INTRODUCTION

The project title is “RECRUITMENT PROCESS” has involved the design

and development for Planman HR Consulting Pvt Ltd., Recruitment forms first stage
in the process, which continues with selection and ceases with the placement of the
candidate. It is the next step in the procurement function, the first being the manpower
planning. Recruitment makes it possible to acquire the number and types of people
necessary to ensure the continued operation of the organization. Recruiting is the
discovering of potential applicants for actual or anticipated organization vacancies. In
other words, it is a ‘linking activity’ bringing together those with jobs and those
seeking jobs.

DEFINITION OF RECRUITMENT
Recruitment is a process of searching for prospective employees and stimulating
them to apply for jobs in an organization. It is often termed positive in that it stimulates
people to apply for jobs to increase the selection ratio. Selection on the other hand tends
to be negative because it rejects a good number of those, who apply, leaving only the
best to be hired.” - EDWIN B FLIPPO

Companies are now looking out for new ways of giving themselves a
competitive advantage. New product, new image& new marketing idea are some of the
ways this can be achieved but enlightened and successful companies look towards their
people to provide the leading edge.

Here in lies the important of recruitment and staffing- “placing the right people
for right job”. People are the biggest assets in any organization and it becomes vitally
important that this asset is properly selected and placed in the right place at the right
time. There assets must be properly nurtured and their efforts to be harnessed so as to
obtain maximum productivity. Recruitment is an important aspect in their regard.

Thus, in this context it becomes important to make an empirical study on the

effectiveness of the recruitment process. Henceforth the process of recruitment is
viewed with utmost attention and a study in this aspect is carried out.

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 Recruiting is the process by which organizations locate and attract individuals
to fill job vacancies. Most organizations have a continuing need to recruit new
employees to replace those who leave or are promoted, to acquire new skills, and to
permit organizational growth. Recruiting is an even more important activity when
unemployment rates are low and economic growth is strong, as firms compete to attract
the qualified employees they need to succeed.

Therefore, the job of recruitment is based on the mating theory, where the
success of both the parties is critically dependant on timing. Unless the two searches
synchronize, conditions are not ripe for recruitment to succeed.

Purpose And Importance:

The general purpose of recruitment is to provide a pool of potentially qualified
job candidates. Specifically, the purposes are to:
 Determine the present and future requirements of the organization in
conjunction with personnel- planning and job- analysis activities.
 Increase the pool of job candidates at minimum cost.
 Help increase the success rate of the selection process by reducing the number
of visibly under qualified or overqualified job applicants.
 Help reduce the probability that job applicants, once recruited and selected, will
leave the organization only after a short period of time.
 Meet the organization’s legal and social obligations regarding the composition
of its workforce.
 Begin identifying and preparing potential job applicants who will be appropriate
candidates.
 Increase organizational and individual effectiveness in the short term and long
term.
 Evaluate the effectiveness of various recruiting techniques and sources for all
types of job applicants. qualifications and interests, and generate enthusiasm
among the best candidates so that they will apply for the vacant positions.

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 Recruitment lends itself as a potential source of competitive advantage to a
firm. An effective approach to recruitment can help a company successfully compete
for limited human resources. The firm must choose a recruiting approach that produces
the best pool of candidates quickly and cost effectively. A recruiting programme helps
the firm in at least four ways:

The negative consequences of poor recruitment process speak volumes about its
role in an organization. The failure to generate an adequate number or reasonably
qualified applicants can prove costly in several ways. It can greatly complicate the
selection process and may result in lowering of selection standards. The poor quality of
selection means extra cost on training and supervision. Furthermore, when recruitment
fails to meet organizational needs for talent, a typical response is to raise entry-level
pay scales. This can distort traditional wage and salary relationships in the organization,
resulting in unavoidable consequences. Thus, the effectiveness of the recruitment
process can play a major role in determining the must be expended on other HR
activities and their ultimate success.

Advertisement:-
A common method of recruitment is advertising, advertising media can range
from the typical classified newspaper and to very complex and glitzy campaign on
radio or television, major approaches to advertising include newspapers, radio,
television, direct mail, magazines and directories.

Compilation of the Advertisement:-

The advertisement should be designed to ensure that,

 It attracts suitable candidates only,

 It enhances the public image of the organization.
 It reaches appropriate candidates as economically as possible.

It must be based on the facts detailed in the job description and the person
specification. A poor advertisement may attract the wrong type of candidate and distort
the number of applications received ie, either too few or too many. The advertisement
should be non- discriminatory and should avoid any gender or culturally specific
language. There are certain exceptions to this where the legislation allows an employer

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of confine a job to a man, or a woman, where sex is a genuine occupational
qualification, the organization should include in the advertisement its statement of
commitment to equal opportunities, the actual advertisement should be brief and
written using a minimalist style as the cost of advertising is extremely high. The detail
about the job should be included in the further particular about the post issued to all
potential applicants. Human resources will provide advice on the content of the
advertisement, the collection of copy, the placement of the advertisement and the
associated administration.

Campus recruitment:-

Campus recruitment becomes a critical source, because it provides the

management personnel that will shape the future direction of the organization. These
graduates will be malleable and can be shaped to fit in with the company culture more
easily than more experienced people from organizations.

Some guidelines for improving campus recruitment process are given

below:-

 Identify those institutions from where student who are suited to the
organization’s needs can be found and improve the relationship with such
institutions.
 Recruiters needs to be carefully trained in planning and conducting effective
interviews for gauging the potential of the students rather than only judging
mark based performance.
 Use resume databases to aid in the search for viable candidates, candidates can
be short- listed on the basis of these data base and then called for further
interview.
 Provide clear and detailed information about the job and organization so that
the students get a realistic expect ion about the job.

Consultants:-
This is good source but it is more expensive option especially for a company
that is into mass recruitment stage and this gives the HR department of the company
more free time to concentrate on other important matters, A disadvantage is that if the

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company has a contract with many agencies, the there is more possibility of
duplication.

RECRUITMENT PROCESS:
The process can be separated into three components:
• The process starts with job planning, which among other things involves analysis
of the present and future needs for personnel with different kinds of competence and for
different tasks. This first component of the process may result in a decision to prepare
for new jobs and announce job opportunities.
• In the second step of the search process after a vacancy has been defined on the
basis of job planning, the employer has to make his choice between alternate ways to
spread and formulate information about the vacant position. He can, for example
choose between different ways to formulate the information about what experience and
personal abilities of the potential employee, etc.,
• The third and final search decision confronting the employer is to determine
which one of the applicants to hire for the job opening.

Basically, employers’ decisions regarding the use of different search channels

and judgments regarding the suitability of job applicant relate to the problems of
asymmetric information; job applicants have more knowledge of their capabilities than
the prospective employers do. The interaction of productivity difference among job
applicants and employers’ uncertainty as regards the productive capabilities of
individuals may explain decisions taken by the employers both in steps two and three of
the recruitment process.
Hiring is a decision under uncertainty in the sense that the productivity of job
applicants in not directly observable. Therefore the employers are interested in
obtaining information that can serve as good statistic for applicant’s job capabilities.
The probably that a job seeker and employer shall find each other and that an
agreement about employment shall be reached, depends on the behavior of both agent
and on their characteristics. In the traditional search theory regarding value of his/her
lifetime income, the reservation wage is important for the probability that a person shall
get a job within a given period of time and thereby for the expected length of the
unemployment spell.

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 The HR planning is the preliminary step of recruitment process. It is the process
by which an organization should move from its current manpower position to its
desired manpower position. It may be viewed as for seeing the human resource
requirements of an organization an its feature supply making necessary adjustments
between the two organizational plans and also foreseeing the possibility of developing
the supply of human resources in order to match it with the requirements by introducing
necessary changes in the functions of HR.

Recruitment has always been a never-ending process in the organization

scenario. Significant transitions have been brought in the long run of recruitment but
the major concentration has always been engaging persons in employment and the
initial setup for this. Recruitment is followed in the all-different sector, be it
manufacturing concern or a service sector. Recruitment is not just confined to its sense
it covers the aspects from selection to training. Despite the usage of various
terminologies describing each step of the recruitment process, it is a chain link where
the start is not distinct.

Recruitment involves seeking and attracting a pool of people from which

qualified candidates for job vacancies can be chosen. Recruitment system can be
subdivided into 4 major sub systems.

• Finding out and developing sources

• Developing techniques to attract candidates
• Employing the techniques
• Stimulating the candidates and making for apply for jobs

OVERVIEW OF THE RECRUITMENT PROCESS :-

The Figure presents an overview of the recruitment process from the perspectives of
the organization and the candidate. When a vacancy occurs and the recruiter receives
authorization to fill it, the next step is a careful examination of the job and an
enumeration of the skills, abilities, and experience needed to perform the job
successfully. Existing job analysis documents can be very helpful in this regard. In
addition, the recruitment planner must consider other aspects of the job environment-
for example, the supervisor's management style, the opportunities for advancement,

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pay, and geographic location-in deciding what type of candidate to search for and what
search methods to use. After carefully planning the recruiting effort, the recruiter uses
one or more methods to produce a pool of potentially qualified candidates.

A firm can generate candidates internally, from among its present employees who
desire promotion or transfer, or externally, from the labor market. The organization
then screens the candidates, evaluates some of them more thoroughly, and offers the
best the position. Throughout the recruitment process, the organization attempts to
"sell" itself to the more promising candidates-that is, to convince them that the
organization is a good place to work and that it offers what they want in the way of
both tangible and intangible rewards.

In the recruitment and selection process, the organization's and the individual's
objectives may conflict. The organization is trying to evaluate the candidate's strengths
and weaknesses, but the candidate is trying to present only strengths. Conversely,
although the candidate is trying to ferret out both the good and the bad aspects of the
prospective job and employer, the organization may prefer to reveal only positive
aspects. In addition, each party's own objectives may conflict. The organization wants
to treat the candidate well to increase the probability of job-offer acceptance, yet the
need to evaluate the candidate may dictate the use of methods that may alienate the
prospect, such as background investigations or stress interviews. Analogously, the
applicant wants to appear polite and enthusiastic about the organization to improve the
probability of receiving an offer, but he or she may also want to ask penetrating
questions about compensation, advancement, and the company's financial health and
future.

STEPS ON RECRUITMENT PROCESS:-

• Planning,
• Strategy development
• Searching,
• Screening
• Evaluation and control

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STRATEGIC ISSUES IN RECRUITING:

The nature of a firm's recruiting activities should be matched to its strategy and values
as well as to other important features such as the state of the external labor market and
the firm's ability to pay or otherwise induce new employees to join.

Recruitment Goals:-

A good recruiting program needs to serve many and sometimes conflicting

goals. A commonly mentioned goal is to attract a large pool of applicants, but applicant
pools can be too large and thus costly to process. Recruiting must also attract a high
proportion of well-qualified candidates who are seriously interested in accepting a job
offer. Post- hiring goals also must be considered-the recruiting process must yield
workers who are good performers and who will stay with the organization for a
reasonable length of time. Further, all the preceding goals should be reached with the
greatest speed and at the least possible cost to the organization. Balancing these varied
goals against one another should be done with reference to the organization's overall
strategy and values.

SOURCES OF RECRUITMENT

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Some internal sources of recruitments are give below:-

1. Transfers:-
The employees are transferred from one departments to another
according to their efficiency and experience.

2. PROMOTIONS:-
The employees are promoted from one department to another with more
benefits and greater responsibility based on efficiency and experience.

3. Others are Upgrading and Demotion of present employees according to their

performance.

4. Retired and Retrenched employees may also be recruited once again in case
of shortage of qualified personnel or increase in load of work. Recruitment such
people save time and costs of the organizations as the people are already aware
of the organizational culture and the policies and procedures.

5. The dependents and relatives of Deceased employees and Disabled employees

are also done by many companies so that the members of the family do not
become dependent on the mercy of others.

EXTERNAL SOURCES OF RECURITMENT:-

1. Press Advertisements:-
Advertisements of the vacancy in newspapers and journals are a widely
used source of recruitment. The main advantage of this method is that it has a
wide reach.
2. Educational Institutes:-
various management institutes, engineering colleges, medical colleges
etc. are a good source of recruiting well qualified executives, engineers, medical
staff etc. they provide facilities for campus interviews and placements. This
source is known as campus recruitment.
3. Placement Agencies:-
Several private consultancy firms perform recruitment functions on
behalf of client companies by charging a fee. These agencies are particularly
suitable for recruitment of executives and specialists. It is also known as RPO
(Recruitment Process Outsourcing)

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4. Employment Exchanges:-
Government establishes public employment exchange throughout the
country. These exchanges provide job information to job seekers and help
employers in identifying suitable candidates.

5. Labour Contractors:-

Manual workers can be recruited through contractors who maintain

close contacts with the sources of such workers. This source is used to recruit
labour for construction jobs.

6. Unsolicited Applicants:-

Many job seekers visit the office of well-known companies on their

own. Such callers are considered nuisance to the daily work routine of the
enterprise. But can help in creating the talent pool or the database of the
probable candidates for the organization.

7. Employee Referrals / Recommendations:-

Many organizations have structured system where the current employees

of the organization can refer their friends and relatives for some position in their
organization. Also, the office bearers of trade unions are often aware of the
suitability of candidates. Recruitment Management can inquire these leaders for
suitable jobs. In some organizations these are formal agreements to give priority
in recruitment to the candidates recommended by the trade union.

8. Recruitment at Factory Gate:-

Unskilled workers may be recruited at the factory gate these may be

employed whenever a permanent worker is absent. More efficient among these
may be recruited to fill permanent vacancies.

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2.1 COMPANY PROFILE

Planman HR Consulting since its inception in 1996 has evolved into India’s
largest multi interest consulting company. Planman HR Consulting which was founded
by Management Guru and noted Economist Prof. Arindam Chaudhuri in 1996 in very a
short of time has redefined the consulting business in India.

Planman HR Consulting is offshoot of The Indian Institute of Planning

and Management which is the premier institute of management in India spread
across seven centers in India covering whooping more than 2,00,000 sq meters.

The services which Planman HR Consulting provides cut across various

sectors like Management Consulting, HR Consulting, Marketing Consulting, IT
Services, Media, Film and entertainment, Social Sector Consulting and Financial
Services tells about the multi-faceted area of services the Planman HR Consulting.

Over the years, Planman HR Consulting has carved its own niche in the area of
consulting in India. This is the attributed to the fact that Planman HR Consulting has
won over the confidence of its clients by providing them innovative and flexible.
Solutions to their problems using ‘our of the box’ thinking.

Planman HR consulting subsidiaries has generated tremendous businesses for

their clients which includes the list of 500 fortune companies. Planman HR consulting
group companies like Planman HR Media, Planman HR Motion Pictures, Planman HR
Technologies, has grown manifold over the years. Planman HR Technologies in less
than one year has become one of the leading providers of BPO and KPO Solutions.
Planman HR Media is into publications where it brings out two world class business
magazines like "4P's-Business and Marketing" and "Business and Economy" and four
world class journals. Planman HR Motion Pictures has taken several initiatives to
corporatism the Indian film industry by implementing management funds in
production, marketing and in distribution. Planman HR Motion Pictures has produces 4
feature films and 6 are on floors to be released next year.

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 Planman HR Financial is headquartered in Delhi having seven regional offices
spreading across all over India and also global presence in London, Singapore, US and
Dubai. Planman HR Financial is spearheaded by Mr. Amit Saxena and Mr. Sudhir
Gupta who have got vast experience and exposure of financial markets of outside as
well as inside and have produced outstanding results for the clients over the years.
Planman HR Financial provides financial services which includes, merchant
banking, investment banking, corporate advisory, and equity & industry research in
standard and customized format and also distribution of financial products.
Planman HR Financial aims to provide hassle free financial consulting solutions to
the corporate so that the companies can position itself in the complex capital market
and realize their long term objectives.
• Prof. Arindam Chaudhari, Chairman - Planman Group:-

GURU ARINDAM CHAUDHARI

Management Guru Arindam Chaudhari dons many hats and has got many credits
to his name. From Management Guru to Filmmaker, his charismatic persona has taken
the world by storm. His accomplishments and achievements in the areas of
management, consulting and social sector have become benchmarks for others to
follow.
Professor Arindam Chaudhari has got multifaceted character when it comes to scale
his achievements. He has got impressive track record as an achiever in possibly all
aspects of life. Prof Arindam Chaudhari is the honorary dean, Centre for Economic
Research & Advanced Studies at the Indian Institute of Planning & Management, an
institute known for its world class facilities and one of the most respected and largest B
Schools in India.

Professor Arindam Chaudhari also has got to his credit Planman HR Consulting,
India’s largest multi-interest consulting firm with more than ten subsidiaries, Branching
from management consulting to social sector consulting. In a short period of eight
years, Planman HR Consulting under the stewardship of Prof Arindam Chaudhari has
touched skies and has emerged as one of the most respected and most sought after
consulting.

With branches situated in New Delhi, Mumbai, Bangalore, Kolkata, Chennai and
Toronto, Planman HR Consulting provides consulting solutions to leading corporate
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2.2 INDUSTRY PROFILE

CONSULTANCY :-

Experienced professional who provides expert knowledge (often packaged

under a catchy name) for a fee. He or she works in an advisory capacity only and is
usually not accountable for the outcome of a consulting exercise. Some consultants
(like Peter Ducker and W. Edward Deming) have brought dramatic shifts in
management thinking and improvements in the performance of organizations.

Job Consulting is one of the popular and competitive career options today.
Basically there are two types of consulting positions the generalist and the specialist.
Specialists offer process or functional knowledge to clients. Most aspiring consultants
are interested in the generalist firms such as Bain, McKinsey and BCG. These firms
offer advice to corporate clients on to operating more efficiently, or opening new
markets, etc. These firms prefer hiring experienced candidates or MBA’s for the
positions that lead to partnership within the firm. Typically they hire undergraduates to
act as research analysts or research associates for their support centers popularly known

13
as knowledge centers, firms like McKinsey, Bain and BCG have their knowledge
centers located in India. These knowledge centers provide support to various ongoing
consulting engagements through research and analytics. Consulting firms have
traditionally been among the largest employers of top MBA and college graduates.

Management Consulting Jobs provide you with:-

• Opportunity to understand wide variety of business issues.

• Learning and networking with some of the brightest minds.
• Excellent pay and perks provide prospective consultants with a brief
background on the Consulting Industry in India.

A Brief Introduction on Management Consulting:-

Management Consulting is one of the popular and competitive career options

today. Basically there are two types of consulting positions–the generalist and the
specialist. Specialists offer process or functional knowledge to clients.

Many firms vouch for specialists in various diverse fields such as computers,
human resources, corporate communications, mobile communications, health care,
financial services, real estate-commerce, fraud investigations etc to advise their clients
on various issues

IT services specialists were extremely popular from the year 2000 to 2008,
consulting firms, including IBM Global Services, Cap Gemini, and Accenture, derive a
significant portion of their revenue through systems integration and outsourcing
engagements. These firms work with a client to develop hardware and software
solutions and then often manage the systems.

Some of the leading consulting firms are:-

1. McKinsey & Company

2. Bain & Company

3. Booz Allen Hamilton (not present in India)

4. Boston Consulting Group

5. Ernst & Young

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6. Deloitte

7. KPMG

8. Accenture

9. PwC

10. IBM Global Services

11. IIPM

12. Cap Gemini

13. A.T. Kearney

14. Mercer Management Consulting

15. Hewitt Associates

Other than the firms mentioned above there are also a number of Boutique
Strategy Firms. These firms specialize in a particular industry, process, or type of
consulting. For people interested in a particular industry or type of consulting, these
firms offer excellent career opportunities.

It is important to know your target firms and their areas of expertise; Firms like
McKinsey, Bain, and BCG are famous for their strategy work. Booz Allen is
particularly strong in organizational work. Accenture has traditionally had a strong
information technology and systems focus.

Listed below find a brief set of the most common questions that an aspiring
management consultant can honestly ask themselves before committing to a career in
management consulting.

How To Break Into Management Consulting Firms:-

Most Global Management Consulting Firm such as McKinsey, BCG and Bain
& Company, recruit at only the top undergraduate and MBA schools, In India, these
firms prefer students from leading schools in the country such as Indian Institute of

15
Technology (IIT), Indian Institute of Management (IIM), Indian School of Business
(ISB), Indian Institute of planning management (IIPM)etc.

The easiest path into top consulting firms is through campus recruitment, the
interview process is highly competitive and only a small percentage of applicants from
these top schools end up with job offers.

Some of the other options (besides campus recruitment) include:

- Online application submission – companies ranging from McKinsey to Deloitte &

Touches provide this option

- Direct application submission through “Contact Us” links and public email addresses
– this may be the only online option available at smaller boutique firms

- Headhunters and job placement firms

If you have not graduated from a top school, you’re chances of breaking into the
top consulting firms go down. But there are always ways to work around problems;
following are some of the tried and tested tips to break into the glamorous career of
management consulting.

1. Networking:

It may sound like a cliché, but it extremely effective, build relationships using
networking sites such as Linked in, or consultant’s specific portals such as CNI. You
can also reach out to school alumni contacts that work in the industry and at that firm.
Reach out to current or former work colleagues that work in the industry themselves or
are well connected. Ask your family and friends. Tell people about your goal, as
number of people who know about your goal increases, so do your chances of being
referred to HR contacts and current consultants.

2. Think beyond your circle:

If your an undergraduate, consider attending the MBA job fairs to establish

contacts, If you’re an MBA student, look into the law school job fair and/or job fairs for
nearby MBA schools. While you’re not guaranteed success, you need to take risks
given the limited options in front of you. Contact headhunters, particularly if you have

16
a few years of work experience. Headhunters have industry contacts and a broad view
of available options. Be specific about your career goals, but not close-minded, Mafia
and Manpower are some of the leading HR consultants operating in India catering to
the Management Consulting Clients in India.

3. Build relationships by being direct and specific:

Now you know a recruiter in Bain’s Indian office. And you know a school
alumnus who’s a consultant in BCG’s Mumbai office. Email them first – remind them
of who you are, what your goals are, and the one or two areas where they can help.
Keep the email short (no more than 5-10 lines of body text). Provide multiple contact
channels. If you receive no response within one week, it’s OK to call and leave a brief
voicemail What are the areas where they can help you out?

- Provide you with the right internal recruiting contacts to submit your resume/CV

- Introduce you to firm contacts with shared interests, backgrounds, etc

- Answer your questions about the industry, the firm, etc

• How to crack the case Interview

One of the most critical part of the entire interview process is the case interviews,
firms such as McKinsey, Bain and BCG extensively rely on case interviews, whereas
reliance on the case interview method is relatively less for the big four audit firms
(Ernst & Young, Deloitte, KPMG and PwC)

Case interviews can give the interviewer great insight into the student’s ability to
organize his or her thoughts, pursue a well reasoned line of inquiry, and assemble
theories on possible solutions to the problems presented in the case. It is to be noted
that the method is as important as the “answer.” In many cases, especially the short
type, (“How many bottles of Coca Cola were sold in India last year?”), the method is
all that matters.

Bain & Company’s “How to ace an Case Interview guide” offers the following advise

To effectively crack a case, the interviewee must have the ability to:

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- Break a complex problem into its component parts

- Apply business judgment to identify value

- Generate a creative range of solutions to a problem’s component parts

- Identify the most likely/attractive solutions through logical reasoning

- Generate thoughtful questions and ask for clarification of case data, as necessary

- Translate analysis into actionable recommendations

- Effectively communicate solutions in a concise and persuasive manner

List of Consulting Firms in India:-

He list of consulting firms in India can be segregated into three categories:

• Strategy and general business consulting firms in India

• IT consulting firms in India
• HR consulting firms in India

Strategy and general business consulting firms in India :-

• McKinsey & Company

• Boston Consulting Group
• Bain Consulting India Private Limited
• AT Kearney
• Accenture
• Tata Strategic Management Group
• A F. Ferguson & Co.
• Arshiya International Limited
• Deloitte
• KVP Business Solutions
• Madras Consultancy Group
• Noesis Strategic Consulting Services
• RAMMS
• Resonate Consulting Private Ltd
• Sampling Research
• Sathguru Management Consultants
• Technopak Advisors Private Limited

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 • Vision Consulting
• Pristine Ventures
• Lakshy Management Consultant Private Limited
• TECNOVA
• Synovate Business Consulting
• Breakthrough Management Group
• Feedback Ventures
• BMR & Associates
• Axience
• Market Gate Consulting
• Qimpro Consultants Private Limited
• i2m Management Services Private Limited
• Avalon Consulting
• Global e Procure

HR Consulting Firms in India

• Mitcon Consultancy Services Limited

• Vruksham Talent Group
• ALP Management Consultants
• Synergetics
• Omam Consultants
• Ma Foi Management Consultants Limited
• ABC Consultants Private Limited
• Planman HR Consultants Private Limited

List of Strategy Consulting Firms in India and their brief Introductions:-

We have compiled a list of consulting firms in India over here, however, in this
section we would focus on Strategy Consulting Firms in the Indian consulting area,
these are

• McKinsey & Company

• Bain & Company
• Boston Consulting Group

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 • AT Kearney

McKinsey & Company :-

McKinsey & Company is a global management consulting firm that focuses on

solving issues of concern to senior management. McKinsey serves as an advisor to the
world’s leading businesses, governments, and institutions. It is widely recognized as a
leader and one of the most prestigious firms in the management consulting industry. It
has been ranked No.1 for 6 consecutive years in the Vault.com list of top consulting
firms, and has been the first or second most desired employer for recent MBA
graduates since at least 1996.

Organization :-

McKinsey operates under a practice of “up or out,” in which consultants must

either advance in their consulting careers within a pre-defined time-frame, or else be
fired.

A controversial aspect of McKinsey’s practice is that it is non-exclusive, and

thus a conflict of interest could arise as different teams of consultants might work for
direct competitors in an industry. This works to the company’s advantage, as it does not
require it to rule out working for potential clients; furthermore, knowing that a
competitor has hired McKinsey has historically been a strong impetus for companies to
seek McKinsey’s assistance themselves. The policy also means McKinsey can keep its
list of clients confidential. However, because of this there is great emphasis placed on
client confidentiality within the firm, and consultants are forbidden to discuss details of
their work with members of other teams. Consultants are also prohibited from serving
direct competitors unless they wait 3 or more years between the date they cease serving
one competitor and begin serving the next. In some cases, consultants are forbidden
from ever serving a competitor.

History:-

James O.McKinsey & Company was founded in Chicago in 1926 by

James O.(“Mac”) McKinsey, a professor at the University of Chicago who pioneered
budgeting as a management tool. Marshall Field’s became a client in 1935, and soon

20
convinced McKinsey to leave the firm and become its CEO; however, he died
unexpectedly in 1937.

Marvin Bower, who had joined the firm in 1933, succeeding McKinsey when he left,
oversaw the firm’s rise to global prominence and established many of its guiding
principles. When McKinsey died, the Chicago and New York branches of the firm split
up. In 1939, with the help of the New York partners, Bower resurrected the New York
office and renamed it McKinsey & Company. One of the first partners at McKinsey,
Andrew T. Kearney, retained the Chicago office and renamed the branch after himself,
marking the start of the competing management consulting firm A.T. Kearney.

Practice Areas :-

McKinsey serves clients across industries and functions, but to put more focus
on some, it has created practice areas in six functional areas (the business technology
office, corporate finance, marketing and sales, operations, organization and strategy)
and 18 industry practices, ranging from banking, high tech, pharmaceutical and private
equity to health care, public sector, retail and telecommunications. While most of the
firm’s practice areas have remained consistent through the years, the business
technology practice, or BTO, established in 1997, is a relative newcomer. The BTO
helps clients align technology to the management of their businesses in the areas of IT
governance, architecture and infrastructure.

Recruitment Trends:

McKinsey looks for professionals who have the following skills:

• Distinctive intelligence
• Expertise
• Analytical mind
• Leadership potential
• Creativity
• Team work

Indian Operations:-

In September 2007, the firm was hired by IDBI Bank, one of India’s leading
public-sector banks, to assist in smoothing out legacy issues resulting from the bank’s
2006 merger with United Western Bank. McKinsey’s work will involve restructuring

21
the bank’s branches, reengineering processes and implementing business strategy. In
June 2007 McKinsey consultants teamed with the Confederation of Indian Industry to
present an in-depth report on rural growth to Dr. Man Mohan Singh, India’s prime
minister. McKinsey and CII are working together to advise the Indian government on
Bharat Nirman, an ambitious initiative launched in 2005 to strengthen the country’s
rural infrastructure. One objective of the project (which has been called India’s “New
Deal”) is to ensure electrification of all villages by 2009.

McKinsey’s Knowledge Center India Private Ltd. (McKC) in Gurgaon is the

largest hub of knowledge management professionals within the firm. Created in 1998,
McKC is made up of a practice research group that supports McKinsey’s global
industry and functional practices; an analytics group that works on site and remotely
with the firm’s consulting teams; and a Knowledge-on-Call group that specializes in
meeting business research needs on short notice. The Gurgaon office is also home to
the firm’s IT India team, which is a major supporter of McKinsey’s global IT group

Bain & Company :-

Bain & Company is a management consulting firm headquartered in Boston,

Massachusetts.

History

Bain & Company was established in 1973 by seven former partners from the
Boston Consulting Group headed by Bill Bain.

Under Bain’s direction, the firm implemented a number of unconventional

practices, by traditional consulting standards, in its early years. Notably, Bain would
only work with one client per industry to avoid potential conflicts of interest. Partners
did not carry business cards and clients were referred to only in code names, further
demonstrating its reputation for enforcing client confidentiality. And the company
preferred to win work by boardroom referrals rather than marketing itself, sometimes
landing clients by offering several weeks of work at no cost until proving the results of
its services. Bain consultants preferred to work on increasing a company’s market value
rather than simply handing clients a list of recommendations. To win business, Bain

22
showed clients the increase in stock price of Bain clients relative to the Dow Jones
industrial average

After a successful start, the company found itself facing a growing list of
challenges in the late 1980s. In the middle of sluggish business conditions and
overstaffing, Bain also faced the dilemma of having to turn away business due to its
one-client-per-industry restriction. Competition increased as other firms copied Bain’s
implementation-focused strategy.

However daunting these external challenges were, it was internal infighting that
threatened to tear the firm apart. Bain was incorporated in 1985 and over the course of
two years, the Employee Stock Ownership Plan (ESOP) was established, after which
senior executives borrowed against their equity for cash, leaving the firm with a heavy
load of debt. As business slowed, the debt load began to squeeze the firm.

In 1997, the consulting firm Value Partners brought a suit against Bain
regarding the defection of its Brazilian partners and office. The case went to trial in
federal court in Boston. After a five-week trial, the jury found Bain liable for unfair
competition and interference, and awarded Value Partners $10 million in compensatory
damages (the full award requested). The trial court, after awarding another $2.5 million
of interest, denied all of Bain’s post-trial motions.

The 2000s began with Bain guiding its clients through the “New Economy” of
e-commerce. The collapse of the dotcom, coupled with a general slowdown in the
economy as had been faced in the early 1990s. The slowdown was painful on all of the
major consulting players; however, Bain’s previous experiences with contraction left
the firm zealous in avoiding layoffs. The firm weathered the economic downturn and
emerged from it in a position of strength by investing in its leadership ranks with
internal promotions and key external hires. Subsequently, the economic recovery has
been followed by another period of sustained growth. In 2007, the firm expanded its
number of worldwide offices to 37, with the opening of offices in Kyiv, Moscow,
Helsinki, and Frankfurt in Europe, and worldwide consulting staff increased to
approximately 2,700.

23
 The new millennium also brought changes to Bain’s traditional “generalist”
approach to solving clients’ business issues. The firm developed areas of specialization
with its deep industry “Practice Areas” in order to better serve the varying needs of its
increasingly diverse multinational and local client base. Through targeted industry
hires, Bain added industry experts to each of these new Practice Areas, significantly
raising its profile in fields such as Financial Services, Healthcare, IT and Media and
Entertainment industries

Working Style

Compared to its peers, Bain puts a greater emphasis on small- and midsized
companies, with the rest of its business coming from Fortune 500, private equity and
nonprofit clients. Big names associated with the firm have included Diamond Empire
DeBeers, Starbucks, Kroger, Ford and Continental Airlines. One typical engagement
had the firm advising on the integration of software companies Symantec and Verities.
Bain occasionally takes equity in lieu of fees and, in fact, reins in about 10 percent of
its revenue from equity or “success” stakes. For example, the firm took an ownership
stake in fruit processor Del Monte while working to revamp the company’s strategy

Bain Capital & Bain & Company

The first consultancy of its kind to establish a private equity practice, Bain is
well known among the money set, offering services like due diligence, IPO preparation,
portfolio profit improvement and revenue enhancement, geared toward leveraged
buyout and venture capital firms. However, Bain the consultancy shouldn’t be confused
with its venture capital wing, Bain Capital, founded in 1984 by four former Bain
consultants–including former Massachusetts Governor and presidential candidate Mitt
Romney. Today, Bain Capital manages over $50 billion in assets. The two companies
are completely separate entities and have no insight into the other’s client base. But, our
sources say, it’s not difficult for insiders to jump between the two companies.

Indian Operations

24
 In July 2006, Bain established firmer footing in the country when it opened an
office in New Delhi. The New Delhi office now is comprised of over 90 percent Indian
nationals and is under the leadership of Managing Director Ashish Singh. This
wouldn’t be earth-shattering news for most consulting firms these days, but it was the
cause of much buzz for Bain, which had yet to set up shop on the subcontinent, aside
from a small in-house capability servicing center, Bain Capability Center, in Gurgaon.
Bain has served clients in the region for over 10 years, historically from its Singapore
office.

Rising in the Ranks

Bain is not shy about pushing its consultants up the corporate ladder, often
announcing a sweeping series of promotions to its partnership ranks. In August 2006,
for example, 50 consultants worldwide were tapped with the partnership wand-a record
number for the firm in any given year since its founding. In 2007, Bain promoted 36
consultants to partner. Among those consultants were employees from Bain’s Tokyo,
Australia and Singapore offices.

Bain looks for candidates who demonstrate intellectual, social, professional and
business leadership skills. The company also says it seeks applicants who “exhibit a
high degree of enthusiasm and motivation for learning and solving difficult business
issues.” The firm draws candidates primarily from the Indian Institute of Management.

Recruiting: local and global :-

Most offices in Asia conduct first- and second-round interviews for MBA summer
internship (summer associates). Potential Bain consultants should apply for positions
through a form on the firm’s careers web site. Applicants can apply for up to three of
Bain’s worldwide offices, in order of preference. Individuals who are interested in non-
consulting positions should get in touch with specific offices directly. The company’s
career site also offers tips on how to prepare for interviews.

BOSTON CONSULTING GROUP:-

History

25
 The Boston Consulting Group (BCG) is a global management consulting firm,
founded by Bruce Henderson in 1963. It has 66 offices in 38 countries, and its current
CEO is Hans-Paul Buckner. The Company was formed when Henderson, a Harvard
Business School alumnus, left Arthur D. Little to become head of a new management
consulting division of the Boston Safe Deposit and Trust Company.

In 1973 Bill Bain and others left BCG to form Bain & Company, and two years
later Henderson arranged an employee stock ownership plan (ESOP), so that the
employees could take the company independent from The Boston Safe Deposit and
Trust Company. The buyout of all shares was completed in 1979.

The firm prides itself on its employee focused culture, and over the last 4 years
has been the only top-tier consulting firm to appear in Fortune magazine’s ‘Best
companies to work for’ report. In the 2009 list, BCG is listed as the 3rd best company
to work at, and is the only top-tier consulting firm to appear in the top 100.

Indian Operations

There are two BCG India offices-in New Delhi and Mumbai-and the firm has
come a long way since the 1990s, when its presence in India consisted of one
consultant working from his hotel room. Over 90 percent of the firm’s consultants in
New Delhi are graduates of Indian business schools, and they work with clients in the
pharmaceutical, IT, telecommunications, financial services and industrial goods sectors.
Since its debut in 2002, the New Delhi facility has worked with India’s central bank,
the Reserve Bank of India, and has helped build economic development plans for
government agencies. In August 2007, BCG was hired by the three major Indian
insurers-New India Assurance, Oriental Insurance and United India Insurance-to help
them determine a joint business strategy. That same year, BCG assisted the Bank of
India with its business process reengineering strategy, and Tata Capital, subsidiary of
the giant Tata Group, tapped the firm to develop a roadmap for its entry into retail
banking and other diversified financial services. BCG Mumbai was established in 1996,
after more than a decade of client assignments in India.

The BCG Strategy Institute, a research team and think tank, was founded in
1998 to supply the firm’s clients with ideas and analyses based on academic insight and

26
other non business sources. Candidates are not hired directly into the institute, but BCG
consultants can apply there after establishing a career at the firm. Institute projects
focus on some heady stuff-like metaphorical thinking, poetic thinking, thinking in
social modalities and dialectic thinking

Getting Recruited:-

Most graduates with a bachelor’s degree enter BCG as associates. Candidates

with an international MBA enter as consultants. Those with a non-MBA graduate
degree might enter the firm as senior associates, though it depends on the individual’s
background and prior work experience. BCG also hires those with extensive
professional experience from top-tier firms in all industries. The firm encourages
student applicants to actively apply through their school channel. Campus recruiting
season runs from September to February, but recruiting is always ongoing.

ARE YOU QUALIFIED?

BCG is ultra-selective when it comes to academic performance, and primarily

considers only those applicants in the top 5 to 10 percent of their class. The firm states
that aside from a stellar transcript, it’s looking for applicants with a sharp mind and
intellectual curiosity. Though the majority of hires come straight out of an MBA
program, the firm states that diversity and advanced degree candidates are also high on
its recruiting agenda

A.T. Kearney

A.T. Kearney is a global management consulting firm, focusing on strategic and

operational CEO-agenda concerns. The stated mission of A.T. Kearney is to help the
world’s leading corporations gain and sustain competitive advantage, and achieve
profound, tangible results. Its slogan is: Ideas that last. Kearney was ranked in top 10
“best place to work for” in consulting magazines 2008 rankings.

The firm operated within the United States until 1964 when it opened its first
international office in Düsseldorf. A.T. Kearney now has 51 offices in 34 countries.

History

27
 A T Kearney lost its 56-yearlong autonomy in 1995 when it became a
subsidiary loop on EDS’ giant belt. The prominent Texas-rooted IT company came into
A T Kearney ‘s life at a crucial point, and vice versa; both businesses needed the
fusion, whether for securing a brawny empire (EDS) or gaining access to the world’s
foremost movers and shakers ( A T Kearney ). But despite how the saying goes, these
opposites did not attract for long. After long years of troubled partnership, both firms
decided to part ways, and finally in January 2006, A T Kearney became a 100 percent
privately owned management consultancy firm

Practice Areas

A.T. Kearney’s industry specialties include Automotive, Communications,

Consumer & Retail, Financial Institutions, Government, High Tech & Electronics,
Pharma & Health Care, and Energy & Utilities. Major competency teams include
Supply Chain Management, Growth Strategies, Mergers, Innovation & Complexity, IT
Strategies, and Transformation.

To meet the increasing demand from environmentally conscious and socially

responsible clients, A.T. Kearney has introduced a sustainability service, which consists
of an expert group focused on developing corporate sustainability strategies and
optimizing green product portfolios, to assist clients in developing sustainable value
chains and networks.

With a strong practice in procurements, A.T. Kearney Procurement Solutions

accelerates and streamlines the sourcing and supply management process through spend
reduction and category procurement solutions, leading-edge abbreviate sourcing
technology, product lifecycle sourcing capabilities and market-driven templates and
insight

Indian Operations

28
 A T Kearney, India, is the Indian subsidiary of Chicago based management
consultants, A T Kearney Inc. The company operates in 34 countries worldwide and
has an employee base of 2500 people and over 70 clients in the Fortune 500 category.
Out of the total workforce, a majority, 1700 of them work as consultants. With offices
in Europe, North America, South America, Asia and Africa, At Kearney is on a lookout
to increase its global footprint. Keeping this in mind, in 2006, the firm forayed into the
lucrative Middle East market by setting up a centre in Dubai, UAE.

The company commenced its operations in India by setting up an office in

Delhi. Second operations centre came up in Mumbai in 2004 and since then is acting as
India headquarters.

In India, the company works with clients to overcome problems in areas like
growth, operations excellence, merger integration, supply chain management and
technology strategy. Its clients come from diverse industrial sectors such as automotive,
engineering and discrete manufacturing, energy, retail, real estate, private equity, IT
and financial services; these clients range from MNCs, private and public sector
companies, government and industry organizations.

A group of dedicated professionals from the field of Human Resources with a

belief of redefining HR across industry verticals.

We achieve this by using our resources; industry experience and expertise in

rendering quality service to our clients. We enable our clients to compete in the ever
growing Indian/Global economy. We respect professionals who respect Human
Resources. Facilitators have worked in multiple functions, and have multiple skill sets.
The facilitators have proven track record of setting up the HR function as important
business function in IT, service and manufacturing industries. Single Window
Clearance for HR offerings in a transparent and cost effective manner. Our passion is to
make industries, HR centric, providing best HR practices/ services to Small and
Medium Enterprises and need based, for large industries/corporate.

Indian Industry Profiles from management consulting groups:-

29
 McG‘s another division constantly monitors various industry sectors and
updates Indian Industry Profiles. These well-researched documents have been compiled
in a Pdf format (120 to 150 slides) with attractive tables, charts, graphics and crisp text.

The McG Industry profiles, provide an overview of a specific industry sector

including the industry structure, market profile, trends and growth opportunities,
competition and market shares, user segments, profiles of major players, Government
policies and tax aspects - i.e. an overall appreciation of the industry.

These profiles have been prepared through extensive secondary and internet
research at McG. Over the last 20 years, the library at McG has expanded substantially
and now has a significant knowledgebase on the Indian economy and the industry.

McG industry profiles may be used as an "Information & Management Tool".

Senior Managers, apart from gaining insight into an industry segment, can also use
these for making presentations to internal audiences, customers, collaborators, channel
partners or as a training tool.

These profiles are ideal for an overseas investor to get the first feel of the Indian market

Search Methodology in industrial client

STAGE 1 -Define Objectives and Specifications

 Study of the client's business environment and work culture.
 Specifications from the client relating to the Job specification and
description.
STAGE 2 -Begin our comprehensive search
 We proceed with the in-house as well as an extraneous database.
 Mine internal databases and use our widespread network to reach the
right candidate as per specifications.
 Screen and evaluate the candidates.
 Short list a few candidates from our end to give our client a liberty of
choice.
 We make sure once we reach right candidates it’s not only skill set but
also check for cultural fitment in line with our client is imperative.

STAGE 3 -Interviews and feedback

30
  Act as a facilitator between the client and the candidate and help
schedule interviews.
 Follow up with the candidate as well as the company.
 De briefing the candidate post the interview stage.
STAGE 4 -Referral and Joining
 Conduct reference checks for the selected candidates.
 Assisting the client in salary negotiations, if required.

Instruction Design in client:-

Our training methodology ensures that the module – it’s objectives, methods
and materials – take into account the unique experiences of the participants. In this way
learning is participant-centered, with the trainer assuming the role of a ‘facilitator’–
someone who guides and supports the participants through their learning experiences.

3.1 OBJECTIVE OF THE STUDY

PRIMARY OBJECTIVE:
 To study about the recruitment process in Planman HR consulting pvt
limited, Egmore.

SECONDARY OBJECTIVE:

 To study the basis of recruitment process.

 To study the sources of recruitment candidate, which level of step
used in Planman HR consulting pvt limited, Egmore.
 To identify the sources of recruitment preferred by the company.
 To develop and maintain procedures which will assist in ensuring
the appointment of most suitable candidate.
 To identify the source through which candidates are successfully
recruited.

31
 3.2 SCOPE OF THE STUDY

The aims of the recruitment and selection process should be to:-

1. Recruit high quality staff with the right skills on the appropriate contracts to
deliver the key objectives of the position and organization;
2. Ensure that equality of opportunity is considered as an integral part of
recruitment practice, thus encouraging diversity;
3. Ensure that recruitment is effective as a key public relations exercise for all
involved;
4. Ensure that recruitment is fair, efficient and cost-effective

32
 3.3 NEED FOR THE STUDY

• To know effectiveness of the company’s present recruitment strategy.

Manpower is the main resource of the company. Therefore the company need to
know the critical areas where they can implement improvement so as to get the
right candidates at the right time at the right time at right place.
• To identify the best source through which the company can recruit good
candidates at free cost.

33
 3.4 LIMITATION OF THE STUDY

 The study is restricted to Planman HR consulting pvt limited. Egmore.

 The data collected from the responded through questionnaire during (DEC 10th

to APR 11th ). Due to lake of adequate time. Since the project is of quality

nature there was the participant’s bias in some cases.

 Some information cannot be accessed due to its confidential nature.

34
 3.5 REVIEW OF LITERATURE

Recruitment involves the utilization of organizational practices to influence the

number and types of individuals who are willing to apply for job vacancies (Rynes,
1991; Rynes & Cable, 2003). Recruitment can focus on the internal labor market (i.e.,
pursuing staff already employed by the organization) or the external labor market (i.e.,
pursuing applicants from outside the organization). Internal candidates can be recruited
through internal job postings, word-of-mouth, or internship programs." (Casper)

According to Edwin B. Flippo, recruitment is the process of searching the

candidates for employment and stimulating them to apply for jobs in the organization”.
Recruitment is the activity that links the employers and the job seekers. A few
definitions of recruitment are:

According to Jane Clarke “Recruitment is very important of the work of

community and voluntary organizations. It is the responsibility of management to
recruit and select the best candidate for the position. The staff are one of the key

35
resources in a community group and having the right staff is vital to achieving your
aims and objectives. Selecting the right person for the job is not easy to do. It is
essential to put time, care, planning and preparation into the recruitment process. Fair
and effective recruitment procedures help:

 Build an effective staff team

 Reduce staff turnover

 Promote high standards and trust.

 Achieve the aims of the organization.

According to F.W. Taylor (1911) recruitment is the process of attracting people

who might make a contribution to the particular organization. Recruitment is often
stimulated when an existing employee leaves. Frequently, however, this situation is
seen as a tight problem, that is, one with a fixed solution(like 2+2=4). The organization
response is to try and replace the individual with a replica of that person. However, a
more systematic response many to be review thoroughly the particular requirements,
putting this into the wider context of both the organization and its environment.
Perhaps, for example, the employee had supervisory responsibilities. For example,
automation may preclude the need to recruit additional staff.

 A process of finding and attracting capable applicants for employment. The

process begins when new recruits are sought and ends when their applications are
submitted. The result is a pool of applications from which new employees are selected.

 It is the process to discover sources of manpower to meet the requirement of

staffing schedule and to employ effective.

Recruitment forms the first stage in the process, which continuous with
selection and ends with the placement of the candidate. It follows the HR planning
function. Recruiting makes it possible to acquire the number and type of people
necessary to ensure the continued operation of an organization.

Recruitment is the art of discovering and procuring potential applicants for

actual and anticipated organizational vacancies. Accordingly, the purpose of

36
recruitment is to locate sources of manpower to meet job requirements and job
specifications.

Recruitment is considered as one of the most important function in an

organization. Unless the appropriate people are hired, even the best plans,
organizational charts, and control systems would not yield good results. Decisions
regarding testing, work policies, programmers, compensation, and corporate image all
have an impact on recruiting.

Factors Affecting Recruitment:

All organizations, large are small, have to engage in recruitment. Some of them
delegate the job to HR Managers, while others involve the HR Managers directly on the
job. The element conditions in the community where the organization is located may be
a factor for attracting potential job applicants. Here, certain geographic factors and
location advantages play an important role.

The effect of past recruiting efforts, which show the organizations ability to
locate and keep good people, is another criterion. For example, if an organization
follows the promotional policy of recruiting from within, the employees will be
motivated to continue in such an organization. Also, the compensation and benefits
package offered by an organization influence and attract employees.

Organizations that are growing and expanding will always find it necessary to
recruit and organizations that are growing may not need any recruitment.

37
 3.6 RESEARCH METHODOLOGY

The purpose of the research methodology is to describe the research procedure.

This includes over all research design and the data collective method. This selection is
important because it is hard to discuss methodology without using technical terms yet,
most of the readers for the report will not understand the technical languages.

The investigator collects the request information personally through

questionnaire and personal interviews. The investigator is solely responsible for
collective of data this method; his training, skill & knowledge play an important role on
the quality of primary data.
A slight variation of the procedure is indirect and investigations where data are
collected through resources persons who are likely to have information about the
problem are integrated and on the basis of their answers, primary date becomes
available. This accuracy of the primary data collected by his method depends largely
upon the type of persons. Interviewed and hence. These persons have to be selected
very carefully.

38
Research Design:-
A research design is the specification of measures and procedure for the
information needed to structure to solve problems it the overall operational pattern of
framework of the project that stipulates what information is to be collected from which
sources, and by what procedure.
A research design there for defined as plan, structure and strategy of
investigation on conceived so as to obtain answer to search question and control
variance.
‘Research’ means a scientific and systematic search for pertinent information on
a specific topic. Research is a careful investigation or inquiry especially through search
for new facts in any branch of knowledge. Research comprises defining and redefining
problems, formulating hypothesis or suggested solution; collecting, organizing and
evaluating data; making deductions and reaching conclusions; and at last carefully
testing the conclusions to determine whether they fit the formulating hypothesis.

‘Methodology’ is defined a “the study of methods by which we gain knowledge, it

deals with cognitive processes imposed on research b the problems rising from the
nature of its subject matter”

TYPE OF RESEARCH:-

Descriptive research has been used; it involves surveys and fact-findings

enquirer of different kinds the major purpose of descriptive research is the description
of the state of affairs, as it exists at present. The main characteristics of this method are
that the researcher has no control over the variable; can only report what had happened
or what is happening. The methods of research utilized in descriptive research are
survey methods of all kinds, including comparative and correlation methods.
1. Collective of Data :-
The research approached the employees individually. Interviewed the
employees and information was collected. Questions were explained so as to avoid
ambiguity. The employees were found co- operative.
Source of data collective:-

39
 The data used for this study are both primary and secondary data. The source of
primary data is the field where the researcher has collected a data from the employees
of Planman HR Consulting pvt limited. Egmore

PRIMARY DATA :-

The primary data are those that are collected through questionnaire and direct
personal interview. The questionnaire was framed in such a manner to obtain correct
information, graded suitably for the study.

SECONDARY DATA :-

The secondary data has been collected through oral communication. Secondary
data about the company profile and collecting information of the industrial consulting
side.

2. RESEARCH INSTRUMENT:

The research instrument used in this study “structured questionnaire”.

Structured questionnaire are those questionnaire in which there are predetermined
question relating to the aspect for which the researcher collects data. The questions are
presented with exactly the same wording and in the same order to all the respondents.

4. SAMPLING PROCEDURE:-

Convenience sampling has been used in this study. Convenience It refers to

candidates selection a sample of study. It is a non-probability sampling.
Thus research study may include study objects, which are conveniently located.
Research findings based on convenient sampling however, cannot be generalized.
6. SAMPLING SIZE:-

Due to time and resource constraint the sample size has been taken as 100
employees. In consultation with the company guide and the project guide.

40
7. TOOLS FOR DATA ANALYSIS:-
After the collection of primary data the information obtained was processed and
tabulated on data sheets, statistical techniques were used in analysis the data.

Statistical Technique:-
The chi- square test among the several tests of significance developed by
statisticians. Chi- square symbolically written, as χ2 is a statistical measure used in the
contest of sampling analysis for comparing variance to theoretical values.

As a non- parametric test, “it can be used to determine whether categorical data
shows dependency or the two classification are independent. It can also be used to
make comparisons between theoretical population and actual data when categories are
used.” The formula used to computing chi-square test is:

Observed value – Expected Value

χ2 =Σ
Expected Value

Degree of freedom = (r-1)x(c-1)

Where R = No. of rows
C = No. of columns

If the calculate value < tabulated value, null hypothesis will be accepted.

Weighted Average Method:-

Weighted average method is used to give rank for different factors by having
the collections of data from the respondent. Total score is calculated from the data and
it is divided by no. of respondent and finally the weighted average is found.

41
 No .of
Gender Percentage
Respondents
Male 77 77%
Female 23 23%
Total 100 100

DATA ANALYSIS AND INTERPRETATION

TABLE 4.1
RESPONDENTS BASED ON GENDER

42
INFERENCE:-

From the above table shows that 77% of the respondents are below
Male and 23% of the respondents are female. So, High Majority is 77% of
the respondents are Male.

Chart No: 4.1

43
 GENDER

90
77%
80

No.of. respondents
70
60
50
40
30 23%
20
10
AGE No .of Percentage
0
Respondents
Male Female
20-25 56percentage 56%
26-35 26 26%
36-55 18 18%
Total 100 100

TABLE 4.2
RESPONDENTS BASED ON AGE

44
INFERENCE :-

From the above table shows that 56% of the respondents are 20-25
Age level, 26% of the respondents are below 26-35 age level and 15% of
the respondents are below 36-55 age. So, High Majority is 56% of the
respondents are 20-25 age level.

45
 Chart No: 4.2

AGE

60 56%

50
No.of .Respondents

QUALIFICATION
40 No .of Percentage
30 26%

20 LEVEL Respondents
18%
10 +2 10 10%
0
Under
20-25Graduate
26-35 52
36-55 52%
Post Graduate
Percentage 38 38%
Total 100 100

TABLE 4.3
RESPONDENTS BASED ON QUALIFICATION LEVEL

46
INFERENCE :-

From the above table shows that 52% of the respondents are Under
Graduate level, 38% of the respondents are Post Graduate level and 10% of
the respondents are +2 levels. So, High Majority is 52% of the respondents
are Under Graduate level.

47
Chart No: 4.3

Qualification level

10%

EXPERIENCE
38% No .of 2
Percentage
Under Graduate
+2
LEVEL Respondents Post Graduate

Fresher 52%
42 42%
1-5 Months 18 18%
1-5 years 25 25%
5 years Above 15 15%
Total 100 100

TABLE 4.4
RESPONDENTS BASED ON EXPERIENCE LEVEL

48
INFERENCE :-

From the above table shows that 42% of the respondents are fresher,
25% of the respondents are 1-5 years Experience level and 18% of the
respondents are 1-5 months Experience level and 15% of the respondents
are 5 years above Experience levels. So, High Majority is 42% of the
respondents are Fresher.

49
 Chart No:4. 4

Experience level

45 42%
40
SALARY
35
No .of Percentage
No.of .Respondents

30 25%
25
20 18% Respondents
15%
15
10
5000-10000
5
0
52 52%
Fresher 1-5 Months 1-5 Years 5 Years
11000-15000 20Above 20%
16000-25000 Percentage 23 23%
25000Above 5 5%
Total 100 100

TABLE 4.5
RESPONDENTS BASED ON SALARY

INFERENCE :-

From the above table shows that 52% of the respondents are
5000-10000 salaries, 23% of the respondents are 16000-25000 salaries and
20% of the respondents are 11000-15000 salaries and 5% of the

50
respondents are 25000 Above Salaries. So, High Majority is 52% of the
respondents are 5000-10000 salary.

Chart No:4.5

SALARY

60 52%

50
No.of .Respondents

40
23%
30 20%

20 5%
10
0
5000-10000 11000-15000 16000-25000 25000Above
Percentage

51
 SOURCE OF No .of
Percentage
CANDIDATES Respondents
Employee Referral 30 30%
Campus Recruitment 32 32%
Advertising 23 23%
Job Portals 15 15%
Total 100 100

TABLE 4.6
RESPONDENTS BASED ON ADOPT TO
SOURCE OF CANDIDATES

52
INFERENCE :-

From the above table shows that 32% of the respondents are campus
Recruitment, 30% of the respondents are Employee Referral and 23% of
the respondents are Advertising and 15% of the respondents are Job
Portals. So, High Majority is 32% of the respondents are Campus
Recruitments.

53
Chart No: 4. 6

Adopt source of candidate

No.of.Respondents 35 32%
30%
30
25 23%
20 15%
15
10
5 SELECTING No .of Percentage
0
STAGES
Employee LEVEL
Referral
Campus
Recruitment
Respondents
Advertising Job Portals

Percentage
ONE 10 10%
TWO 12 12%
THREE 33 33%
FOUR 45 45%
Total 100 100

TABLE 4.7
RESPONDENTS BASED ON SELECTING
STAGES FOR CANDIDATES

54
INFERENCE :-

From the above table shows that 45% of the respondents are Four
stage levels, 33% of the respondents are Three stage levels and 12% of the
respondents are Two stage levels and 10% of the respondents are One
stage levels. So, High Majority is 45% of the respondents are Four stage
level.

55
Chart No: 4.7
Selecting stages of candidates

45%
45
40
35 33%
No.of .Respondents

30
25
PHYSICAL No .of Percentage
20
15 FITNESS
10%
12% Respondents
10 0%
5
0 YES 89 89%
One Two Three Four More
NO 11 stage 11%
Total Percentage 100 100

TABLE 4.8
RESPONDENTS BASED ON PHYSICAL
FITNESS OF CANDIDATE

56
INFERENCE :-

From the above table shows that 89% of the respondents are given in
physical fitness of candidate is very important and 11% of the respondents
are not given in physical fitness is important in recruitment time. So, High
Majority is 89% of the respondents are Physical fitness is very important in
recruitment of candidate.

57
Chart No: 4.8

PHYSICAL FITNESS OF CANDIDATE

SCREEN OUT No .of Percentage
89%
CANDIDATE
100 Respondents
80

No.of .Respondents
Group
60 Discussion 13 13%
40
Technical Skill 22
11% 22%
20
Aptitude 55 55%
HR0 Interview
YES NO 10 10%
Total Percentage 100 100

TABLE 4.9
RESPONDENTS BASED ON CRITICAL ROUND
OF SCREEN OUT CANDIDATE

58
INFERENCE :-

From the above table shows that 55% of the respondents are screen
out in Aptitude and 22% of the respondents are screen out in Technical
skill and 13% of the respondents are screen out in Group Discussion and
10% of the respondents are screen out in Hr Interview. So, High Majority
is 55% of the respondents are screen out in Aptitude.

59
 Chart No: 4.9

Critical Round of screen out candidates

60 ATTRACTING 55% No .of Percentage

No.of.Respondents

50
40 CANDIDATE Respondents
30 22%
20 YES
13% 58 10%
58%
10
0 NO 42 0%
42%
Total
Group
Discussion
Technical
skill
Aptitude 100Hr Interview 100
voice and
Accent
Percentage

TABLE 4.10
RESPONDENTS BASED ON CAREER PATH
GROWTH ASPECT ATTRACTING CANDIDATE

INFERENCE :-

From the above table shows that 58% of the respondents are not
given career path and growth aspect and 42% of the respondents are given

60
career path and growth aspect of attracting candidates. So, High Majority
is 58% of the respondents are only career path and growth aspect.

Chart No: 4.10

61
 CAREER PATH ATTRACTING CANDIDATES

58%
60
42%
No.of .Respondents 50
40
30
APPEAR FOR
20 No .of Percentage
10
INTERVIEW
0 Respondents
YES NO
Percentage
Place of Interview 18 18%
Brand Name 72 72%
Flexible Timing 10 10%
Total 100 100

TABLE 4.11
RESPONDENTS BASED ON CANDIDATES INFLUENCES
APPEAR FOR INTERVIEW

62
INFERENCE :-

From the above table shows that 72% of the respondents are given
Brand Name is very important appear for interview and 18% of the
respondents are given Palace of interview is important and 10% of the
respondents are given Flexible timing of interview. So, High Majority is
72% of the respondents are given Brand Name very important in appear
interview.

63
 Chart No: 4.11
INFLUENCES CANDIDATES APPEAR FOR
INTERVIEW

10% 18%

Place of interview

MANPOWER No .of Percentage

Brand Name
Flexible timing

RECRUITMENT Respondents
72%

Internal 34 34%
External 56 56%
Both 10 10%
Total 100 100

TABLE 4.12
RESPONDENTS BASED ON MANPOWER
RECRUITMENT

INFERENCE :-

64
 From the above table shows that 56% of the respondents are given
External Manpower recruitment and 34% of the respondents are given
Internal Manpower recruitment and 10% of the respondents are given Both
Manpower recruitment. So, High Majority is 56% of the respondents are
given External Manpower recruitment.

Chart
No: MAN POWER RECRUITMENT

4.12 56%
60
50 34%
40
30
10%
20
10
0
Internal External Both
Percentage
65
 No.of .Respondents

TABLE 4.13
RESPONDENTS BASED ON TRACKER MAINTAIN IN
SOURCES OF CANDIDATE

66
 TRACKER No .of
Percentage
MAINTAIN Respondents
Software 6 6%
Online 4 4%
Ms-office 23 23%
Ms-Excel 67 67%
Total 100 100

INFERENCE :-

From the above table shows that 67% of the respondents are given
Ms-Excel use for tracker maintains and 23% of the respondents are given
Ms-Word use for tracker maintains and 6% of the respondents are given
Software used. So, High Majority is 67% of the respondents are given
Ms- Excel use for tracker maintains.

67
 Chart No: 4.13

Track Maintain source of candidate

70 67%
60
No.of .Respondents

50
40
30 23%
20
0% 6% 4%
10
0
Manual Software Online Ms- Word Ms-Excel
Percentage

TABLE 4.14
RESPONDENTS BASED ON NOT JOINING
AFTER OFFER LETTER

68
 NOT JOINING AFTER No .of
Percentage
OFFER LETTER Respondents
Salary Problem 73 73%
Personal Problem 17 17%
Better of Recruiting 10 10%
Total 100 100

INFERENCE :-

From the above table shows that 73% of the respondents are given
salary problem is very important of not joining after offer letter and 17% of
the respondents are given Personal problem and 10% of the respondents
are given Better offer Elsewhere. So, High Majority is 73% of the
respondents are given salary problem is very important of not joining after
offer letter.

69
Chart No: 4.14

REASONS FOR NOT JOINING AFTER OFFER

LETTER

80 73%
No.of.Respondents

70
60
50
40
30 17%
20 10%
10
0
Salary Problem Personal Problem Better Offer Elsewhere
Percentage

TABLE 4.15
RESPONDENTS BASED ON TECHNOLOGICAL SUPPORT
FOR RECRUITING PROCESS

70
 TECHNOLOGICA No .of
Percentage
L SUPPORT Respondents
Telephone 62 62%
Video Conferencing 28 28%
Online support 10 10%
Total 100 100

INFERENCE :-

From the above table shows that 62%of the respondents are given
Telephone technological support and 28% of the respondents are given
video Conferencing technological and 10% of the respondents are given
Online technological support. So, High Majority is 62% of the respondents
are given Telephone technological support of recruiting process.

71
Chart No: 4.15

Technological support for recruiting process

70 62%
60
No.of .Respondents

50
40 28%
30 10%
20 0%
10
0
Telephone Video Online Support Other
Conferencing
Percentage

72
 TABLE 4.16
RESPONDENTS BASED ON COST COLLECTING
FOR RECRUITMENT TIME

COST No .of
Percentage
COLLECTING Respondents
NO 100 100%
Total 100 100

INFERENCE :-

From the above table shows that 100% of the respondents are not
given collecting cost for candidate in recruitment time. So, High Majority
is 100% of the respondents are given Not collecting cost for candidate in
recruitment time.

73
 Chart No: 4.16

Cost Collecting Recruitment time for candidate

100%
100
80
No.of .Respondents

60
40 0%
20
0
YES NO
Percentage

TABLE 4.17
RESPONDENTS BASED ON PER MONTH HOW MANY
CANDIDATE SELECTING AND JOIN THE JOB

74
 MONTHLY No .of
Percentage
SELECTING Respondents
15-25 6 6%
25-50 22 28%
50-100 68 68%
100Above 4 4%
Total 100 100

INFERENCE :-

From the above table shows that 68% of the respondents are given
50-100 per month join the job for candidate and 22% of the respondents
are given 25-50 per month join the job for candidate and 6% of the
respondents are given 15-25 per month join the job for candidate and 4%
of the respondents are given 100 above per month join the job for
candidate. So, High Majority is 68% of the respondents are given 50-100
per month joined the job for candidate.

75
Chart No: 4.17

Monthly selecting candidate and Join the job

80
68%
70
No.of.Respondents

60
50
40
30 22%
20
10 6% 4%
0
15-25 25-50 50-100 100Above
Percentage

76
 TABLE 4.18
RESPONDENTS BASED ON COLLECTING
REFERENCE IN ONLINE
ONLINE No .of
Percentage
REFERENCE Respondents
Naukri 63 63%
Monster 13 13%
Times jobs 17 17%
Jobs ahead 7 7%
Total 100 100

INFERENCE :-

From the above table shows that 63% of the respondents are given
collecting reference for Naukri and 17% of the respondents are given
Times Jobs and 13% of the respondents are given Monster and 7% of the
respondents are given jobs ahead. So, High Majority is 63% of the
respondents are given collecting reference for Naukri.

77
 Chart No: 4.18

Collecting Online Reference

63%
70
60
50
No.of .Respondents

40
30 17%
13%
20 7%
10
0
Naukri Monster Times Jobs Jobs ahead
Percentage

78
 PROVIDED FOR
No .of
OTHER Percentage
Respondents
DEPARTMENT
YES 82 82%
NO 18 18%
Total 100 100

TABLE 4.19
RESPONDENTS BASED ON PROVIDED FOR OTHER
DEPARTMENT IN RECURITMENT PROCESS

INFERENCE :-

79
 From the above table shows that 82% of the respondents are given
Provided other department in recruitment process and 18% of the
respondents are not given provided other department in recruitment
process. So, High Majority is 82% of the respondents are given Provided
other department in recruitment process.

Chart No: 4.19

Provided Other department in Recruitment

Process

100
82%
No.of.Respondents

80

60
40
18%
20
0
YES NO
Percentage

80
 SUITABLE No .of
Percentage
CANDIDATE Respondents
Job Rotation 12 12%
Consultancy walk in 26 26%
Advertisement 18 18%
Employee Reference 44 44%
Total 100 100

TABLE 4.20
RESPONDENTS BASED ON SUITABLE CANDIDATES
FOR DIFFERENT POSITION

81
INFERENCE :-

From the above table shows that 44% of the respondents are given
suitable sources for Employee Reference and 26% of the respondents are
given Consultancy walk In and 18% of the respondents are given
Advertisement and 12% of the respondents are given Job Rotation. So,
High Majority is 44% of the respondents are given suitable sources for
Employee Reference

82
Chart No: 4.20
Suitable candidates for different position

44%
50

No.of .Respondents
40
26%
30 18%
12%
20
10
0
RELATIONSHIP FOR No .of
Job Rotation Consultancy Advertisement Employee
Walk In Reference
Percentage
RECRUITING
Percentage
Respondents
CANDIDATES
YES 17 17%
NO 83 83%
Total 100 100

TABLE 4.21
RESPONDENTS BASED ON PREFERENCE RELATIVE’S
RELATIONSHIP FOR RECRUITING CANDIDATES

83
INFERENCE :-

From the above table shows that 83% of the respondents are not
given Preference relationship for recruiting candidates and 17% of the
respondents are given Preference relationship for recruiting candidates. So,
High Majority is 83% of the respondents are not given Preference
relationship for recruiting candidates.

84
 Chart No: 4.21

RECRUITMENT
Preference No .of
relationship for Recruiting candidates Percentage
DIFFICULTIES Respondents
100 83%
Lack of Applicants 22 22%
80
.Respondents
No.of .Respondents

Lack60 of applicants with 75 75%

40 17%
required work experience
20
Service Agreement 3 3%
0
Total 100 100
No.of

YES NO
Percentage

TABLE 4.22
RESPONDENTS BASED ON FACTORS OF
RECRUITMENT DIFFICULTIES

INFERENCE :-

85
 From the above table shows that 75% of the respondents are given
lack of applicants with work experience and 22% of the respondents are
given lack of Applicants and 3% of the respondents are given service
Agreement. So, High Majority is 75% of the respondents are given lack of
applicants with work experience.

Chart No: 4.22

86
 Factors Recruitment Difficulties

3%
22%
Lack of Applicants

ACTION TAKEN No .of Percentage

Lack of Applicants with
work experience
RECRUITMENT Respondents
Service Agreement

DIFFICULTIES
75%
Increased Recruitment Efforts 73 73%
Recruitment from Non- 17 17%
traditional Sources
Improved pay and condition 10 10%
Total 100 100

TABLE 4.23
RESPONDENTS BASED ON ACTION TAKEN IN OVER COME
RECRUITMENT DIFFICULTIES

INFERENCE :-

From the above table shows that 73% of the respondents are given
Increased Recruitment Efforts and 17% of the respondents are given

87
Recruitment from Non-traditional sources and 10% of the respondents are
given Improved pay and condition. So, High Majority is 73% of the
respondents are given Increased Recruitment Efforts.

Charts No: 4.23

Taken Overcome Recruitment difficulties

80 73
70
No.of .Respondents

60
50
40
30 17
20 10
10
0
Increased Recruitment Improved pay
Recruitment from Non- and condition
Efforts traditional
Sources
Percentage

88
 RANK FOR SOCIAL SECURITY
Table No: 4.24
Factors Weighted average Rank
Medical 4.08 1
Bonus 2.9 3
Provident fund 3.3 2
Loan facility 2.18 5
Others, 2.54 4

Interpretation:-

It can be observed from the above table that the respondent Ranked
Medical in the First Place, Provident fund in the Second Place, Bonus is
the Third Place, Others in the Fourth Places, And Loan Facility is Fifth,

89
 OPINION REGARDING OF SOCIAL SECURITY:-

Table No: 4.25

MEDICAL:-

Social Weighted Frequency Weighted

securities Points sub total
1 5 46 230
2 4 34 136
3 3 8 24
4 2 6 12
5 1 6 6

Weighted Average = weighted sub total / No. of samples

= 408/100
= 4.08

90
Table No: 4.26

Provident Fund:-

Weighted Frequency Weighted

Rank
Points sub total
1 5 16 80
2 4 24 96
3 3 34 102
4 2 26 52
5 1 0 0

Weighted Average = weighted sub total / No. of samples

= 330/100
= 3.3

91
Table No: 4.27

BONUS:-

Weighted Frequency Weighted

Rank
Points sub total
1 5 14 70
2 4 26 104
3 3 16 48
4 2 24 48
5 1 20 20

Weighted Average = weighted sub total / No. of samples

= 290/100
= 2.9

92
Table No: 4.28

OTHERS:-

Weighted Frequency Weighted

Rank
Points sub total
1 5 10 50
2 4 10 40
3 3 30 90
4 2 24 48
5 1 26 26

Weighted Average = weighted sub total / No. of samples

= 254/100
= 2.54

93
Table No: 4.29

Loan Facility :-

Weighted Frequency Weighted

Rank
Points sub total
1 5 14 28
2 4 6 12
3 3 12 24
4 2 20 40
5 1 48 96

Weighted Average = weighted sub total / No. of samples

= 218/100
= 2.18

94
Chart No : 4.24

Rank For social security

7%
27%
20% Medical
Bonus
Provided fund
Loan facility
13% others

33%

95
 CHI SQUARE TEST :-

Aim:-
To test the relationship between employees and preference,

Table No: 4.30

Rent Row
Retirement
Employees Allowanc Transport Canteen Others Total
Benefits
e
Staff 12 4 6 8 0 30
Assistance 14 0 9 12 8 43
Manager 6 3 5 0 0 14
Zone 1 2 0 4 6 13
Manager
Column 33 9 20 24 14 100
Total

Chi – square value is given by the formal.

(O-E)2
χ2 =Σ
E

Row Total x Column Total

E=
N

96
Test statistics :-

Table No: 4.31

O E O-E (O-E)2 (O-E)2/E
12 9.9 2.1 4.41 0.44
4 2.7 1.3 1.69 0.62
6 6 0 0 0
8 7.2 0.8 0.64 0.08
14 14.19 -0.19 0.03 0
9 8.6 0.4 0.16 0.01
12 10.3 1.7 2.89 0.28
8 6.02 1.98 3.92 0.65
6 4.62 1.38 1.90 0.41
3 1.26 1.74 3.02 2.39
5 2.8 2.2 4.84 1.72
1 4.29 -3.29 10.82 2.52
2 1.17 0.83 0.68 0.58
4 3.12 0.88 0.77 0.24
6 1.82 4.12 16.97 9.32
19.26

Calculated chi square value:

Degree of freedom =(r-1)x (c-1)

=(4-1)x(5-1)
= 12
Where r = No. of . Rows , C = No. of Columns,
For degree of freedom 12 at 5% significant level is 21.026

If the calculate value < tabulated value, Null hypothesis will be accepted.

97
 ]

5.1 FINDINGS

 High majority is 77% of the respondents are Male.

 High majority is 56% of the respondents are 20-25 age level.
 High majority is 52% of the respondents are under Graduate level.
 High majority is 42% of the respondents are fresher.
 High majority is 52% of the respondents are 5000-10000 salary.
 High majority is 32% of the respondents are Campus Recruitments.
 High majority is 45% of the respondents are four stage level.
 High majority is 89% of the respondents are Physical fitness is very
important in recruitment of candidate.
 High majority is 55% of the respondents are screen out in Aptitude.
 High majority is 58% of the respondents are only career path and
growth Aspect.
 High majority is 72% of the respondents are given brand name very
important in appear interview.
 High majority is 56% of the respondents are given External
Manpower Recruitment.
 High Majority is 67% of the respondents are given Ms- Excel use
for tracker maintains.
 High majority is 73% of the respondents are given salary problem is
very important of not joining after offer letter.
 High majority is 62% of the respondents are given Telephone
technological support of recruiting process.

98
 High majority is 100% of the respondents are given Not collecting
cost for candidate in recruitment time.

 High majority is 68% of the respondents are given 50-100 per month
joined the job for candidate.
 High majority is 63% of the respondents are given collecting
reference for Naukri.
 High majority is 82% of the respondents are given provided other
department in recruitment process.
 High majority is 44% of the respondents are given suitable sources
for Employee Reference.
 High majority is 83% of the respondents are not given the
Preference relationship for recruiting candidates.
 High majority is 75% of the respondents are given lack of
applications with work experience.
 High majority is 73% of the respondents are given increased
Recruitment Efforts.

99
 5.2 SUGGESTIONS

The company needs to recruit high quality of candidates with the

right skills on the appropriate contracts to deliver the key objectives of the
position and organization.
It needs to ensure that the equality of opportunity is considered as an
integral part of the recruitment practices, thus encouraging diversity.
The major issue due to which the candidates are skeptical joining the
company is the bond problem.
The company has to ensure that recruitment is fair, efficient and cost
effective. Facilitate and encourage best practice by training those involved
to follow a structured and systematic process of selection.
Continuously monitor, review and improve the recruitment process
in the light of experience and information obtained from those involved in
the process.

100
 6.1 CONCLUSION

The study has concentrated on the recruitment process of In

Planman HR consulting Pvt. Ltd., -Egmore
The study has been conducted on the recruitment of candidates and is
confirmed only to Planman HR consulting Pvt. Ltd., -Egmore
The company seems to be moving in right lines as far as its recruitment
strategy is concerned. However a few drawbacks were found and
remedies are suggested.

101
 BIBLIOGRAPHY & REFERENCES

BOOKS:
 Asit.K.Ghosh. Prem Kumar, Human Resource Management –
Anmol Publications – New Delhi.
 Harry Dessler, Human Resource Management – Prentice Hall – New
Delhi.
 P.Subburan, Personnel and Human Resource Management –
Himalaya Publications – New Delhi.
 Prof.M.V.Pylee, Industrial Relations and Personnel Management –
Vikas Publications – New Delhi.
 Shashik Gupta, Human Resource Management – Kalyani – New
Delhi.
 V.Balu, Human Resource Management – Sri Venkateswara
Publications – Chennai.
 Ved.Prakash, Human Resource Management – Anmol Publications
– New Delhi.

102
103
104