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A

RESEARCH REPORT ON

‘’Recruitment and Selection Process”


At

M/ S. Pragathi consultancy Services (PCS)

Submitted In Partial Fulfillment for the Degree of

Masters of Business Administration

(2014-2016)

SUBMITTED TO: SUBMITTED BY:


MS. VANDANA LALITA
CHAUHAN Assistant
Professor MBA (2014-2016)
GIIT, Greater Noida ROLL
NO:1415170018

[1]
[2]
CERTIFICATE OF ORIGINALITY

This is to certify that the Research Report entitled ‘’Recruitment and Selection
Process” is a bonafide work done by LALITACHAUHAN, Roll No 1415170018
in partial fulfillment of MBA student examination and has been carried over under
my direct supervision and guidance. This report or a similar report topic has not been
submitted for any other examination and does not form part of any other course
under gone by the candidate..

Sign of the candidate Signature of the guide/Supervisor


Name: Lalita Chauhan Name: Ms. Vandana
Date : Designation : Asst. Professor

[3]
DECLARATION

I Lalita, to declare that the summer training project report entitled


“’Recruitment and Selection” being submitted to the
APJ Technical University for the fulfillment of the requirement for
the degree of Masters of Business Administration is my own endeavors
and it has not been submitted earlier to any institution/university for
any degree.

Lalitachauhan
Roll no: 1415170018

[4]
ACKNOWLEDGEMENT

I deeply acknowledge “Global institute of information technology” Greater


Noida for providing the students a global platform to explore the insights of
corporate environment.

I am thankful to my parents for providing me all the support and


encouragement to always work hard in life and to take life as it comes. I
would like to take the opportunity to thank my mentor and program leader
Ms. Vandana, for guiding me in throughout the project and ample
support .She has been in true sense my support pillar.

Thank you very much ma’am for the entire endeavor you made, to help me
out in understanding the project so well and encouraging me, towards all the
this area of my working of my own interest in society development and
being so informative to bring the best out of my work performed by me .

LalitaChauhan

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TABLE OF CONTENTS

Chapter Particulars Page No.


No.
Certificate from the Organization
Certificate from the College
Declaration
Acknowledgement
1 Introduction to HRM 6
2 Scope of Human Resources 10
management
3 Introduction To Staffing 14
4 Recruitment 15
5 Company Profile 37
6 Research And Methodology 46
7 Objectives of the Study 50
8 Data Analysis 52
9 Questionnaire 70
10 Findings From the Study 74
11 Suggestions and Recommendations 76
12 BIBLIOGRAPHY 77

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Introduction to HRM

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Evolution of HRM
Earlier references: In western countries HRM had its primitive beginning
in 1930s. Not much thought was given on this subject in particular and no
written records or documents interesting to note HRM concepts was
available, in ancient philosophies of Greek, Indian and Chinese. This is not
to suggest that industrial establishment and factories system, as it is known
today, existed in ancient Greece, India or china. The philosophy of managing
human being, as a concept was found developed in ancient literatures in
general and in Indian philosophy in particular.
Personnel functions: Till 1930s, it was not felt necessary to have a separate
discipline of management called “Personnel management”. In fact, this job
was assigned as part of the factory manager. Adam Smith’s concept of
factory was that it consists of three resources, land, labour and capital. This
factory manager is expected to “procure,
Process and peddle” labour as one of the resources. The first time when such
a specialist “person” was used; it was to maintain a “buffer” between
employer and employee to meet the “legitimate need” of employees.
However, it is the employer who decided what is “legitimate need” of
employees. In fact, the specialist “person” was more needed to prevent
“unionization” of employees. This was the case before 1930-s all over the
world.

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Environmental Influences on HRM: Since 1930s, certain developments
took place, which greatly contributed, to the evolution and growth of Human
Resources Management (HRM). These developments are given below:
 Scientific Management
 Labour Movements
 Government Regulations.

Need for the Study


 Shortage of skills.
Skills and knowledge people are always on short supply. Alternatively they
are too costly to hire from outside. The best alternative is to improve skill
and knowledge of existing employees.
 Technological Obsolescence.
Growth of technology takes places very fast. This will render current
technology obsolete in the future. There is a great need to upgrade
technology. This needs suitable training.
 Personal Obsolescence.
At the time recruitment employees possess certain of knowledge and skill.
As time passes knowledge becomes obsolete, unless it is updated by proper
training. This happens because of changes taking place in product
technology, production methods, procurement of better machines, setting up
of modern production lines, introduction of modern method of supervision
and information processing through MIS and EDO..
 Organization Obsolescence.

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Modern management has introduced a number of innovative steps in
functions of management like planning, organizing, controlling,
coordinating and directing. Organization which is impervious to such
changes is bound to fail and become obsolete.
 Upgrading Ability of Threshold workers.
Public policy provides reservation to disadvantaged sections of the society
like handicapped, minorities and dependents of deceased workers etc. All
these are threshold workers having less than minimum prescribed level of
knowledge and skill. They require extensive training to bring them up to the
minimum level of performance standard.

 Coercive training by government.


In order to provide better employability chances of unemployed youth,
certain governments taken initiative to mobilize resources available at
pubic/government and private sectors to outside candidates. One such
example is the “Apprentice Training ” conducted by govt. of India. A part of
expenditure incurred for this by private sectors are reimbursed by
government.
 Human capital
The latest thinking is to treat employees as “human capital”. The
expenditure involved is training and developments are now being considered
as an investment.

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Scope of Human Resource
Management
The Scope of HRM is in deed fast. All major activities in the working
life of worker from time of his entry in an organization until he / she leaves,
come under the preview of HRM. Specifically, the activities included are
Human Resource planning, Job analysis and design, Recruitment, Selection,
Orientation and placement, Training and development, Performance
appraisal and Job evaluation, employee and executive remuneration and
communication, employee welfare, safety and health, industrial relations and
the like.
HRM is becoming a specialized branch giving rise to a number of
specialized areas like :
Staffing
Welfare and Safety
Wages and Salary Administration
Training and Development

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Labour Relations

Nature of Human
Resource
Prospects Management Employee hiring
of HRM

Employee and
Industrial Human Resource executive
Relations Management Remuneration

Employee Maintenance Employee Motivation

Scope of HRM

Human Resource Management in PCS :


Personnel/Human Resource of an undertaking is its important constituent.
Efficiency, Profitability and in fact the very existence of the undertaking will
depend on this constituents. Co-operation and dedication in performance on
the part of its personnel ends in the accomplishment of its objectives.
Therefore human resource is of immense importance since it involves
matters such as identifying, placing, evaluating, and developing individuals
at work and maintaining effective multilateral communication systems.
Human resources along with financial and material resources contribute to
production of goods and services in an organization.. In short HRM may be
defined as the art of procuring, developing and maintaining competent

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workforce to achieve the goals of an organization in an effective and
efficient manner.

Objectives of the HRM are to secure the following: -


1. Industrial peace: This is secured by excellent union management
relations, healthy inter-personal relationships, and promoting participative
management style and good industrial and labour relations.
2. Achieve High Productivity: The underlying objective brings to increase
the “quantity or volume” of the product or service for a given input,
productivity improvement programme is very significant in a competitive
environment.
3. Better quality of working life of employees: This involves both intrinsic
and extrinsic factors connected with work.
4. Obtain and sustain competitive advantage through empowerment :
continuous improvement and innovative steps being the two essential
ingredients to achieve and sustain competitive advantage, today’s industries
are “knowledge based” and “skill intensive”.
5. Cordial relationship between the employer and employees.
6. Personnel research functions.
7. Proper orientation and introduction to the new employees.
BACKGROUND SCENARIO
William James of Harvard University estimated that employees could
retain their jobs by working at a mere 20-30 percent of their potential. His
research led him to believe that if these same employees were properly
motivated, they could work at 80-90% of their capabilities. Behavioral
science concepts like motivation and enhanced productivity could well be

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used for such improvements in employee output. Training could be one of
the means used to achieve such improvements through the effective and
efficient use of learning resources.
With soft skills training gaining so much momentum, it is imperative to
understand if it serving the right purpose or not. With this background, I plan
to research if training indeed is proving to be effective in the behavioral
area.

The following steps must form the basis of any training activity:
Determine the training needs and objectives.
Translate them into programs that meet the needs of the selected
trainees.
Evaluate the results.

There are few generalizations about training that can help the practitioner.
Training should be seen as a long term investment in human resources using
the equation given below:
Performance = ability (x) motivation
Training can have an impact on both these factors. It can heighten the skills
and abilities of the employees and their motivation by increasing their sense
of commitment and encouraging them to develop and use new skills. It is a
powerful tool that can have a major impact on both employee productivity
and morale, if properly used.

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Introduction to Staffing

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Recruitment

Recruitment refers to the process of finding possible candidates for a job or


function, usually undertaken by recruiters. It also may be undertaken by an
employment agency or a member of staff at the business or organization
looking for recruits. Advertising is commonly part of the recruiting process,
and can occur through several means: through online, newspapers, using
newspaper dedicated to job advertisement, through professional publication,
using advertisements placed in windows, through a job center, through
campus graduate recruitment programs, etc.

Suitability for a job is typically assessed by looking for skills, e.g.


communication skills, typing skills, computer skills. Evidence for skills
required for a job may be provided in the form of qualifications (educational
or professional), experience in a job requiring the relevant skills or the
testimony of references. Employment agencies may also give computerized
tests to assess an individual's "off-hand" knowledge of software packages or
typing skills. At a more basic level written tests may be given to assess
numeric and literacy. A candidate may also be assessed on the basis of an
interview. Sometimes candidates will be requested to provide a résumé (also
known as a CV) or to complete an application form to provide this evidence.

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Introduction
1.1 The School of Oriental and African Studies (the School) is
committed to equality of opportunity in recruitment, selection,
promotion and all other areas of employment.

1.2 This Policy is underpinned by Procedures and Good Practice


Guidelines which form the basis for its implementation.

1.3 This Policy and associated Procedures aim to attract high calibre
staff to the School by ensuring that recruitment and selection
processes are effective, systematic, equitable and promote
equality of opportunity.

Objectives
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Recruitment Plan
Commitment to Equal Employment Opportunity (EEO)

It has been, and will continue to be, the policy of The University of Texas
System Administration (U. T.)System Administration) to be an equal
opportunity employer. U. T. System Administration’s official
EEO policy statement is included on page 15. In keeping with this policy, U.
T. System Administration will continue to recruit, hire, train, and promote
into all job levels the most qualified persons without regard to race, color,
religion, gender, national origin or sexual orientation. Similarly, U. T.
System will continue to administer all other personnel matters (such as
compensation, benefits, transfers, layoffs, system administration training,
education, and social and recreational programs) in
accordance with University policy. See Policy I.150 "Equal Employment
Opportunity."
U. T. System Administration strives to base employment decisions on
objective standards to enhance
equal employment opportunity.

Dissemination of Equal Employment Opportunity Policy

U. T. System Administration shall take appropriate steps to internally and


externally disseminate its
Equal Employment Opportunity Policy.
INTERNAL DISSEMINATION
U. T. System Administration will continue to make its Equal Employment
Opportunity Policy known internally by:

1. Ensuring that the Chancellor's annual reaffirmation of policy is


communicated to all employees by means of an executive
memorandum.

2. Including information concerning U. T. System


Administration's equal employment opportunity policy in the
Regents’ Rules and Regulations and in the U. T. System

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Administration Office of Human Resources System Policy
Memoranda.
3. Disseminating the policy during new employee orientation
sessions.

4. Posting required Federal and State Law Posters within the U. T. System
Administration facilities.

5. Including the logo "Equal Opportunity Employer" in all internal


recruitment announcements, job listings, position advertisements, and
memorandums.

6. Publishing the Equal Employment Opportunity Policy in the U. T. System


Administration Classified Pay Plan.

EXTERNAL DISSEMINATION
U. T. System Administration will continue to disseminate its policy
externally by:

1. Including U. T. System Administration’s Equal Employment Opportunity


Policy on the application for employment forms and other materials
provided to prospective employees.
2. Including the logo "Equal Opportunity Employer" in all external
recruitment announcements, listings, and position advertisements.

3. Informing all recruiting sources in writing of U. T. System


Administration's EEO Policy.

Responsibility for Implementation of Equal Employment Opportunity


Program
Responsibility for implementation of U. T. System Administration's policy
on Equal Employment
Opportunity Program rests with the Chancellor. The Chancellor delegates
the responsibility of coordinating U. T. System Administration's compliance
to the Director of the Office of Human Resources who has the full support of
executive management. General responsibility for implementation of the
policy rests with U. T. System Administration officials, as well as its
employees.
1. Duties of the Office of Human Resources

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The duties of the Office of Human Resources include, but are not limited to:

a. Reviews policies and procedures, and recommends changes as


necessary to ensure nondiscriminatory effect or intent.

b. Develops policy statements and internal and external communication


techniques.

c. Assists department supervisors in the identification and resolution of areas


of concern.

d. Ensures compliance with federal, state, and local laws of


nondiscrimination in all hiring and recruitment strategies.

e. Designs and implements audit and reporting systems that measure the
effectiveness of U. T. System Administration’s EEO programs through
statistics and demographics.

f. Serves as liaison between U. T. System Administration and local, federal,


and state compliance and enforcement agencies.

g. Serves as liaison between U. T. System Administration and minority and


women's organizations, and community action groups concerned with
employment opportunities of minorities and women.

h. Informs management of the latest developments in the area of equal


opportunity.

i. Analyzes employment practices and procedures and reviews documents


related to the employment processes, in order to ensure consistency with U.
T. System Administration's Equal Employment Opportunity Policy and
Americans with Disabilities Act (ADA) guidelines.

j. Maintains and analyzes applicant flow data to ensure equal access to


employment opportunities.

k. Prepares all required government reports related to equal employment


opportunity.

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l. Accommodates individuals seeking information on U. T. System
Administration's policies and procedures on equal employment opportunity.
m. Serves as respondent to allegations of employment discrimination
brought against U. T. System Administration.

2. Duties of Department Supervisors

a. Identifies areas of concern and underutilization as it applies to compliance


with policies and procedures, in order to establish departmental goals and
objectives to ensure that equal employment opportunity exists.

b. Performs periodic audits of training programs and hiring and promotion


patterns in order to attain departmental goals and objectives.

c. Conducts regular discussions with supervisors and employees to be


certain that U. T. System Administration's policies and procedures are being
followed.

d. Reviews qualifications of all employees under their supervision to ensure


that women and minorities are given full opportunities for promotions,
transfers, and training.

e. Ensures that supervisors foster an supportive environment related to


recruitment, promotions, transfers and training.

f. Encourages minority and female employees to participate in all


educational, training, recreational, and social activities sponsored by U. T.
System Administration.

g. Includes qualified women and minorities in committees, job assignments,


and other activities that might serve to enhance individual potential or
professional development.

Identification of Areas of Concern and Resolution

In an effort to assist in the identification and resolution of areas of concern,


the Office of Human

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Resources' on-going audit process includes an analysis and review of the
following personnel matters.
1. Analysis of the workforce by ethnicity and gender.
2. Analysis of applicant flow by ethnicity and gender.
3. Review of the hiring and selection processes including job descriptions,
job titles, worker specifications, application for employment forms, pre-
employment forms, test administration and validity, interview procedures,
referral procedures, final selection process, and similar factors.
4. Review of transfer and promotion practices.
5. Review of training programs.
6. Review and update, as required, Federal, and State law posters to include
review of policy statements.
7. Equal Employment Opportunity program evaluation system.
8. Participate as a member on the U. T. System Administration Compliance
Committee.

Establishment of Goals
Our goal will be to ensure objectivity, consistency, uniformity and job
relatedness through design and implementation of appropriate personnel
policy and procedural systems that affect the equal employment
opportunities of the U. T. System Administration employees and applicants
for employment.

Development and Execution of Proactive Activities


It is the responsibility of U. T. System Administration to identify proactive
activities that will assist in the development of an Equal Employment
Opportunity program. U. T. System Administration seeks to establish a long-
range EEO program that will include expanded recruitment efforts and
retention of women and minorities in its workforce, and to eliminate
impediments to the attainment of U. T. System Administration's EEO goals.

1. Selection Process

a. U. T. System Administration reviews job descriptions in order to ensure


that they accurately reflect position functions and are consistent for the same
position from one location to another.

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b. U. T. System Administration has validated job specifications for each
job title in each department using only job performance criteria. These
specifications are non-discriminatory with respect to race, color,
religion, gender and national origin.

c. These validated job specifications are available to all supervisors involved


in the recruiting, screening, selection, and promotion process. Copies of job
descriptions for job openings are available to all recruiting sources.

d. U. T. System Administration provides training in hiring procedures to


employees involved in the recruiting, screening, and selection of employees
to ensure equal employment opportunity.
When a vacancy occurs, the hiring supervisor receives training materials to
ensure that the reprocesses remain non-discriminatory.

e. U. T. System Administration hiring officials are given the responsibility to


assure compliance and enforcement of Equal Employment Opportunity
through Human Resources Policy and
Procedures Memoranda: Equal Employment Opportunity I.150 and Hiring,
Promotion and Transfer Procedures I.010.

f. U. T. System Administration reviews the requirements of the Office of


Federal Contract Compliance Programs (OFCCP) Uniform Guidelines on
Employee Selection Procedures.

3. Recruitment

a. U. T. System Administration announces its vacancies nationally and


locally with minority and women's organizations, including, but limited to,
the Urban League, NAACP, Local Minority Chambers of Commerce,
libraries, National Veterans Outreach Programs, Texas Higher Education
Coordinating Board, Texas Rehabilitation Commission, Texas Commission
for Human Rights, and Texas Workforce Commission.

b. Senior-level administration job vacancies are disseminated through The


University of Texas Job Network (UTJOBNET). The purpose of
UTJOBNET is to inform employees of upward mobility opportunities in
particular senior-level administrative positions. In addition, the

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UTJOBNET maximizes recruitment and retention efforts that foster
opportunities for qualified minorities and women.

c. U. T. System Administration encourages component institutions with


student enrollments to support minorities and provide opportunities that
support minority graduation. An increase in the graduation rates of African
American and Hispanic students enhances employment opportunities for
such candidates within U. T. System Administration and component
institutions.

d. U. T. System Administration programs which improve employment


opportunities for minorities and women are encouraged.

e. U. T. System Administration participates in local and surrounding area


“job fairs.”

f. U. T. System Administration maintains a World Wide Web job site.

4. Promotions

a. Promotional opportunities are posted or announced.


b. Formal employee evaluation programs are provided.
c. "Employee evaluations" are based on job related criteria.

5. Welfare

a. U. T. System Administration’s facilities and social and recreation activities


are open to all employees. All employees are encouraged to participate in U.
T. System Administration sponsored activities.

Monitoring Implementation of Equal Employment Opportunity


Program

U. T. System Administration has developed an on-going internal audit and


reporting system to monitor decisions on employment and personnel action,
which includes but is not limited to, recruitment, promotion, and transfer in
order to ensure adherence to the Equal Employment Opportunity Policy. An
assessment of separations from employment will also be conducted to assist
with future retention of women and minority employees.

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The following tools have been devised to assist in the assessment of U. T.
System Administration's attainment of established goals.

EQUAL OPPORTUNITY COMPLIANCE (EOC) FORM

Hiring officials are required to complete and sign an Equal Opportunity


Compliance (EOC) Form prior to making a job offer, and for change in
status involving promotions and transfers. This document is reviewed by the
Office of Human Resources for compliance to ensure fair hiring and
selection processes and good faith efforts are being made in recruitment.

YEAR-END EEO
A year-end EEO report shall be compiled by the Office of Human
Resources. Included in the summary are applicant activity data, referral
information, new hires, promotion, transfer, reclassification, and separation
information by race and gender.
All reports and documentation required in recruitment, hiring and selection
processes, promotions, transfers, reclassifications, and separations will be
maintained in accordance with
U. T. System Administration's records retention plan.

EXIT INTERVIEW QUESTIONNAIRE


This document is administered to separating employees by the Office of
Human Resources. Exit interviews provide the opportunity to address
concerns that may exist in the areas of equal opportunity, fair treatment,
and/or employee retention within U. T. System Administration.

Design and Implementation of Internal Audit and Reporting Systems


It is the responsibility of the Office of Human Resources to implement and
monitor an auditing and reporting system that provides for the following:
1. Maintain accurate up-to-date records on all referrals, applicants, hires,
promotions, transfers, and separations by race and gender to be certain
that all employees are treated on a fair and equitable basis
.
a. Data on applicants who apply for vacancies is collected through the
administration of the voluntary Applicant Data Flow form. This

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voluntary form captures the applicant's race, gender, veteran status and
date of birth. An analysis by such factors is conducted in order to
evaluate the effectiveness of current recruiting efforts. All information
voluntarily provided is kept confidential.

b. Annual analysis by race and gender within each department for each
EEO-6 category is conducted in order to evaluate the effectiveness of
current recruiting efforts to determine if stated goals and good faith
efforts are being met.

c. Annual analysis by race and gender within each department for each
EEO-6 category is conducted in order to review internal promotion and
monitor upward mobility opportunities.

d. Annual analysis by name, race, gender, job title, and reason for
separation within each department for each EEO-6 category is conducted
in order to identify possible areas of concern and need for remedial
action.

e. All separating employees are requested to complete an exit interview


questionnaire administered by the Office of Human Resources. The exit
interviews provide the opportunity to address areas of concerns that may
exist in the areas of equal opportunity, fair treatment, and employee
retention within U. T. System Administration.

2. Review all selection, promotional, and training procedures to ensure that


they are nondiscriminatory.
a. Hiring Officials are required to complete and sign an Equal Opportunity
Compliance (EOC)
Form prior to making a job offer, and for change in status involving
promotions and transfers.
This document is reviewed by the Office of Human Resources for
compliance to ensure fair and equitable hiring and selection processes and
that good faith efforts are being made in recruitment.

3. Inform executive management of the effectiveness of the EEO Policy and


recommendations for improvements, if necessary.

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a. A year-end EEO report shall be compiled by the Office of Human
Resources. Included in the summary are applicant activity data, referral
information, new hire, promotion, transfer, reclassification, and separation
information by race and gender.

Compliance with Sex Discrimination Guidelines


It has and continues to be the policy of U. T. System Administration not to
discriminate on the basis of sex. To this end, we continue to do the
following:
1. Recruitment and Advertisement

a. U. T. System Administration actively recruits both men and women for all
jobs, unless sex is a bona fide occupational qualification. Referral sources
are informed that U. T. System
Administration has no specific sex preference and seeks only qualified
applicants without regard to race, color, gender, religion, or national origin.
c. U. T. System Administration actively recruits both men and women
for all jobs, unless sex is a bona fide occupational qualification.
Advertisements for employment in newspapers and other media do
not express a gender preference. No advertisements will be placed in
columns headed "Male" or "Female." All advertisements are followed
by "Equal Opportunity Employer."

2. Job Policies and Practices

a. Monitor written personnel policies and procedures to assure that there


shall be no discrimination against applicants for employment or employees
on the basis of gender.
b. Employees and applicants for employment of both sexes shall have an
equal opportunity to any available job that he or she is qualified to perform.
Gender is currently not a bona fide occupational qualification for any job
within U. T. System Administration.
c. When terms and conditions of employment are the same, no distinction is
made between the sexes in regard to opportunity, wages, hours, benefits, or
other conditions of employment. In the area of employer contributions for
insurance, pensions, and other fringe benefits, contributions shall be the
same for both sexes.

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d. Marital status has no basis between the treatment of male and female as it
relates to employment or separation from employment. Also, U. T. System
Administration does not deny employment to women with young children,
nor does it terminate employees of one sex in a particular job classification
upon reaching a certain age.
e. U. T. System Administration provides appropriate and comparable
physical facilities for both female and male employees.
f. U. T. System Administration follows federal and state guidelines relative
to employment.
g. No difference is made between women and men as to retirement age for a
particular job.

h. Both women and men are eligible for all training programs and benefits
offered by U. T. System Administration. U. T. System Administration
encourages women to participate in management training programs both
internal and external of U. T. System Administration.

3. Seniority System
a. Gender shall not be a factor in the determination of service benefits.

4. Discriminatory Wages
a. No distinction shall be made between male and female in establishment of
wage schedules.
b. No restrictions shall be made on one gender regarding certain job
classifications. Proactive steps shall be taken to make jobs available to all
qualified employees in all classifications without regard to gender.

Guidelines on Discrimination
Because of Religion or National Origin

1. Equal Employment Policy


U. T. System Administration does the following to ensure that all applicants
for employment and employees are not discriminated against because of
religion or national origin:
a. Reviews employment practices to determine whether members of various
religious and/or ethnic groups are given equal employment opportunities.
b. To ensure non-discrimination based on religion or national origin, U. T.
System Administration is involved in the following outreach and recruitment
activities:

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1. U. T. System Administration communicates its obligation to provide equal
employment opportunity without regard to religion or national origin to all
employees and applicants for employment.
2. Internal procedures exist at U. T. System Administration to implement
equal employment opportunity without regard to religion or national origin.
3. U. T. System Administration informs all employees and applicants for
employment of its commitment to equal employment opportunity without
regard to religion or national origin.
4. Recruitment sources are used to provide equal employment opportunity
without regard to religion or national origin.

2. Accommodations to Religious Observations and Practice


U. T. System Administration accommodates the religious observances and
practices of employees except where such accommodation causes undue
hardship on the conduct of U. T. System Administration’s business. The
extent of our obligation is determined by considering business necessity,
financial costs and expenses, and resulting human resources problems.
3. Non-discrimination

In implementing its EEO policy regarding non-discrimination because of


religion or national origin,

U. T. System Administration does not discriminate against any qualified


employee or applicant for employment because of religion or national origin.

Workforce Analysis by Department

Employee Group Insurance


Medical and Dental Applications Center
Office for Community Relations
Office of Academic Affairs
Office of Business Affairs
Office of Business Affairs – H.U.B. Development
Office of Business and Administrative Services
Office of Development and External Relations
Office of Estates and Trusts
Office of Facilities Planning and Construction
Office of Federal Relations

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Office of Finance
Office of General Counsel
Office of Governmental Relations
Office of Health Affairs
Office of Human Resources
Office of Information Resources
Office of Information Technology
Office of Public Affairs
Office of Special Services
Office of the Board of Regents
Office of the Chancellor
Office of the Controller
Real Estate Office
System Audit Office
System Police
System Compliance Office
System Airplane Operation
U.T. Tele-Campus
University Lands – Accounting Office
University Lands – West Texas Operations
Workers/ Compensation Insurance Division
The following workforce analysis display, within each department for each
job group, the total number of incumbents, the total number of make and
female incumbents, and the total number of male and female incumbents by
ethnicity.

Analysis of Major Job Groups


We have supplied an analysis of all major job groups at U. T. System
Administration. Those jobs having similar content, and opportunities have
been grouped into five job categories:
01 Executive/Administrative/Managerial
03 Professional
04 Clerical/Secretarial
05 Technical/Paraprofessional
06 Skilled Crafts
07 Service/Maintenance
The following reflects the analysis of the major job groups by job title,
ethnicity and gender.

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Company Profile

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Pragathi Consultancy Services

At PCS, we energetically strive to deliver the best employment options for


great companies and the associates we place within them. We serve best and
respected companies by sending them the highest-quality individuals for
temporary, temp-to-hire and full-time positions.
Companies make Pragathi their first choice for full-time, direct hire, temp-
to-hire and temporary employment agencies because we're at the forefront of
the ever-changing staffing industry. We meet our clients' needs - precisely,
quickly and cost-effectively - with the finest talent.
Young and very experienced - that's probably the best way to describe
us !

Pragathi helps companies in searching, selecting and managing the ever-


valuable human assets. Formed in 2005, PCS enjoys an enviable
reputation for delivering efficient, effective and professional solutions
to meet our IT and ITES clients’ diverse recruitment needs. We guide
the candidates too about the best opportunities in the marketplace, and
constantly advise them in their career progression.

Pragathi Consulting brings valuable experience to benchmark, revise,


implement and preach the best practices of recruiting to our clients. We will
conduct business and HR process reviews to assess what works and what

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doesn't within the client's unique corporate environment.
Pragathi Consulting will implement methods to decrease the joining time,
reduce the cost-per-hire, and propose tailored solutions to streamline your
recruitment process. Our services give you the opportunity to focus your
expertise where it counts - on your unique business endeavors. Our goal is to
ensure that our clients succeed in meeting their hiring goals with cost-
effectiveness in mind.
Our recruitment performance consulting services are designed to help take
your company to the next level of recruitment capability. Our recruitment
consultants are all senior level recruiters with years of IT and software
experience in recruiting, screening, and hiring techniques that produce
lasting results in IT sector.

Adopt a "Do what it takes to get the job done”

Clients:

Skilled, experienced, high-quality professionals are always at a premium and


the competition to acquire such individuals will always be fierce, especially
in these booming times. At Pragathi, we believe that by fostering a positive,
professional and attractive culture, we are able to attract these candidates on
behalf of our clients.
Relationships are at the core of our business. To successfully match
candidates to clients, we believe we have to look at more than a resume.
We prefer for our consultants to meet with clients at their offices. This
allows us to gain an insight into a client's working culture, as well as taking
a detailed brief about their company and the position they wish to fill.
Our candidates are our product and we want our product to be the best. We
attract prospective applicants through advertising, and intensive searching
and selection through job portals, and our in-house databases, and will invite
only those we judge to be of suitable quality to interact with one of our
consultants for private interviews. At this point, our consultants will add a
comprehensive report to the candidate's application.

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We use self developed enterprise recruitment software, enabling us to
conduct a comprehensive search of our candidate database for the criteria
specified by our clients. We also have the latest skills testing software to
validate the candidate's proficiency and experience on all the major software
technologies. We can assist in managerial aptitude and psychometric tests
too.
Only candidates who complete our rigorous selection process will be entered
into our records and considered for a specific role or other appropriate
appointments. We don't add everyone we meet to our books.
For additional information, prior to interviews, clients are provided with our
consultant's initial interview reports. Interviews usually take place at the
client's offices, but if required, we are happy for our clients to make use of
our offices.

HR Team:
PCS also had on Excellent HR and Development team of 50+ man power
Strength across the world.

About HR Team:
Well Trained Staff of Four Professionals, and 2 of Business unit HR
Professional, and another Two for Training and HR operations.

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Organization Chart of PCS

CEO

Manager-
TTTechnical
Finance HR & Admin Quality Resource

Business
Java Dot net Testing one

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HR Organization Chart
Corporate Manager- HR

Assi Mgr-Recruitment Assi.Mgr-Documentation Assi.Mgr-Contract

Documents Documents Staffing 1 Staffing 2

Recruitment Recruitment Recruitment

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Organization Chart of Technical Team

VP- Operations

Java Team Dot net Team Testing Team TSR Group

Intigrated QC

Support 1 Support 2 Support 3 Support 4

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Grade Structure
The grade structure is subject to change depending on the changes in
the policies

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Grade Technical Group Support Group *

A Trainee Trainee/Management
Trainee

B Engineer/Developer/Designer/Analyst/Writers/Editors.. Executive/System
Administrator/Asso
ciate

C Sr. Sr. Executive/


Engineer/Developer/Designer/Analyst/Writers/Edit Administrator
ors /Associate

D Team Leader -

E Asst. Manager Asst. Manager

F Technical Manager/Technical Architect Manager/Branch


Manager/Regional
Manager

G Sr. Technical Manager/Chief Architect Sr. Manager/National


Sales Manager

H Vice President Operations

I Managing Director

*Support: Accounts, HR, System Admin, Quality, Tech Support, Marketing

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Experience Level :

A 0-1

B >1- 3

C >3-5

D >5-7

E >7-10

F > 10 yrs, based on the expertise and managerial


capabilities, technical competencies..
G

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Research and Methodology

Statement of Problem:

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Human resource has gained a wide acceptance in the industry. The
objective of the study was to access employee satisfaction. This has led to
the need for more experienced and skillful employee where to be trained to
meet the organization requirement.

People in an organization are the most productive resource and also


the most expensive organization spends on this resource in order to extract
the best contribution out of them. A small judgment error in rectifying a non
retainable employee could lead to decal losses in terms of time and money
spend on his training and job socialization as also initial losses in terms of
job held up due to vacancy in position and other related job being postponed
in today’s fast pace corporate world, time management being important,
such errors are not called for therefore more stress is laid on efficient,
effective and potential worker for the organization corporate world today
recruits people directly and prudently rather simply hire and fire people.

The mobilization of money, the construction of factory building, the


purchase and installation of machines and procurement of materials are the
initial measures taken by a management in the establishment of a company.
The recruitment and selection of people to man and machines and auxiliary
services form a part of these initial measures.

Without people to man and plant, the collection of physical resources


by itself will not serve only purpose. The hiring of men and women required
is more important than the marshalling of physical resources in the
establishment of the company and the attainment of its objectives. Note that

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the hiring of people is confirmed to the initial stages in the formation of an
enterprise. The employment is continuous one and it ends only when the
enterprise eases to exist.

More important, an enterprise grows and diversifies, and so there is


great need for men and women. Recruitment and selection, therefore
becomes a specialized function and is disclosed by the personnel
department. In act, employments are one of the foremost functions of the
human resource development.

Therefore, it is necessary to know about the employment function i.e.,


recruitment, selection, interviews, placing and orientation of personnel’s. HR
is the major inputs for any organization to achieve its objectives. Therefore
it’s important for any organization to spend time and money till the right
personnel are found.

Field of study:
This project work was carried out at Saptha Business Solution Pvt.
Ltd., Bangalore.

Research samples:
IT industry plays a very important role in the economy. The sample
was therefore chosen as it portrays the needs of the researchers.

Research provides an insight into any study top basically evaluate and
judge the data or to find the solution to any given problem a simple is

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representative of a group or population that identifies itself as part of it. The
sample chosen for this report is Saptha Business Solution Pvt. Ltd.,
Bangalore.

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Objectives of the study

Recruitment and Selection are one of major HRM function that helps
manager to keep the skilled members in the organization.

Data Collection:

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The data collected contains primary data and secondary data. The
primary data has been collected mainly by interviewing and also observation
and audit. Secondary data has been obtained from published journals,
company broachers, books, internet, etc.

Limitations of the Study:


1. As the project is prepared for academic purpose only, it suffers from
the limitations of time and money, due to which analytical study into
all the strategies adopted by the organization was not possible.
2. The study was completed with in short span of time that was
available.
3. The report also suffers from the limitations of exhaustiveness as far as
the information is concerned.
4. All this study is limited to Saptha Business Solution Pvt. Ltd.,
Bangalore only.

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Data analysis

NUMBER OF RESPONDENT ACCORDING TO


1 GENDER

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NUMBER OF
GENDER RESPONDENT PERCENTAGE
MALE 26 52
FEMALE 24 48
TOTAL 50 100

Feed Back
The above chart shows that 52% of respondents
are male
and remaining 48% respondents are female

ARE SATISFIED WITH MANAGEMENT


2 POLICIES

MANAGEMENT NUMBER OF PERCENTAGE


POLICIES RESPONDENT
YES 50 100%
NO 0 0
TOTAL 50 100%

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The above chart shows that 100% respondents are satisfied
with the management policies.

ARE YOU SATISFIED WITH


3 MEDICAL
FACILITIES BY THE COMPANY ?

PERCENTAG
MEDICAL NUMBER OF E
FACILITIES RESPONDENT
YES 50 100%
NO 0 0
TOTAL 50 100%

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The above chart shows that 100% respondents are
satisfied
with the medical facilities given by the company

4 NATURE OF RELATIONSHIP BETWEEN THE


EMPLOYEES IN ORGANISATION

RELATIONSHIP NUMBER OF PERCENTAGE


RESPONDENT
EXCELLENT 49 98%
GOOD 1 2%
AVERAGE 0 0
TOTAL 50 100%

The above chart shows 98% of the respondent had


excellent employees in the organization

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TYPES OF INCENTIVES
5 PREFERRED

INCENTIVES NUMBER OF PERCENTAGE


RESPONDENT
MONETARY 25 50%
NON
MONETARY 0 0%
BOTH 25 50%
TOTAL 50 100%

The above chart shows that 50% of respondents


prefer
monetary type of Incentives and another 5% of
respondents
prefer both the types of incentive i.e, monetary and non-
monetary

DOES AN ORGANISATION GIVE


6 EMPHASIS
TO CAREER PLANNING

PLANNING NUMBER OF PERCENTAGE


RESPONDENT
YES 48 96%
NO 2 4%
TOTAL 50 100%

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The above chart shows 96% of respondents feel the
organizational is for career planning

DO YOU FEEL THAT YOUR


7 ORGANISATION IS
WELL PREPARED TO MEET
TODAY'S
CHALLENGES

CHALLENGES NUMBER OF PERCENTAGE


RESPONDENT
YES 50 100%
NO 0 0%
TOTAL 50 100%

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The above chart shows all the respondents agree that
their organization is well prepared to meet today's
Challenges

DO YOU HAVE FAITH IN


8 COMPANY'S POLICIES?

POLICIES NUMBER OF PERCENTAGE


RESPONDENT
YES 50 100%
NO 0 0%
TOTAL 50 100%

THE ABOVE CHART SHOWS ALL THE


RESPONDENTS HAVE FAITH
IN THEIR COMPANY'S POLICIES

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Feedbacks

1. Are you happy with the Recruitment process?


Recruitment No. of Respondents Percentage
Yes 68 90.7
No 7 9.3
Total 75 100

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2. How do you feel about interview panel?
Recruitment No. of Respondents Percentage
Excellent 30 40
Good 33 44
Satisfactory 10 13.3
Poor 2 2.7
Total 75 100

3. Did the Pragathi meet your expectations?


Recruitment No. of Respondents Percentage
Yes 70 93.3
No -- --
Cant Tell 5 6.7
Total 75 100

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4. Are you happy with the salary what you offered from the company?
Recruitment No. of Respondents Percentage
Yes 24 32
No 51 68
Total 75 100

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5. Did Pragathi Managing fulfill the commitments which are given to you at the time of
interview?
Recruitment No. of Respondents Percentage
Yes 42 56
No 13 17.3
Cant Tell 20 26.7
Total 75 100

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6. How do you come to know about openings in PCS?
BG Checks No. of Respondents Percentage
Friends 5 6.7
Internet 23 30.7
News Papers 40 53.3
Others 7 9.3
Total 75 100

7. Do you want to refer more friends to PCS?

BG Checks No. of Respondents Percentage


Yes 58 77.3
No 8 10.7

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Not Replied 9 12
Total 75 100

8. Did you have the right Designations?


BG Checks No. of Respondents Percentage
Yes 34 45.3
No 27 36
Not Replied 14 18.7
Total 75 100

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9. What should be the company’s main source of BG Check?
BG Checks No. of Respondents Percentage
Employment Bureau 4 5.3
Direct Verification 17 22.7
Third Party Verification 39 52
Placement agency 13 17.3
Others 2 2.7
Total 75 100

10.What should be the best recruitment sources according to your


preference?
Recruitment No. of Respondents Percentage
Internal Recruitment 63 84
External Recruitment 4 5.3
Both 8 10.7
Total 75 100

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11.Did you fully know about the company policies before joined in this
company?
Recruitment No. of Respondents Percentage
Yes 10 13.3
No 65 86.7
Total 75 100

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12.Did you under gone any Written Test during Recruitment?
Recruitment No. of Respondents Percentage
Yes 75 100
No 0 --
Total 75 100

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13.How do you think about Recruitment and selection procedure in your
company?
Recruitment No. of Respondents Percentage
Satisfactory 70 93.3
Unsatisfactory 5 6.7
Total 75 100

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Questionnaires

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1) Are you happy with the Recruitment process?
a) Yes
b) No

2) How do you feel about interview panel?


a) Excellent
b) Good
c) Satisfactory
d) Poor

3) Did the Saptha meet your expectations?


a) Yes
b) No

4) Are you happy with the salary what you offered from the company?
a) Yes
b) No

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5) Did Saptha Managing commitment which is given to you at the time
of interview?
a) Yes
b) No

6) How do you come to know about openings in Saptha?


a) Friends
b) Internet
c) News Paper
d) Others

7) Do you want to refer more friends to Saptha?


a) Yes
b) No

8) Did you have the right Designations?


a) Yes
b) No
9) What should be the company’s main source of recruitment?
a) Employment Bureau
b) News Paper ads
c) Direct Recruitment
d) Placement agency
e) Others

10) What should be the best recruitment sources according to your


preference?
a) Internal Recruitment
b) External Recruitment

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c) Both

11) Did you fully know about the company policies before joined in this
company?
a) Yes
b) No

12) Did you under gone any Written Test during recruitment?
a) Yes
b) No
13) How do you think about Recruitment and selection procedure in
your company?
a) Satisfactory
b) Unsatisfactory

14) What are your Guidelines to Saptha Recruitments?

15) How about HR Feed back in Saptha?

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Findings from the study

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The data collected and analyzed and general observation has proven
that M/S Pragathi Consultancy Services. Has done remarkable job in its
Human resource development.

The main findings are as follows:

1. Each and every employee is well prepared to meet today’s challenges.


2. The organization gives encouragement in career planning for every
employee.
3. There are employees in all experience level in the organization.
4. The internal department of core competencies and continuous process
improvements has made Saptha Business Solution Pvt. Ltd. One of
the most exciting SAP companies to work for.
5. The management showing their full efforts for the growth of Saptha
Business Solution Pvt. Ltd.

6. The company is having skilled employees who can give prime


solutions to the clients more effectively.
7. The management is showing there individual attention to each and
every employees for their betterment and to groom there skills.

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Suggestions
1. Create awareness about customer’s requirements among the
employees by maintaining high level of motivation and focus.
2. Increase the competence levels among the employees by giving
suitable Training and Development Program.
3. Identify the competencies and behavior pattern to be developed in
each individual by obtaining there feedback and requirements.
4. Provide training to the employees so that they get better knowledge,
skills and attitude.
5. Convert Saptha Business Solution Pvt. Ltd. into a ‘learning and
development organization’ to make it a “GLOBAL PLAYER AND
LEADER”.

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Bibliography

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Primary Source

1. Principles of Management
- By R.N.Gupta.

2. Business Management
- By Reddy and Appanaiah

3. Personal Management and Industrial Relations


-By Dr.T.N.Bhagoliwali

Secondary source

4. www.Google.com
5. www.KarnatakaHRGroup.com

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6. www.HRCommunity.com
7. www.HRIndia.com
8. Mr.BV Raghunath – (HRD Professional)

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