A STUDY OF RECRUITMENTS AND INTERVIEWS

INCORPORATED IN PAYTM

Submitted to
Dr Anita T. Lal
Faculty, Business Communications
FORE School of Management

(This long report has been prepared in partial fulfilment of the course of Written Analysis and
Communication in the 2nd Term of PGDM course 2019-21)

Submitted by
Anshika Agarwal
FMG-28 (A)
281011

December 1, 2019
FORE School of Management, New Delhi
A STUDY OF RECRUITMENTS AND INTERVIEWS
INCORPORATED IN PAYTM

Submitted to
Dr Anita T. Lal
Faculty, Business Communications
FORE School of Management

(This long report has been prepared in partial fulfilment of the course of Written Analysis and
Communication in the 2nd Term of PGDM course 2019-21)

Submitted by
Anshika Agarwal
FMG-28 (A)
281011

December 1, 2019
FORE School of Management, New Delhi
 Acknowledgement

I would like to acknowledge with much appreciation the crucial role of Mr Tarun Gupta, Assistant
Manager at Paytm Payments Bank, who helped in collecting the primary data for this report.
Furthermore, I would like to express my deepest gratitude to all those who assisted me with their
valuable advice or lent a helping hand.
A special thanks to my professor, Dr Anita T. Lal for her support and guidance, without which this
project would not have been possible. I am grateful to FORE School of Management, New Delhi for
introducing us to the course of Written Analysis and Communication and helping us get an exposure
to the Business Etiquettes, Legal Aspects etc. in an organization.

Anshika Agarwal
FMG 28 A
281011
December 1, 2019
New Delhi

i
 LETTER OF TRANSMITTAL
Date: December 1, 2018

TO: Dr Anita Tripathy Lal

FROM: Anshika Agarwal

Student, Fore School of Management

SUBJECT: Report on the study of Interviews and Recruitment at Paytm

Dear Ma’am,

As per the course guidelines, the attached report entitled ‘Study of Recruitments and Interviews at
Paytm’ has been submitted as a part of the End Term Project for the course of Written Analysis and
Communication.

This report examines the concept of Interviews and Recruitment in effective communication, the
factors that impact the efficiency of the business, to do a competitor’s analysis on Recruitment Process,
to evaluate to what extent they are important and for this case, Paytm has been chosen. For this purpose,
a questionnaire was designed and responses were recorded from employees in Paytm. The report is as
per the guidelines mentioned.

Mr Tarun Gupta and his team have helped a lot by taking out their time and answering the questions
and queries related to recruitment and interviews at Paytm.

Thank you for this wonderful opportunity as this has been a tremendous learning experience. As a
researcher, this is the first report and in case there is a feedback, your guidance would be much
appreciated.

Sincerely,

Anshika Agarwal
FMG 28 Section A
281011

ii
 TABLE OF CONTENTS
Particulars Pg. No.
Acknowledgement i
Letter of Transmittal ii
Executive summary vii

Chapter 1: Introduction 8
1.1 Relevance 9
1.2 Gaps of Literature Review 9
1.3 Purpose of study 9
1.4 Objectives 9
1.5 Keywords 9
1.5 Brief outlines of chapters 10
Chapter 2: Methodology 11
2.1 Universe of study 11
2.2 Locale of the study 11
2.3 Sample size of the study 11
2.4 Data collection 11
2.5 Data analysis 12
2.6 Project/ Field experience 12
Chapter 3: Literature review 13
3.1 Brief of the Reviewed literature for Interviews and Recruitments: 13
3.2 Brief of the Reviewed literature for Paytm: 16
3.3 History and growth of the company 19
3.4 Conclusion 19
Chapter 4: Data Analysis; Competitor’s Analysis 20
4.1 SWOT analysis of Paytm 20
4.2 Competitor analysis of Paytm 21
4.3 Conclusion 21
Chapter 5: Analysis 22
5.1 Concept of Interviews in Recruitment 22
5.2 Extent to which Recruitment is important in Paytm 23
5.3 Analysis 24
5.4 Conclusion 24
Chapter 6: Conclusions and Suggestions 25
6.1 Findings of the study 25
6.2 Suggestions for study 25
6.3 Limitations of the study 25
6.4 Future scope of the study 26
Appendix A I
Appendix B II
Appendix C VI
Appendix D VII
References IX
Bibliography XIII

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 TABLE OF TABLES
S.No. Table No. Table Title Pg. No.

1 3.1 Timeline for Paytm VIII

2 4.1 SWOT analysis of Paytm 20

3 4.1 Competitor analysis of Paytm 21

4 5.1 Cross-table for various steps of the process of hiring 23

Cross-table for various methods adopted for vacancy

5 5.2 23
hiring
Response Table for factors affecting final hire during
6 5.3 24
an interview process

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 TABLE OF FIGURES
S.No. Figure No. Figure Title Pg. No.

1 A.1 Location of Paytm Office, Noida I

2 3.1 Active Users in terms of app downloads VI

3 3.2 Active Merchant Partners in million VI

v
 TABLE OF ABBREVIATIONS
Particulars
CV: Curriculum Vitae
BFSI: Banking, financial services and insurance
FMCG: Fast Moving Consumer Goods

vi
 EXECUTIVE SUMMARY

A study of Recruitment and Interviews at Paytm was conducted to measure the effectiveness and the
extent to which interviews are required in the above-mentioned organization. The objective of the
study was to understand the concept of Business Communication which defines the set of rules that
govern the way people interact with one another in business, with customers, suppliers, with inside or
outside bodies. It is all about conveying the right image and behaving in an appropriate way.

For the methodology, primary and secondary sources of data have been referred. For primary data,
survey method has been adopted using the Questionnaire as the tool. The response of only four
employees could be taken into consideration due to stringent time constraints and the lack of proper
resources. Competitor’s analysis was performed to assess the interview and recruitment practices in
the organization.

From the analysis, 100% of the respondents believed that recruitment plays a vital role in the growth
of an organization. It became clear that inefficient recruitment process and lack of empathy has an
adverse impact on the performance of an organization. Interviews are an essential part to retain the
employee base and to build and maintain a relationship with management. The organisation has varied
processes for hiring an Entry Level employee, Middle-Level employee and Senior/ Executive Level
employee. 75% of the respondents feel that an interview is a good tool to analyse a person’s job fitness.
25% of the respondents were Entry Level, and the remaining 75% were Middle-Level management.
The study lacks the response from Senior Level management and can be considered as a gap of this
report’s research work.

The study could have been further extended to know the internal processes that are impacted due to
lack of professionalism and could have been expanded across to gather responses to of employees
pertaining to different positions in the organization’s hierarchy. To further enhance the study, the
response of multiple employees from different departments and different levels could have taken. To
gain a further understanding, a study of the importance of the recruitment process and interviews from
different sectors could be done.

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 Chapter 1: Introduction
Study of Interviews and Recruitments at Paytm
The basis of business communication is about building strong relationships in your field by fostering
better etiquettes. Although the recruitment process may vary from organisation to organisation, some
common methods stand the test of time and geography. The intent of this report is to discuss the
concept of interviews and recruitment and its relevance not only for achieving effective
communication within the organisation but also as one of the most critical elements in the workplace.
At all levels --- from entry-level to the managerial --- proper recruitment process is perceived as crucial
for communication and healthy cordial relations.
Lack of good recruitment policies can create critical situations, which result in a lack of coordination
and mutual understanding. A manager’s basic etiquette is to listen to the employees and give them an
opportunity to vent out their emotions. While being interviewed, if this manager was hired solely on
his knowledge as he was rude in his behaviour, he would have never been able to give space to his
subordinates and team. This research has been done on how Interview and Recruitment are impacting
work culture in Paytm. Through the employees at Paytm, the importance of effective communication
is being studied in the recruitment and hiring process.

1.1 Relevance / Significance of the Study:

“The ultimate goals of both the hiring manager and the HR manager are finding the right fit for all the
vacancies generated within the organization. But when two people working towards the same goal fail
to stay on the same page, the time and efforts invested don’t yield the expected results.
While the HR manager knows which candidate will be a good fit for the company and its culture, the
hiring manager has a much better understanding of which candidate will deliver the expected
performance in any given position. The importance of consistent communication between the
collaborating team in optimizing the hiring process cannot be understated.” (Barcelos, 2017).
Till now, there have been no studies on interview and recruitment process at Paytm but according to
studies on interviews and recruitment process, it has been noticed that right interview process and
hiring the job-fit is very important for everybody to maintain good work environment and build a
relationship with employees. Also due to high work pressure, people tend to do multitasking which
further results in inefficient and absurd behaviour, which is a result of ineffective hiring decision. This
suggests that understanding the requirements of a particular task are an important factor for hiring the
right job-fit.
The importance of recruitment in business communication is non-replaceable as the recruiters are a
channel between an organisation and the outside world, and act as the marketers. They are responsible
for promoting the ethics and culture of an organisation through the recruitment process. Hence, the
report is based on this study, through employees at Paytm.

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1.2 Gaps of Literature Review:
The literature review has been conducted in chapter 3 (Pg. No. 13 - 20) on the impact of inefficient
interview skills and technology on recruitment. It has been observed that “Tell me about yourself” is
the toughest question asked by an interviewer. This question alone can help an interviewer gauge the
communication skills, innovative skills of the interviewee. Also, recruiters are starting to use Artificial
Intelligence to remove biases while making hiring decisions. When researched about Paytm, it was
observed that people find Paytm to be a useful tool which is easy to use. Although people are still
scared over its security, it still occupies the No.1 position in the BFSI sector of the Indian Market.
Not a single study could be identified on recruitment or interview processes at Paytm. There have been
very few studies which focus on what recruitment policies must be designed and what practices
regarding the interview and hiring are followed but none at Paytm. Also, the studies lack the
importance of different processes to be followed for hiring employees for different profiles and levels.
There is a great scope of the study in this area.

1.3 Purpose of Study:

Based on the gaps of the literature review, the study about recruitment policies and interview processes
at Paytm has been conducted. The purpose of the study is to get in-depth knowledge about the
organization and recruitment practices followed there. To uncover the factors impacting hiring in the
workplace and to see what the current trend is i.e. how is the interview process in recruitment impacting
effective communication and organizational productivity. Additionally, in order to understand the
different recruitment policies and processes for different levels of management i.e. Entry, Middle and
Senior, the study has been proposed.

1.4 Objectives:
Based on the purpose of the study, the following objectives have been identified:
• To do a competitor’s analysis of Paytm
• To have an in-depth understanding of interviews in communication
• To evaluate to what extent interviews are an important part of recruitment at Paytm
• To suggest improvements for recruitment policies at Paytm

1.5 Keywords:
• Recruitment: The overall process of finding the right candidates for jobs within the organisation
• Interview: A face to face meeting (unless specified) for an oral examination of the person for
the job
• Communication: The art of exchanging information and meanings
• Job-Fit: Defines how well the personality of the person being hired suited for the position being
applied for

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1.6 A brief outline of the chapters:
The report is divided into 6 chapters. This section discusses the brief outline of the same.
Chapter 1 discusses the relevance, gaps of literature review, purpose and the objectives of the study. It
also defines the relevant keywords being used through the report. Chapter 2 defines the methods used
to sample the required set of employees and shares the information from the sample set. It includes the
difficulties faced while fetching the data as well. In Chapter 3, the research works on the importance
of interviews and recruitment by many researchers has been reviewed. The gaps in the research work
have been identified. This chapter includes the history and growth of Paytm in detail.
In Chapter 4, from the information obtained in the previous chapter, competitor’s analysis was
performed. This chapter contains a SWOT analysis of Paytm and competitor analysis of Paytm with
various competitors. Based on competitor’s analysis conclusion was drawn. Chapter 5 illustrates the
concept of Interviews during recruitments and its effect on communication, fostering good
relationships with clients and evaluates to what extent does the recruitments at different management
levels effects the overall growth of the organisation. It uses the responses from the employees as a base
to understand the processes. Chapter 6 illustrates the findings obtained from analyses of the data,
suggestions of study and the limitations of the research. Also discusses the future scope of the study.

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 Chapter 2: Methodology

Following the first chapter: Introduction, chapter 2 discusses methodology. The methods are described
in enough detail for the study to be replicated, or at least repeated in a similar way in another situation.
Every stage is explained and justified with clear reasons. In this chapter, a systematic plan for
conducting research on Recruitment Process and Interviews has been listed. Variety of
both qualitative and quantitative research methods, including survey research and secondary data, has
been drawn. “Quantitative methods aim to classify features, count them, and create statistical models
to test hypotheses and explain observations. Qualitative methods aim for a complete, detailed
description of observations, including the context of events and circumstances.” (SRC, 2018)

2.1 Universe
“An entire segment of study can represent a universe: elderly people, teenagers, institutional investors,
editors, politicians, and so on. Effort must be made to identify the universe that is most relevant to the
issue at hand.” (Jindal, 2017). In this study, all 20,000 employees in all divisions of Paytm as a
Universe of study have been considered. Studying the whole universe was not a feasible option due to
resource and time constraints.

2.2 Locale
The study has been conducted at Paytm office located in Delhi- NCR (Noida) in India. The locale
consists of around 18000 employees spread across various divisions of Paytm Payments Bank, Paytm
Mall, Paytm etc.

2.3 Sample size

For identifying a sample of the study, a convenient and purposive sampling technique was considered.
It identified the sample size of 4 people appropriate for studying recruitment and interview policies in
Paytm. Each individual was chosen entirely by chance and each member of the population has an equal
chance of being included in the sample. Every possible sample of a given size had the same chance of
selection.

2.4 Data Collection

For collecting the required data for research, both primary and secondary sources have been used. For
the sample size chosen, the survey method was adopted. To carry out the same, a questionnaire was
used as the primary tool. Questions formed are attached in Appendix B.
The secondary source of data chosen was the company website, news and web information and
literature review.

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2.5 Data Analysis
The data accumulated using questionnaire and web information was both qualitatively and
quantitatively analysed. Though the sample size was not very large so no statistical tool was used. A
3-point scale has been developed to understand the difference at various management levels. The scale
describes management levels as Entry, Middle and Senior/Executive Levels.
Through the collected data, we are trying to perform the analysis of the different recruitment policies
at various management levels at Paytm. Also, it will help us identify the various methods through
which the recruitment takes place in addition to the different job profiles offered.
For quantitative analyses could not take place due to small sample size.

2.6 Term-Project Experience

Through this research, got an opportunity to actually perform on field research and learnt the
importance of literature review. While doing a research analysis on Recruitment and Interviews, the
data from employees at Paytm was gathered to study the impact the efficiency of interviews in the
organisation.
The paucity of time was a major challenge and hence could successfully collect data from 4 employees
only. According to me for efficient research getting views from a large number of employees can lead
to a good analysis. I was not able to reach many employees.
The second difficulty I faced was time mismatch. I tried to interview employees but there was time
mismatch and also due to time constraints I had to opt for an online questionnaire to collect data from
3 more employees.
However, I feel that the entire process has been a massive learning curve. After conducting the
research, I have a much better understanding of the implications of the interview process and am
certain that this will give me an edge to enter the corporate world.

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 Chapter 3: Literature Review

Following the methodology in chapter 2, chapter 3 discusses the literature review. This chapter is
divided into two sections: brief of reviewed literature and history and growth of Paytm.
As the literature reviews have been studied various aspects which have been covered under the concept
of Recruitment and Interviews and its effect on the organization and people working in it. The primary
purpose of this review was to synthesize the current state of the science on Recruitment Process and
Interview methods in an organization.

3.1 Brief of the Reviewed literature for Interviews and Recruitments:

1. “Interviewing Candidates for Employment” (SHRM, 2019)

A vital component of the hiring process is a candidate’s interview. HR professionals and hiring
managers must be well informed of the various interviewing methods, both structured and
unstructured.
A hiring manager must prepare before proceeding with the interview process. The preparation includes
selecting the interview method, what approach needs to be followed and what not to ask from the
candidate. All this preparation is done in correspondence to critical success factors of the job, the
qualities and skills of the candidate, the duration of the interview, and the place of the interview.
To conduct the interview, the interviewer must keep control throughout the interview, encourage
communication, get follow-up questions and reflection questions. An interviewer must maintain notes
and must close the interview on a positive note even if the candidate is not fit for the profile.

2. “The interview process and beyond” (Monster, 2019)

The article talks about how the preparation of the interview is important from the perspective of HR
personnel as well. It suggests some guidelines be followed before, during and after the interview has
been conducted. Additionally, it says that a recruiter must create a positive interview experience and
build a positive image of the organisation.

3. “The Importance of the Interview Process” (Skill Galaxy)

The article states that an interview is the last chance to find the Monet for the organisation. To
determine the same, the author has given five responses for an interviewer. These include situations
like short answers, no weakness, less knowledge etc. It is important for an interviewer to collect open-
ended questions and detailed responses to learn about the candidate and hire the right person.

4. “How to Build a Recruitment Process to Hire Top Talent” (Lever)

The blog discusses how to stay strong and competitive; a strong recruitment process is a must for an
organisation. This article discusses in detail the guidelines and resources for improving the current
recruitment process. It suggests to carefully examine the need for the profile judging from the people
currently working in the profile and draft a job description. Once you set up the talent pipeline, conduct
interviews, you must remove the bottlenecks and provide a positive experience to your candidates.

5. “Deploying big data to recruit and retain talent” (Segal et al, 2014)
The research talks about how Big data is helping teams and employees in hiring, recruitment and
retention. It discusses how data is not just a tech term but is a strategic concept helping to know people

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and manage them. The companies are generating big data streams but in waste. It talks about how they
can use it for analysis and hence decide the right job-fit.

6. “7 Rules for Job Interview Questions That Result in Great Hires” (Sullivan, 2016)
The article states that the old-age notion of conducting interviews is no longer accurate and valid. With
websites like Glassdoor.com, candidates have access to the questions asked by most large
organisations, and the answers as per interviewers’ expectation. It costs to hire the wrong candidate,
so the interviewers should focus on getting the most critical information. It begins with carefully
shortlisting of the questions and reviewing the most acceptable answers in advance. There are seven
guidelines through which we can develop questions that result in successful hires. The key is to focus
on the topics that speak to the position and role itself and are therefore harder to prepare in advance.

7. “Importance of Personal Interviews in a Selection Process” (Root III, 2017)

A personal interview is a key element of the hiring process. There is no way other than personal
communication in which a recruiter can screen a candidate based on his Analytical Skills,
Communication, Presentation and Attitude. The author discusses these parameters in detail from both
the views of the recruiter and the candidate.

8. “6 Interview Skills That Will Get You Hired” (Fernandes, 2017)

In the blog, the author discusses various techniques and skills to ace an interview. The first being
clarification of the question. Paraphrasing the question, the clarifying from the interviewer is a good
skill to give an appropriate answer and buy time to think in a smart way. Additionally, skills like non-
verbal communication, thinking out-of-the-box is a must.

9. “What Is the Purpose and Importance of Recruitment?” (Das, 2018)

The article defines recruitment as an estimation of available vacancies and making arrangements for
the selection process of the same. It explains the need, purpose and importance of recruitment for an
organisation. The purpose is to increase productivity by selecting more candidates with less cost which
is the need.

10. “5 Reasons Why Every Organization Needs A Recruitment and Selection Policy” (Erin,
2018)
The article mentions that every organisation needs a fair and transparent hiring process and hence the
need for such a policy. This way, the hiring personnel ensures the selection of the right candidate based
on merit and relevance with the job. The article suggests five reasons including transparency, merit-
based selection, consistency, credibility and appropriate job description as the need for building a
recruitment and selection policy.

11. “How to Hire” (McCord, 2018)

In her article, McCord says “I really dislike the term “A player.” What she meant is that categorising
employees as “A Player” seems as if there is a group of people and you are grading them to work for
your organisation. She believed that everybody is capable of performing, but the hiring managers
should not just take it as a job they are being paid for, but as a requirement of the business, they are a
part of. With rapidly changing technology the tech firms need fresh hires but they don’t tend to revise
the compensation and benefits which should have been done and should remain a point of focus.

12. “15 New Recruiting Trends You Should Implement in 2020” (Zojceska, 2018)
In the article, the author suggests that the recruiters need to change their hiring ways and focus on
certain trends while recruiting in future. A few of them are Recruitment Marketing, Inbound
Marketing, Candidate Experience, Talent Pool, Relationship Management, HR Analytics etc.

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 13. “Why Talent Trials are better than Interviews” (Molad, 2018)
Molad in his article states that the organisations are changing the way of recruitment. They are not just
hiring based upon the interviews but are searching for ways and giving opportunities to candidates to
showcase their talent by other means. As per him, “screening” is the wrongest technique used. It
segregates people without even analysing their fitness. Recruiters need to stop predicting performance
from an interview and let the candidates showcase their talent relevant for the profile.

14. “3 Questions Hiring Managers Want You to Answer” (Markman, 2019)

Markman states that the interviews have an outsize influence on whether a person lands a job or not.
That’s why one needs to prepare well and stand out. To prepare accordingly, one must be mindful of
the three things recruiters are looking for. First, they want to know what the candidate is as a person
and how would it be to work with him. One should treat his interview as an opportunity to establish a
rapport and to get to know the hiring manager. Second, they want to know whether the candidate can
learn. That means if one doesn’t know the answer to a question, never fake it. Instead, one must ask
the interviewer to show how he handles the challenges and demonstrate that he is open to learning.
Finally, they want to know that one can take initiative. To prove this, the best way is to arrive prepared.
One should have a very clear idea about the company’s profile, its history, its strengths, its competitors
and its weaknesses.

15. “Using AI to Eliminate Bias from Hiring” (Polli, 2019)

Polli in her article suggests that like every new technology, artificial intelligence is capable of
immensely positive or negative outcomes. The public always seems to be inclined towards the bad
side, especially when the potential for bias in AI is to be considered. The public forgets that AI is the
simulation of human processes by machines. This fear ignores a critical fact that the deepest-rooted
source of bias is the human behaviour that it is simulating. It is the biased data set which is used to
train the algorithm. AI holds the greatest promise for eliminating the bias in hiring for two primary
reasons. It can eliminate unconscious human bias, and it can assess the entire pipeline of candidates
rather than forcing time-constrained humans to implement biased processes to shrink the pipeline from
the start.

16. “Your Approach to Hiring Is All Wrong” (Cappelli, 2019)

In the article Cappelli says that the hiring done today is not by employees need but by the company’s
requirements. Corporations do a detailed job analysis and job evaluation to search for the right
candidate. Even if a person is not seeking a job, the corporations’ managers post the jobs on LinkedIn
and Social media and tend to invite potential applicants. These may not actually produce satisfactory
hires.
Further, he discussed the problems that lead to such wrong methods and the ways to the hiring process.
He says that organisations need to check their quality of the hiring process and analyse if they found
the right fit with their method of hiring.

17. “How to Respond to “So, Tell Me About Yourself” in a Job Interview” (Schwartzberg,
2019)
According to the article “So…tell me about yourself.” is the toughest question an interviewer tends to
ask. It may seem like a softball but is a question with an open canvas and no ends. To answer this, one
must know the need of the organisation and pitch himself through as per the requirements. Once you
identify how to fill the need, the end result would be through practice, practice and only practice!
Through practice, you get to know the wrong answer and know how not to mess up this simple yet
open-ended question.

15
 18. “How to Improve Your Interview Process” (Glassdoor, 2019)
The article suggests that the interview is not just about asking questions from a candidate and hiring
or rejecting based upon the responses, but is a multi-step process beginning from writing a job
description and ending at making the final hire. It suggests various methods and steps through which
an organisation can improve its interview process. These include phone interviews, skill tests, in-
person interviews etc. Throwing open-ended question related majorly with the job profile would be
difficult for a candidate to answer and makes it easy for an HR Manager to find the right hire.

19. “There's a Huge Difference Between Hiring and Recruiting” (Sunshine, 2019)
As per him, hiring is a process which takes place when an employee leaves and results in quick
requirement. But recruiting is being ready for such situations by hiring talented individuals beforehand.
When a manager is prepared with a set of candidates who have been trained and well selected, the
situation of a person leaving the organisation won’t create a vacancy and make a big impact for his
absence. He has discussed ways in which we can change the mindset from hiring concept to
recruitment.

20. “The Top 4 Recruiting Trends of 2019” (Nakamoto, 2019)

The article discusses the various trends that the recruiters will be following in 2019. It states that taking
Marketing as a specialisation will always be in, just like in 2018. Recruiters are trying to keep up with
the regularly changing technology and are focusing on customer and user experience more. They are
trying to provide their employees with work flexibility for retention and good experience.

3.2 Brief of the Reviewed literature for Paytm:

1. “Test Pattern & Selection Procedure of Paytm” (HitBullsEye, 2017)

The selection process for Paytm consists of 4 rounds namely Written Examination, Technical
Interview I, Technical Interview II and finally the HR Interview
. For an engineering profile, the written exam consists of aptitude and logical questions along with a
section on coding.

2. “What Indians Think About Paytm” (Vikas & Kumar, 2018)

The examination has uncovered the assessments of Indian customers about Paytm through the
demonetisation tenure. When a survey on the Paytm application was distributed among regular
respondents, two unrelated sets of reactions have been obtained. One group felt that the utilization of
Paytm application was both simple and made them move here and there without a physical wallet. The
other group felt it was not an easy task to use the application without internet connectivity. To beat
these cons and enhance the pros of Paytm application, the author has proposed that the Paytm
application ought to be changed to work even without internet connectivity. This will expand the
consumer base of Paytm users in India and promote Digital India.

3. “Consumers Perception towards Paytm with Special Reference to Karur District” (Usha
& Kumar, 2019)
Research Area: Karur District
Respondents: Paytm users in Karur District
Population and Sample: 50
From the data analysis, it has been observed that convenience, security, ease of use, multi-utility and
fast service are satisfactory. These factors significantly affect the satisfaction level and the use of
Paytm application. Majority of the respondents accept it as an alternative to the cash and card

16
transactions and believe that it plays an important role in supporting growth towards Digital India.
Flexible services are provided by Paytm and are rated as satisfactory but it is a solution to the Indian
Demonetization.

4. “Here is our new marketing campaign: “Scan Any QR Code to Pay using Paytm” (Paytm
Blog, 2019)
Paytm users can now scan the QR code of any UPI service through the Paytm App as per his
convenience. Paytm has used TV, digital, radio, OOH & even BCCI India Cricket for its digital
campaign to make sure the convenience is well reached to its customers.

5. “Paytm surges in BFSI payments” (Paytm Blog, 2019)

Within a year of the launch of Paytm’s payment use case for loan EMI, credit card bills and insurance
premiums, Paytm has successfully occupied 70% of the market. Additionally, it has tied-up with more
than 30 major insurance companies and more than 45 finance companies including HDFC Life, PNB,
Muthoot Finance, ICICI Prudential etc to become a single platform for such payments.

6. “Introducing OTP-less card payments” (Paytm Blog, 2019)

To increase the convenience of its customers Paytm has launched OTP-less offline and online card
payment services for transactions under Rs. 2000/-. It is completely secure and applicable to only
selected secured merchants and has implemented enhanced risk checks. Also, Paytm has tied up with
Myntra to provide customers with a platform to pay using Paytm over any platform.

7. “Paytm Payments Bank ahead of major banks in digital transaction target” (ET, Jun 07,
2019)
Paytm Payments Bank has received a higher target for digital transactions in the FY 19-20 compared
to other major banks. The market share for the bank is 19% for mobile banking and 32% for UPI
transactions.

8. “Paytm to offer content, news, short videos & live TV from September” (ET Rise, Aug
15, 2019)
Paytm is set to offer content, short videos, news, and live television by September. Abbot mentioned
that Paytm is already seeing 27 million monthly active users on Paytm Inbox and through the new
services, it is targeting to almost double its current monthly user base to 250 million.
In addition to a new set of users, Paytm is also working to expand payments to government agencies
like traffic fines, municipal tax, and others to encourage its use.
It is also looking at deals struck with smartphone manufacturers like Vivo, Xiomi, Oppo etc, three
quarters back to help expand the user base. Since 55-60% of them are first-time smartphone users,
Paytm is hoping to capture that section of the market once they get the app.

9. “PIL against Paytm post-paid wallet: RBI, company oppose it” (Live Mint, 04 Sep 2019)
The petition filed by Abhijit Mishra, a financial economist, claimed that Paytm Payments Bank Ltd.’s
'post-paid' service was operating contrary to the existing law and guidelines regulating such entities.
RBI says a PIL cannot be used as a weapon to challenge the financial or economic decisions. As per
the affidavit submitted, Paytm Payments Bank Ltd shares only the KYC Id (Know Your Customer
identity) with Clix and not any personal or sensitive information of the customers while the petition
has alleged that Paytm's 'post-paid' service is sharing personal information, like Aadhaar and PAN, of
customers with third parties.

17
 10. “Paytm registers over 1.2 billion merchant payments in the first quarter” (Live Mint, 09
Sep 2019)
Over 1.2 billion merchant payments have been processed by Paytm in this fiscal's first quarter in
addition to P2P and money transfer transactions. This has enabled it to maintain the leading position
in offline payments. For awareness regarding instant payments, a major drive was launched to make
users aware of QR code scanning at outlets through their Paytm app. This year Paytm will focus more
on increasing the usage of digital payments at Kirana stores, restaurants.

11. “At Rs 3,960 crore, losses mount 165% for Paytm parent One97” (ET Rise, Sep 10, 2019)
Paytm Entertainment Services and others have reported a net loss of Rs 4,217 crore. Paytm’s losses
widened 165% while the revenue increased marginally. In FY19, Paytm Money reported a net loss of
Rs 36.8 crore. Compared to Rs 3,229 crore in 2017-18, Paytm’s standalone revenue stood at Rs 3,319
crore. Paytm’s parent One97 Communications reported Rs 3,959.6 crore in net losses as against Rs
1,490 crore for the previous year.

12. “Paytm in discussion to buy a stake in Yes Bank from co-founder Rana Kapoor” (The
Times of India, Sep 10, 2019)
Rana Kapoor owns a 9.6 per cent stake in Yes Bank. The sources suggest that there were discussions
between Paytm Payments Bank and Rana Kapoor but the deal shall be structured as per RBI norms.
Mr Rana had to step down in March due to some lapses noted by RBI in the functioning of Yes Bank.
The losses stated in March have been well recovered as per the first-quarter earnings by the end of
June.

13. “Paytm Payments Bank led digital transactions in July” (The Economic Times, Oct 01,
2019)
Ministry of Electronics and Information Technology (MeiTY) reported that Paytm Payments
Bank (PPB) led the rankings in the number of digital transactions reported in the month of July. It
reached 102.01 per cent of the set target and recorded 1.3 billion digital transactions in the first 3
months as against 5 billion for the whole year.

14. “Paytm IPO not before 2-3 years: Vijay Shekhar Sharma” (Live Mint, 07 Oct 2019)
Vijay Shekhar Sharma says Paytm will remain private for the next 2 or 3 years. The start-up's founder
bets that an Indian company (Paytm) will dominate the world in digital payments. The article discusses
the advent of UPI and how Paytm exploited these new technologies for its own use. It talks about Big
Data and Paytm Lab in Toronto, built to provide cashback facility to the customers.

15. “Paytm Mall’s losses contract 35% in FY19, revenue up 25%” (ET Rise, Nov 01, 2019)
Paytm Mall reported the following:
• 35% reduction in losses to Rs 1,171 crore in the year ended March 31
• Loss of Rs 1,806 crore in the previous financial year
• Revenue jump of 25% to Rs 968 crore in FY19, from Rs 775 crore in the previous reporting
period
• Other expenses reduced to Rs 1,913 crore from Rs 2,215 crore
Although there is a growth in the revenue, it still lags behind Flipkart and Amazon who reported a
large increase in revenue with mere losses.

18
3.3 History and Growth of Paytm:

“Paytm was founded in August 2010 by Mr Vijay Shekhar Sharma in Noida, with an initial investment
of $2 million. It started off as a prepaid mobile and DTH recharge platform and later added data card,
post-paid mobile and landline bill payments in 2013.

Paytm's registered user base grew from 11.8 million in August 2014 to 104 million in August 2015.
Its travel business crossed $500 million in annualised GMV run rate while booking 2 million tickets
per month.

In 2017, Paytm became India's first payment app to cross over 100 million app downloads. By 2018,
it started allowing merchants to accept Paytm, UPI and card payments directly into their bank accounts
at 0% charge. It also launched the ‘Paytm for Business’ app which is now called Business with Paytm
App, allowing merchants to track their payments and day-to-day settlements instantly. This led its
merchant base to grow to more than 7 million by March 2018.

The company launched two new wealth management products - Paytm Gold Savings Plan and Gold
Gifting to simplify long-term savings. It launched into gaming and investments, partnering with
AGTech to launch a mobile game platform Gamepind, and setting up Paytm Money with an investment
of ₹9 crores to bring investment and wealth management products for Indians.

In May 2019, Paytm partnered with Citibank to launch credit cards.” (Wikipedia, 2019)

Growth:

“One of India's top digital wallet company Paytm seems to be growing at a fast pace. It recently
announced that within a year of the launch of its 'Loan EMI, Credit Card Bill, and Insurance premium',
it had captured 70 per cent market share amongst all mobile payment apps for BFSI payments. The
company has been taking partners from the insurance and banking sector and wants to become a single
platform for such payments.” (Economic Times, 2019)
“In FY19, Paytm’s gross transaction value stood at over $50 Bn. The company is aiming for 12 Bn
transactions in FY20 and has currently partnered with 12 Mn merchants.” (Soni, 2019)

The growth graph and table can be referred from Appendix D.

3.4 Conclusion:
As discussed in this chapter, it can be seen that Paytm has grown tremendously over the past years. As
a start-up, within 9 years of its inception, it has acquired the No.1 spot in the digital transaction system
and was the first mover in India.
Big shots like Alibaba and Softbank have put their faith in this fast-growing organisation and have
helped it in moving forth with its plans to provide better services to its customers.

19
 Chapter 4: Competitor’s Analysis

Following the literature review in chapter 3, competitor’s analysis has been conducted in this chapter.
SWOT (strengths, weaknesses, opportunities and threats) analysis of Paytm has been performed. In
order to perform competitor’s analysis, SWOT analysis of PayPal which is the competitor of Paytm
has been considered. In conclusion, the comparative analysis of both has been mentioned.
4.1 SWOT analysis of Paytm:

Strengths: Weakness:
• Traditional Mindset: Indians feel insecure
• First Mover: First company to set up online
to shift from cash-based economy to
payment operations in India
cashless economy citing the risks involved
• Convenience: Offers convenience to its
• Diversification in Core business
customers as you can transfer funds
anytime, anywhere • Load Balancing: When new offers are
introduced, the server gets hung leading to
• Increasing merchants: Paytm now has
unsuccessful payments
around 3 million merchant tie-ups across
India
• Multi-Service platform: It not just offers
payment but gives the option of services
like ticket booking, metro card recharge etc
in just one go to its customers along with
any offers
Opportunities: Threats:
• Competition: Increasing competition for
• Digital India: As the government is
service aggregators as low barriers to entry
promoting Go Cashless and Digital India, it
will help make people aware and trust in • Security Concerns: Privacy and security
such applications are major concerns among the users
• Offline services: It completely relies on the
Internet, and hence can make certain
technical changes to help its customers use
it even offline
Table 4.1: SWOT analysis of Paytm

20
4.2 Competitor Analysis of Paytm:

Jio Airtel Ola Google

Features Paytm Freecharge Oxigen MobiKwik PhonePe
Money Money Money Tez

Supports UPI Yes Yes No No Yes No Yes No Yes

Peer to Peer
money Yes Yes Yes Yes Yes Yes Yes Yes Yes
transfer
Mobile Bill
Yes Yes Yes Yes Yes Yes Yes Yes No
Payment
Electricity
Yes Yes Yes Yes Yes Yes Yes Yes No
Bill Payment
Landline Bill
Yes Yes Yes Yes Yes Yes Yes No No
Payment
DTH Bill
Yes Yes Yes Yes Yes No Yes No No
Payment
Gas Bill
Yes Yes Yes Yes Yes Yes Yes Yes No
Payment
Train Ticket
Yes Yes No No No No No No No
Booking
Flights
Yes No No No No No No No Yes
Booking
Bus Ticket
Yes Yes No Yes Yes Yes Yes No Yes
Booking
Movie Ticket
Yes Yes No Yes No No No Yes Yes
Booking
Online
Yes No No No Yes No No No No
Shopping

Gift Cards Yes No Yes No No No Yes No No

Table 4.2: Competitor analysis of Paytm (Source: Firstpost)

4.3 Conclusion:

Following the competitor’s analysis of Paytm, it can be inferred that Paytm has maintained a good
relationship with its business partners that is only possible due to efficient communication and hiring
of the job-fit talent pool. It is the only application spread across various verticals and is successful
through all of them amongst its consumers. It has been able to maintain a No.1 spot in the digital
transactions segment.
The success of Paytm in all verticals can be identified through its level of hiring of Software Engineers
and Product Development Managers. The hiring process for Paytm at all levels is rigorous and very
selective and hence the best of the talents is being recruited.

21
 Chapter 5: Analysis

On the basis of the competitor’s analysis in chapter 4, qualitative analysis has been conducted in this
chapter. In-depth analysis from the responses of the survey was conducted. A questionnaire was
prepared which was presented to four employees of Paytm. The questionnaire consisted of 22 questions
out of which 12 were closed-end and 10 were the open-end question.

This chapter begins with the discussion of the in-depth study of recruitment and interviews, followed
by their importance at Paytm. This subsection also consists of tables of comparison of the data that has
been collected.

5.1 Concept of Interviews in Recruitment

“An interview is a purposeful exchange of ideas, the answering of questions and communication
between two or more persons. Generally, an interview is a process of private meeting conversation
between people, where questions are asked and answered, for obtaining information about qualities,
attitudes, prospectus etc.

An interview refers to a conversation with one or more persons acting as the role of an interviewer
who ask questions and the person who answers the questions acts as the role of an interviewee.

The primary purpose of an interview is to transfer information from interviewee to interviewer.

Interviews can be either formal or informal, structured or unstructured. Interviews can be carried out
one-to-one or in groups; they can be conducted over the telephone or via video conferencing.”
(Tutorialspoint)

From the responses gathered from the survey it was observed that “Eagerness to learn” and
“Knowledge about the profile” are equally important for landing a job of choice during an interview.
Also, one of four respondents believe that the attitude of the interviewee also affects the mood of the
interviewer. Communication is the basic business etiquette in every organization which is being judged
by the interviewer during the interview and hence cites the importance of a good interview during
recruitment.

All the levels of management – Entry, Middle and Executive/Senior Level Management – have one
recruitment process common, i.e. an Interview. More than a personality test, CV screening etc,
recruiters prefer interviews as a better way for recruitment so as to focus towards the growth of the

22
organisation. Three of four respondents believe that Interview is a good tool to analyse a person’s job
fit in an organisation.

5.2 The extent to which Recruitment is important in Paytm:

In Paytm, due to varied verticals like Paytm Payments Bank, Paytm Mall etc, the organisation requires
to recruit and hire people with different talents. The recruitment process for Paytm and Paytm
Payments Bank is independent of each other. All respondents believe that recruitment is an important
contribution to the growth of the organisation. For the recruitment of Entry and Middle-Level
Management, the recruitments from Campus Hiring is preferred while for Senior/Executive Level
Management, only referral and vacancy drives are carried.

Entry Level Middle Level Senior Level

Resume / CV
2 2 2
Screening

Group Discussion 4 2 0

Personal Interview 4 4 4

HR Interview 3 4 4

Personality Test 2 2 1

Aptitude Test 0 0 0

Table 5.1: Cross-table for various steps of the process of hiring

Entry Level Middle Level Senior Level

Campus Recruitment 4 2 0

Vacancy
2 4 4
advertisements

Referral Drive 1 4 4

Table 5.2: Cross-table for various methods adopted for vacancy hiring

23
 Sangeetha
Tarun Gupta Sameer Gauba Akshay Goel
Ragesh
Appearance and
No Yes No No
Dressing
Communication
No Yes Yes No
Etiquette

Eagerness to learn Yes Yes Yes Yes

Knowledge about the

Yes Yes Yes Yes
profile

Attitude No Yes Yes No

Table 5.3: Response Table for factors affecting final hire during an interview process

5.3 Analysis:
In Paytm, for Entry Level Management Hiring, it can be observed that Group Discussion and
Personal Interviews are always conducted as a part of the hiring process. The main resource for hiring
is through campus recruitments followed for Advertisements in newspapers. The profiles offered to
Entry Level Management are Management Trainee or Associate Manager.

For Middle-Level Management Hiring, Personal Interview and HR Interview is a must followed by
other processes. An aptitude test is not a parameter used to judge the job-fit. The hiring is majorly
through vacancy advertisements being released followed by campus recruitments and referral drives.
The campus recruitment for this level is done from Tier 1 and selective Tier 2 colleges only. The
profiles offered to Middle-Level Management are Team Lead, Senior Manager or Chief Manager.

For Senior / Executive Level Management Hiring, Personality Test, Personal Interview, HR
Interview. The process is majorly through referrals and vacancy advertisements.

As per the response, Eagerness to learn and knowledge about the profile are the major factors
contributing to the right job-fit in an interview, followed by Communication Etiquette and Attitude.

5.4 Conclusion:
It can be said that the hiring process is very different across all the three levels, but Personal Interview
and HR Interview is common among all three. Aptitude Test is not a parameter across any level to find
the right job-fit. Recruitments are an important part of the growth of an organisation.

24
 Chapter 6: Conclusion and Suggestions

Post the analysis done in chapter 4 and 5, in this chapter objectives have been analysed. So far, we
have seen how recruitment helps a company in hiring job fit employee and hence promote the growth
of the organisation. In the final chapter, we conclude the study of Interviews and Recruitment in Paytm
by listing out the finding, suggestions, limitations and the future scope of the study.

6.1 Findings of the Study:

Based on the analysis, the following findings have been reached.

• 100% of the respondents believe that the interview is an important part of the hiring process at
all the levels
• 100% of the hiring process at entry Level include Interview as a process while 50% of them
include CV Screening, Group Discussion, Personality Test.
• 100% of the hiring for Senior level and Middle are through Referral Drives and Vacancy
Advertisements.
• 50% hiring for Middle level may also take place through tier 1 and selected Tier 2 campuses.
• A person’s eagerness to learn and his knowledge about the profile contribute 100% to the
interview while appearance contributes only 20%.

6.2 Suggestions for Study:

On the study conducted, there are a few suggestions which have been listed out below.

• The study could have been further extended to know the internal processes that are impacted
due to improper interviews
• The study could have been expanded across to gather responses to employees pertaining to
different positions in the organization’s hierarchy

6.3 Limitations of the Study:

No study is error-free, so this study is also bound to have errors. Errors in the study were due to time
and budget constraint. There was time constraint which made it difficult to interview and gather
opinions of employees at various level of organizations. The personnel who obliged to give the
interview was in the technology department. It would have been great learning to interview people

25
who are directly connected with the designing of training courses for new hires at all levels. The insight
gathered over there would have been invaluable since I would have been able to know first-hand the
obstructions that arise due to inefficient interview selection process.

5.4 Future Scope of the Study:

Being a witness to the process of interviews and what are the considerations would be enlightening as
recruitment plays a major role in the organization. This would help in better understanding and can be
undertaken by visiting the organization and interacting with people from different departments and at
different job levels. Apart from that, this study can be conducted across various companies in various
sectors. We can consider the segment of BFSI and perform a study of all its competitors to understand
the recruitment process for and task requirements for the BFSI sector. This study has pertained only to
Paytm. The same can be carried out for companies in the product-based industry or companies in the
FMCG sector.

26
 Appendix A

Map of Universe of study has been attached.

A map has been attached which shows the location of the Paytm office that has been taken into
consideration for this study.

Figure A.1: Location of Paytm Office, Noida

I
Appendix B

II
III
IV
V
 Appendix C

Profiles of employees interviewed:

S.No. Particulars Details
1 Name Mr Tarun Gupta
Job Level Assistant Manager

Contact Number +91 90159 13063

Email ID Tarun.gupta@paytm.com

2 Name Ms Sangeetha Ragesh

Job Level Talent Acquisition Lead

Contact Number -

Email ID Sangeetha.ragesh@paytmbank.com

3 Name Mr Sameer Gauba

Job Level Software Engineer

Contact Number +91 8285503949

Email ID Sameer.gauba1@paytm.com

4 Name Mr Akshay Goel

Job Level QA Engineer

Contact Number +91- 8586891995

Email ID akshaygoel795@gmail.com

VI
 Appendix D

Figure 3.1: Active Users in terms of app downloads (Source: Economic Times)

Figure 3.2: Active Merchant Partners in million (Source: Economic Times)

VII
Timeline for Paytm’s Growth:
Time
Development Summary
Period

• Paytm is established as a DTH recharge platform

2010
• Headquartered in Noida, Uttar Pradesh, India

2011 • Sapphire Ventures invested $10 million in One97 Communications Ltd.

• Added data card, bill payment services.

• Registered user base grew from 11.8 million in August 2014 to 104 million
2012-2014
in August 2015.
• Launched Paytm Wallet.

• Alibaba Group took 40% stock in Paytm

2015
• Received backing from Ratan Tata, the MD of Tata Sons

• Launched various ticketing services, Paytm QR, Paytm Gold, Paytm

Payments Bank, Inbox, Paytm for Business
• In August 2016, raised funding from Mountain Capital
2016-2018 • In May 2017, received its biggest round of stake by (company's valuation to
roughly estimated $10 billion)
• In August 2018, Berkshire Hathaway invested $356 million for 3%- 4%
stake in Paytm.

• Partnered with Citibank to launch credit cards

2019 • It is currently the leading organization in digital banking and the market
share

Table 3.1: Timeline for Paytm (Source: Wikipedia)

VIII
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https://en.wikipedia.org/wiki/Paytm, retrieved Nov 6, 2019, 13:23 hrs
37. For Paytm, its growth and restructuring in tandem (ET Online, 2019)
https://economictimes.indiatimes.com/small-biz/startups/newsbuzz/for-paytm-its-growth-
and-restructuring-in-tandem/fast-pace-growth/slideshow/70658066.cms, retrieved December
1, 2019, 00:00hrs
38. Paytm Records 5.5 Bn Transactions in FY19, Looks To Double Business This Year (Soni,
2019)
https://inc42.com/buzz/paytm-records-five-point-five-billion-transactions-in-fy-nineteen/,
retrieved November 30,2019, 23:00hrs

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Chapter 4:

1. Paytm Vs Freecharge Vs Mobikwik Vs Google Tez Vs Others: Here's A Look At The

Existing Digital Wallets Ecosystem (Firstpost, 2019)
https://www.firstpost.com/tech/news-analysis/paytm-vs-freecharge-vs-mobikwik-vs-google-
tez-vs-others-heres-a-look-at-the-existing-digital-wallets-ecosystem-whatsapp-payments-
4346827.html, retrieved December 2,2019, 3:02 hrs

Chapter 5:

1. Recruitment Interviews (Tutorialspoint)

https://www.tutorialspoint.com/recruitment_and_selection/recruitment_interviews.htm,
retrieved December 2, 2019, 9:30 hrs

XII
 Bibliography

1. Effective Business Communication, Murphy et all, 7th edition

2. Recruitment and Selection Process, Hans Bruck
3. Recruitment and Selection, Gareth Roberts

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