Summer Internship Project Report

On
A Study of Human Resources Recruitment
In Zenith Dance Institute Private Limited

Submitted in partial fulfilment of requirement of

Bachelor of Business Administration (B.B.A) General

BBA V (Evening)

Batch 2017-2020

Submitted to: Submitted by:

Ms Dikshita kathuria Aayush Sharma

Assistant Professor 00224501717

JAGANNATH INTERNATIONAL MANAGEMENT SCHOOL KALKAJI

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 ACKNOWLEDGEMENTS

A lot of effort has gone into this training report and for that I would like all those who have contributed in
completing this project.

First of all, I would like to send my sincere thanks to Mr SACHIN SHARMA Assistant Manager-HR,
Zenith Dance Institute for her valuable guidance during the internship and constant encouragement
during the completion of this project report.

Also, I am highly intended and extremely thankful to MS.DIKSHITA KATHURIA, Assistant

Professor, JIMS Kalkaji who as my guide was a constant source of inspiration and encouragement to
me. The strong interest evinced by her has helped me in dealing with the problems I faced during the
course of project work.

I express my profound sense of gratitude to them for their timely help and co-operation in completing
the project.

Lastly, I would like to thank my entire beloved family & friends for providing me monetary as well as non
– monetary support, as and when required without which this project would not have completed on time.
Their trust and patience is now coming out in form of this thesis.

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 CERTIFICATE OF COMPLETION

This is to certify that Aayush Sharma, enrolment number 00224501717 pursuing BBA (General) from
Jagannath International Management School, Kalkaji has successfully completed the research
project on “A study of human resources recruitment” under my supervision and guidance.

She has taken care of all necessary aspects and has shown keen interest and utmost sincerity during
the completion of this project file.

I certify that this project file is up to my satisfaction and as per the

guidelines laid down by the Guru Gobind Singh Indraprastha
University.

Ms Dikshita Kathuria

(Internal mentor)

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 DECLARATION

I declare that

a. All the work done is my original.

b. I have not used work that is previously produced by any other student or any other
person to submit it as my own.

c. The work confirms to the guidelines for layout, content and style as set out in the
Regulations and Guidelines.

Aayush Sharma

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 CONTENT

S.no Description Page no.

1. Acknowledgements
2. Certificate of Completion
3. Declaration
4. Content
5. Executive Summary
6. Introduction to the topic
7. Objectives
8. Literature Review
9. Company Profile
10. Research Methodology
11. Analysis and Interpretation
12. Findings and Inferences
13. Limitations
14. Recommendations and Conclusions
15. Appendices
16. Bibliography

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 Executive Summary
The Human Resources are the most important assets of an organization. The success
or failure of an organization is largely dependent on the caliber of the people working
therein.

Without positive and creative contributions from people, organizations cannot progress
and prosper. In order to achieve the goals or the activities of an organization, therefore,
they need to recruit people with requisite skills, qualifications and experience.

While doing so, they have to keep the present as well as the future requirements of the
organization in mind. Recruitment is defined as, “a 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 workforce.” In order to attract people for the jobs, the
organization must communicate the position in such a way that job seekers respond. To
be cost effective, the recruitment process should attract qualified applicants and provide
enough information for unqualified persons to self-select themselves out.

The term “HR recruiter” may sound redundant, as both human resources managers and
recruiters both find job candidates and get them hired, this job is very specific. Recruiters
will work from resumes or by actively soliciting individuals qualified for positions. A
recruiter's job includes reviewing candidate's job experiences, negotiating salaries, and
placing candidates in agreeable employment positions.

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 Chapter – I
Introduction to the topic

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This project aims at studying Human Resources Recruitment

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9
 Human Resource Management and Human Resource Development

Definition:

HRM is the process of managing people in organizations in a structured and thorough

manner. This covers the fields of staffing (hiring people), retention of people, pay and perks
setting and management, performance management, change management and taking care of exits
from the company to round off the activities. This is the traditional definition of HRM which
leads some experts to define it as a modern version of the Personnel Management function that
was used earlier.

We have chosen the term “art and science” as HRM is both the art of managing people by
recourse to creative and innovative approaches; it is a science as well because of the precision
and rigorous application of theory that is required.

Human Resource Development (HRD) means to develop available manpower through

suitable methods such as training, promotions, transfers and opportunities for career
development. HRD programs create a team of well-trained, efficient and capable managers and
subordinates. Such team constitutes an important asset of an enterprise. One organisation is
different from another mainly because of the people (employees) working there in. According to
Peter F. Drucker, "The prosperity, if not the survival of any business depends on
the performance of its managers of tomorrow." The human resource should be
nurtured and used for the benefit of the organisation.

Uses of Human Resource Management in an organization:

 Human Resource Management (HRM) is the function within an organization that

focuses on recruitment of, management of, and providing direction for the people who
work in the organization. It can also be performed by line managers.

 Human Resource Management is the organizational function that deals with issues
related to people such as compensation, hiring, performance management, organization
development, safety, wellness, benefits, employee motivation, communication,
administration, and training.

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 HRM is also a strategic and comprehensive approach to managing people and the
workplace culture and environment. Effective HRM enables employees to contribute
effectively and productively to the overall company direction and the accomplishment
of the organization's goals and objectives.

 Human Resource Management is moving away from traditional personnel,

administration, and transactional roles, which are increasingly outsourced. HRM is now
expected to add value to the strategic utilization of employees and that employee
programs impact the business in measurable ways. The new role of HRM involves
strategic direction and HRM metrics and measurements to demonstrate value.

 The Human Resource Management (HRM) function includes a variety of activities, and
key among them is responsibility for human resources -- for deciding what staffing
needs you have and whether to use independent contractors or hire employees to fill
these needs, recruiting and training the best employees, ensuring they are high
performers, dealing with performance issues, and ensuring your personnel and
management practices conform to various regulations. Activities also include managing
your approach to employee benefits and compensation, employee records and
personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out
these activities themselves because they can't yet afford part- or full-time help.
However, they should always ensure that employees have -- and are aware of --
personnel policies which conform to current regulations. These policies are often in the
form of employee manuals, which all employees have.

 HRM is widening with every passing day. It covers but is not limited to HR planning,
hiring (recruitment and selection), training and development, payroll management,
rewards and recognitions, Industrial relations, grievance handling, legal procedures etc.
In other words, we can say that it‟s about developing and managing harmonious
relationships at workplace and striking a balance between organizational goals and
individual goals.

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Advantages / Importance of HR:

 Meeting manpower needs: Every Organisation needs adequate and properly qualified
staff for the conduct of regular business activities. Imaginative HRP is needed in order to
meet the growing and changing human resource needs of an organisation.

 Replacement of manpower: The existing manpower in an Organisation is affected due to

various reasons such as retirement and removal of employees and labour turnover. HRP
is needed to estimate the shortfall in the manpower requirement and also for making
suitable arrangements for the recruitment and appointment of new staff.

 Meeting growing manpower needs: The expansion or modernisation programme may

be undertaken by the enterprise. Manpower planning is needed in order to forecast and
meet additional manpower requirement due to expansion and growth needs through
recruitment and suitable training programs.

 Meeting challenges of technological environment: HRP is helpful in effective use of

technological progress. To meet the challenge of new technology existing employees
need to be retrained and new employees may be recruited.

 Coping with change: HRP enables an enterprise to cope with changes in competitive
forces, markets, products, and technology and government regulations. Such changes
generate changes in job content, skill, number and type of personals.

 Increasing investment in HR: An employee who picks up skills and abilities becomes a
valuable resource because an organisation makes investments in its manpower either
through direct training or job assignments.

 Adjusting manpower requirements: A situation may develop in; an organisation when

there will be surplus staff in one department and shortage of staff in some other
department. Transfers and promotions are made for meeting such situations.

 Recruitment and selection of employees: HRP suggests the type of manpower required
in an organisation with necessary details. This facilitates recruitment and selection of

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 suitable personnel for jobs in the Organisation. Introduction of appropriate selection tests
and procedures is also possible as per the manpower requirements.

 Placement of manpower: HRP is needed as it facilitates placement of newly selected

persons in different departments as per the qualifications and also as per the need of
different departments. Surplus or shortage of manpower is avoided and this ensures
optimum utilization of available manpower.

 Training of manpower: HRP is helpful in selection and training activities. It ensures that
adequate numbers of persons are trained to fill up the future vacancies in the
Organisation.

HR TOPICS - FUNCTIONS

Recruitment and Selection Process

Complete Recruitment life cycle

 Levels of Companies
 Technologies and Domineer
 Portal Explanation
 Explanation of Job Description and Analyzing of Requirement
 Sourcing of Profiles from Portals
 Screening of profiles as per the requirement
 Calling the Candidates
 Formatting of profiles and Tracker‟s Preparation
 Maintenance of Database

Training and Development

 Concept of Training and Development

 Training Needs Identification Process
 Designing Annual Training Plans
 Training Execution
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  Designing Employee Development Initiatives
 Designing Supervisory Development Programs
 Designing Management Development Programs
 What is Training ROI and how to Calculate
 Introduction to Best Trainer Skills, Knowledge and Abilities

Induction and Orientation

 How to Design Induction Programs and Execution

 How to Design on the Job Training Programs and Monitoring
 How to evaluate effectiveness of Induction and on the Job Training Programs
 Probation Confirmation and HR Role

Team Management Skills

 Understanding What is a Team

 Understanding Team Development Stages
 What is your Team Membership Orientation
 How to improve your effectiveness as Team Member
 What is Team Leadership
 Understanding my Orientation

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HR Recruitment:

According to Edwin Flippo, "Recruitment is the process of searching for prospective

employees and stimulating them to apply for jobs in the Organisation."

Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified
applicants for the future human resources needs even though specific vacancies do not exist.
Usually, the recruitment process starts when a manger initiates an employee requisition for a
specific vacancy or an anticipated vacancy.

It is the process to discover sources of manpower to meet the requirement of staffing schedule
and to employ effective measures for attracting that manpower in adequate numbers to facilitate
effective selection of an efficient working force.

Recruitment of candidates is the function preceding the selection, which helps create a pool of
prospective employees for the organisation so that the management can select the right candidate
for the right job from this pool. The main objective of the recruitment process is to expedite the
selection process.

Recruitment is almost central to any management process and failure in recruitment can create
difficulties for any company including an adverse effect on its profitability and inappropriate
levels of staffing or skills. Inadequate recruitment can lead to labor shortages, or problems in
management decision making and the recruitment process could itself be improved by following

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management theories. The recruitment process could be improved in sophistication with Rodgers
seven point plan, Munro-Frasers five-fold grading system, psychological tests, personal
interviews, etc. Recommendations for specific and differentiated selection systems for different
professions and specializations have been given. A new national selection system for
psychiatrists, anesthetists and dental surgeons has been proposed within the UK health sector

Need for Recruitment

The need for recruitment may be due to the following reasons / situations
 Vacancies: due to promotions, transfers, retirement, termination, permanent disability,
death and labour turnover.

 Creation of new vacancies: due to growth, expansion and diversification of business

activities of an enterprise.

 In addition, new vacancies are possible due to job respecification.

The recruitment and selection is the major function of the human resource department and
recruitment process is the first step towards creating the competitive strength and the strategic
advantage for the organisations. Recruitment process involves a systematic procedure from
sourcing the candidates to arranging and conducting the interviews and requires many resources
and time. A general recruitment process is as follows:

Identifying the vacancy:

The recruitment process begins with the human resource department receiving requisitions for
recruitment from any department of the company. These contain:

• Posts to be filled
• Number of persons
• Duties to be performed
• Qualifications required

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  Preparing the job description and person specification.
 Locating and developing the sources of required number and type of employees
(Advertising etc).
 Short-listing and identifying the prospective employee with required characteristics.
 Arranging the interviews with the selected candidates.
 Conducting the interview and decision making

The HR Role in Recruitment changed and HRM:

 Decides about the design of the recruitment processes and to decide about the split of
roles and responsibilities between Human Resources and Hiring Manager
 Decides about the right profile of the candidate
 Decides about the sources of candidates
 Decides about the measures to be monitored to measure the success of the process

A traditional role of HR in Recruitment was an administrative part of the whole process. The
HRM was responsible for maintaining the vacancies advertised and monitored, but the real
impact of HRM to the performance of the whole recruitment process was minimal.
But as the role of Human Resources in the business was increasing, the HR Strategy was
changed. From making the process working to the real management of HR Processes and the
Recruitment Process was the first to manage.
The role of HR in Recruitment is very important as HRM is the function to work on the
development of the recruitment process and to make the process very competitive on the market.
As the job market gets more and more competitive, the clearly defined HR Role in Recruitment
will be growing quickly. HRM is not a function to conduct all the interviews today, the main role
of Human Resources is to make the recruitment process more attractive and competitive on the
job market.

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Scope of HR Recruitment:
 HR jobs are one of most important tasks in any company or organization.
 To structure the Recruitment policy of company for different categories of employees.
 To analyses the recruitment policy of the organization.
 To compare the Recruitment policy with general policy.
 To provide a systematic recruitment process.
 It extends to the whole Organization. It covers corporate office, sites and works
appointments all over India.
 It covers workers, Clerical Staff, Officers, Jr. Management, Middle Management and
Senior Management cadres.
 A recruitment agency provides you with career counseling which renders a crystal clear
picture of what are the possible career options out there for you and which job option
suits you the best.

Objective of HR
 To obtain the number and quality of employees that can be selected in order to help the
organization to achieve its goals and objectives.
 Recruitment helps to create a pool of prospective employees for the organization so
that the management can select the right candidate for the right job from this pool.
 Recruitment acts as a link between the employers and the job seekers and ensures the
placement of right candidate at the right place at the right time.
 Recruitment serves as the first step in fulfilling the needs of organizations for a
competitive, motivated and flexible human resource that can help achieve its objectives.
 The recruitment process exists as the organization hire new people, who are aligned
with the expectations and they can fit into the organization quickly.

Advantage of Outsourcing Recruitment/Hiring of Consultancy

Traditionally, recruitment is seen as the cost incurring process in an organization. HR
outsourcing helps the HR professionals of the organisations to concentrate on the strategic
functions and processes of human resource management rather than wasting their efforts, time
and money on the routine work.

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 Outsourcing the recruitment process helps to cut the recruitment costs to 20 % and also provide
economies of scale to the large sized organizations.
The major advantages of outsourcing performance management are:

Cost Reduction

Result Time saving

Hiring of consultancy
of
Qualitative/Quantitativ

Focus
Management

Outsourcing is beneficial for both the corporate organisations that use the outsourcing services as
well as the consultancies that provide the service to the corporate. Apart from increasing their
revenues, outsourcing provides business opportunities to the service providers, enhancing the
skill set of the service providers and exposure to the different corporate experiences thereby
increasing their expertise.

The advantages accruing to the corporate are:

 Turning the management's focus to strategic level processes of HRM
 Accessibility to the expertise of the service providers
 Freedom from red tape and adhering to strict rules and regulations
 Optimal resource utilisation
 Structured and fair performance management.
 A satisfied and, hence, highly productive employees
 Value creation, operational flexibility and competitive advantage
Therefore outsourcing helps both the organisations and the consultancies to grow and perform
better.

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Changing Role of Recruitment Intermediaries:

Recruitment consultancies, agencies or intermediaries are witnessing a boom in the demand of

their services, both by the employers and the job seekers. With an already saturated job market,
the recruitment intermediaries have gained a vital position acting as a link between the job
seekers and the employers.
But at the same time, one of the major threats faced by this industry is the growing popularity of
e-recruitment. With the changing demand, technologies and the penetration and increasing use of
internet, the recruitment consultancies or the intermediaries are facing tough competition. To
retain and maintain their position in the recruitment market, the recruitment intermediaries or
consultants (as they are commonly known) are witnessing and incorporating various changes in
terms of their role, functions and the services.
According to a survey amongst top employers, most of them agree with the growing influence of
technology and the Internet on the recruitment processes. 70 per cent of employers reported the
use of application portal on their company‟s official website. Apart from that, the emerging
popularity of the job portals is also growing.
But the fact that the intermediaries or the consultants are able to provide their expert services,
economies of scale, up to 40 percent savings in the recruitment costs, knowledge of the market,
the candidates, understanding of the requirements, and most importantly, the assess to the
suitable and talented candidates and the structured recruitment processes. The recruitment
intermediaries save the organisations from the tedious of weeding out unsuitable resumes, co-
coordinating interviews, posting vacancies etc. give them an edge over the other sources of
recruitment.
To retain their position as the service providers in the recruitment market, the recruitment
intermediaries are providing vale added services to the organisations. They are incorporating the
use of internet and job portals, making their services more efficient.
Despite of the growing use of the internet, the recruitment intermediaries are predicted to
continue dominating the recruitment market in the anticipated future.

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Recruitment Management System

Recruitment management system is the comprehensive tool to manage the entire recruitment
processes of an organisation. It is one of the technological tools facilitated by the information
management systems to the HR of organisations. Just like performance management, payroll and
other systems, Recruitment management system helps to contour the recruitment processes and
effectively managing the ROI on recruitment.
The features, functions and major benefits of the recruitment management system are 4explained
below:

 Structure and systematically organize the entire recruitment processes.

 Recruitment management system facilitates faster, unbiased, accurate and reliable
processing of applications from various applications.
 Helps to reduce the time-per-hire and cost-per-hire.
 Recruitment management system helps to incorporate and integrate the various links
like the application system on the official website of the company, the unsolicited
applications, outsourcing recruitment, the final decision making to the main recruitment
process.
 Recruitment management system maintains an automated active database of the
applicants facilitating the talent management and increasing the efficiency of the
recruitment processes.
 Recruitment management system provides and a flexible, automated and interactive
interface between the online application system, the recruitment department of the
company and the job seeker.
 Offers tolls and support to enhance productivity, solutions and optimizing the
recruitment processes to ensure improved ROI.
 Recruitment management system helps to communicate and create healthy
relationships with the candidates through the entire recruitment process.

The Recruitment Management System (RMS) is an innovative information system tool which
helps to sane the time and costs of the recruiters and improving the recruitment processes.

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22
HR Recruitment Process

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25
HR Challenges in Recruitment
Recruitment is a function that requires business perspective, expertise, ability to find and match
the best potential candidate for the organisation, diplomacy, marketing skills (as to sell the
position to the candidate) and wisdom to align the recruitment processes for the benefit of the
organisation. The HR professionals – handling the recruitment function of the organisation- are
constantly facing new challenges. The biggest challenge for such professionals is to source or
recruit the best people or potential candidate for the organisation.
In the last few years, the job market has undergone some fundamental changes in terms of
technologies, sources of recruitment, competition in the market etc. In an already saturated job
market, where the practices like poaching and raiding are gaining momentum, HR professionals
are constantly facing new challenges in one of their most important function- recruitment. They
have to face and conquer various challenges to find the best candidates for their organizations.

The major challenges faced by the HR in recruitment are:

 Adaptability to globalization – The HR professionals are expected and required to keep
in tune with the changing times, i.e. the changes taking place across the globe. HR
should maintain the timeliness of the process

 Lack of motivation – Recruitment is considered to be a thankless job. Even if the

organisation is achieving results, HR department or professionals are not thanked for
recruiting the right employees and performers

 Process analysis – The immediacy and speed of the recruitment process are the main
concerns of the HR in recruitment. The process should be flexible, adaptive and
responsive to the immediate requirements. The recruitment process should also be cost
effective.

 Strategic prioritization – The emerging new systems are both an opportunity as well as a
challenge for the HR professionals. Therefore, reviewing staffing needs and prioritizing
the tasks to meet the changes in the market has become a challenge for the recruitment
professionals.

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27
 Chapter – II

Objectives Of The Study

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The main objectives of the study are as follows:

i. To understand the process of recruitment

ii. To know the sources of recruitment at various levels and various jobs

iii. To critically analyse the functioning of recruitment procedures

iv. To identify the probable area of improvement to make recruitment procedure more

effective

v. To know the managerial satisfaction level as well as to know the yield ratio

vi. To search or headhunt people whose, skill fits into the company’s values

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 Chapter – III
Literature Review

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Work by Korsten (2003) and Jones et al. (2006):
According to Korsten (2003) and Jones et al. (2006), Human Resource Management theories emphasize on
techniques of recruitment and selection and outline the benefits of interviews, assessment and psychometric
examinations as employee selection process. They further stated that recruitment process may be internal or
external or may also be conducted online. Typically, this process is based on the levels of recruitment policies,
job postings and details, advertising, job application and interviewing process, assessment, decision making,
formal selection and training (Korsten 2003).

Jones et al. (2006) suggested that examples of recruitment policies in the healthcare, business or industrial
sector may offer insights into the processes involved in establishing recruitment policies and defining managerial
objectives.

Successful recruitment techniques involve an incisive analysis of the job, the labour market scenario/ conditions
and interviews, and psychometric tests in order to find out the potentialities of job seekers. Furthermore, small
and medium sized enterprises lay their hands on interviews and assessment with main concern related to job
analysis, emotional intelligence in inexperienced job seekers, and corporate social responsibility. Other
approaches to selection outlined by Jones et al. (2006) include several types of interviews, role play, group
discussions and group tasks, and so on.

Any management process revolves around recruitment and failure in recruitment may lead to difficulties and
unwanted barriers for any company, including untoward effects on its profitability and inappropriate degrees of
staffing or employee skills (Jones et al. 2006). In additional, insufficient recruitment may result into lack of labour
or hindrances in management decision making, and the overall recruitment process can itself be advanced and
amended by complying with management theories. According to these theories, the recruitment process can be
largely enhanced by means of Rodgers seven point plan, Munro-Frasers five-fold grading system, personal
interviews, as well as psychological tests (Jones et al. 2006).

Work by Alan Price (2007):

Price (2007), in his work Human Resource Management in a Business Context, formally defines recruitment and
selection as the process of retrieving and attracting able applications for the purpose of employment. He states
that the process of recruitment is not a simple selection process, while it needs management decision making
and broad planning in order to appoint the most appropriate manpower. There existing competition among
business enterprises for recruiting the most potential workers in on the pathway towards creating innovations,
with management decision making and employers attempting to hire only the best applicants who would be the
best fit for the corporate culture and ethics specific to the company (Price 2007). This would reflect the fact that
the management would particularly shortlist able candidates who are well equipped with the requirements of
the position they are applying for, including team work. Since possessing qualities of being a team player would
be essential in any management position (Price 2007).

Work by Hiltrop (1996):

Hiltrop (1996) was successful in demonstrating the relationship between the HRM practices, HRM-organizational
strategies as well as organizational performance. He conducted his research on HR manager and company
officials of 319 companies in Europe regarding HR practices and policies of their respective companies and
discovered that employment security, training and development programs, recruitment and selection,
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teamwork, employee participation, and lastly, personnel planning are the most essential practices (Hiltrop
1999). As a matter of fact, the primary role of HR is to develop, control, manage, incite, and achieve the
commitment of the employees. The findings of Hiltrop’s (1996) work also showed that selectively hiring has a
positive impact on organizational performance, and in turn provides a substantial practical insight for executives
and officials involved. Furthermore, staffing and selection remains to be an area of substantial interest. With
recruitment and selection techniques for efficient hiring decisions, high performing companies are most likely to
spend more time in giving training particularly on communication and team-work skills (Hiltrop 1999). Moreover
the finding that there is a positive connection existing between firm performances and training is coherent with
the human capital standpoint. Hence, Hiltrop (1996) suggests the managers need to develop HR practices that
are more focused on training in order to achieve competitive benefits.

Work by Jackson et al. (2009) and Bratton and Gold (1999):

As discussed by Jackson et al. (2009), Human resource management approaches in any business organization are
developed to meet corporate objectives and materialization of strategic plans via training and development of
personnel to attain the ultimate goal of improving organizational performance as well as profits. The nature of
recruitment and selection for a company that is pursuing HRM approach is influenced by the state of the labour
market and their strength within it. Furthermore, it is necessary for such companies to monitor how the state of
labour market connects with potential recruits via the projection of an image which will have an effect on and
reinforce applicant expectations. Work of Bratton & Gold (1999) suggest that organizations are now developing
models of the kind of employees they desire to recruit, and to recognize how far applicants correspond to their
models by means of reliable and valid techniques of selection. Nonetheless, the researchers have also seen that
such models, largely derived from competency frameworks, foster strength in companies by generating the
appropriate knowledge against which the job seekers can be assessed. However, recruitment and selection are
also the initial stages of a dialogue among applications and the company that shapes the employment
relationship (Bratton & Gold 1999). This relationship being the essence of a company’s manpower development,
failure to acknowledge the importance of determining expectation during recruitment and selection can lead to
the loss of high quality job seekers and take the initial stage of the employment relationship so down as to make
the accomplishment of desirable HRM outcomes extremely difficult. In the opinion of Bratton and Gold (1999),
recruitment and selection practices are essential characteristics of a dialogue driven by the idea of “front-end”
loading processes to develop the social relationship among applicants and an organization. In this relationship,
both parties make decisions throughout the recruitment and selection and it would be crucial for a company to
realize that high-quality job seekers, pulled by their view of the organization, might be lost at any level unless
applications are provided for realistic organization as well as work description. In view of Jackson et al. (2009)
and Bratton & Gold (1999) applicants have a specific view of expectations about how the company is going to
treat them; recruitment and selection acts as an opportunity to clarify this view. Furthermore, one technique of
developing the view, suggested by Bratton and Gold (1999), are realistic job previews or RJPs that may take the
form of case studies of employees and their overall work and experiences, the opportunity to “cover” someone
at work, job samples and videos. The main objective of RJPs is to allow for the expectations of job seekers to
become more realistic and practical. RJPs tend to lower initial expectations regarding work and a company,
thereby causing some applications to select themselves; however RJPs also increase the degree of organization
commitment, job satisfaction, employee performance, appraisal and job survival among job seekers who can
continue into employment (Bratton & Gold 1999) Jackson et al. (2009).

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Work by Silzer et al (2010):
However, the process of recruitment does not cease with application of candidature and selection of the
appropriate candidates, but involves sustaining and retaining the employees that are selected, as stated by Silzer
et al. (2010).

Work of Silzer et al. (2010) was largely concerned with Talent management, and through their work they were
successful in resolving issues like whether or not talent is something one can be born with or is it something that
can be acquired through development. According to Silzer et al (2010), that was a core challenge in designing
talent systems, facing the organization and among the senior management. The only solution to resolve the
concern of attaining efficient talent management was by adopting fully-executable recruitment techniques.
Regardless of a well-drawn practical plan on recruitment and selection as well as involvement of highly qualified
management team, companies following recruitment processes may face significant obstacles in
implementation. As such, theories of HRM can give insights in the most effective approaches to recruitment
even though companies will have to employ their in house management skills for applying generic theories
across particular organizational contexts. Word conducted by Silzer et al (2010) described that the primary
objective of successful talent strategies is to create both a case as well as a blueprint for developing the talent
strategies within a dynamic and highly intensive economy wherein acquisition, deployment and preservation of
human capital-talent that matter,, shapes the competitive advantages and success of many companies (Silzer et
al. 2010).

Work by Taher et al. (2000):

Toward that end Taher et al. (2000) carried out a study to critique the value-added and non-value activities in a
recruitment and selection process. The strategic manpower planning of a company, training and development
programmer, performance appraisal, reward system and industrial relations, was also appropriately outlined in
the study. This study was based on the fact that efficient HR planning is an essence of organization success,
which flows naturally into employee recruitment and selection (Taher et al. 2000). Therefore, demand rather
than supply must be the prime focus of the recruitment and selection process and a greater emphasis must be
put on planning, supervising and control rather than mediation. Extending this principle, a realistic approach to
recruitment and selection process was demonstrated, and the study found that an organization is efficient only
when the value it commands exceeds the price involved in determining the process of decision making or
product. In other words, value-added and non-value added activities associated with a company’s recruitment
and selection process impacts its role in creating motivated and skilled workforce in the country (Taher et al.
2000). Thus, the study identified the waiting time, inspection time and filing time as non-value added tasks and
the cost of advertisement as the only value added activity in the overall process. Taher et al. (2000) investigated
the recruitment and selection section of Bangladesh Open University. It was found that whenever the
recruitment and selection department of BOU received a recruitment request of new applicants from other
sections, the officials failed to instantly advertise the vacancy in various media. The university had to follow
some long sequential steps prior to doing so. After the vacancy is publicly advertised, what followed were the
bureaucratic formalities and complications together with inspection and supervision by two departments
thereby causing unnecessary waiting in the recruitment and selection process that eventually increases the cost
of recruitment by keeping the organization’s image at stake. The study also witnessed some amount of
repetition taking place at every step of recruitment where the applications of applicants circulating around too
many departments for verifications. This repetitive work tends to engage unnecessary persons for a single task
that results in unnecessary delay in the decision and unjust wastage of manpower.
33
After careful consideration of similar problems in the BOU, Taher et al. (2006) recommended for amending the
recruitment process by stating that firstly processes like job analysis and searching internal and external sources
must be followed by direct advertisement of the post as the HR’s own responsibility, and not by any
intermediate officials. This will eliminate the non-value activities. Secondly, Taher et al (2000) suggested a
‘system’ to be introduced to ease the respective department to study the shortlisted candidates, which can be
done only by the request of the HR department. A medical assistance must be sought by BOU in regards to the
physical or mental abilities of applicants for the job function as well as their workers compensation and risk. A
procedure needs to be devised pertaining to the privacy and confidentiality of medical reports. Thus, this privacy
and decrease in noon-value added activity of the medical exam can be sustained effectively by testing the
applicants via contracted medical advisors, or in-house doctors. Use of a computer based HR system should be
installed in BOU to manage the pool of information about employees and to make the organization to take just-
in-time HR recruitment and selection decisions.

Therefore, any organization is encouraged to development real-time recruitment strategies that must attempt
to generate a pool of appropriately qualified and well-experienced individuals so as to effectively initiate the
selection strategies and decisions. In essence, the potential applications are encouraged to apply for the open
vacancies and also the relevant departments can engage in recruiting the best candidates to upgrade the
department’s performance (Taher et al. 2000).

34
 Chapter – IV
Company Profile

35
Zenith Dance Company is recognized internationally for choreography and artistic performances. It has been
creating unique, experimental and inspirational dance work for the last 19 years in national and international
market. Over the years it has organized and performed in more than 10,000 live shows. The company is based out
of Delhi / NCR and Mumbai.

Zenith Dance Troupe is headed by Ms. Ritu Kapoor and Mr. Sooraj Katoch, who are both directors in the firm.
They started their journey in the year 1999 and presented the Indian and international audience with some unique
acts.

36
 BRANCHES

 DELHI
 GURUGRAM
 INDRAPURAM
 MUMBAI
 HYDERABAD

DIRECTORS
About Sooraj Katoch: Sooraj Katoch has been in the entertainment industry for the last 19 years. He has been
instrumental in forming and evolving Zenith Dance Troupe. He started his journey at a tender age of 19 years by
giving training sessions to individuals. Today, Sooraj has become the busiest choreographers in the country,
working with Bollywood and Hollywood stars.

He has worked with Hollywood stars such as Julia Roberts, Akon, Boney M and others. In Bollywood, he has
worked with stars such as Shah Rukh Khan, Amitabh Bachchan, BomanIrani, Neha Dhupia, Huma Qureshi,
Hansika Motwani, Shreya Sharan, Zareen Khan, Nargis Fakhri, Shruti Hassan and others.

In the recent past, he has choreographed albums – that has been revenue grosser – such as Wakhra Swag,
Pitbull, All Black, Pyar Te Jaguar, Sad Song, Att Tera Yaar, Soniye and others. Along with this, he has also
choreographed for movies like ‘Eat, Pray, Love,’ ‘Gandhi to Hitler’, ‘Shahgird’ and others.

Some of the events that were choreographed by him included Indian Premium League (IPL) Opening – Delhi
(2017), IPL Opening – Indore (2017), National Youth Festival 2017, Common wealth Games 2010, South Asian
Games 2016, SIIMA awards 2015, SIIMA awards 2016 and others.

About Ritu Kapoor: Ritu Kapoor has also been in the field of performing arts and dance in Delhi/NCR region
since 1999. She heads the academy division, along with successfully incubating costumes business in the past
few years.

It has been the endeavor undertaken by Ritu wherein international artists are brought in India for showcasing
their talent. To create a niche in the industry, she has made sure that Indian artists are also able to adapt their
style along with the international artists and create a fusion art form for the Indian audience. Together with this,
she has been working with children from weaker faction of the society through various NGOs in Delhi and other
states.

She is a bachelor in Commerce. However, she followed her passion for performing arts, and through her sheer
hard work and dedication, she created an unparalleled dance brand in the industry.

37
ACHIVEMENTS
In the past years of operations in the country, Zenith has been facilitated with various awards for taking teaching
dance to students to the next level. Some of the awards include:

1. 2017: Best Dance Company, Spotlight Awards facilitated by Event & Entertainment Management
Association
2. 2017: ‘Excellence in Dance’ facilitated by Sur Sadhana Award
3. 2017: Exemplary work in Dance by Delhiites
4. 2012: 10thMeriDilli Awards for best dance institute
5. 2005: 13thShama Award
6. 2012: Global Excellence Award
7. 2009: Sur Sadhana Award
8. 2009: Times Service Excellence 2009-10

Zenith has been able to create a niche in the industry by providing quality performing arts events in India and in
the international arena. Along with this, acquiring international artists helps Zenith in getting exposure to learn
various finer nuances of art and culture.

Artists, especially from other country, who come to the organization are the responsibility of Zenith and the
organization takes utmost care in maintaining the reputation of the brand and consider foreign artists as an
ambassador of the country they represent.

Zenith takes highest care in ensuring the safety, security and well-being of the foreign nationals, along with
being cautious and vigilant about their conduct and behaviour during their stay in India.

Zenith would be really obliged if the embassy is able to grant visas to the nationals so that they are able to
associate with the dance institute.

38
 Chapter – V
Research Methodology

39
RESEARCH is a „careful investigation or inquiry especially through search for new facts in any
branch of knowledge‟.

METHODOLOGY OF STUDY:
The project is a systematic presentation consisting of the enunciated problem, formulated
hypothesis, collected facts of data, analyzed facts and proposed conclusions in form of
recommendations.
The data has been collected from both the sources primary and secondary sources.

DATA COLLECTION:
Primary Data:

Primary data was collected through survey method by distributing questionnaires to

employees. The questionnaires were carefully designed by taking into account the parameters
of my study.

Secondary Data:
Data was collected from web sites, going through the records of the organisation, etc. It is the data
which has been collected by individual or someone else for the purpose of other than those of our
particular research study. Or in other words we can say that secondary data is the data used
previously for the analysis and the results are undertaken for the next process.

KIND OF RESEARCH
The research done by

EXPLORATORY RESEARCH
This kind of research has the primary objective of development of insights into the problem. It
studies the main area where the problem lies and also tries to evaluate some appropriate
courses of action.

40
Sample Design:
A complete interaction and enumeration of all the employees was not possible so a sample was
chosen that consisted of 25 employees. The research was taken by necessary steps to avoid any
biased while collecting the data.

41
Tools of Analysis:
The data collected from both the sources is analyzed and interpreted in the systematic manner
with the help of statistical tool like percentages.

RESEARCH DESIGN:
A research design is the arrangement of the condition for collection and analysis of data
in a manner that aims to combine relevance to the research purpose with economy in
procedure.

A research design is the specification of methods and procedure for acquiring the information
needed to structure or to solve problems. It is the overall operation pattern or framework of
the project that stipulates what information is to be collected from which source and be what
procedures.

1 What is study about?

2 What is study being made?

3 Where will the study be carried out?

4 What type of data is required?

5 Where can the required data be found?

6 What will be the sample design?

7 Technique of data collection.

8 How will data be analysed

42
 Chapter – VI
Analysis and Interpretation

43
The analysis of the data is done as per the survey finding. The data is represented
graphically in percentage. The percentage of the people opinion were analyzed
and expressed in the form of charts.

Question 1: What form of interview did you prefer?

Most of the manager Prefer Personal interviews, 30% prefer to take telephonic interviews
where as only 20% goes for video conferencing and rest 10% adopt some other means of
interviews.

44
Question 2: What source you adopt to source candidates?

Candidate Referral

Candidate Advertising
Referral Job Portal
10%
Advertising
5%

Job Portal
85%
Source: Compiled from questionnaire data
Interpretation:
This analysis indicates that most of the respondent i.e. 85% responded for Job Portal, 10%
responded for Candidate referral and 5% responded for Advertising.

Question 3: How many stages are involved in selecting the candidate? / How many
Question you are asking during the Telephonic interview round?

Four One
10% 5%

One
Two
Three

Two Four
45%

45
Most of the Executives Prefer two stages of interview, 40% prefer to take three stages interviews
whereas only 10% goes for four rounds and rest 5% sometimes opt for one round of interviews.

46
Question 4: How do you track the source of candidate?

Software
Data
5%
15%

Software

Online Online
80%
Data

Most of the Executives 80% prefer online, 15% prefer Data whereas only 5% goes for software
to source a candidate.

Question 5: Does the organization clearly define the position objectives, requirements and
candidate specifications in the recruitment process?

No
5%

Yes

No
Yes
95%

This analysis indicates that most of the respondent i.e. 95% responded for Yes and 5%
responded for No.

47
Question 6: What is the average time spent by executives during recruitment (each
candidate)?
more than 15
mins 1 - 5 minutes
10%
5 - 10 mins
10 - 15 mins
10% 10 - 15 mins

more than 15 mins

5 - 10 mins
20%
1 - 5 minutes
60%

This analysis indicates that most of the respondent i.e. 60% responded for 1 to 5 minutes, 20%
responded for 5 to 10 mins, whereas 10% responded for 10 – 15 mins and rest 10% responded
for more than 15 mins.

Question 7: Do you follow different recruitment process for different grades of employees?

No
5%

Yes

No
Yes
95%

This analysis indicates that most of the respondent i.e. 95% responded for Yes and 5% responded
for No.

Question 8: What are the basic questions you ask to the candidate?
48
 Current Job Notice Period
Current / Profile 0%
Expected CTC 0%
Experience (Total
0% / Relevent)
0%

Experience (Total / Relevent)

Current / Expected CTC
All of Above Current Job Profile

Notice Period

All of the Above

This analysis indicates that the entire respondent i.e. 100% responded for asking all the basic
questions.

Question 9: Do you have any system to calculate cost per recruitment?

Yes

No
Yes
30%

This analysis indicates that most of the respondent i.e. 70% responded for No and 30%
responded for Yes.

Question 10: Is there any provision for evaluation and control of recruitment process?

49
 Yes
No
55% No

Yes
45%

This analysis indicates that most of the respondent i.e. 55% responded for No and 45%
responded for Yes.

Question 11: Is there any facility for absorbing the trainees in your organization?

No

Yes
No
30%

This analysis indicates that most of the respondent i.e. 70% responded for Yes and 30%
responded for No.

THEORITICAL FRAMEWORK:
THEORIES REGARDING RECRUITMENT
50
RECRUITMENT IS TWO WAY STREET:
It takes recruiter and a recruitee: It takes a recruiter and a recruitee recruiter has a choice
whom to recruit and whom not;
As per Behling et al, there are three ways in which a prospective employee makes a decision to
join an organization.

Accordingly, the following three theories of recruitment have been evolved:

 Objective factor theory

 Subjective factor theory

 Critical contact theory

These theories can be explained as follows:

Objective Factor Theory

It assumes that the applicants are rational. As per this theory, the choice of organization by a
potential employee depends on objective assessment of tangible factors such as;
Pay package, Location, Opportunity per career growth, Nature of work and Educational
opportunities. The employer according to this theory considers certain factors among others;
educational qualification, years of experience and special qualification/experience.

Subjective Factor Theory

The decision making is dominated by social and psychological factors. The status of the job,
reputation of the organization and other similar factors plays an important role.
According to this theory, compatibility of individual personality with the image of organization
is decisive factor in choosing an organization by individual candidate seeking for employment.
These subjective factors are; Personal compatibility for the position, Competence and Best fit.

Critical Factor Theory

The critical factors observed by the candidate during his interaction with the organization play a
vital role in decision making. Recruiter being in touch with the candidate, promptness of
response and similar factors are important. This theory is more valid with the experienced
professionals.
51
52
There are instances when a candidate is unable to choose an organization out of alternative
based on Objective and Subjective factor(s) listed above. This is due to many reasons such as
limited contact and insufficient data with regards to the organization or its own inability to
analyze and come to ant conclusion. In such cases, certain critical factors observed by the
manager during interview and contact with personnel of the organization will have profound
influence in his decision process.

It must be noted that, the theoretical base given above by Behling et al was mostly influenced
by the working condition which existed in developed countries like The United States of
America and European countries. In these countries, vacancies are many and there is scarcity of
suitable hands unlike in developing countries like Cameroon where vacancies are less and
hands are more resulting to large scarce unemployment. The theoretical base given above
cannot be applied in developing countries except in hid paid jobs where higher skills and better
knowledge are the prerequisites. In such cases, candidates have variety of choices and he is the
master of his choice. In production, servicing and clerical jobs, unemployment is where the
number of job seekers far exceeds the vacancies.
In such a situation, candidates have little choice and such, grab whatever organization call him
or her for employment. In such a case, the potential organization is in a better place to choose
the candidates from the many available.
Hence, the recruitment process should be that of filtering and re-distributing potential
candidates not only, for actual or anticipated organization vacancies but also searching for
prospective employee.
From Behling‟s review, it could be assessed that workers output will increase due to certain
objectives of motivating them through regular payment. This will help to influence their
working conditions thereby making them to be effective at work.
Problems arise when unemployment rate is high and the number of those seeking for jobs far
exceeds the vacancies that exist. In this case, candidates have little choice to be offered the job
in

53
the institution. Though they possess the knowledge, education, the process should be to filter
and re-discover their potentials.
When this happens, right (qualified) employees should be placed in the right positions and as a
result, it will lead to an increase in productivity.
Due to the subjective factor of a candidate being best fit for the job, it is not the best procedure
to determine whether his output will increase or decrease but it should be assessed from the
critical factor observed during interview and the contact with the personnel of the organization
that will influence his productivity and his decision making.

Personality–Job Fit Theory

The personality–job fit theory postulates that a person's personality traits will reveal insight as
to adaptability within an organization. The degree of confluence between a person and the
organization is expressed as their Person-Organization (P-O) fit. This also referred to as a
person–environment fit. A common measure of the P-O fit is workplace efficacy; the rate at
which workers are able to complete tasks. These tasks are mitigated by workplace environs- for
example, a worker who works more efficiently as an individual than in a team will have a higher
P-O fit for a workplace that stresses individual tasks (such as accountancy). By matching the
right personality with the right company workers can achieve a better synergy and avoid pitfalls
such as high turnover and low job satisfaction. Employees are more likely to stay committed to
organisations if the fit is 'good'.
In practice, P-O fit would be used to gauge integration with organizational competencies. The
Individual is assessed on these competencies, which reveals efficacy, motivation, influence, and
co-worker respect. Competencies can be assessed using various tools like psychological tests,
competency based interview, situational analysis, etc.
If the Individual displays a high P-O fit, we can say that the Individual would most likely be able
to adjust to the company environment and work culture, and would be able to perform at an
optimum level.

54
 Chapter – VII
Findings and Inferences

55
 FINDINGS

 According to the Survey, Recruitment differs from company to company for

each category.

 According to the Survey, the company do utilize internet sites for the recruitment
process and for finding the talent candidate

 According to survey it is observed that the company are utilizing the job description in
order to make screening process more efficient

INFERENCE

Policies adopted by zenith are transparent, legal and scientific

Recruitment is fair
The recruitment should not be lengthy
To some extent a clear picture of the required candidate should be made in order to search for
appropriate candidates
Most of the employees were satisfied but changes are required according to the changing scenario as
recruitment process has a great impact on the working of the company as a fresh blood, a new idea
enters in the company

56
Chapter – VIII
Limitations

57
The study is subjected to the following limitations

 The study is based on the data provided by the company statements so, the limitations
of the company’s employees remaining are equally applicable.

 In some cases data is collected from the companies past records.

58
Chapter – IX
Conclusion

59
An effective recruitment and selection process reduces turnover, we also get much better
results in our recruitment process if we advertise specific criteria that are relevant to the job.
Include all necessary skills, and include a list of desired skills that are not necessary but that
would enhance the candidate's chances. If we fail to do this, we might end up with a low-quality
pool of candidates and wind up with limited choices to fill the open position. When we choose a
candidate based upon the qualifications demonstrated in the resume, the interview,
employment history and background check, we will land the best fit for the position. Based on
our decisions about a specific candidate upon specific evidence rather than any gut instincts. If
we hire people who can do the job instead of people we merely like, we will have higher
productivity and quality in our products or services.

The recruitment and selection process is the time we not only identify a candidate who has the
experience and aptitude to do the job that we are looking to fill, but also to find someone who
shares and endorses our company’s core values. The candidate will need to fit in well within our
company’s culture. The selection and recruitment process should provide our company with an
employee who adapts and works well with others in our business. Failure to recruit and select
for the long term can result in high turnover.

Besides, selection function provides a vital opportunity for us to focus on what candidates can
offer our company. It is important to select carefully, either by using our own judgment or by
enlisting the help of managers we trust. The interviewer must know what the job is and what
will be required for a new hire to perform well. The interview process also allows us the
opportunity to express our company’s vision, goals and needs. Last but not least, It is vital that
the interview elicits responses from applicants that can be measured against our expectations
for the position. If we don’t use the interview to effectively eliminate applicants who don’t fit
into the company culture, we might end up dealing with turnover, confusion and disgruntled
employees.

60
 Chapter – X
Recommendations

61
Recruitment and selection is a defined process organizations use to find and hire employees. For a small
business, this process can be a critical part of the success of the organization's future growth and retention
of employees. This process should include several key factors to ensure a small business not only complies
with internal policies but also with local, state and federal regulations.

Job Description
Before starting a recruitment and selection process, job descriptions should be defined for each role in the
organization. Each job description should include the skills and education required to perform each role
successfully, as well as a detailed list of responsibilities. Job descriptions allow employees to understand their
roles and responsibilities, and also provide a tool for hiring personnel to use when choosing the most qualified
candidates based on the requirements of the job.

Policies and Procedures

Policies and procedures should be defined and adhered to for the recruiting and selection process, and should
ensure that everyone in the organization adheres to local, state and federal regulations. Policies should provide
a list of guiding principles for hiring personnel to follow, and procedures should provide the required steps for
recruitment and selection. If a small business has a human resource department, company policies and
procedures should address this department's oversight of the hiring process.

Training
Once procedures are clearly defined, hiring managers and supervisors should be trained regarding the
requirements of the process. Training should include not only what steps are required to recruit and select
employees, but how to interview candidates appropriately and effectively. Include applicable laws and
regulations, as well as the organization's goals during training.

Involvement
Small businesses should include a senior member of the organization during the recruitment and selection
process. If an organization does not have a human resources department, someone who is responsible for
making high-level decisions for the organization should be involved. This can be accomplished by including a
senior member in the interview process. This provides direct oversight to the process and ensures the process is
being completed to meet the expectations of the organization. Most candidates who interview will also
62
appreciate the involvement of senior members of the organization because they feel their contributions will be
recognized.

APPENDIX

Questionnaire on Recruitment Process

Name –

Company’s name –

Designation –

Date-

Note – Please fill the appropriate option.

Question 1: What form of interview did you prefer? ( )

a. Personal interviews b. telephonic interviews c. video conferencing d. Other

Question 2: What source you adopt to source candidates? ( )

a. Candidate referral b. Advertising c. Job portals

Question 3: How many stages are involved in selecting the candidate? / How many Question
you are asking during the Telephonic interview round? ( )

a. 1 b. 2 c. 3 d. 4 e. More

Question 4: How do you track the source of candidate? ( )

a. Software b. Online c. Data

63
Question 5: Does the organization clearly define the position objectives, requirements and
candidate specifications in the recruitment process? ( )

a. Yes b. No

Question 6: What is the average time spent by executives during recruitment (each
candidate) ? ( )

a. 1mins to 5mins. b. 5 to 10 mins.

c. 10 to 15mins. d. More

64
Question 7: Do you follow different recruitment process for different grades of employees?

( )

a. No b. Yes

Question 8: What are the basic questions you ask to the candidate? ( )

a. Experience (Total/Relevant)
b. Current CTC/Expected CTC
c. Job Profile
d. Notice period
e. All the Above

Question 9: Do you have any system to calculate cost per recruitment?( )

a. No
b. Yes, please specify –

Question 10: Is there any provision for evaluation and control of recruitment process?

( )

a. Yes b. No

Question 11: Is there any facility for absorbing the trainees in your organization?

a. Yes b. No ( )

65
 Bibliography

 C.B Mamoria and S.V. Gankar (2004), Personal Management Text and
Cases. Himalaya Publication.

 Essentials of HRM and IR - P.Subba Rao.

 Personal Management - C.B.Memoria.

 Research Methodology -C.R.Kothari.

 Personnel and Human Resource Management – P. Subba Rao, Himalaya

Publication

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