in India and an IT Action Plan with 108 recommendations. The Task
Force could act quickly because it built upon the experience and frustrations of state
governments, central government agencies, universities, and the software industry. Much of what
it proposed was also consistent with the thinking and recommend notions of international bodies
like the World Trade Organization (WTO), International Telecommunications Union (ITU),
and World Bank. In addition, the Task Force incorporated the experiences of Singapore and
other nations, which implemented similar programs. It was less a task of invention than of

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sparking action on a consensus that had already evolved within the networking community and

government.

Contemporary situation:
In the contemporary world economy India is the second-largest exporter of IT. Exports dominate
the Indian IT industry and constitute about 77% of the industry’s total revenue. However, the
domestic market is also significant, with robust revenue growth.The industry’s share of total
Indian exports (merchandise plus services) increased from less than 4% in FY1998 to about 25%
in FY2012. The technologically-inclined services sector in India accounts for 40% of the
country’s GDP and 30% of export earnings as of 2006, while employing only 25% of its
workforce, according to Sharma (2006). According to Gartner, the “Top Five Indian IT Services
Providers” are Tata Consultancy Services, Infosys, Cognizant, Wipro, and HCL Technologies.

New directions in research and development:

Research in the industry was earlier concentrated in Programming languages like Java, but in the
recent times the research focus has changed towards technologies like Mobile computing, Cloud
computing and Software as a Service. This shift is attributed to the preference of clients for
ubiquitous computing over standalone computing.

Sharma (2006) states: “Today, Bangalore is known as the Silicon Platuea of India and
contributes 38% of Indian IT Exports. India’s second and third largest software companies are
headquartered in Bangalore, as are many of the global Companies. Cities like Hyderabad,
Chennai, Pune and Gurgaon are also emerging as technology hubs, with many global IT
companies establishing headquarters there. Numerous IT companies are also based in Mumbai.

Top 10 major IT hubs in India:

1) Bangalore
Popularly known as the capital of the Silicon Valley of India is currently leading in Information
Technology Industries in India.

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2) Chennai
It is the second largest exporter of software next to Bangalore. It has the largest operations for
India. Top IT companies like TCS, Infosys, Wipro, Cognizant, Patni, L&T infotech and many
other IT companies have major operations in IT corridor, Ambattur and other places in Chennai.

3) Hyderabad
Hyderabad called as Cyberabad, which has good infrastructure and good government support is
also a good technology base in India. The Government of AP Has built a separate township for
IT Industry called the HITEC City

4) Pune
Pune is already a well-established IT destination, and has been giving the likes of Bangalore and
Hyderabad very tough competition. The burgeoning IT industry in areas like Kharadi,
Hinjewadi, Magarpatta and Tathawade are drawing massive amounts of information technology
business into the city.

5) Coimbatore
It is the Manchester of South India. Coimbatore has a well-developed infrastructure for the
Information Technology (IT) industry. The city, which is known for its strengths in the
manufacturing units, has sector-specific special economic zones for IT and ITES.

6) NCR (National Capital Region)

The National Capital Region of India comprising Delhi, Gurgaon, Faridabad, Noida, Greater
Noida and Ghaziabad are having ambitious projects and are trying to do every possible thing for
this purpose.

7) Mumbai
Popularly known as the commercial, entertainment, financial capital of India, this is one city that
has seen tremendous growth in IT and BPO industry. TCS, Patni, LnT Infotech, I-Flex WNS and
other companies are headquartered here.

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8) Kolkata
Kolkata is a major IT hub in eastern India. All major IT companies are present here. The city has
tremendous potential for growth in this sector with upcoming areas like Rajarhat.

9) Trivandrum
Trivandrum is the capital of Kerala. GOK provides a good platform for IT development in the
city with India's largest IT Park, Technopark and dedicated Technocity.

10) Jaipur
This rapidly growing industrial hub houses a lot of IT/ITES and BPO giants. Genpact,
Connexions IT services, Deutsche Bank and EXL BPO, Infosys, Tech Mahindra, and Wipro are
here. There are plans to build the largest IT SEZ in India by Mahindra under the Mahindra World
City.

Top Leading IT Companies:

1. Tata consultancy services
2. Wipro Technologies
3. Infosys Technologies
4. HCL Technologies
5. Intel
6. GE
7. IBM
8. Dell
9. Microsoft
10. Cisco

Market Size:

Indian IT exports increased to US$ 126 billion in FY18 while domestic revenues (including
hardware) advanced to US$ 41 billion. Indian IT and BPM industry is expected to grow to US$
350 billion by 2025 and BPM is expected to account for US$ 50-55 billion out of the total

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revenue. Total spending on IT by banking and security firms in India is expected to grow 8.6 per
cent year-on-year to US$ 7.8 billion by 2017
India’s Personal Computer (PC) shipment advanced 11.4 per cent year-on-year to 9.56 million
units in 2017 on the back of rise in the quantum of large projects.
Revenue from digital segment is expected to comprise 38 per cent of the forecasted US$ 350
billion industry revenue by 2025.

Investments/ Developments

Indian IT's core competencies and strengths have attracted significant investments from major
countries. The computer software and hardware sector in India attracted cumulative Foreign
Direct Investment (FDI) inflows US$ 29.825 billion from April 2000 to December 2017,
according to data released by the Department of Industrial Policy and Promotion (DIPP).
Leading Indian IT firms like Infosys, Wipro, TCS and Tech Mahindra, are diversifying their
offerings and showcasing leading ideas in block chain, artificial intelligence to clients using
innovation hubs, research and development centers, in order to create differentiated offerings.
Some of the major developments in the Indian IT and ITeS sector are as follows:

 Nasscom has launched an online platform which is aimed at up-skilling over 2 million
technology professionals and skilling another 2 million potential employees and students.
 Revenue growth in the BFSI vertical reached nearly 9 per cent y-o-y in the fourth quarter
of 2017-18.
 As of March 2018, there were over 1,140 GICs operating out of India.
 Private Equity (PE)/Venture Capital (VC) investments in India's IT & ITeS sector
reached US$ 7.6 billion during April-December 2017.

Government Initiatives
Some of the major initiatives taken by the government to promote IT and ITeS sector in India are
as follows:

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  As a part of Union Budget 2018-19, NITI Aayog is going to set up a national level
programmed that will enable efforts in AI* and will help in leveraging AI* technology
for development works in the country.
 The Government of India is going to explore new opportunities in various sectors such as
providing BPO service from home, digital healthcare and agriculture to achieve the target
of making India a US$ 1 trillion digital economy.

Some of the major initiatives taken by the government to promote IT and ITeS sector in India are
as follows:

 The Government of India is planning to set wifi facility for around 5.5 lakh villages by
March 2019 with an estimated investment of Rs 3,700 crore (US$ 555 million) and the
government expects to start broadband services with about 1,000 megabit per second (1
gbps) across 1 lakh gram panchayats by the end of this year.
 All the 400 field offices of the Central Public Works Department (CPWD) have been
connected through a special integrated portal. Annual payments worth Rs 20,000 crore
(US$ 3 billion) will be done electronically after this digital transformation.
 Mr Ravi Shankar Prasad, Union Minister of Law & Justice and Information Technology,
has launched a free Doordarshan DTH channel called DigiShala, which will help people
understand the use of unified payments interface (UPI), USSD, aadhaar-enabled
payments system, electronic wallets, debit and credit cards, thereby promoting various
modes of digital payments.
 The Government of India plans to revamp the United Payment Interface (UPI) and
Unstructured Supplementary Service Data (USSD), to make it easier for consumers to
transact digitally either with or without an Internet connection with the aim of
strengthening its push towards making India a digital economy.
 The Telecom Regulatory Authority of India (TRAI) will soon release consultation papers
ahead of framing regulations and standards for the rollout of fifth-generation (5G)
networks and Internet of Things (IoT) in India.
 The Railway Ministry plans to give a digital push to the India Railways by introducing
bar-coded tickets, Global Positioning System (GPS) based information systems inside
coaches, integration of all facilities dealing with ticketing issues, Wi-Fi facilities at the

15
 stations, super-fast long-route train service for unreserved passengers among other
developments, which will help to increase the passenger traffic.

Road Ahead
India is the topmost off shoring destination for IT companies across the world. Having proven its
capabilities in delivering both on-shore and off-shore services to global clients, emerging
technologies now offer an entire new gamut of opportunities for top IT firms in India. Export
revenue of the industry is expected to grow 7-9 per cent year-on-year to US$ 135-137 billion in
FY19.

Company Background

Syntel was founded in 1980 by Mr. Bharat Desai. Since then it is known for by evolution and
innovation. At Syntel, Mission is to evolve along with the clients, and today it continue to push
the envelope with automation-driven managed services to evolve the enterprise core and digital
solutions that enable their clients to compete in the next century. Evolution is about challenging
conventional wisdom and looking for new ways to create the agility and efficiency to innovate.

 Chairman- Mr. Prashant Ranade

 Chief Executive officer & President – Mr. Rakesh Khanna

 Global Head Human resource and Administration- Mr. Sujay Puthran

Syntel is a global provider of digital transformation, information technology (IT) and knowledge
process outsourcing (KPO) services. The Company operates through five segments: Banking and
Financial Services, Healthcare and Life Sciences, Insurance, Manufacturing, and Retail,
Logistics and Telecom. Syntel provides a range of services to its customers through its IT
services, including Managed Services, Digital One and through its KPO services. Through its
Managed Services offering, the Company provides software applications development,
maintenance, testing, IT infrastructure, cloud and migration services. Through its SyntBots
platform, the Company delivers internally developed automation capabilities that improve the
productivity and quality of its Managed Services offerings.

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Digital One:

Digital One service line centralizes the delivery of digital architecture, Web and mobile
applications, user experience, Big Data, analytics, social and Internet of Things (IoT) services.
Digital One includes enterprise architecture, data warehousing and business intelligence,
enterprise application integration (EAI), enterprise data management (EDM), business process
management (BPM) and enterprise resource planning (ERP) offerings. Through its Digital One
offering, the Company provides a range of consulting and implementation services built around
social, mobile, analytics and cloud (SMAC) technologies, including social media, Web and
mobile applications, Big Data, analytics and IoT. Through its KPO service offerings, the
Company provides a range of outsourced solutions for knowledge and business processes.
Through application services, Syntel assumes responsibility for and manages the complete
lifecycle of development, management and maintenance of business applications.

Banking and Financial Services:

The Company's Banking and Financial Services segment serves financial institutions around the
world. The Banking and Financial Services segment's clients include companies providing
banking, investments, transaction processing, capital markets, and cards and payments services
to third parties. Syntel assists its clients in areas, such as cards and payments, retail banking,
wholesale banking, consumer lending, risk management, investment banking, reconciliations,
fraud analysis, mobile banking, and compliance and securities services. The Company also
provides services, such as testing, business intelligence (BI), IT infrastructure management
services (IMS), KPO, SMAC technologies, ERP, and business and technology consulting.

Healthcare and Life Sciences:

The Company's Healthcare and Life Sciences segment serves various companies, including
healthcare payers, providers, and pharmaceutical and medical device providers. Its healthcare
practice focuses on providing a range of services and solutions to the industry across the
consumer life cycle, which includes regulatory requirements, integrated care, stake holder
engagement and wider use of electronic health records. It also partners with clients to modernize
their systems and processes to enable them to deal with the increasing consumer orientation of

17
healthcare, such as support for individual mandates and the adoption of mobile and analytics
solutions to manage access to health information and decision making by end consumers. The
segment partners with pharmaceutical, biotech, and medical device companies, as well as
providers of generics, animal health and consumer health products.

Insurance:

The Company's Insurance segment serve the needs of property and casualty insurers, insurance
brokers, personal, commercial, life and retirement insurance service providers. The Company
focuses on aspects of its clients' operations, such as policy administration, claims processing and
compliance reporting.

Manufacturing:

Syntel's manufacturing segment provides technology services and business consulting in a range
of sub-sectors, including industrial products, aerospace and automotive manufacturing, as well as
to processors of raw materials and natural resources. Some of its solutions for industrial and
manufacturing clients include warranty management, dealer system integration, Product
Lifecycle Management (PLM), Supply Chain Management (SCM), sales and operations
planning, and mobility.

Retail, Logistics and Telecom:

In Retail, the Company serves retailers in specialty, apparel and home improvement segments. It
also serves the travel and hospitality industry, including airlines, hotels, as well as online and
travel retail, global distribution systems and intermediaries. In Logistics, its clients look to Syntel
to implement business-relevant changes. To that end, it helps organizations manage operational
efficiencies, responsiveness and collaborate with trading partners to serve their markets and end
customers. In Telecom, it helps its clients address changes in the telecom industry, such as the
transition to new network technologies, designing, developing, testing and introducing new
products and channels, improving customer service and increasing customer satisfaction. Its
industry solutions for its clients include SCM, sales and operations planning, mobility, Point of

18
Sale (POS) testing, omnichannel enablement and integration, Web content management
solutions, Sales force and cloud foundry enablement, among others.

Hierarchy:

Board of Directors:

S.No Name Designation

1 Bharat Desai Co- Founder

2 Neerja Sethi Co- Founder

3 Prashant Ranade Co-Chairman

4 Paritosh Choksi Executive Vice President

5 Rakesh Khanna Chief executive officer

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 6 Rajesh Mashruwala Former Executive VP

7 Dr. Vinod K. Sahney Executive Director

Revenue & Earning Per Share:

Revenue* Earnings Per Share**

FY 2018 Mar '18 245.35 0.551

Dec '17 239.81 0.607

Sep '17 231.34 0.585

FY 2017
Jun '17 226.81 0.437

Mar '17 225.87 0.458

Partners:

 Pivotal

 Bloom Reach

 First Best

 Informatica

 Backbase

 Pega

 Healthedge

 Mircostratergy

 TIBC

20
  Adobe

 CISCO

 Amazon Web Services

Top Competitors:

 Infosys Limited

 Wipro Limited

 Tata America International Corporation

Corporate Social Responsibility by Syntel:

 S’Prayas:
Now in its 12th year, S'Prayas is Syntel’s Corporate Social Responsibility vehicle. Founded
in 2006 with the mission of "Enriching Young Minds", S’Prayas has created new
opportunities for many bright, underprivileged children in the communities.
As a technology company, they believe in holistic enrichment and imparting knowledge
through the power of computer learning. Over 12-year journey it has set up computer labs at
NGO centers across India, and volunteers have worked tirelessly to help children in these
communities develop life skills and become responsible and productive members of society.

S’Prayas leverages Syntel’s most important resource — our people — and their collective
knowledge to help these children enrich their lives. Volunteers contribute their time, skills
and experience to work with local outreach programs to drive social change.
Syntel’s commitment to innovation is reflected in the S’Prayas computer-based learning
approach, which incorporates the latest educational thinking and digital tools to prepare
disadvantaged youth to join tomorrow’s workforce.

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 Enactus

Enactus is a global community of student, academic and business leaders using the power of
entrepreneurial action to transform lives and shape a more sustainable world. Teams of
university students develop social entrepreneurship programs to be judged by a panel of
business leaders in an annual tournament, and winners from each country compete in the
Enactus World Cup. Syntel Co-founder Bharat Desai introduced Enactus to India in 2003,
and Syntel continues to support Enactus through operational support, mentorship, and
sponsorship of the Enactus India National Championship.

 Marrow Donor Registry of India

Syntel has partnered with the Marrow Donor Registry of India (MDRI) to help identify and
match potential donors for patients with life-threatening blood diseases such as leukemia.
Through the “Gift a Life” program, more than 4,000 Syntel donors joined nearly 30,000
other volunteers to undergo a basic blood test to determine their HLA type.

In addition, Syntel provides additional support by hosting and managing the MDRI stem cell
donor database, making this important resource available and searchable by patients
requiring a transplant anywhere across globe.

22
 CHAPTER 3

INTRODUCTION

Introduction to Recruitment

Recruitment is a process of searching for prospective employees and stimulating them to apply
for the jobs in the organization. When more persons apply for jobs then there will be a scope for
recruiting better persons.
The job-seekers too, on the other hand, are in search of organizations offering them employment.
Recruitment is a linkage activity bringing together those with jobs and those seeking jobs. In
simple words, the term recruitment refers to discovering the source from where potential
employees may be selected. The scientific recruitment process leads to higher productivity,
better wages, high morale, reduction in labor turnover and enhanced reputation. It stimulates
people to apply for jobs; hence it is a positive process.

Definition
According to Edwin B. Flippo, “It is a process of searching for prospective employees and
stimulating and encouraging them to apply for jobs in an organization.” He further elaborates it,
terming it both negative and positive.
He says, “It is often termed positive in that it stimulates people to apply for jobs, to increase the
hiring ratio, i.e. the number of applicants for a job. Selection, on the other hand, tends to be
negative because it rejects a good number of those who apply, leaving only the best to be hired.

”In the words of Dale Yoder, Recruitment is the process to “discover the sources of manpower to
meet the requirements of the staffing schedule and to employ effective measures for attracting
that manpower in adequate numbers to facilitate effective selection of an efficient working
force.”

Kempner writes, “Recruitment forms the first stage in the process which continues with selection
and ceases with the placement of the candidates.”

23
In personnel recruitment, management tries to do far more than merely fill job openings. As a
routine the formula for personnel recruitment would be simple i.e., just fill the job with any
applicant who comes along.

Joseph J. Famularo has said, “However, the act of hiring a man carries with it the presumption
that he will stay with the company-that sooner or later his ability to perform his work, his
capacity for job growth, and his ability to get along in the group in which he works will become
matters of first importance.”

Sources of recruitment

Internal Sources of Recruitment:

1. Promotions: The promotion policy is followed as a motivational technique for the employees
who work hard and show good performance. Promotion results in enhancements in pay, position,
responsibility and authority. The important requirement for implementation of the promotion
policy is that the terms, conditions, rules and regulations should be well-defined.

2. Retirements: The retired employees may be given the extension in their service in case of
non- availability of suitable candidates for the post.

24
3. Former employees: Former employees who had performed well during their tenure may be
called back, and higher wages and incentives can be paid to them.

4. Transfer: Employees may be transferred from one department to another wherever the post
becomes vacant.

5. Internal advertisement: The existing employees may be interested in taking up the vacant
jobs. As they are working in the company since long time, they know about the specification and
description of the vacant job. For their benefit, the advertisement within the company is
circulated so that the employees will be intimated.

External Sources of Recruitment:

1. Press advertisement: A wide choice for selecting the appropriate candidate for the post is
available through this source. It gives publicity to the vacant posts and the details about the job in
the form of job description and job specification are made available to public in general.

2. Campus interviews: It is the best possible method for companies to select students from
various educational institutions. It is easy and economical. The company officials personally visit
various institutes and select students eligible for a particular post through interviews. Students
get a good opportunity to prove themselves and get selected for a good job.

3. Placement agencies: A databank of candidates is sent to organizations for their selection

purpose and agencies get commission in return.

4. Employment exchange: People register themselves with government employment exchanges

with their personal details. According to the needs and request of the organization, the candidates
are sent for interviews.

5. Walk in interviews: These interviews are declared by companies on the specific day and time
and conducted for selection.

6. E-recruitment: Various sites such as jobs.com, naukri.com, and monster.com are the
available electronic sites on which candidates upload their resume and seek the jobs.

25
7. Competitors: By offering better terms and conditions of service, the human resource
managers try to get the employees working in the competitor’s organization.

Steps of the Hiring Process:

1. Identify hiring need

Before a position can be filled, it must be identified as available. Positions are either newly
formed or recently vacated. In either case, the hiring staff should meet to generate a prioritized
list of job requirements including special qualifications, characteristics, and experience wanted
from a candidate.

2. Plan

It’s important that all those involved in the hiring decision agree to the hiring process, steps, and
communication channels to be used. The plan should include a timeline, recruitment plan,
criteria for initial candidate screening, selection committee, interview questions, and instructions
for taking notes.

3. Create a job description

The agreed-upon job requirements form the basis for the job description. Other necessary
information includes essential functions to be performed in the role and the advantages of
working for the company (i.e., workplace environment, compensation and benefits, perks, etc.).

4. Post and promote job openings

The job listing should be advertised internally so current employees can apply and make
referrals. Other avenues for promotion are the company’s website, online job boards, social
media, job fairs, and industry publications.

5. Recruiting

Beyond passive recruitment via job posts, the hiring staff should seek out qualified
candidates via LinkedIn, social media, and industry events. This will ensure that some

26
applications from potential candidates who are not actively searching for new jobs but who may
be perfect for the role are received.

6. Applicant screening

As job applications arrive by email or via an applicant tracking system (ATS), the hiring staff
reviews résumés/CVs and cover letters based on the criteria established in the planning step.
Unqualified candidates’ applications are withdrawn from the applicant pool. Qualified
candidates are informed of next steps beginning with a screening interview.

7. Screening interview

Initial interviews with applicants are typically phone calls with HR representatives. These
interviews determine if applicants have the qualifications needed to do the job and serve to
further narrow the pool of candidates. HR may also explain the interviewing process during this
step.

8. Interviews

Depending on the size of the selection committee, several interviews are scheduled for each
candidate.

 Level-1 interviews: are typically in-person, one-on-one interviews with applicants and
the hiring manager and focus on applicants’ experience, skills, work history, and
availability.

 Level-2 Interview: Additional meetings with management, staff, executives, and other
members of the organization can be one-on-one or panel interviews, formal or relaxed,
on-site, off-site, or online (Skype, Google Hangouts). These interviews are more in-
depth; in some organizations, each interviewer focuses on a specific subject or aspect of
the job being filled to avoid overlap between interviews and to discover more about the
applicants.

27
  HR Interview: Final interviews are conducted by the company HR Mangers. Basic
agenda of this interview is to know the behavior of candidates, look upon their
background and qualities and discussion on CTC of candidate.

9. Background check

One of the final steps prior to making a job offer is conducting background checks to review
candidates’ criminal record, to verify employment history and eligibility, and to run credit
checks. Some organizations also check social media accounts (Face book, Twitter, etc.) to make
sure potential employees are likely to represent the company in a professional manner. Drug
testing may also be warranted, depending on the nature of the job.

10. Decision

The hiring staff confers and evaluates applicants based on the interviews, job experience, skills
and talent assessments, and all other relevant information (recommendations, e.g.). A top choice
should be identified and agreed on. A backup candidate selection should be made, as well. If no
candidates meet the hiring criteria, the hiring process should start over.

11. Reference checks

Once a candidate has been selected for the position, his or her professional references should be
contacted. Reference checks can verify candidates’ employment details including job
performance, strengths, and weaknesses. A typical question to ask references is “Would you
rehire this person?”

12. Job offer

Offering the job includes providing an offer letter stating the position’s salary, start date, and
other terms and conditions of employment that are based on the agreement between the company
and the candidate. It should be clear that the candidate understands the terms of the offer. The
candidate may agree and sign, initiate negotiations (typically focusing on salary), or turn down
the offer.

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13. Hiring

Once the candidate accepts the job offer, he or she is hired. This kicks off a phase of filling out
and filing paperwork related to employment including eligibility to work forms, tax withholding
forms, and company specific forms.

14. On-boarding

A comprehensive on-boarding process is a crucial step in the hiring process. This should involve
making the new employee feel welcome even before he or she officially joins the organization.
Preparing his or her workspace, providing necessary access credentials for work applications and
networks, and outlining an orientation and training schedule can significantly speed up the new

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 CHAPTER 4

LITERATURE REVIEW

Kavya S(Vol.4, Issue 4, Jun-2017, pp 47-51 ISSN: 2349 –3593): Recruitment and Selection
plays an important role where it acts as a basement to build Organisation’s efficiency by
attracting effective and prospective candidates who can fulfil the goals of the Organisation and
help in increasing its growth in the society.Recruiting and Selecting highly skilled candidates are
the main objective of all the Organisations in the society. Recruitment is a process of hiring
prospective candidates who are capable of filling the job position that can enhance
Organisation’s future growth and results in better way. Recruiting effective candidates is the
main goal and objective for any Organisation. Hence the methods and strategies adopted in this
process should be as effective in order to reach the goals of the Organisation

J. NEELAKANTA GUGESH(IJER, Vol. 10, No. 2, July-December, 2013, pp. 373-390):

Results from this study indicate that selection tools designed to obtain behavioral and
motivational information about candidates contribute to effective selection systems. In the
further even more organization plan to use these similar tools more extensively to select
employees. Organization realizes that having an effective, legally sound system in place is
crucial to help them select the right people for the right jobs. Finally, better recruitment and
selection strategies result in improved organizational outcomes. The more effectively
organization recruit and select candidates, the more likely they are to hire and retain satisfied
employees.

Bundele Yashwant(2017) discussed that, the process of finding and hiring the best-qualified
candidate (from within or outside of an organization) for a job opening is a timely and cost
effective manner. The recruitment process includes analyzing the requirements of a job,
attracting employees to that job, screening and selecting applicants, hiring, and integrating the
new employee to the organization.Essentially, the process involves seeking and attracting a pool
of qualified applicants using various feasible recruitment methods.

30
Evaluating The Recruitment And Selection Process (2009 94 (2), pp. 341-352.): Most
organizations keep at least minimum statistical information on their recruitment and hiring
processes. You will want to evaluate the processes to ensure that it is cost-effective, timely and,
most importantly, that you hired the right person! Information gathered may be invaluable for
further recruiting as your organization grows. Some things to think about: Were your methods
cost-effective? Did you stay within budget? Did your recruitment generate a large enough
applicant pool to make a good selection decision? Were your applicants qualified for the job?
How many applicants must you generate to get a good hire? How long did it take to fill the
position? How long does it take for a new employee to “get up to speed?” What about turnover?
Do your new employees stay with the organization?

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 CHAPTER 5

RESEARCH METHODOLOGY

Research Methodology
Here methodology used for research is a exploratory research. Exploratory
research is research conducted for a problem that has not been studied more clearly, intended to
establish priorities, develop operational definitions and improve the final research design

Problem Identified
1. Syntel has as a prolonged time period for offer generation which is about 3 weeks. This
was one of the major reasons for higher percentage of Offer Decline.
2. The current On-Boarding Protocols of the company is very lengthy which takes around 1
hour for a recruiter to complete per candidate. This consumed lot of time in cases where
there are many candidates joining on the same day.

Objectives of the research

Problem-1:
 To identify the reasons for prolonged time period for offer generation.
 To revise the current Process by eliminating the Non Value Addition steps and modifying
the process to reduce the time period.

Problem-2:

 To analyse the current On-Boarding process of Syntel w.r.t. Time consumption.

 To revise the current Process by eliminating the Non Value Addition steps and modifying
the process to reduce the time period.

Research Design:

Type of research: Analytical & Exploratory

In Analytical Research the researcher has to use facts or information already available and
analyze these to make critical evaluation of the information available. The Exploratory research

32
focuses on gaining insights and familiarity for later investigation or undertaken when problems
are in a preliminary stage of investigation.

Data Collection:
Sample: 236 (1 month’s L2 Shortlisted candidates)
Data collection: Data collected was primary data directly taken from Recruiters of all the three
locations in India (Pune, Mumbai & Chennai)

Technique of sampling
Stratified sampling:
Stratified sampling is a probability sampling technique wherein the researcher divides the entire
population into different subgroups or strata, then randomly selects the final subjects
proportionally from the different strata.

Tools of analysis

MS excel is used to do the analysis.

33
 Introduction to Recruitment process at Syntel

 Syntel has a Global Recruitment Cell (GRC) which works for fulfilment man power
requirements of the company.
 This GRC is consist of Vertical heads HRs for all the 6 verticals Syntel works upon i.e.
Healthcare and Life sciences , Insurance, Retail Logistics and Telecom(RLT),
Manufacturing, Banking and Financial Services(BNFS) and Digital One.
 In India GRC is located in 3 locations- Mumbai, Pune & Chennai.

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 Chapter 6

L2-Offer Generation Cycle

Introduction

L2 is Second level of interview which is a Technical and managerial Interview for a candidate.
L2-Offer generation process covers the flow of offer from the candidate getting selected till
he/she receives the offer.

 The problem identified in this process was that the Recruiters required around 3 weeks on
an average to release an offer to any candidate.
 Analysis was done by taking 236 candidates as sample. These 236 candidates are L2
shortlisted candidates in the month of May.
 Data was collected on a daily short listing basis as Recruitment is a continuous process.

Objectives of the study

 To identify the reasons for prolonged time period for offer generation.
 To revise the current Process by eliminating the Non Value Addition steps and modifying
the process to reduce the time period.

Current Process Flow

At Syntel, Current process flow of Offer generation starts when the candidate is a Level-2 i.e. L2
select and ends when he/she receives a offer.

In below process,

L1- Level 1 interview which is a first round technical interview

L2- Level 2 interview which is a Second round technical/Managerial interview

VRL- Vertical Recruitment Lead

GRC- Global Recruitment Lead

35
HC- Hire craft

PDAC- People Development Allocation Cell

The process flow currently takes around 3 weeks which is a long time period for a candidate to
wait for an offer as he/she is in search of jobs and might have applied for other companies and
would get an offer earlier then he/she receives it from Syntel.

36
Data Analysis:

 The data was collected on regular short listing basis from all the three GRC locations(
Pune, Chennai & Mumbai).
 There were 236 candidates selected and were to be offered.
 236 offers were tracked for the progress on everyday basis and identified few reasons for
the longer time requirement for releasing an offer to shortlisted candidates.
 Recruiters were asked about the challenges they face while releasing an offer to
understand their point of view towards the process they follow for offer generation.

Stage wise analysis of offer generation for a candidate:

Average Time
Sn.No Stage of Offer
Consumed
1 L2 Feedback 1-2 days
2 HR Discussion 1 hrs/candidate
3 Documents Collection 2-3 days
4 Approval from VRL head 1 day
5 Approval from GRC Lead 1-2 days
6 HC Validation approval 3-4 hrs
7 PDAC Approval 1 day
8 Deviation cases Approval 2-3 days
9 Approval from VRL head 1 day
10 Approval from GRC Lead 1-2 days
11 Offer generated 1 day

Reason identified for prolonged time period:

 Recruiter had lots and lots of pending work.

 Candidates fail to send documents on till specified which made the waiting time longer.
 L2 interview feedback was to be submitted in Hire craft by the interviewer and following
up with for the same was an important issue.

37
  GRC lead approval took around 1-2 days time as per schedules of the lead.
 Recieval PDAC and HC approval also takes on an average of 1 and half days time.
 Deviation cases were to be discussed and approved by the delivery time of respective
vertical and this approval takes around 2-3 days time with continuous follow up.

Based on the above findings on the analysis made on the data provided a new process flow was
recommended to the company which eliminated the non value addition part of existing process
and will help in reducing the time period.

Proposed Process flow:

38
In the above process,

 L1, L2 & HR round will be scheduled on the same day.

 Documents have to be collected by software named Hire look which will send a link to
the shortlisted candidates with reminder to upload their required documents. This
software was installed in the PC of every recruiter.
 HC Validation Approval was removed and was only required for MITR and Vendor
sources.
 PDAC approval was eliminated and was applicable for only proactive demands.
 Note: Proactive demands are those demands which are not billable as the Man power
recruited are in advance and does not work for any project in their earlier days.
 Delivery team would decide a fixed time slot everyday for discussion and approval of the
Deviation cases.

Conclusion:

As compared to the current process flow, the proposed flow would require around 10 days for
releasing an offer to the shortlisted candidate. It reduces the cases of offer declines in the
company and increase the efficiency of the process.

39
 Chapter 7

On-Boarding Process

Introduction:

On-Boarding process is a crucial step in the hiring process. There were 3 important protocols
Syntel Recruiters followed before the candidate has to be on-boarded. This process starts once
the offer is released to the candidate and ends once the candidate is on-boarded on his/her date of
joining.

 The problem identified in this process was that the Recruiters required lot of time to
complete all the 3 protocols and in days where there are many candidates to be on-
boarded.
 First protocol required many approvals from different stakeholders.
 Second protocol had a long Tracker to be manually filled by the Recruiter which had
about 43 columns. This tracker is known “New Joiner Intimation Tracker”.
 Third protocol is Document submission to the HR Shared Services (HRSS) team. They
have a set of 9 documents which the Recruiters need to print and submit.

Objectives of the study:

 To analyse the current On-Boarding process of Syntel w.r.t. Time consumption.

 To revise the current Process by eliminating the Non Value Addition steps and modifying
the process to reduce the time period.

Current Process Flow:

At Syntel, On-Boarding Process for a Recruiter has to be completed before the candidate’s Date
of joining.

In Below Process Flow:

BGV- Background verification

40
DD- Delivery Director

DM- Delivery Manager

Time Consumption Analysis:

 The protocols involve different stakeholders who take their own specified time to
compete their part of protocols.
 Below is the breakdown of time required by to complete each protocol along with the
stakeholders involved in it.

41
Process Flow Stakeholders Time Consumed
Protocol-I Recruiter, Allied Services 1 day
BGV Clearance Team, DD/DM &VRL
Protocol-II Recruiter & HRSS Lead 15-20mins/Candidate
On-Boarding Intimation
Protocol-III Recruiter 20-30mins/Candidate
Document Submission

Proposed Process Flow:

42
In the above Process, all the three protocols were revised and a modified process flow was set for
the recruiter to use in the time of on-boarding.

 In Protocol-I, if the BGV status is complete the recruiter does not require to take
any approval for on-boarding whereas in cases where BGV status is incomplete a
intimation is sent to the Delivery Directors or Delivery Managers and approval is
required only from Allied services team.
 In Protocol-II, Recruiter has to upload all the required documents in Hire Craft
renaming them as specified in Point-2 in “Point to Comply”.
 In Protocol-III, Recruiter has to fill a Joiner intimation tracker and share it with
Offer Management team along with VRL Sign-off Memo.

Points to Comply:

1. Job Application Form:

 Every column to be filled in the form.
 JAF to mandatorily contain the photograph of the candidate.
 JAF to be manually filled, signed and scanned by the candidate and the same to be
uploaded by the Recruiter post due-diligence.

2. Documents Uploading: Mandatory documents to be uploaded MUST be renamed

before uploading on Hire Craft
 Job application form to be renamed as “Job Application Form”
 Resume to be renamed as “Resume_Name of candidate”
 Pay slips to be renamed as “Payslip_Month” (Example- Payslip_Jan)
 Syntel offer letter
 Aadhar Card

3. New Joiner Intimation Tracker:

The tracker consists of 14 columns. The details of candidates to be On-Boarded is filled in
the given tracker and shared with HRSS Team Lead who rechecks the details filled and
forward it to his team for On-Boarding. This intimation is to be sent by 2 PM on Thursday
and Monday for on-boarding on Monday and Wednesday Respectively.
43
 Below Shown is the format of Intimation Tracker used by the Recruiters at Syntel:

Demand Applicant Joining Project Band-

Name Vertical DOJ
ID ID Location Name Grade

Reporting Reporting BGV Reference Joining Recruiter

Mobile No.
Person Person's Contact Code Bonus Name

4. VRL Sign-off:

The VRL sign-off is a due-diligence from the Vertical Recruitment Lead stating that all the
Document required by the HRSS team be correctly renamed and uploaded in the Hire Craft.
This Memo would contain a consolidated tracker of all the candidates joining on a particular
day. Below shown is the format of Memo Tracker:

Sn.No Name of Candidate Band-Grade Vertical Joining Location

5. Push To Hire:
Each location to have 2 point of contacts to manage Push to Hire responsibility for that site
centrally. These PoCs will liaise between HRSS Team and Recruiters to close the activity by
11.45 AM on the day of on-boarding. These teams will rotate on a monthly basis ensuring
effective closure of Push to Hire activity.

Conclusion:

As compared to the current process flow, the proposed flow is simpler and consumed lesser time.
Elimination of submission of hard copies of documents saved huge time of recruiter and also
made the process digital. This increased the efficiency of the process flow

44
 Chapter 8

Limitations

1. L2 Shortlisted data was not updated on Hire Craft regularly by the Recruiters
2. Data collection from all the three locations required lot of follow up activity
3. As the data was confidential, recruiter were not willing to share the details and approval
from GRC lead was sent in the form of an email to all the Vertical lead for sharing their
L2 selects details.
4. Since the activity increased the work of recruiters, initially they were resistant towards
the task given which delayed the project
5. After the revised process was proposed for both L2-Offer generation process and On-
Boarding Process, there were many discussion sessions scheduled with the GRC Lead
and the Vertical leads to study the pros and cons of the processes and which will be the
different approvals required to streamline the proposed process

45
 Chapter 9

Recommendations

Problem-1: L2-Offer Generation Process:

Problems Identified:

Delay in receiving L2 Feedback of candidates

Delay in receiving required documents from candidates
HR discussions take longer time per candidate
Recruiter have lot of pending work to complete which delays the current task
In cases of deviation, Delivery team takes time for approval

Suggestions:

Conducting L1,L2 interview and HR discussion on the same day

Provide the recruitment Team a laptop or a IPad so that the interviewers to complete the
feedback as soon as he/she completes the interview by accessing their mails through
laptop or IPad
Develop a link for collecting documents of candidate. This link would be sent to the
shortlisted candidate through a automated mail once the sheet is updated with the
everyday shortlisted candidates by the recruiter
Hire Craft Validation approval to be taken only for MITR and Vendor sources
PDAC approval to be required only for proactive demands.
Delivery Team should fix a slot for everyday to discuss and approve all the deviation
cases of respective verticals.
Hire Craft should be updated on a regular basis for the analysis total selects-to-total joiner
All the documents of candidates should be available in Hire Craft along with Resumes
which will be easier to fetch during Post offer engagement calls.

46
Problem-2: On-Boarding Process:

Problems Identified:

Recruiters were required to submit hardcopy of all documents to the HRSS team before
on-boarding of candidates which consumed lot of time for printing and also filling the
Checklist manually
The new joiner intimation tracker was about 43 columns which included previous
company’s name, CTC and designation etc. This data is irrelevant and is of no use for the
HRSS team. Recruiter required filling the 43 columns and sending it to HRSS Lead.
Lot of approvals required before on-boarding any candidate
The current was efficient only if the recruiters have 4-5 candidates but when there are
more than 5 candidates it is time consuming and a tiring task to complete all the three
protocols.

Suggestions:

The link which will generated for documents collection can be shared with HRSS team
for their use during On-Boarding, Instead of recruiters taking print outs of each
documents and then submitting it to them, HRSS team themselves can take print outs of
required documents.
The New Joiner intimation tracker should be re build by removing the details which are
not required by the HRSS team such as previous company details, current CTC, skills,
source etc.
In cases where Background verification (BGV) is complete the recruiter should not take
approvals of on-boarding but should be taken in cases where the BGV is not complete.

47
 Chapter 10
Bibliography

Books

1. Winning on HR analytics: Leveraging Data for Competitive Advantage by-Ramesh

Soundararajan & Kuldeep Singh
2. Predictive Analytics for Human Resources by – JacFitz-Enz & John R. Mattox
3. A. M. Sharma "Personnel & HRM", Himalaya Publishing House 2005

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 Recruitment and selection process( 1 ms.g.karthiga, 2 dr.r.karthi, 3 ms.p.balaishwarya-

international journal of scientific and research publications, volume 5, issue 4, april 2015
 A study of the effectiveness of recruitment in selecting qualified talents in service
organization (hiew hon hoi (pc10001))
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aiswarya m lecturer department of management studies, vedavyasa institute of
technology, malappuram, kerala india [accessed jul 06 2018].
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dr. m. shanthanlakshmi*international journal of pure and applied mathematics volume
119 no. 7 2018, 2755-2764
 A Study of the Recruitment and Selection process: SMC Global, Kumari Neeraj, ISSN
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 Dr.S.Ganesan, International Journal of Business and Administration Research Review,
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 Feasibility Study on Flexible Building (G$\mathplus$2)Bundele Yashwant. International
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48
Websites

1. https://acordocoletivo.org/2018/02/27/information-technology-in-india/
2. https://in.reuters.com/finance/stocks/financial-highlights/synt.o
3. https://www.jibe.com/ddr/breaking-down-the-time-to-fill-metric-for-
recruiters/#sthash.a1cJKvVE.dpuf
4. http://www.investopedia.com/ask/answers/032315/what-banking-
sector.asp#ixzz4jCUQZM9Y
5. https://www.icicibank.com/aboutus/about-us.page
6. https://www.roberthalf.co.uk/blog/3-serious-consequences-bad-hire
7. http://www.recruitingblogs.com/profiles/blogs/why-candidates-decline-job-offers-and-
what-to-do-about-it
8. http://www.askamanager.org/2013/04/when-candidates-no-call-no-show-for-an-
interview-and-then-reapply.html
9. http://www.bpir.com/recruitment-and-selection-bpir.com/menu-id-73/measuring-
success.html

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