SUMMER TRAINING PROJECT REPORT

On

RECRUITMENT , SELECTION AND DATA HANDLING Of SSAK VOCATIONAL

TRAINING 2018

Towards partial fulfillment of

Master of Business Administration (MBA)
School of Management, Babu Banarasi Das University, Lucknow

Under The Guidance of

Ms. Harleen Kaur
Professor

DEPARTMENT OF MASTER OF BUSINESS ADMINSTRATION

Submitted by
Priyanka Singh
University Roll No. 1170672093

Session 2018-2019
School of Management

Babu Banarasi Das University

Sector I, Dr. Akhilesh Das Nagar, Faizabad Road, Lucknow (U.P.) India\

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 DECLARATION

This is to declare that Mr. Priyanka Singh ( University Roll No. 1170672093)

student of MBA, have personally worked on the project entitled

“RECRUITMENT , SELECTION AND DATA HANDLING Of SSAK

VOCATIONAL TRAINING 2018 ” The data mentioned in this report were

obtained during genuine work done and collected by me. The data obtained

from other sources have been duly acknowledged. The result embodied in this

project has not been submitted to any other University or Institute for the award

of any degree.

Date: ` Priyanka Singh

Place: Lucknow University Roll No. 1170672093

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 ACKNOWLEDGMENT

A project is never the sole product of a person whose name has appeared on the cover. Even

the best effort may not prove successful without proper guidance. For a best project one

needs proper time, energy, efforts, patience, and knowledge and how to use all these things.

But without any guidance it remains unsuccessful. I have done this project with the best of

my ability and hope that it will serve its purpose. It was really a great learning experience and

I would really express my special and profound gratitude to my guide Ms. Harleen Kaur

who not only helped me in the successful completion of this report but also spread her

precious and valuable time in expanding my knowledge base, I take immense pleasure in

thanking him for supporting at all stages of this project. After the completion of this Project I

feel myself as a well aware person about the Research Procedure and the complexities that

can arose during the process. Finally, I am also grateful to all those personalities who have

helped me directly or indirectly in bringing up this project report.

I would also like to thank to faculty of college for his regular support and help in the

successful completion of my summer training report.

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 PREFACE

I respect to the allotted period, I have formed relationship with the organization as trainee but

informally it is a sacred place for me as it’s my first practical exposure to an organization to

know and get aware to an organizational real practical stressful environment.

Although I am student of MBA Lucknow. It is a two year full time degree courses.

So far this training is scheduled for third semester syllabus as a separate topic to be asked in

detail in viva-voice conducted by external So far I have completed 2nd semester examination.

This study will provide me a better opportunity to survive in cut throat competition with a

prosperous existence. I have tried my best to gain out of well framed circumstances & with

the help of experienced personnel who helped me out so for become possible to them. As

being a very confidential functioning many things are there which can’t be known but on the

basis of gathered information and certain hints, the project has been formed. It may have

something missing but I have tried to present all things what I have received. Although this

report has been got checked by different personnel but after that if there is some

shortcomings I expect it to be rectified. So the whole study bifurcated in different parts.

Certain observations & suggestions also have been stated which if possible to be reviewed.

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 EXECUTIVE SUMMARY

There have been revolutionary changes brought about in the field of Human Resource

Management in the last decade. The most important of these is the recognition of the

importance of HRD as a strategic business partner. This means accepting the HR function as

a strategic partner in the formulation of the company ‟strategies as well as in the

implementation of those strategies through HR activities such as recruitment, selection,

compensation, training and rewarding personnel.

One of the most important functions of Human Resource Management is the Recruitment and

Selection of employees within the organization .And one industry where Recruitment and

Selection is very essential in the industry .Getting the projects in the industry, which makes to

Recruitment and Selection the people in the organization? This project deals with

“the study of the Recruitment and Selection”

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 CHAPTER 1
INTRODUCTION

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 PROJECT OVERVIEW

Rigorous sourcing was undertaken to understand the recruitment process. Candidates were
interviewed and then potential candidates were shortlisted. During the tenure of the project I
learnt to put the candidates under assessment tests and took the initial rounds of interview.
Job Portals used by me for the recruitment of candidates through MONSTER and
NAUKRI.COM

The whole process of recruitment from a recruitment firm like SSAK SOLUTION
SERVICES PVT. LTD is a very exhausting one. It is detail oriented in nature. The reason
why every employee gets motivated to do the job is because of the knowledge that at that
particular moment that particular recruiter was responsible for giving job to these candidates.
To generate employment is one thing but to recruit the right kind of workforce for a job is
another thing. It not only needs the basic understanding of the client company’s need to fill
the position in a period of time but it also requires the recruiter to be sensitive of the needs of
the candidate to find the right job for himself. All this needs a great profundity of intellect.

During my tenure at SSAK SOLUTION SERVICES PVT. LTD, I learnt to work as

professional. The one thing that got profoundly clear is that text books do not help in the
actual corporate world. There are unwritten policies and standard operating procedures that
each employee has to abide to. No matter what, profit maximization is the core purpose of the
existence of every business. Meeting targets on your level dedicatedly is your contribution to
the revenue generation of the company.

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Functional area of HRM

 Human resource auditing

 Human resource strategic planning

 Human resource planning

 Manpower panning

 Recruitment / selection

 Orientation

 Training

 Management development

 Compensation development

 Performance appraisals

 Performance management

 Career planning / development

 Event management

 Talent management

 Safety management

 Reward

Responsibility of HR department in large organization

Position Job Responsibilities

HR Executive committee, organization planning, HR planning & policy, Organization

development Manager, recruitment& employment Recruiting, Interviewing, Testing,
Placement & Termination Manager ,compensation & benefits Job analysis and evaluation,
surveys, Performance appraisal, compensation administration, bonus, Profit sharing plans,
Employee benefits. Manager, Training &Development Orientation, Training, Management
development, Career Planning & development Manager, Employee relations EEO relations,
contract compliance, staff assistance programs, Employee counselling.

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RECRUITMENT
Recruitment is defined as, “a process to discover the sources of manpower to meet the
requirements of the staffing schedule and to employ effective measures for attracting that
manpower in adequate numbers to facilitate effective selection of an efficient workforce.”
Edwin B. Flippo defined recruitment as “the process of searching for prospective employees
and stimulating them to apply for jobs in the organization.” In simple words recruitment can
be defined as a ‘linking function’-joining together those with jobs to fill and those seeking
jobs.

PURPOSE AND IMPORTANCE

The general purpose of recruitment is to provide a pool of potentially qualified job

candidates. Specifically, the purposes and needs are:

Determine the present and future requirements of the organization in conjunction with its
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.

Begin identifying and preparing potential job applicants who will be appropriate candidates.

Induct outsiders with a new perspective to lead the company.

Infuse fresh blood at all levels of the organization.

Develop an organizational culture that attracts competent people to the company.

Search for talent globally and not just within the company.

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FACTORS AFFECTING RECRUITMENT

The following are the 2 important factors affecting Recruitment: -

1. INTERNAL FACTORS

 Recruiting policy
 Temporary and part-time employees
 Recruitment of local citizens
 Engagement of the company in HRP
 Company’s size
 Cost of recruitment
 Company’s growth and expansion

2) EXTERNAL FACTORS

 Supply and Demand factors

 Unemployment Rate
 Labour-market conditions
 Political and legal considerations
 Social factors
 Economic factors
 Technological factors

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THEORIES AND POLICIES OF RECRUITMENT AND SELECTION

Theories:

1. Objective theory

1) Assumes applicants use a very rational method for making decisions

2) Thus, the more information you can give them (e.g. salaries, benefits, working condition,
etc), the better applicants weight these factors to arrive at a relative “desirability” index

2. Subjective theory

1) Assumes applicants are not rational, but respond to social or psychological needs (e.g.
security, achievement, affiliation)
2) Thus, play to these needs by highlighting job security or opportunities for promotion or
collegiality of work group, etc.

3. Critical Contact theory

1) Assumes key attractor is quality of contact with the recruiter or recruiter behavior, e.g.
(promptness, warmth, follow-up calls, sincerity, etc.)
2) Research indicates that more recruiter contact enhances acceptance of offer, also
experienced recruiter (e.g. middle-aged) more successful than young or inexperienced
recruiter - may be especially important when recruiting ethnic minorities, women, etc.

Policies:

Recruitment policy of any organization is derived from the personnel policy of the same
organization. However, recruitment policy by itself should take into consideration the
government’s reservation policy, policy regarding sons of soil, etc., personnel policies of
other organizations regarding merit, internal sources, social responsibility in absorbing
minority sections, women, etc.

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Specific issues which may be addressed in Recruitment Policy:

1) Statement : Nondiscrimination (EEO employer) or particular protected class members

that may be sought for different positions (see also Affirmative Action guidelines)

2) Position description: Adherence to job description (& qualifications) in recruitment &

selection -BFOQ’s -bonafide occupational qualifications

3) How to handle special personnel in recruitment/selection: e.g. relatives (nepotism)

veterans (any special advancement toward retirement for military experience?), rehires
(special consideration? vacation days or other prior benefits?), part-time or temporary
personnel (special consideration? benefits?)

4) Recruitment budget/expenses: what is covered? Travel, Lodging/meals, Staff travel to

recruit, relocation, expenses, etc.
5) Others:
a. Residency requirement in district?
b. Favors, special considerations related to recruitment? - e.g. get spouse a job?

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INDUCEMENTS TO RECRUITMENT

Organisational inducements are all the positive features and benefits offered by an
organization that serves to attract job applicants to the organisation. Three inducements need
specific mention here, they are:-

 Compensation: Starting salaries, frequency of pay increases, incentives and fringe

benefits can all serve as inducements to potential employees.

 Career Opportunities: These help the present employees to grow personally and
professionally and also attract good people to the organization. The feeling that the
company takes care of employee career aspirations serves as a powerful inducements
to potential employees.

 Image or Reputation: Factors that affect an organisation’s reputation include its

general treatment of employees, the nature and quality of its products and services and
its participation in worthwhile social endeavours.

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CONSTRAINTS

 Poor image: If the image of the firm is perceived to be low( due to factors like
operation in the declining industry, poor quality products, nepotism etc), the
likelihood of attracting large number of qualified applicants is reduced.

 Unattractive jobs: if the job to be filled is not very attractive, most prospective
candidates may turn indifferent and may not even apply. This is especially true of job
that is boring, anxiety producing, devoid of career growth opportunities and generally
not reward performance in a proper way( e.g. jobs in post office and railways).

 Government policy: Government policies often come in the way of recruitment as

per the rules of company or on the basis of merit and seniority. Policies like
reservations (scheduled castes, scheduled tribe etc) have to be observed.

 Conservative internal policies: Firms which go for internal recruitments or where

labour unions are very active, face hindrances in recruitment and selection planning.

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CENTRALISED V/s DECENTRALISED RECRUITMENT

Recruitment practices vary from one organization to another. Some organizations like
commercial banks resort to centralized recruitment while some organizations like the Indian
Railway resort to decentralized recruitment practices. Personnel department at the central
office performs all the functions of recruitment in case of centralised recruitment and
personnel departments at unit level/zonal level perform all the functions of recruitment
concerning to the jobs of the respective unit or zone.

SOURCES OF RECRUITMENT
The sources of recruitment may be broadly divided into two categories: internal sources and
external sources. Both have their own merits and demerits.

Internal Sources:-

Persons who are already working in an organization constitute the ‘internal sources’.
Retrenched employees, retired employees, dependents of deceased employees may also
constitute the internal sources. Whenever any vacancy arises, someone from within the
organization is upgraded, transferred, promoted or even demoted.

External Sources

External sources lie outside an organization. Here the organization can have the services of:
(a) Employees working in other organizations; (b) Jobs aspirants registered with employment
exchanges; (c) Students from reputed educational institutions; (d) Candidates referred by
unions, friends, relatives and existing employees; (e) Candidates forwarded by search firms
and contractors; (f) Candidates responding to the advertisements, issued by the organization;
and (g) Unsolicited applications/ walk-ins.

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Merits and Demerits of ‘Recruiting people from ‘within’

Merits Demerits

1) Economical: The cost of recruiting internal 1) Limited Choice: The organization is

candidates is minimal. No expenses are forced to select candidates from a limited
incurred on advertising. pool. It may have to sacrifice quality and
settle down for less qualified candidates.
2) Suitable: The organization can pick the
right candidates having the requisite skills. 2) Inbreeding: It discourages entry for
The candidate can choose a right vacancy talented people, available outside an
where their talents can be fully utilized. organization. Existing employees may fail
to behave in innovative ways and inject
3) Reliable: The organization has the
necessary dynamism to enterprise
knowledge about suitability of a candidate
activities.
for a position. ‘Known devils are better than
unknown angels!’ 3) Inefficiency: Promotions based on length
of service rather than merit, may prove to
4) Satisfying: A policy of preferring people
be a blessing for inefficient candidate.
from within offers regular promotional
They do not work hard and prove their
avenues for employees. It motivates them to
worth.
work hard and earn promotions. They will
work with loyalty commitment and
enthusiasm. 4) Bone of contention: Recruitment from
within may lead to infighting among
employees aspiring for limited, higher level
positions in an organization. As years roll
by, the race for premium positions may end
up in a bitter race.

The merits and demerits of recruiting candidates from outside an organization may be stated
thus:

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MERITS AND DEMERITS OF EXTERNAL SOURCES OF RECRUITMENT

Merits Demerits

Wide Choice: The organization has the Expenses: Hiring costs could go up
freedom to select candidates from a large pool. substantially. Tapping multifarious sources of
Persons with requisite qualifications could be recruitment is not an easy task either.
picked up.

Time consuming: It takes time to advertise,

Infection of fresh blood: People with special screen, to test and test and to select suitable
skills and knowledge could be hired to stir up employees. Where suitable ones are not
the existing employees and pave the way for available, the process has to be repeated.
innovative ways of working.
De-motivating: Existing employees who have
Motivational force: It helps in motivating put in considerable service may resist the
internal employees to work hard and compete process of filling up vacancies from outside.
with external candidates while seeking career The feeling that their services have not been
growth. Such a competitive atmosphere would recognized by the organization, forces then to
help an employee to work to the best of his work with less enthusiasm and motivation.
abilities.
Uncertainty: There is no guarantee that the
Long term benefits: Talented people could organization, ultimately will be able to hire the
join the ranks, new ideas could find meaningful services of suitable candidates. It may end up
expression, a competitive atmosphere would hiring someone who does not fit and who may
compel people to give out their best and earn not be able to adjust in the new setup.
rewards, etc.

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METHODS OF RECRUITMENT
Internal Methods:

Promotions and Transfers:

This is a method of filling vacancies from internal resources of the company to achieve
optimum utilization of a staff member's skills and talents. Transfer is the permanent lateral
movement of an employee from one position to another position in the same or another job
class assigned to usually same salary range. Promotion, on the other hand is the permanent
movement of a staff member from a position in one job class to a position in another job class
of increased responsibility or complexity of duties and in a higher salary range.

Job Posting:
Job Posting is an arrangement in which a firm internally posts a list of open positions (with
their descriptions and requirements) so that the existing employees who wish to move to
different functional areas may apply. It is also known as Job bidding. It helps the qualified
employees working in the organization to scale new heights, instead of looking for better
perspectives outside. It also helps organization to retain its experienced and promising
employees.

Employee Referral:

It is a recruitment method in which the current employees are encouraged and rewarded for
introducing suitable recruits from among the people they know. The logic behind employee
referral is that “it takes one to know one”. Benefits of this method are as follows:
 Quality Candidates
 Cost savings
 Faster recruitment cycles
 Incentives to current employees
On the other hand it is important for an organization to ensure that nepotism or favoritism
does not happen, and that such aspects do not make inroads into the recruitment process.

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External Methods:

External methods of recruitment are again divided into two categories- Direct External
Recruitment and Indirect External Recruitment methods.

DIRECT EXTERNAL RECRUITMENT METHOD

Campus Recruitment

In Campus Recruitment, Companies / Corporate visit some of the most important Technical
and Professional Institutes in an attempt to hire young intelligent and smart students at
source. It is common practice for Institutes today to hire a Placement Officer who coordinates
with small, medium and large sized Companies and helps in streamlining the entire Campus
Recruitment procedure.

Benefits of Campus Recruitment

Companies get the opportunity to choose from and select the best talent in a short span of
time.
1. Companies end up saving a lot of time and efforts that go in advertising vacancies,
2. screening and eventually selecting applicants for employment
3. College students who are just passing out get the opportunity to present
themselves to some of the best companies within their industry of interest.
Landing a job offer while still in college and joining just after graduating is
definitely what all students dream of.
4. On the negative front, campus recruiting means hiring people with little or no
work experience.

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INDIRECT EXTERNAL RECRUITMENT METHOD

Advertisement
Advertisements are the most common form of external recruitment. They can be found in
many places (local and national newspapers, notice boards, recruitment fairs) and should
include some important information relating to the job (job title, pay package, location, job
description, how to apply-either by CV or application form, etc). Where a business chooses to
advertise will depend on the cost of advertising and the coverage needed i.e. how far away
people will consider applying for the job.

Third Party Methods

 Walk-in: Walk-ins is relatively inexpensive, and applicants may be filed and
processed whenever vacancies occur. Walk-ins provide an excellent public relations
opportunity because well-treated applicants are likely to Sin form others. On the other
hand, walk-ins show up randomly, and there may be no match with available
openings. This is particularly true for jobs requiring specialized skills.
 Public and private employment agencies: Public and private employment agencies
are established to match job openings with listings of job applicants. These agencies
also classify and screen applicants. Most agencies administer work-sample tests, such
as typing exams, to applicants.
 E-Recruiting: There are many methods used for e-recruitment, some of the important
methods are as follows:
a. Job boards: These are the places where the employers post jobs and search for
candidates. One of the disadvantages is, it is generic in nature.
b. Employer websites: These sites can be of the company owned sites, or a site
developed by various employers.
c. Professional websites: These are for specific professions, skills and not general in
nature.

 Gate Hiring and Contractors: The concept of gate hiring is to select people who
approach on their own for employment in the organization. This happens mostly in
the case of unskilled and semi-skilled workers. Gate hiring is quite useful and
convenient method at the initial stage of the organization when large number of such
people may be required by the organization

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DEVELOP AN EFFECTIVE RECRUITMENT STRATEGY EVALUATION OF
SOURCES OF RECRUITMENT

Time-lapse data: They show the time lag between the dates of requisition for manpower
supply from a department to the actual date of filling the vacancies in that department. For
example, a company's past experience may indicate that the average number of days from
application to interview is 10, from interview to offer is 7, from offer to acceptance is 10 and
from acceptance to report for work is 15. Therefore, if the company starts the recruitment and
selection process now, it would require 42 days before the new employee joins its ranks.
Armed with this information, the length of the time needed for alternative sources of
recruitment can be ascertained - before pinning hopes on a particular source that meets the
recruitment objectives of the company.

Yield ratios: These ratios indicate the number of leads/ contacts needed to generate a given
number of hires at a point at time. For example, if a company needs 10 management trainees
in the next six months, it has to monitor past yield ratios in order to find out the number of
candidates to be contacted for this purpose. On the basis of past experience, to continue the
same example, the company finds that to hire 10 trainees, it has to extend 20 offers. If the
interview-to-offer ratio is 3:2, then 30 interviews must be conducted. If the invitees to
interview ratio is 4:3 then, as many as 40 candidates must be invited. Lastly, if contacts or
leads needed to identify suitable trainees to invite are in 5:1 ratio, then 200 contacts are made.

Surveys and studies: Surveys may also be conducted to find out the suitability of a particular
source for certain positions. For example', as pointed out previously, employee referral has
emerged as a popular way of hiring people in the Information Technology industry in recent
times in India. Correlation studies could also be carried out to find out the relationship
between different sources of recruitment and factors of success on the job. In addition to
these, data on employee turnover, grievances, and disciplinary action would also throw light
on the relative strengths of a particular source of recruitment for different organizational
positions. Before finally identifying the sources of recruitment, the human resource managers

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must also look into the cost or hiring a candidate. The cost per hire can be found out by
dividing the recruitment cost by the number of candidates hired.

DIFFICULTIES IN RECRUIT PROCOCESS

 Talent Acquisition
 Retention of Employees
 Expensive
 Time Constraint
 Budget
 Managing Low attrition rate

CHALLENGES IN RECRUITMENT AND SELECTION

 Talent Shortage
 Attrition rate
 Remoteness of job
 Reservations and government policies

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STEPS OF RECRUITMENT PROCESS CAN BE DONE BY TWO WAYS

 Recruitment for Fresher:

1. Written/aptitude
2. Group Discussion
3. Technical Interviews
4. HR Interviews
 Recruitment process for higher post:
1. Psychometric Test
2. Business Game
3. HR interviews

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SELECTION:

Selection is the process of choosing the most suitable person out of all the applicants. It is the
process of matching qualifications of applicants with the job requirement.
The selection of a candidate with the right combination of education, work experience,
attitude, and creativity will not only increase the quality and stability of the workforce, it will
also play a large role in bringing management strategies and planning to fruition.

Features of selection
 Selection is choosing the best out of the recruited persons.
 It is a negative process
 It reduces absenteeism and labour turnover
 It helps in increasing the efficiency and productivity
 It helps in building up of a stable workforce

FACTORS AFFECTING SELECTION

• External environment
 Supply and demand of specific skill
 Unemployment rate
 Legal and political considerations
 Company’s Image
• Internal environment
 Company’s policy
 HRP
 Cost of hiring

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Selection Process And Steps

As we have discussed that Selection is very important for any organization for minimizing

the losses and maximizing the profits. Hence the selection procedure should be perfect. A

good selection process should comprise the following steps −

 Employment Interview − Employment interview is a process in which one-on-one

session in conducted with the applicant to know a candidate better. It helps the

interviewer to discover the inner qualities of the applicant and helps in taking a right

decision.

 Checking References − Reference checking is a process of verifying the applicant’s

qualifications and experiences with the references provided by him. These reference

checks help the interviewer understand the conduct, the attitude, and the behavior of

the candidate as an individual and also as a professional.

 Medical Examination − Medical examination is a process, in which the physical and

the mental fitness of the applicants are checked to ensure that the candidates are

capable of performing a job or not. This examination helps the organization in

choosing the right candidates who are physically and mentally fit.

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  Final Selection − The final selection is the final process which proves that the

applicant has qualified in all the rounds of the selection process and will be issued an

appointment letter.

A selection process with the above steps will help any organization in choosing and

selecting the right candidates for the right job.

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 HR Data Handling And Management
Evolution and benefits of data management

Beginning in the 1960s, the Association of Data Processing Service Organizations

(ADAPSO) became one of a handful of groups that forwarded best practices for data

management, especially in terms of professional training and data quality assurance metrics.

Over time, information became more popular than data as a term to describe the objectives of

corporate computing -- as seen, for example, in the renaming of ADAPSO as the Information

Technology Association of America (ITAA), or the National Microfilm Association

renaming as the Association for Information and Image Management (AIIM) -- but the

practices of data management continued to evolve.

In the 1970s, the relational database management system began to emerge at the center of

data management efforts. Based on relational logic, the relational database provided

improved means for assuring consistent data processing and for reducing or managing

duplicated data. These traits were key for transactional applications. With the rise of the

relational database, relational data modeling, schema creation, de duplication and other

techniques advanced to become bigger parts of common data management practice.

The 1980s saw the creation of the Data Management Association International, or DAMA

International, chartered to improve data-related education. Data arose again as a leading

descriptive term when IT professionals began to build data warehouses that employed

relational techniques for offline data analytics that gave business managers a better view of

their organizations' key trends for decision-making. Modeling, schema and change

management all called for different treatments with the advent of data warehousing that

improved organization's views of operations.

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Types Of Data Management

DAMA International and other groups have worked to advance understanding of various

approaches to data management. One such approach, master data management (MDM), for

example, is a comprehensive method of enabling an enterprise to link all of its critical data to

one file, called a master file, which provides a common point of reference. Data stewardship,

data quality management, data governance, MDM and data security management are among

the components of many professionals' data management practices. DAMA, among other

groups which oversee certifications in data management skills proficiency, has created the

DAMA Guide to the Data Management Body of Knowledge, or DAMA DMBOK, which

attempts to define a standard industry view of data management functions and methods.

The view of data as a corporate asset, and concern about data-related responsibilities, have

increased over time. Data management professionals are charged with finding ways

to monetize corporate data -- whether by process streamlining, enhancing existing products or

outright data selling.

The effective management of corporate data has grown in importance as businesses are

subject to an increasing number of compliance regulations. At the same time, the sheer

volume of data that must be managed by organizations has increased so markedly that it is

sometimes referred to as big data.

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Data Management Tasks

Many data managers are held accountable for corporate data security and legal liability.

Stricter financial records and consumer protection requirements are driven by legislation or

regulations which include Basel III, the Sarbanes-Oxley Act and Payment Card Industry Data

Security Standard (PCI-DSS) policies.

Data privacy-related data management responsibilities have expanded in recent years,

especially in the light of high-profile data hacks which occurred at retailer Target in 2013 and

Equifax in 2017. A European data standard known as General Data Protection Regulation

(GDPR) has also become the focus of data management project planning in Europe and

beyond.

As data technologies have expanded, the purview of data management has expanded in turn.

Increasing volumes of data and real-time processing of data have ushered in such data

frameworks as Hadoop and Spark. The variety of data has grown as well. Unstructured

data types have complicated data modeling procedures and ushered in an assortment of

databases that do not use SQL, the structured query language closely associated with the use

of relational databases. Collectively, the new technologies have come under the banner of big

data. Analyst group Gartner has listed in-database analytics, event stream processing, graph

databases, key-value stores and distributed ledgers as just some of the data management

technologies to watch going forward.

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Data Management History

The first flowering of the discipline of data management was largely driven by IT

professionals who focused on solving the problem of garbage in, garbage out (GIGO). That

problem became apparent with the earliest mainframes, when exceptional computers reached

false conclusions because they were fed inaccurate or inadequate data.

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 HR Data Handling Policy

The key things that you need to know

• HR Data Handling Policy: The Department takes its responsibilities on the

handling of employee personal data very seriously. The HR Data Handling

Policy and procedures are designed to ensure that the way we handle and

access personal data complies fully with legal requirements, in particular the

Data Protection Act 1998, and in some aspects exceeds its requirements.

Failure to comply with the policy may lead to disciplinary action being taken

and possible criminal proceedings.

• What is Personal Data?: Personal data is information about living, identifiable

individuals, including any opinions about an individual.

• What is Sensitive Personal Data? This is a category of Personal Data. It is of

its nature more sensitive than normal personal data, and there are more

stringent legal requirements to process it lawfully than there are on normal

personal data.

• Keeping Data Secure: All the personal data the Department keeps is

confidential and must be kept in a secure place. Any hard copies must be

kept in a locked drawer, cabinet or similar item and kept in a file whenever

this is practical. All personal data kept electronically must be securely held

with password protection, or access restricted where necessary. Further

guidance can be found in the guiding principles for Protocols for Handling

Personal Data Securely.

• Data Protection Principles: When handling data we must do so fairly and

lawfully by satisfying a series of data protection principles.

• Processing Data: The Data Protection Act applies to the “processing” of

35
personal data and includes almost everything from collecting the data to

destroying it. For this purpose the Secretary of State is regarded as the data

controller.

• Recording Personal Data: The Department collects, processes and keeps

personal data about its employees; for example to administer pay and

sickness absence. All data that is recorded about employees must be factual

and any opinions must be relevant and necessary and have factual evidence

to support them.

• Keeping Personal data: Personal data must be kept for no longer than

necessary. The Document Retention Schedule explains how long different

types of personal data should be kept for.

• Releasing Data to Third Parties: All employees are responsible for ensuring

that they handle confidential data lawfully and that they do not share it with

third parties unless supported by the law. If employees have access to

personal records they must ensure that they follow the guidance in this

document. Further guidance is provided in the Personal Information Policy

(PIP)

• Requesting Personal Data – Subject Access Requests: Apart from certain

exemptions, current or past employees have the right to receive copies of the

personal data that is kept about them, or to see the data if they prefer.

• Disclosing Data following receipt of a Subject Access Request: If an

employee makes a Subject Access Request, the Department must reply

promptly and always within 40 calendar days of receipt

HR Data Handling Policy

1. The Department’s HR Data Handling Policy aims to ensure that the way we

36
handle personal data complies with the Data Protection Act. The policy:

• adheres to corporate data handling and security policy

• is consistent with Cabinet Office guidance

• follows the Information Commissioner’s guidance on standards and best

practice

• encourages integration of data protection awareness into all our HR policies

and procedures

2. Two fundamental values underpin the policy:

• Privacy and security of personal data

• The employee’s right to know what data is kept about them, why it is being

kept and how it is to be used

3. The document retention schedule covers a broad range of HR and pay

records and guidance on data keeping which employees should follow.

4. Compliance with the policy enables the Department to provide assurance to

the Information Commissioner that DWP is responsibly processing personal data

about its employees by specifying that:

• The appropriate people will keep documents securely

• Only relevant documents will be kept and in accordance with the retention

schedule

• Responses to subject access requests will be made as soon as possible and

within 40 days of receipt

5. If the Department does not meet its obligations under the Data Protection Act,

an employee can request an assessment of compliance by the Information

Commissioner. This could result in an enforcement notice being served on the

Department. Failure to comply with an enforcement notice is a criminal offence.

37
What is Personal Data?

6. Personal data is data about living, identifiable individuals and includes any

opinion given about them. Personal data can be processed if at least one

qualifying condition applies under Schedule 2 of the Data Protection Act.

7. The Department’s policy gives the correct security and protection to all

personal data, whether it is automated, computerized, kept in files or in any other

manner.

8. Data that is not kept in a file, for example in a notebook or other record, is still

covered by this policy. All manually held data should be kept in files whenever

possible. This helps when data needs to be handed over, for example if there is a

change of job or line manager.

What is Sensitive Personal Data?

9. This is personal data which is identified by the Data Protection Act as being of

a sensitive nature, and requires stricter protection e.g. information about an

employee’s disability or medical condition.

10. It is therefore covered by the Department’s policy, but also has extra

requirements attached to it. At least one of the qualifying conditions for personal

data under Schedule 2 of the Data Protection Act must be satisfied in addition to

at least one condition under Schedule 3.

Keeping Data Secure

11. All personal data kept by the Department is confidential. All employees

responsible for processing or keeping personal data about other employees

(whether they work in HR or not) must follow this policy. Neglecting or

deliberately ignoring this policy may lead to disciplinary action and in some cases

criminal proceedings being taken against the alleged offender.

38
12. You should only have access to the employee records that you need to see

to carry out your official duties i.e. for a specific business reason. Within those

records, you should only see what is necessary for your job and you must not try

to obtain data from employee records for any other purpose. Electronic and

paper records that include personal details must be stored securely and access

to them must be properly controlled.

13. To safeguard employees’ personal data, there are no DWP HR processes

that require a combination of name, date of birth and National Insurance Number

to be kept locally or processed together, and these details must never be

recorded together on any DWP documents or local electronic systems.

14. All personal data kept electronically must be securely held with password

protection, and restricted access where necessary. Further guidance can be

found in the Protocols for Handling Personal Data Securely.

Data Protection Principles

15. All personal data must be:

• Fairly and lawfully processed;

• Used for specific purposes only and for no other purposes;

• Adequate, relevant and not excessive;

• Accurate and kept up-to-date;

• Kept no longer than necessary;

• Processed in accordance with the data subject’s rights;

• Secure from unlawful and unauthorised processing;

• Not transferred outside the European Economic Area without adequate

protection

16. Further guidance on this is provided at the Legal Group site.

39
Processing Data

17. In relation to individual data, processing includes:

• organising, adapting or altering it

• retrieving, consulting or using it

• disclosing it or making it available to others

• aligning or combining it with other data

• blocking, erasing or destroying it

Recording Personal Data

18. The Department collects, processes and keeps personal data about its

employees for a variety of reasons, for example, to administer pay and to operate

its attendance management policy. Employees have the right of access to their

personal data through making a request to their manager or making a Subject

Access Request. All data that is written about them must be factual and any

opinions must be relevant, necessary and based upon fact.

Keeping Personal Data

19. Personal data must be kept for no longer than is necessary. The Department

is responsible for deciding how long personal data should be kept on the basis of

business need. The Department’s guide to keeping HR and personnel records is

the Document Retention Schedule. You must ensure that you follow the schedule

carefully and destroy or delete data when the period of retention is over.

Releasing Data to Third Parties

20. Employees must follow DWP’s personal information policies, which are

published by the Department’s Legal Group. In some circumstances the policies

allow the release of data to third parties. Where this is the case the DWP HR

Data Handling Policy aligns with the published advice of Legal Group.

40
Requesting Personal Data - Subject Access Requests

21. If you are a current or past employee you have the right to receive copies of

the personal data kept about you, with some exemptions, or see the data if you

prefer. If you request this data it is called a Subject Access Request. (SAR).

Disclosing Data following receipt of a Subject Access Request

22. Employees must receive a response to their SAR promptly and always within

40 calendar days of receipt of the request. Failure to meet the timescale is a

breach of the act and may lead to a complaint being made to the Data

Commissioner.

23. Employees who handle SARs must follow the policy and procedures closely.

Employees can be awarded compensation by the Courts where they can show

that they have suffered damage or distress as a result of the inappropriate

release of data. See also the Subject Access Request Guide (SARG).

41
42
43
 Four Steps to Data Management Success

1. Data Collection

In addition to collecting transaction data, historical data, market data, and data feeds, make

sure to also collect customer data input, customer documentation, and on boarding data.

2. Data Storage

Data is unlikely to be in one specific data warehouse. Dispersed data requires strengthening

security controls, which will improve everything from monitoring and accessibility to

availability, privacy, quality, and traceability.

3. Data Transformation

Analyze data to provide more personalized products and services to your clients.

4. Data Valorization

Define a model to obtain predictive analytics that have potential for the whole bank, not just

one department.

44
Why are these steps so essential to success?

Many in the financial services industry have accepted that self-service channels for clients are

required to stay relevant and in tune with customer needs. In the banking sector, for

example, Appway already provides the technology required to build these solutions in an

efficient and elegant manner.

However, what's now becoming clearer is the central role that clients themselves play in

feeding their data to their financial service providers. The impact that this personalized,

contextual data brings to your business shouldn’t be underestimated. It means service

providers must continuously readjust to and accommodate customers based on information

from their most recent interactions. From this perspective, systematically collecting and

analyzing data across different interaction modes (digital and physical) is key to

understanding and responding to client needs in real time.

45
 THE ROLE OF VOCATIONAL EDUCATION AND

TRAINING IN SKILL DEVELOPMENT

This study is aimed at exploring the role of vocational education and training (VET) in

developing a skilled workforce and meeting the requirements of an efficient and well-

functioning modern economy. The discussion will focus on vocational education and training

being one of the crucial responsibilities of employers and employees and on the part to be

played by the state in facilitating such occupational programs with reference to the

implications of different VET systems on skill development. The analysis will also include a

comprehensive account of arguments that demonstrate significant connections between VET

systems and various models of labor market and evaluation of how such links may affect skill

development. These arguments will be validated by particular examples of various VET

systems used in different countries along with highlighting the key aspects of different

vocational education and training systems in terms of workplace learning.

46
The Meaning and Importance of VET

In order to establish and sustain a prosperous economy and ensure its steady growth, having a

skilled workforce is highly essential (Directorate for Education 2009). While some of the

vital skills are a result of development of general education and training at all levels, many

advanced nations such as UK, USA and European countries are in constant need of specific

occupational skills to respond to the rapidly growing fields driven by technological

advancements (Organization for Economic Cooperation 2010, p.3). Vocational education and

training systems play a critical part in supplying the occupational skills that are in demand

and hence facilitate the organizations and the economy in general to adapt to the swiftly

changing needs. Professional programs and qualifications greatly assist in prevarication of

economic activities through the formation of occupational identity (Nijhof et al 2003, p.40).

Vocational education has been taken as one of the most critical tools for addressing social,

economic and political crises that threatens the social stability and economic productivity of

nations. Lack of competent and skilled labor, growing unemployment, high rate of high

school and college drop-outs and the transforming demographic nature of personnel have

placed the matter of vocational training and workplace learning on top of the educational

reform programs of many developing countries ( Greenan & Mustapha 2002). Thus due to its

dynamic nature, VET systems are unceasingly subject to various forces that lead to changes

in educational institutions, job industry and society in general. According to the findings of a

research conducted by Greenan & Mustapha (2002) to investigate the employability of

students who are vocationally certified as compared to those who are not, both employers and

47
educators believe that vocational graduates have better employment opportunities than those

students who have simply completed their academic education.

Employer organizations and trade unions are working to define, design and implement

vocational programs, for instance, establishing national vocational qualification standards in

Britain. VET not only serves to supply and maintain the needed labor skills but also develops

and delivers occupational standards in collaboration with the professional sectors (Nijhof et al

2003). Besides providing the required labor force, an efficient VET system works to; educate

and train new workers and employers to support the knowledge base in organizations,

provision of up dated information and training facilities to align the talents and skills of

trainees with the current labor demands, enabling the adaptation of latest technologies and

innovation work methods and facilitating innovation and interactive learning process (Nijhof

et al 2003, p. 40). In addition to this, as argued by Preston & Green (2008), significantly

contributes towards institutional integrity, value formation as well as in reducing inequality

and sense of discrimination in the social and organizational context.

VET as a Crucial Responsibility of Employers

It is of common knowledge that progress in the employee management can play a massive

role in enhancing the competitive advantage of firms. Human Resource Management indeed

maintains that the success of a company’s business strategy largely depends on the

development of a more refined, extensive and strategic approach to labor management. As

the nature of personnel management and function changes, HR managers are getting

increasingly inclined towards including training function in their human resource strategies

for using labor more effectively ( Rainbird 1994). Since VET not only enriches employees

for dealing professionally with the upcoming challenges posed by the current revolution in

scientific, information and communication technology but also provides the competences

48
which are essential to tackle such wide-scale changes, it has become a major responsibility of

employers to devise personnel strategies that encompass VET systems in order to prepare the

workforce for meeting the requirements of innovative techniques for doing diverse jobs.

There are several internal as well as external drivers that compel companies to invest in

learning and training programs. For instance, companies may need to retrain employees for

undertaking any innovative project, in preparation for succession, for improving individual

and collective performance or aiding organizational change (Wilton 2011, p. 251). On the

other hand, certain external elements such as market, technological or legislative changes

may lead to skills deficiency and firms might require providing relevant coaching to fulfill

those deficiencies. Each state has crafted its own VET system which governs the functioning

of training programs executed within institutes. For example, the VET system in Germany is

perhaps the most advanced and effective mainly due to the fact that it places a lot of stress on

the organizational as well as the social role of vocational programs (Preston & Green 2008, p.

20) and there exist a strong cooperation among the state, trade unions and organizations.

Germany has a dual system of apprenticeship where specialization centers are accessible after

initial training and some relevant work experience, however, this VET system also referred to

as ‘societal model of training’ is predominantly governed by labor-market situation whereas

focus is also given to promoting civic values by means of professional socialization (Preston

& Green 2008, p. 20). Thus the German VET system is characterized by immensely effective

dual apprenticeship system based on a combination of schooling and workplace, sound

employer organizations, healthy collaboration among the state, employers and trade unions

and high-level interaction between training and education systems. There is an equal

distribution of responsibilities and steering functions between the state and social partners

(employers, trade unions) on local, regional and national level. The German VET system is a

49
remarkable model for other countries to follow because both government and social partners

mutually share the responsibility to ensure that its workforce has the right skills development

framework for dealing with occupational and professional challenges in the future. The

following paragraphs will review the diverse VET systems that are being employed in

different countries with special emphasis on the role of employers and state in ensuring the

provision of effective vocational training.

Overview of Different VET Systems

This section is intended to provide an extensive analysis of the various mainstream vocational

education and training systems with special reference to the provision of training programs

and ensuring workplace learning as a key responsibility of the organization’s Human

Resource department and the role of government in encouraging the development and spread

of VET through forming policies and cooperating with employers’ organizations and trade

unions especially in terms of financing and controlling VET operations.

Regulated VET System

In a regulated Vocational training system, organizations that are registered and

authorized by the state provide industry based qualifications to the learners. These

organizations include both public and private institutions and the VET courses are designed

to deliver nationally acknowledged competencies which employers identify as crucial to meet

their needs. In a regulated VET system, majority of the vocational programs directed at

competency-based and career oriented training are publicly funded. The Vet system in

Australia, Denmark and Netherlands is regulated by several acts, legal guidelines and

regulations which are established in collaboration with employer committees and unions

50
(Rauner & MacLean 2009, p.422). For instance, Australia’s Vet system is centrally controlled

by the government and is highly advanced, owing to a decade of continuous restructurings

and it works well to offer practical training to individuals and providing skills which are pre-

requisite of a modern economy. On the other, France’s VET system is based on ILM

(Integrated Learning Model) which is underpinned by national levy system. Similarly, as

noted above, the Vet system of Germany is also state regulated where legislations has an

element of coercion for HR managers to train their employees and so it has noticeable

implications for the pattern in which skill development programs are formed and executed at

organizational level (Coffield 1998, p.32). Despite the fact that regulated approach motivates

employers and employee cooperation in terms of vocational educational, the dual

apprenticeship model of VET that is operative in Germany have few weaknesses too. For

instance, it is less flexible and adoptive to the skill needs of certain kinds of occupations and

is to a significant extent, reliant on employers’ supply of internships and training and on labor

market conditions (Green 2011).

51
Voluntarist VET System

Voluntarist VET system is the one which has little or no state interference and

vocational education is left to the choice of organizations or the individuals. The VET system

that is operative in UK is a striking example of Voluntarist system of vocational training

where the state does not take responsibility of offering skill development courses or

promoting workplace learning (Coffield 1998, p.32). Where such as system is flexible

enough to allow swift response to changing employer/individual demands, it also results in

overproduction of graduates, penurious aptitude based learning that is low on professional

socialization, inadequate supply of transitional skills which ultimately leads to polarization of

income and skills (Green 2011). This Voluntarist practice in the UK is considered as one of

the core reasons for the relatively low level of VET provided by the companies (Coffield

1998, p.33). The structure of British Vet system majorly relies upon NVQ (National

Vocational Qualifications) which are basically related to competence and occupation and

such a certification is obtained through assessment and teaching. The bodies responsible for

providing such qualifications include Sector Skill Councils, Qualification and Curriculum

authority, Colleges and Employers, however, there is no governing body that can check the

functioning of these authorities and thus there is no accountability on part of the VET

providers, particularly employers for the fulfillment of VET responsibility. In this kind of

government orientation where the role of state is restricted to mere appreciation and

encouragement, the consequences are often low investment in skills and narrowly focused

and poor quality apprenticeship system.

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Developmental VET System

This approach to VET is being implemented by a growing number of firms. It

encompasses goal-setting and regular evaluation, however, its primary focus is on motivating

trainees to learn and improve their performance. The principal strength of this sort of system

is that it minimizes the tendency to scooping-out particular skills and thus reduces skill

polarization. Furthermore, it raises skill and pay levels of less-skilled occupations and serves

as a useful agent of professional socialization. Today, almost all European countries and

several other states are making attempts to modernize their regulated or Voluntarist VET

systems that were either built on low-skill equilibrium (such as in UK) or on labor market

institutions and steady economies. Immensely powerful economic forces such as rapid

technological advancements, globalization of markets and dramatic changes in the ICT field

have led to an increasing concern for upgrading of VET systems. Attempts to develop GNVQ

in Britain, the improvements in the dual system in Germany, new VET legislations in

Netherlands are some of the clear examples of revisions of VET systems worldwide.

Since VET system is generally considered as one of the social system in which government,

educational institutions and social partners work together to build a national VET set-up, it is

deeply rooted in the economic, social and cultural patterns. Because of these strong

connections, it is complicated to introduce innovations in the VET system as it requires

changes in private-public arrangements, labor and education laws, funding, labor agreements,

training traditions, occupational identity etc. However, since business organizations, training

providers/ institutions and state are the principal steering elements of VET systems, their joint

collaborations and correct approach to developing and executing VET strategies can prove to

53
be a powerful resistance towards the above listed barriers. The contribution of government is

critical to guarantee the smooth and effective functioning of VET systems because state has

the authority to regulate the evaluation and recognition of vocational certifications and also to

control the cost-effectiveness and quality of VET institutions (Silberman 1982, p. 205).

Therefore, it is vital for states as well as private partners to invest in Vet and to monitor,

regulate and supervise the functioning of VET system in order to ensure the availability of

required skills and competencies and to align the systems with the current economic

demands.

The Correlation between Labor Models and their Effects

To what extent a VET system is effective largely depends upon recognition of the labour

markets, productivity of learning process, efficiency of delivered qualifications, motivation

for further training etc. VET is also extremely vital for societal development because it

provides access to required skills and pathway to the labour market, which depicts the nature

of its association with fundamental labour market models; Occupational labour market model

and Internal Labour Market Model. The former relates to individuals holding specific

qualification certified either by a their peer group judgment or a diploma, whereas the latter

exists when a company frequently fills particular vacancies by transferring or promoting

existing staff and thus restricting outside recruitment to a limited number of positions

(Eyraud et al 1990, p. 502). The key difference between the two models lies in their

implications on skills development; OLM concentrates more on providing training in the

beginning stages of an individual’s career, just as in case with apprenticeship, while ILM

mainly emphasize on continuous workplace training. The VET system that prevails in UK

and Germany is based on OLM where training is standardized to occupational norm and no

significant attention is given to skill formation but on its maintenance. On the other hand, the

54
Vet system in Japan is ILM based where the nature of in-house training is firm-specific. The

national education-work setting in Japan as well as in USA, Canada and Australia is a loose

bonding between labour market and VET system, with a flexible corresponding between

qualifications and jobs, allowing for prevailing school-based extensive coaching and on-job

training (Baethge 2006, p. 72). Alternatively, the National Vocational Qualifications in UK,

which even though has a lot of room for improvement, depicts a labour market driven model

of VET where the state approves qualification standards provided by the job industry for

enhancing transparency of workplace training programs

55
RECRUITMENT POLICY AT SSAK SOLUTION SERVICES PVT.

RECRUITMENT POLICY

Recruitment Policy asserts the objectives of the recruitment and provides a framework of
implementation of the recruitment program in the form of procedures.
Recruitment and selection Policy of SSAK SOLUTION SERVICES PVT. LTD is such that:
 It focuses on recruiting the best potential people.
 It ensures that every applicant and employee is treated equally with dignity and respect.
 It aid and encourage employees in realizing their full potential.
 It’s transparent, task oriented and merit based selection.
 It gives weightage, during selection, to factors that suit organization needs.
 It Optimize manpower at the time of selection process.
 It defines the competent authority to approve each selection.
 It abides by relevant public policy and legislation on hiring and employment relationship.
 It integrates employee needs with the organizational needs.

56
 RECRUITMENT AT SSAK SOLUTION SERVICES PVT. LTD

SSAK SOLUTION SERVICES PVT. LTDINDIA PVT LTD is India’s leading staffing
company and provides a range of manpower solutions to over 1000 clients. The workers who
are deputed to various companies who prefer to outsource their HR operations. The work for
the company they are assigned to but are on the payroll of the staffing

 Recruit as per Client requirement and assign them to Client or Transfer candidate identified
by client on to SSAK SOLUTION SERVICES PVT. LTDINDIA PVT LTD.

 Co-employment relationship between the Client, Associate and SSAK SOLUTION

SERVICES PVT. LTD

 Manage HR Administration, Payroll and Regulatory activities.

Benefit for Client

As business these days grow on a confounding rate, outsourcing the basic functions like
recruiting becomes a common thing. The need for flexi staffing is on demand and in such a
scenario SSAK SOLUTION SERVICES PVT. LTD renders these services to its Clients.

A much defined process spans into four distinct stages,

 Initialization

 Transition

 Operations

 Relationship Management.

57
Methods or Techniques of Recruitment

Direct Method

These include sending recruiters to educational and professional institutions, employees’

contacts with public and manned exhibits. Most college recruiting is done in co-operation
with the placement office of the college. The placement office usually provides help in
attracting students, arranging interviews, furnishing space and providing student résumés. For
managerial, professional and sales personnel, campus recruiting is an extensive exercise. For
this purpose, carefully prepared brochures describing the organizing and the job it offers are
distributed among the students, before the interviewer arrives.

Indirect Method

These methods involve mostly advertising in newspapers, websites, radio, in trade and
professional journals, technical magazines and brochures. Companies advertise when
qualified or experienced personnel are not available from other sources.

Third Party Method

These include the use of commercial or private employment agencies, state agencies and
placement offices of colleges, recruiting firms, management consulting firms, friends and
relatives.

Professional Organizations:

These organizations maintain a pool of human resource for possible employment. These
firms are also called ‘head hunters’, ‘raiders’ and pirates by organizations who lose personnel
thought their efforts. Fundamentally there are two distinct steps of recruitment and each is a
comprehensive process in itself.

58
Know your client:

Learning about companies is valuable because knowing what a company values will help an
agent to assess the candidates better. Pertinent information about the processes of the
company would also help you analyze CVs and find the right candidate. This can be done by
reading the corporate website or calling the company for further information or using your
own network and find out the ‘work culture’.

This will help one to know about the history of the company, their core values, their clients
and processes, the benefits employees can enjoy and the career growth chart. When one has
knowledge about these vital parameters, it becomes easier to assess a resume based on these
parameters. Moreover, when one is equipped with such vital information about the company
and the job profile, it helps to motivate and mould the suitable but reluctant candidates to
attend the interview.

Analyze the Job Description (JD)

A job description is a written record of the duties, responsibilities and requirements of a

particular job. It is concerned with the job itself and not the work. It is a statement describing
the job in such terms as “Title, location, duties, working condition and hazards”. An updated
job description is essential for a good selection interview. It helps one to explain the nature of
work to the prospective candidate properly without any over or under commitment. This also
helps to put the candidate, the client company and the agent on the same platform.

Prepare a Job Specification (JS)

It is a written record of the requirements sought in an individual worker for a given job. In
other words, it refers to a summary of the personal characteristics required for a job. Once the
agent knows what the job is, then he can decide what kind of person he/she would need to do
it. Sometimes the job specification is already prepared and given by the client along with the
job description. In such a case, the job of the agent becomes easier. The job specification is
for the benefit of the employees working in SSAK SOLUTION SERVICES PVT. LTD. It is
ready reference to check on the requirements that one needs to keep in mind while sourcing
for the different clients. It makes the whole task easier and more convenient.

59
Analyze the Curriculum Vitae (CV):

Now is the time to scrutinize the candidate’s resume. It is human nature to generally omit the
negative points while creating a resume or to exaggerate the achievements. Though most of
the time people are truthful while forming their resumes, others can hide or not mention
things that can portrait a negative picture of them. A good CV is one which is precise and
presentable. It should contain all details of education and work experience should be arranged
in reversed chronological method so as to emphasize on the most recent one. Analyzing a CV
helps in short- listing a candidate.

Match the JD and JS:

When a CV has been analyzed and is considered as a good one, the next step is to match it
with the job description. It is necessary to match it with the profile given by the company.
Matching it with the JD gives an idea if the person will be able to serve well in the position or
not. Next it is important to match it with the job specification. The JS gives the details of the
desired skills and the mandatory skills. These are the criteria for selection.

Shortlist the candidate:

Once the CV has been matched with the job description and matched with the job
specification, CV can shortlisted. Such a candidate is then called in for a face-to-face
interview. There is an individual interview of the recruiter and the candidate. In this interview
the candidate answers the questions the recruiter asks to be sure that the candidate would suit
the profile of the job.

Handling the rejected candidates:

It is very important how a recruiter manages the rejected candidates. It is important to make
the candidate where his lacunas are and what can he do about it. In this way not only the
recruiter helps the candidate to correct itself but also helps in creating an association with
them which is so very vital in the service industry.

Interview

Interviews determine if a potential candidate will be a finalist and if he shall suit the job. A
lot of things get clear during an interview. A face to face talk with the candidate ensures that

60
the recruiter evaluates the candidate on terms of attitude, confidence and communication. The
gaps that seem in the resume are also questioned. The candidate may have an explanation for
it. On the other hand if he is lying, then he can be cross-questioned about this. Some of the
objectives of interview are:

 To get an opportunity to judge an applicant’s qualifications and characteristics as a

basic for sound selection and placement.

 To give an applicant essential facts about the job and the company you are recruiting
for.

 To establish a rapport.

 To promote goodwill about the company whether interview culminates in employment

or not.
 To get a real feel of the candidate.
The nature of the job determines which of these interviews would suit best. All the
interviews are not conducted for all the job profiles. The complexity of the interview
depends on the complexity of the job.

The telephonic Interview

It is said that listening intently gives a good idea of what a person want to say and what a
person does not say. The sound, intonations, the varying pressures that a prospective
candidate uses while he/she speaks tells a lot about his/her attitude. This in turn helps the
recruiter to judge that if the candidate would be suitable for the job or not. Unlike the face-to-
face interview where the recruiter can read the non-verbal languages, in a telephonic
interview he has to even sharper. Listening to the words used and their tone used gives
immense messages about the candidate.

As a recruiter, one has to be completely prepared before taking a telephonic interview. The
following steps can be kept in mind while taking a telephonic interview:

1) You must keep the CV next to you and make notes while taking the interview.
2) Must prepare a set of questions that would match the JD.

61
 3) To use a call script. This helps in being professional and saves time to in approaching
the right candidate.
4) Do not display any negative emotion during the interview. Not to over or under
commit anyone.

Devise interview questions:

Preparation in advance of an interview is essential if one is to make a successful hire. Critical

in the preparation process is the development of interview questions that elicit tangible facts
from all applicants. Basically, two rules are kept in mind when framing the questions that will
indicate whether or not an applicant meets the requirements you established for the position:

RULE 1: Ask questions that concentrate on the applicant’s past performance – to permit
reliable assumptions about future success.

RULE 2: Ask questions that relate directly to at least one of your listed requirements to
maximize the information you will gain in the time allotted.

General Questions:

 Tell me about yourself

 What do you about the company?
 What are your goals?
 What are your strengths and weakness?
 What has been your most significant contribution in your college/previous
organization?
 Why should we hire you?

Specific Questions:

 How would you resolve a conflict in a project team?

 What was experience in previous company?
 From how long you are working there?

62
 COMPNY PROFILE
Our mission is to generate consistent and sustainable returns for our investors. Through

creativity, innovation and performance, we deliver marketing solutions that transform our

clients brands and grow their business.

Why SSAK?

SSAK Solution Services Pvt. Ltd is a software development company with no geographical

boundaries and provides all that you can think of around IT industry including consulting,

solutions, applications, ERPs and outsourcing services. SSAK is a dynamic new generation

software solution as well as Networking Product Development company

Our Experties Asp.NET, PHP ,Java , C , C++ , C# , Python , Bootstrap , HTML-5 , CSS-3 ,

JavaScript , Jquery and many more Our Developments/Software

School ERP, Billing Software , Hospital Management System ,Stock Management System

and various portals and n numbers of websites (dynamic and responsive )

Our Working Ideologies

We believe “Great software starts with great people.” By creating a cooperative and

inspirational working culture, we motivate our team not only to write code and implement

software, but also to find solutions to clients' business problems. Our developers always have

the opportunity to challenge themselves and grow and expand their horizons through

international assignments.

63
GLIMPSE OF SSAK

SSAK Solution Services Pvt. Ltd is a software development company with no geographical

boundaries and provides all that you can think of around IT industry including consulting,

solutions, applications, ERPs and outsourcing services.

SSAK Solution Services Pvt. Ltd has its headquarters’ in Lucknow, with office in Noida &

NCR. SSAK Solution Services Pvt. Ltd. was developed in the year 2010 as a proprietor firm

and has turned to a Private Limited Company in 2015 because of its continuous efforts and

hard work and is reaching the height of glory and success from then. SSAK is a dynamic new

generation software solution as well as Networking Product Development company.

The company develops, markets, sells and supports software products, web-portals, Network

Projects and offers turnkey solutions to the customers. Our team of developer is built of

motivated, young, yet experienced professionals, all of whom have a higher degree.

We have a strong track record of innovation and revolution. Our solutions have been used by

clients of different background and size, from small companies to individuals and

government organizations .We provide customized design solutions to various companies

across the globe. We ensure cost-effective, time-to-market solutions through a highly

motivated skilled workforce driven by strong design principles, highest levels of quality and

ethical business practices.

64
Aim of SSAK

Our vision and aim is to provide best service and implement effective strategies and provide

customer satisfaction which is show in our creative and innovative way by our young and

energetic team

YOUR AIM OUR CREATION, YOUR SATISFACTION OUR PRIORITY

Our clients today face a dual mandate: They need to drive efficiency and productivity as they

cope with market and economic pressures. At the same time, they must invest in innovation

to transform their businesses and open up new horizons of opportunity We help many of the

world's leading companies address this dual mandate. We know that organizations cannot

master 21st century challenges with 20th century strategies and methods. Business is being

transformed by globalization, virtualization, a new generation of millennial workers and

continual technology innovation.

By creating a cooperative and inspirational working culture, we motivate our team not only to

write code and implement software, but also to find solutions to clients' business problems.

Our developers always have the opportunity to challenge themselves and grow and expand

their horizons through international assignments.

65
 CHAPTER 2
LITERATURE REVIEW

66
Most employers recognized the fact that there staff is there greatest asset, and the right
recruitment and induction processes are vital in ensuring that the new employee becomes
effective in the shortest time. The success of an organisation depends on having the right no.
of staff, with the right skills and abilities. Organisations may have dedicated personnel/human
resource function over seeing this process or they may devolve these responsibilities to line
manager and supervisor. Many people may be involve, and all should be aware of the
principles of good practice. Even it is essential to involve others in the task of recruitment
and selection.

Ms.Ambika Verma(2009) in their survey research on the use technologies in recruiting,

screening and selection process for job candidates conducted in dimension group found that
most organisation implemented technology based recruitment and selection tools to improve
efficiency, reduce cost and expand the applicant pool.

The meta-analysis of the research conducted by chapman, uggersler, Carroll, paisentin and
Jones (2005) concluded that timely response from HR managers was linked to greater
applicant attraction to a job with in an organization.

According to Robins, in his study revealed that, “the ideal recruitment effort will attract a
large numbers of qualified applicants who will take the job if it is offered. So recruiting is a
process of discovering the potential candidates for actual organizational vacancies”.

Robert (2005), in his study titled, “Strategic HR Review,2004,”states that successful

recruitment and selection can improve organization performance.

Bowen, et al (1991), in his study examined, “that integrated recruitment and selection process
helps recruiters to choose the candidates to fit the characteristics of an organization culture.”

67
Beardwell, et al (2003), in his study examined that, “selection is carried out by organization
as a means of candidate’s potential and actual performance and the intake of employees will
make the most appropriate contribution to organisation-now and in future.”

68
OBJECTIVE

69
 OBJECTIVE OF THE STUDY

The main objectives of this project are:

 To study the recruitment procedure of employee used at SSAK SOLUTION SERVICES

PVT. LTD

 To analyze the effectiveness of this very important function in terms of development of

the organization and the individual.

The business report covers two main areas of the organization strategy for recruitment and

selection. These areas are the recruitment processes and selection processes. Encompasses

those two areas are the specific steps that are used to implement the organization recruitment

and selection process. All steps were assessed and issues were found in the following:

 Recruitment process

 Employment agencies

 Vacancy promotion

 Selection process

 Interview structure

 Interview environment

 Orientation

 Timing of orientation

70
 CHAPTER 3
RESEARCH METHODOLOGY

71
 RESEARCH OBJECTIVES

The primary objective is to study, understand and analyze aspects related to various HR
Procedures of Recruitment and Selection at SSAK SOLUTION SERVICES PVT. LTD.

OBJECTIVES OF STUDY

 To study the existing policy of SSAK SOLUTION SERVICES PVT. LTD regarding
Recruitment and Selection process.
 To know the satisfaction level of employees towards the existing recruitment and
selection process.
 To identify the internal and external sources of recruitment and selection.

RESEARCH METHODOLOGY

The study will be conducted to achieve the aforesaid objectives including both exploratory
and descriptive in nature and involve personal interviews that will be based on the
questionnaire format. A Research Methodology defines the purpose of the research, how it
proceeds, how to measure progress and what constitute success with respect to the objectives
determined for carrying out the research study. There is a unique methodology that SSAK
SOLUTION SERVICES PVT. LTD adopts to render the service.

 The research methodology for the present study has been adopted to reflect these realties
and help reach the logical conclusion in an objective and scientific manner.

72
 TYPE OF RESEARCH

EXPLORATORY RESEARCH

A research design is the specification of methods and procedures for acquiring the
information needed to structure or solve the problem. It is the overall operational pattern or
framework of the project that stimulates what information is to be collected from which
source and by what procedure. On the basis of major purpose of our investigation the
EXPLORATORY RESEARCH was found to be most suitable. This kind of research has the
primary objective of development of insights into the problem. It studies the main area where
the problem lies and also tries to evaluate some appropriate courses of action.

DATA COLLECTION

The task of data collection begins after a research problem has been identified and the
research design has been chalked out. While deciding the method of data collection to be
used for the study, the researcher should keep in mind two types of data:
a. Primary data
b. Secondary data

73
 In this research project the data being collected is as follows:

Primary Data: The survey method is used to collect the primary data in this research as it is
the Analytical research to find out the shortcomings and area of improvements according to
the skill required for recruitment team. The data that is collected first hand by someone
specifically for the purpose of facilitating the study is known as primary data. So in this
research the data is collected from respondents through QUESTIONNAIRE.

 Primary source of data :

(i). Personal interview

(ii). Questionnaire technique.

QUESTIONNAIRE - Survey among the officials and employees of MONARCH.

PERSONAL INTERVIEWS with the company representatives regarding recruitment and
selection practices in organization.

Secondary Data:

The secondary data is also used in a lesser proportion to find out the name and designation of
the employer who are working with this organization and the company profile. Secondary
data refer to information gathered by someone other than the researcher conducting the
current study. Such data can be internal or external to the organization and accessed through
the Internet or perusal of recorded or published information.
Secondary sources of data provide a lot of information for research and problem solving.
Such data are as we have seen mostly qualitative in nature.

 Secondary source of data :

(i). Company brochure.

(ii). Internet.

74
 (iii). Websites

(iv). Organizational Reports & Records.

(v). Business magazines

(vi). Journals etc

SAMPLING TECHNIQUE

SIMPLE SAMPLING

Simple sampling is a sampling process that utilizes some form of random selection. In
probability sampling, each unit is drawn with known probability, or has a nonzero chance of
being selected in the sample. Such samples are usually selected with the help of random
numbers. With probability sampling, a measure of sampling variation can be obtained
objectively from the sample itself. Simple Random sampling has been adopted for this
research. Under which we have considered the sampling which has been done for a specific
designated population, because here a small cluster of professionals has been considered out
of the total universe which has been divided in small group like recruitment team &
employee.

75
 SAMPLE SIZE

Sample size refers to the number of items to be selected from universe to constitute a sample.
The sample size should be optimum as it should fulfill the objective of the research.
40 Nos.- Total manpower strength is 450 and I have focused upon 10% of total employees of
SSAK SOLUTION SERVICES PVT. LTD. (Covering each and every department).

SAMPLE AREA

The sample area refers to the universe to be studied under our research project. The area
denotes the place or the region to be studied and taken into research consideration. Thus, the
sample area chosen for this research project is SSAK SOLUTION SERVICES PVT LTD

76
 CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

77
 DATA ANALYSIS AND INTERPRETATTION

Q1) Is there a well-defined Recruitment Policy in your organization?

S.No. Options No. %

1. Strongly agree 20 50

2. Moderately agree 10 25

3. Strongly disagree 5 12.5

4. Moderately disagree 3 7.5

5. Can’t say 2 5

7.5% 5%

12.5%
50%

25%
Strongly agree

Moderately
agree
Strongly
disagree

INTERPRETATION

An organization must have a well-defined recruitment policy corresponding to the company

and vacancy requirements. Existing employees can give a fair feedback on the suitability of
the policy. Responding to it 30 out of 40 employees (75%) told that there is a sound
recruitment policy in organization that can be evaluated by comparing skills and knowledge
of new recruits and existing employees. 8 out of 40 employees (20%) feel that the
organization’s recruitment policy is not properly defined. And rest 2 could not say about the

78
recruitment policy. Majority of employees felt that policy was well defined which is a great
morale victory on the part of management; still there are chances of its improvement as 20%
employees have negative opinion about the policy.

Q2) Which internal source of recruitment is followed by the company and given more
priority?

S.No. Options No. %

1. Job Posting 10 25

2. Employee Referrals 10 25

3. Internal Promotions 20 50

4. Transfer - -

Job Posting 25

25
Employee Referrals

50
Internal Promotion

0 10 20 30 40 50 60

79
INTERPRETATION

Internal Recruitment seeks applicants for positions from those who are currently employed.
Responding to above asked question, 50% employees tell that company prefers internal
promotion as internal source of recruitments. 25% employees tell that Employee referrals are
given due priority and rest 25% say that Job posting is preferred. Majority of employees
actually thinks that internal promotion is given priority and followed by company as internal
source of recruitment.

Q3) Which external source of recruitment is followed by the company and given more
priority?

S.No. Options No. %

1. Campus Interview - -

2. Advertisement 3 7.5

3. Online Job Portals 2 5

4. Walk-in Interview 35 87.5

5. Agencies/ Consultancies - -

6. Employment Exchanges - -

Agencies/ Consultancies 0

Walk-in Interview 87.5

5
Online Job Portals

7.5
Advertisement

0
Campus Interview

0 10 20 30 40 50 60 70 80 90 100

80
INTERPRETATION

External Sources of recruitment lie inside the organization.35 out of 40 employees (87.5%)
feel that company prefer online Job Portals for hiring from outside. 5% employees (appx.)
think that company prefers Advertisement as external source of recruitment. 7.5 say that
Campus Interviews and Consultancies hiring from outside did not prefer by the Organization.
Analysis shows that more than 87% employees tell that preferred External Source of Hiring
and finds these recruiting cheaper, faster and potentially more effective.

Q4) which source of recruitment is replied upon when immediate requirement arises?

90%

10%

Internal External

S.No. Options No. %

1. Internal 4 10

2. External 36 90

81
INTERPRETATION

Every organization has the option of choosing the candidates for its recruitment processes
from two kinds of sources: internal and external sources.

Responding to recruitment source question, almost all the employees tell that External
sources are relied upon when there is any immediate manpower requirement in company.

Analysis clearly represents that 36 out of 40 employees (90%) show that External sources are
prefer for immediate opening in organization but my study suggests that internal hiring would
be better option for immediate opening in organization in which company can have sufficient
knowledge about the internal candidate and it is less costly

Q5) what type of interview is taken while selection?

S.No. Options No. %

1. Patterned 20 50

2. Stress 5 12.5

3. Depth 10 25

4. Others 5 12.5

Patterned

Stress
100
90
80 Depth
70 50
60 Others
50 25 12.5
40
12.5
30
20
10
0
Patterned Stress Depth Others

82
INTERPRETATION

The PATTERNED INTERVIEW format has a structure to it. There is a set of pre-determined
questions that will be asked from each candidate for a position. The STRESS INTERVIEW is
the interview in which the interviewers try to 'discomfort' the candidates in various ways and
observe how they react to various difficult situations. An IN-DEPTH INTERVIEW is a
qualitative research technique that allows person to person discussion. It can lead to
increased insight into people's thoughts, feelings, and behaviour on important issues. This
type of interview is often unstructured.

Responding to the type of interview 20 out of 40 employees think that patterned interviews
are generally taken. 25% employees have the opinion that depth interviews are often used.
Rest believes that stress or any other type of interview is being taken.

Q6) the recruitment and selection process of company meets the current and legal
requirements?

S.No. Options No. %

1. Agree 20 50

2. Disagree 5 12.5

3. Moderately 10 25

4. No opinion 5 12.5

60
50
50

40

30 25 %

20
12.5 12.5
10

0 83
Agree Disagree Moderately No opinion
INTERPRETATION

Every organization has the option of choosing the candidates for its recruitment processes. In
this research most employees responded positively to this question. They feel that the
company follows different recruitment process for different positions.

Analysis clearly represents that 25 out of 40 employees (62.5%) show that maximum
employees are agree with this process whereas 10 out of 40 employees (25%) did not like the
current recruitment process whereas 12.5% were unable to answer.

Q7) Are you happy with the salary what you offered by the company?

Sn. Options No. %

1. Yes 20 50

2. No 10 25

3. Can’t Say 10 25

60
50
50

40

30 25 25 %
20

10

0
Yes No Can’t Say

84
INTERPRETATION

The basic focus of every organization is to satisfy the employees with its own compensation
plan. In this research most employees responded positively that they are satisfied with their
salary. They feel that the company has good compensation plan for their employees.

Analysis clearly represents that 20 out of 40 employees (50%) show that maximum
employees are satisfied with their Salary 10 out of 40 employees (25%) did not like their
current salary whereas 12.5% were unable to answer.

Q8) what were the sources of recruiting the candidates for your current client?

Sn. Options No. %

1. Direct Walk In 15 37.5

2. Existing Database 5 12.5

3. Reference 10 25

4. Internal Movement 5 12.5

5. Others 5 12.5

Others 12.5

Internal Movement 12.5

Reference 25
%

Existing Database 12.5

Direct Walk In 37.5

0 5 10 15 20 25 30 35 40

85
INTERPRETATION

Every organization follows various sources of recruitment to acquire a good talent for their
organization. In this research I could find the various degrees of various sources of
recruitment.

Analysis clearly represents that 15 out of 40 employees(37.5%) show that recruitment is done
through Direct Walk Ins, 5 out of 40 employees(12.5%) show that recruitment is done
through Existing Database, 10 out of 40 employees (25%) show that recruitment is done
through Employee Referrals and 5 out of 40 employees(12.5%) show that recruitment is done
through Internal Movement whereas 5 employees show that recruitment is done through other
sources.

Q9) How do you think about Recruitment and selection procedure in your company?

Sn. Options No. %

1. Satisfactory 25 62.5

2. Unsatisfactory 10 25

3. Can’t Say 5 12.5

Can’t Say 12.5

Unsatisfactory 25
%

Satisfactory 62.5

0 10 20 30 40 50 60 70

86
INTERPRETATION

Every organization has the option of choosing the candidates for its recruitment processes. In
this research most employees responded positively to this question. They feel that the
company follows a good recruitment and selection procedure.

Analysis clearly represents that25 out of 40 employees (62.5%) shows that maximum
employees are satisfied with this procedure whereas 10 out of 40 employees (25%) are not
satisfied with the current recruitment and selection procedure and 12.5% were unable to
answer.

Q10) Is any training session apart from the domain training provided?

Sn. Options No. %

1. Yes 25 62.5

2. No 10 25

3. Can’t Say 5 12.5

70 62.5
60
50
40
30 25 %
20 12.5
10
0
Yes No Can’t Say

87
INTERPRETATION

Every organization tries to enable their employees for their offered job position along with a
good compensation plan for which the organization provides Training. In this research most
employees agreed positively that they are provided training sessions apart from the domain
training. They feel that the company has good Training programs for their employees.

Analysis clearly represents that 25 out of 40 employees (62.5%) show that maximum
employees are satisfied with the training program offered to them. 10 out of 40 employees
(25%) did not agree on the training programs offered to them whereas 12.5% were unable to
answer.

88
 LIMITATION

Though, best efforts have been made to make the study fair, transparent and error

free. But there might be some inevitable and inherent limitations. Though outright measure are

undertaken to make the report most accurate.

 The limitation of the survey are narrated below:

 The project is valid for Lucknow city only.

 It was not possible to cover each and every respondent due to time constrains.

 There may be some biased response form the respondents

 Some respondents did not provide the full data.

 Unwillingness on the part of the customers to disclose the information as per the

questionnaire.

 The decisiveness on the part of the customers regarding some question hence difficulty faced

in recording and analyzing the data.

 An employee has fear to reveal the negative aspect. .

 The information collected is based on the perception of the respondent.

 The data needs to be updated at times when it comes to have further usage of this research

study report.

89
CHAPTER 5

90
 FINDINGS

 Present employees of SSAK SOLUTION SERVICES PVT. LTD are satisfied with
recruitment strategy of company.
 Internal Promotions, Walk-in interview and Job Portals are mostly used recruitment
source.
 Written test is not given weight age during selection process.
 To some extent company has preset-criteria for sorting the candidate’s applications.
 Concerned departmental head is given special attention while selecting a candidate of the
department.
 Employees are in the favour of reference check after selection of candidate.
 Job Analysis prior to recruitment is not done so properly.
 Succession Planning has mostly done in company.
 Orientation/Induction is given to new joiners; still employees are in favour of its
improvement.
 Present selection process in SSAK SOLUTION SERVICES PVT. LTD and its
procedure, tests and interview type is good.

91
 Suggestions

1.Define the Position and Who You Need to Fill it

Review the needs of the position before reaching out to candidates. Check performance

tracking metrics of former employees who held the position to gauge the previous approach

to it, as well as the results other employees delivered. Define the previous parameters laid out

for employees, and determine if you might find a better way to present your expectations to

prospective candidates. With greater preparation, you can avoid misunderstandings from the

outset. Perhaps you or the candidate can quickly see an improper fit and halt the process in its

tracks. Conversely, this step may help you know whether this candidate is someone who can

help continue to build a workplace culture that attracts full-time and contingent workers.

2. Ask Straightforward and Relevant Questions

Hiring managers sometimes ask hypothetical or otherwise off-the-wall questions that only

serve to distract and disorient candidates. Further, these questions do nothing to enhance your

knowledge of the person, no matter how earnestly they try to answer the question. Instead,

focus on getting to know the candidate’s experience, knowledge, work ethic, and behaviors

through realistic and fact-eliciting questions.

3. Test Your Candidates

Job candidates sometimes feel confident about certain required skills, but they do not have

the necessary proficiency. Employees also sometimes embellish to get their foot in the door,

hoping to learn the skill or information before they start the job. Whether it is an honest

overestimation or an outright untruth, inadequate key skills and knowledge can be

problematic for the team for whom you are hiring the new candidate. Design a basic test to

make sure the candidate has the rudimentary skills to allow them to jump right in and do their

work without the need for specialized classes or training.

92
4. Develop a Selection Committee

As you proceed through the hiring process, it becomes increasingly helpful to invite multiple

perspectives on candidates from your trusted colleagues. Choose two or more people,

including the department manager and other knowledgeable staff with whom your candidate

will interact, to sit in on an advanced interview. Since your candidate will need to engage

staff throughout the employee lifecycle, it is important to see how they manage, as well as

how your own team responds to each candidate.

5. Build a Workplace Culture That Attracts Full-time and Contingent Workers

Features such as competitive market salaries for each available position, remarkable benefits

packages, and healthy working environments are just a few ways to build an inviting work

culture. When you accurately present your work existing culture to your prospective

candidates, it makes it easier for both of you to determine whether there is promise for a

lasting career within your organization.

Continually Search for Innovative Ways to Optimise Your Hiring Process

It is always a worthwhile effort to continue searching for new ways to improve your hiring

process. Each candidate provides new information which you and your HR team can use for

future reference. Modern HR managers are increasingly relying on the benefits of HR

recruitment software. A high-quality HR recruitment software platform offers you benefits

that may include an applicant tracking system, a performance tracking system, integration

with social networks, analytics capabilities, and a wider reach

93
 CONCLUSION

Every company looks for an employee, who can work effectively. They are in search of a
person who has the maximum skills required for the job. After selecting the right person, the
company’s main aim is to place that person at the right job. The main strength of any
company is its employees. Effective workers are the best route to success. For this reason,
company's strives to attract and hire the best, and to provide the best place to work.
Some of the biggest and most constant challenges that plague organization is people related
because they don’t place more emphasis on getting the recruitment process right. If they get
the right person in the right job at the right time, bottom-line and many other business
benefits are immediate, tangible and significant. If they get the wrong person in the wrong
job, then productivity, culture and retention rates can all take a hit in a big way.

SSAK SOLUTION SERVICES PVT. LTD has competent and committed workforce, still
there are scope for more improvements. To ensure that company recruits the right people, it
has to identify essential skills and behaviours that applicants should demonstrate. For each
position there should be a job description outlining typical duties and responsibilities and a
person specification defining personal skills and competences. The emphasis should be on
matching the needs of the company to the needs of the applicants. This would minimize
employee turnover and enhance satisfaction.

It is important for the company to have a clear and concise recruitment policy in place, which
can be executed effectively to recruit the best talent pool for the selection of the right
candidate at the right place quickly. Creating a suitable recruitment policy is the first step in
the efficient hiring process. A clear and concise recruitment policy helps ensure a sound
recruitment process.

Management should structure and systematically organize the entire recruitment processes. It
should Offer tolls and supports to enhance productivity, solutions and optimizing the
recruitment processes to ensure improved ROI. The Recruitment Management System (RMS)
should be such that it helps to save the time and costs of the HR recruiters in company and
improving the recruitment processes.

94
 BIBLOGRAPHY

 V.S.P.Rao, “Human Resource Management”, Excel Books publication, Second

Edition.
 Robbins, “Organizational Behavior”, Pearson Publications, Thirteenth Edition
 www.SSAK SOLUTION SERVICES PVT. LTD.com
 www.google.com
 Research Methodology -C.R.Kothari.
 Personnel and Human Resource Management – P. Subba Rao, Himalaya Publication

95
 QUESTIONNAIRE

Kindly mark the most appropriate option, which gives the extent to which you agree or
disagree with the statement.

Q1) Is there a well-defined recruitment policy in your organization?

1. Strongly agree

2. Moderately agree

3. Strongly disagree

4. Moderately disagree

5. Can’t say

Q2) Which internal source of recruitment is followed by the company and given more
priority?

1. Internal Promotion

2. Employee Referrals

3. Transfer

4. Job Posting

96
Q3) Which external source of recruitment is followed by the company and given more
priority?

1. Campus interview

2. Advertisement

3. Online job portals

4. Walk-ins interview

5. Agencies/Consultancies

6. Employment Exchange

Q4) Which source of recruitment is relied upon when immediate requirement arises?

1. Internal

2. External

Q5) What type of interview is taken while selection?

1. Patterned

2. Stress

3. Depth

4. Others

97
Q6) The recruitment and selection process of company meets the current and legal
requirement?

S.No. Options

1. Strongly Agree

2. Agree

3. Disagree

4. No Opinion

Q7) Are you happy with the salary what you offered by the company?

S.No Options

1. Yes

2. No

3. Can’t Say

Q8) What were the sources of recruiting the candidates for your current client?

S.No Options

1. Direct Walk In

2. Existing Database

3. Reference

4. Internal Movement

5. Others

98
Q9) How do you think about Recruitment and selection procedure in your company?

S.No. Options

1. Agree

2. Moderately

3. Disagree

4. No opinion

Q10) Is any training session apart from the domain training provided?

S.No Options

1. Satisfactory

2. Unsatisfactory

3. Can’t Say

99
Q11: Please indicate the emphasis of your organization on each of the following sources of

recruitment on a scale of 1

Print Advertisements

Internet/career sites

Placement Agencies/Consultants

Educational institutes

Employee Referrals

Current employees

Q12. Please indicate the type of employee contract preferred by your organization on a
scale of 1

Permanent

Contractual

Temporary

Part-time

100