CHAPTER - 1

1. INTRODUCTION

1.1 BACKGROUND OF THE STUDY

Recruitment and selection are two of the most important functions of personnel
management. Recruitment precedes selection and helps in selecting a right candidate. Recruitment
is a process to discover the sources of manpower to meet the requirement of the staffing schedule
and to employ effective measures for attracting that manpower in adequate numbers to facilitate
effective selection of efficient personnel. Staffing is one basic function of management. All
managers have responsibility of staffing function by selecting the chief executive and even the
foremen and supervisors have a staffing responsibility when they select the rank and file workers.
However, the personnel manager and his personnel department are mainly concerned with the
staffing function. Every organization needs to look after recruitment and selection in the initial
period and thereafter as and when additional manpower is required due to expansion and
development of business activities. “Right person for the right job” is the basic principle in
recruitment and selection. Ever organization should give attention to the selection of its manpower,
especially its managers. The operative manpower is equally important and essential for the orderly
working of an enterprise. Every business organization/unit needs manpower for carrying different
business activities smoothly and efficiently and for this recruitment and selection of suitable
candidates is essential. Human resource management in an organization will not be possible if
unsuitable persons are selected and employment in a business unit.

1.1.1 RECRUITMENT

Meaning
Recruitment is a positive process of searching for prospective employees and stimulating
them to apply for the jobs in the organization. When more persons apply for jobs then there will
be a scope for recruiting better persons.

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Definition
According to Edwin B. Flippo, "Recruitment is the process of searching for the potential
candidates for employment and stimulating them to apply for job vacancies in the organization".
Recruitment involves the activity that links the job seekers with employment providers

1.1.2 RECRUITMENT PROCESS

The five steps involved in recruitment process are as follows: (I) Recruitment Planning (ii)
Strategy Development (iii) Searching (IV) Screening (v) Evaluation and Control.

i. Recruitment Planning
The first step involved in the recruitment process is planning. Here, planning involves
to draft a comprehensive job specification for the vacant position, outlining its major and
minor responsibilities; the skills, experience and qualifications needed; grade and level of
pay; starting date; whether temporary or permanent; and mention of special conditions, if
any, attached to the job to be filled ”.

ii. Strategy Development

Once it is known how many with what qualifications of candidates are required, the
next step involved in this regard is to devise a suitable strategy for recruiting the candidates
in the organization.
The strategic considerations to be considered may include issues like whether to
prepare the required candidates themselves or hire it from outside, what type of recruitment
method to be used, what geographical area be considered for searching the candidates,
which source of recruitment to be practiced, and what sequence of activities to be followed
in recruiting candidates in the organization.

iii. Searching
This step involves attracting job seekers to the organization. There are broadly two
sources used to attract candidates.

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 iv. Screening
Though some view screening as the starting point of selection, we have considered it as
an integral part of recruitment. The reason being the selection process starts only after the
applications have been screened and shortlisted. Let it be exemplified with an example.In the
Universities, applications are invited for filling the post of Professors. Applications received
in response to invitation, i.e., advertisement are screened and shortlisted on the basis of
eligibility and suitability. Then, only the screened applicants are invited for seminar
presentation and personal interview. The selection process starts from here, i.e., seminar
presentation or interview.
Job specification is invaluable in screening. Applications are screened against the
qualification, knowledge, skills, abilities, interest and experience mentioned in the job
specification. Those who do not qualify are straightway eliminated from the selection process.
The techniques used for screening candidates vary depending on the source of supply
and method used for recruiting. Preliminary applications, de-selection tests and screening
interviews are common techniques used for screening the candidates.

v. Evaluation and Control

Given the considerable cost involved in the recruitment process, its evaluation and
control is, therefore, imperative.

The costs generally incurred in a recruitment process include

a) Salary of recruiters
b) Cost of time spent for preparing job analysis, advertisement
c) Administrative expenses
d) Cost of outsourcing or overtime while vacancies remain unfilled
Cost incurred in recruiting unsuitable candidates

In view of above, it is necessary for a prudent employer to try to answer certain questions
like. whether the recruitment methods are appropriate and valid? And whether the recruitment
process followed in the organization is effective at all or not? In case the answers to these questions
are in negative, the appropriate control measures need to be evolved and exercised to tide over the

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situation. However, such an exercise seems to be only rarely carried out in practice by the
organizations employers. Having discussed recruitment process, it will be now relevant to have an
idea about recruitment practices in India. The following section delineates the same.

1.1.3 SOURCES OF RECRUITMENT

Basically, there are two sources of recruitment. One is internal source and another is
external source. Every organization has the choice of choosing candidates from these two kinds of
sources, for its recruitment process.

1.1.3.1 INTERNAL SOURCES OF RECRUITMENT

Internal sources are the most obvious and most likely sources of recruitment. Before an
organization actively begins recruiting applicants, it ought to consider internal sources to choose
the type of employees it needs. Different types of internal sources are as follows.

i. Present employees
Promotion and transfer from among the existing employees can be good sources
of recruitment. Since, the existing employees are well conversant with the organization
culture, and practices, their motivation level may increase and they can be more
productive. Again, internal source is cheaper as it requires less job training. However,
the major disadvantage lies in limiting the choice by choosing out of the few people
and denying the vast external sources. Furthermore, it may results in inbreeding that
creates frustration among other employees, those are not promoted.

ii. Former employees

Former employees like retired or retrenched employees and employees who
have left the organization for some reason or other may be interested to return back to
the company and render service on full time or part time basis. The organization may
hire those people. The major advantage of this source is that organizations hire those

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 people whose performance is already known. Sometimes the employers recruit the
relatives and dependents of deceased too.

iii. Employee referrals

References given by the present employees can be used as a very good source
of recruitment. Present employees are well aware of the job requirements,
organizational culture of their company in one hand .On the other hand they are also
aware of qualifications, emotions, attitudes and experience of their friends and
relatives. For which they can make preliminary judgments regarding the match between
the job demand with their friends and relatives in providing referral services.

iv. Previous applicants

Applications from the potential candidates are always there with the
organization. Sometimes the organization contacts these applicants though mail or
messengers and fill up the vacancies. Particularly this source of recruitment is very
useful for unskilled or semiskilled jobs.

1.1.3.2 EXTERNAL SOURCES OF RECRUITMENT

These sources lie outside the organization and usually include

i. Employment exchanges
National employment services were established after India got independence.
The basic objective is to bring employers and job seekers in a common platform. The
compulsory notification of vacancies Act of 1959 (employment exchange act) was
instituted and is operative since 1960, in response to it. These employment exchanges
have branches operating in most cities. They primarily indulge in registration of job
seekers and their placement in the notified vacancies. Employment exchange serves as
the useful source for blue-collar, white- collar and technical workers.

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ii. Employment agencies
There are number of private agencies, in addition to the government agencies.
They invite applications and register them, maintain a databank for providing
employment. They shortlist the data bank and furnish a list of suitable candidates as
and when needed by the prospective employers. The representatives of the employer
organization take the final decision on selection. In this method, the employer
organizations save time in getting a large pool of potential candidates. Many times
organizational identity remains undisclosed to the job seekers, for which attempts to
influence ca can also be avoided.

iii. Advertisement
News paper job advertisement is the oldest method but still pretty efficient for
recruitment. It is cost effective and is still considered as one of the best technique for
many jobs, although many HRM professionals do not believe in newspaper
advertisement. Web job advertisement is the modern recruitment method and fully
managed by the organization.

iv. Professional Associations

Very often, recruitment for certain category of professionals and technical
positions is made through professionals association such as Institute of Engineers, All
India Management Association, etc. These types of associations are known as ‘Head-
hunters. They provide placement services. They prepare list of jobseekers and publish
it in sponsor journals or magazines containing advertisements for their members.
Usually, highly skilled professionals are recruited through these types of associations.
This practice is not a very common in India and very few associations are there which
provide such kind of services.

v. Campus Recruitment
Campus Recruitment is otherwise known as Campus Placement. It has become
very popular to-day and commonly used method for picking the required personnel for
an organization. Companies pay visit to some of the premier technical and Professional

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 Institutes with the objective to hire young, intelligent and smart talents at source. In
campus recruitment, the job seekers do not approach employers. The employers
approach prospective candidates with job offer. The major advantage of this approach
is that, the employers get a wide variety of talent pool at one place. They can arrange
interviews at short notice. The employers may also take the opportunity of selling their
respective organizations to a large student’s body who would be graduating
subsequently. The basic disadvantage is that, only entry positions can be filled up by
campus recruitment.

vi. Data Banks

It involves collecting the resume of the candidates from sources like
Employment Exchanges, Educational Training Institutes and maintaining a databanks.
In the era of information communication technology, this job becomes easier with the
help of computer. This serves as a suitable source of recruitment and fulfils the
company’s requirement at the time of need.

vii. Casual Applicants

Candidates seeking employment apply casually for jobs. They may send a mail
or handover the applications personally, in the Personnel Department. Casual
applicants choose those organizations which have good image, who responds quickly,
participate in the local activities and try to solve local unemployment problem. For
temporary and lower level jobs, this serve as a suitable source.

viii. Trade Unions

Very often, trade union solves the problems of unemployed local people by providing
them employment. Underemployed persons and employees seeking change in
employment can also take the help of Trade Union. They put a request to the leaders of
trade union with the hope of getting suitable employment because, usually, the union
maintains good rapport with the management. Thereby trade union serves as a source
of recruitment.

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 ix. Deputation
Deputation is considered as a source of recruitment. It involves sending employees of
an organization to another for the short duration, usually of two to three years. This
practice is basically practiced in the Government Departments and public sector
organizations.

x. Word-of-mouth
"Word-of-mouth" or personal recommendation is also a source of recruitment,
followed by some organizations in India. In this method, the word of the existing
vacancies or opening up new organization is passed around. "Employee-poaching’’ is
a form of word of mouth type of recruitment. It involves offering employment to the
employees working for an organization by the rival organization. This method is
economical in terms of both time and money.

xi. Raiding or Poaching

Raiding is a source of recruitment whereby the rival firms try to attract required
employees by offering better terms and conditions. This is a common feature in Indian
software industries and has become a great challenge for the human resource managers.

xii. Walk In
The busy organizations and rapid changing companies do not want to spend
much time on recruitment. In order to smooth out their interview process, they entertain
walk-in interview by which the potential candidates attend interview directly without
putting a prior application. This type of interview does not require specified place, date
and time

1.1.4 SELECTION
Meaning
Selection is defined as the process of differentiating between applicants in order to
identify (and Hire) those with a greater likelihood of success in a job.

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 Selection is basically picking an applicant from (a pool of applicants) who has the
appropriate. Qualification and competency to do the job.

Definition
According to Dale Yoder “selection is the process in which candidates for
employment are divided into two classes, those who are to be offered employment and
those who are not to be

1.1.5 STEPS INVOLVED IN SELECTION PROCEDURE

A scientific and logical selection procedure leads to scientific selection of candidates. The
criterion finalized for selecting a candidate for a particular job varies from company to company
Therefore, the selection procedure followed by different organizations, many times,
becomes lengthy as it is a question of getting the most suitable candidates for which various tests
are to be done and interviews to be taken. The procedure for selection should be systematic so that
it does not leave any scope for confusions and doubts about the choice of the selected candidate.

i. Inviting applications
The prospective candidates from within the organization or outside the
organization are called for applying for the post. Detailed job description and job
specification are provided in the advertisement for the job. It attracts a large number of
candidates from various areas.

ii. Receiving applications

Detailed applications are collected from the candidates who provide the
necessary information about personal and professional details of a person. These
applications facilitate analysis and comparison of the candidates.

iii. Scrutiny of applications

As the limit of the period within which the company is supposed to receive
applications ends, the applications are sorted out. Incomplete applications get rejected;
applicants with un-matching job specifications are also rejected.

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 iv. Written tests
As the final list of candidates becomes ready after the scrutiny of applications,
the written test is conducted. This test is conducted for understanding the technical
knowledge, attitude and interest of the candidates. This process is useful when the
number of applicants is large. Many times, a second chance is given to candidates to
prove themselves by conducting another written test.

v. Psychological tests
These tests are conducted individually and they help for finding out the indi-
vidual quality and skill of a person. The types of psychological tests are aptitude test,
intelligence test, synthetic test and personality test

vi. Personal interview

Candidates proving themselves successful through tests are interviewed per-
sonally. The interviewers may be individual or a panel. It generally involves officers
from the top management.
The candidates are asked several questions about their experience on another
job, their family background, their interests, etc. They are supposed to describe their
expectations from the said job. Their strengths and weaknesses are identified and noted
by the interviewers which help them to take the final decision of selection.

vii. Reference check

Generally, at least two references are asked for by the company from the can-
didate. Reference check is a type of crosscheck for the information provided by the
candidate through their application form and during the interviews.

viii. Medical examination

Physical strength and fitness of a candidate is must before they takes up the job.
In-spite of good performance in tests and interviews, candidates can be rejected on the
basis of their ill health

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 ix. Final selection
At this step, the candidate is given the appointment letter to join the
organization on a particular date. The appointment letter specifies the post, title, salary
and terms of employment. Generally, initial appointment is on probation and after
specific time period it becomes permanent.

x. Placement
This is a final step. A suitable job is allocated to the appointed candidate so that
they can get the whole idea about the nature of the job. They can get adjusted to the job
and perform well in future with all capacities and strengths.

1.1.6 TYPES OF EMPLOYEE SELECTION TESTS

Selection test is a systematic process that includes different aspects of tests. Different types
of tests may be administered depending on the company jobs are described below

i. Intelligence Test
Intelligence test is used to judge the mental ability of the candidates. It measures the
general ability of understanding the things, learning and decision making.

ii. Aptitude Test

It measures the probability of performing the job in terms of how often and how well.
Moreover, this helps to measure the potential learning capacity of a candidate. It is the most
promising indicator of predicting worker's ability for potential development. Organizations
develop some specific aptitude tests in order to measure special abilities to perform a job.

iii. Personality Test

It is the measurement of personal characteristics of the candidates. It is also known as
personality inventory which measures the personality traits such as interpersonal competence,
self-confidence, ability to lead, emotional stability motivation, consciousness and so on.
Personality test is used to measure a prospective employee's motivational level and qualities of
the personality as a whole.

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 iv. Interest Test
It is used to discover a candidate's activity preferences. The personal interests such as like and
dislikes are identified by interest test. It identifies the patterns of interest that an individual holds.

v. Situational Test
It is all about evaluating whether the particular person is situation specific. It means,
under situational test, it is drilled whether the candidate performs the job in future, in a situation
if he/she is selected. It evaluates whether a particular candidate can perform the job in a given
situation.

vi. Honesty Test

Honesty is concerned with the degree of accuracy of information provided by the
candidate. Honesty test measures to what extent the information provided by the prospective
candidates is accurate.

1.1.7 TYPES OF INTERVIEWS

i. Structured Interview
In this type, the interview is designed and detailed in advance. A structured
interview is pre-planned, accurate, and consistent in hiring the candidates.

ii. Unstructured Interview

This type of interview is an unplanned one, where the interview questionnaire
is not prepared. Here, the effectiveness of the interview is very less and there is a
tremendous waste of time and effort of both the interviewer and the interviewee.

iii. Group Interview

In this type of interview, all the candidates or a group of candidates are
interviewed together. Group interviews are conducted to save time when there are a
large number of applications for a few job vacancies. A topic will be given to discuss

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 among the candidates and the interviewer judges the innovativeness and behavior of
each candidate in the group.

iv. Depth Interview

Depth interview is a semi-structured interview, where the candidates have to
give detailed information about their education background, work experience, special
interests, etc. And the interviewer takes a depth interview and tries in finding the
expertise of the candidate.

v. Stress Interview
Stress interviews are conducted to discover how a candidate behaves in
stressful conditions. In this type of interview, the interviewer will come to know
whether the candidate can handle the demands of a complex job. The candidate who
maintains his composure during a stress interview is normally the right person to
handle a stressful job.

vi. Individual Interview

In an individual interview, the interview takes place one-on-one i.e., there will
be a verbal and a visual interaction between two people, an interviewer and a candidate.
This is a two-way communication interview, which helps in finding the right candidate
for a vacant job position.

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 1.2 INDUSTRY PROFILE

1.2.1 EVOLUTION HR CONSULTANCY

The human resource consulting industry has emerged from management consulting and
addresses human resource management tasks and decisions. HR Consultants can fill two typical
roles one is expert Resource Consultant and another is Process/People consultant. Companies in
this industry provide advice and assistance to businesses regarding human resources and personnel
policies, employee compensation and benefit planning, and wage and salary administration. Major
companies include Aon Hewitt and Mercer (both based in the US), Willis Towers Watson (based
in Ireland), and divisions of global consulting firms such as Deloitte and Accenture.

1.2.2 HR CONSULTING

Human resource (HR) consulting, also referred to as HRM consulting, encompasses

advisory and implementation activities related to the management of an organization’s human
capital and the HR function. The scope of services range from overarching work on human capital
strategy, the design and deployment of a compensation & benefits framework down to the
transformation of the HR function.

1.2.3 HR CONSULTING SERVICES

The market for Human Resource consulting services consists of five main disciplines
Organizational Change, Talent Management, HR Function, Benefits & Rewards and Learning &
Development. An overview of the key expertise areas per discipline

1.2.4 HUMAN RESOURCE CONSULTING MARKET

The market for human resource consulting services is estimated to be worth $28.7 billion,
representing approximately 12% of the total global consulting market. In 2011 and 2012 the HR
consulting market grew with more than 5% per year, as a result of the aftermath of the economic

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crisis growth rates have since slowed to between 3% and 4%. For 2015 the outlook remains
positive.
Human resource consultants are generally hired by three types of clients.
1. Firstly, HR advisors support HR Directors and Managers of client organisations with
improving the performance of the HR function - examples include implementing a HR
Business Partner Delivery Model, redesigning HR processes or implementing a HRIS
system.
2. Secondly, HR consultants are hired by clients – business, HR or works councils – to
support broader human capital issues, this can range from providing HR support on M&A
programmes to managing a cultural transformation or developing a new talent management
strategy for critical business functions.
3. Lastly, HR consultants are typically staffed on large transformations to ensure that the
necessary people and human capital expertise is on board, complementing the traditional
'hard' functional skills that already are part of the project. In this case, the client is often an
internal consulting department that leads the engagement delivery. For example: a Finance
Transformation programme at a client will be led by the Finance service line, which
subsequently will call upon human capital consultants to covers areas such as Leadership
Alignment, Change Management, Learning and Communication.

1.2.5 HR CONSULTING FIRMS

Analysts typically distinguish between three types of HR firms: the large global players
that specialize in Human Resources (e.g. Aon Hewitt, Hay Group, Mercer, Towers Watson),
consulting firms that have a separate HR consulting unit and niche players - local players that focus
on a specific discipline/market.

1.2.6 CONSULTANTS

The section 'Consultants' provides an overview of information for consultant profiles of

consultants, interviews with consultants and an overview of the most important appointments in

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the consulting industry. The chapter further provides consultants with information on salaries /
compensation & benefits, as well as a range of information on career and health topics.

 Profiles of consultants
 Interview with consultants
 Salaries of consultants
 Industry Total
 Payroll Accounting Services
 Strategic Management Consulting And Implementation Services
 Financial Management Consulting And Implementation Services
 Human Resources Management Consulting And Implementation Services
 Compensation And Benefits Consulting Services
 Other Human Resources Management Consulting Services
 Actuarial Consulting Services, Excluding Employee Pensions And Other Benefits
 All Other Receipts
 All Other Operating Receipts
The human resource consulting industry has emerged from management consulting and
addresses human resource management tasks and decisions. Steele F. (1975), Kubr,M. (1993,
1996); Niedereicholz (1996), Curnow-Reuvid (2003) and Kipping, K. and Clarck (2014) they
defined HR Consultants can fill two typical roles These two roles are defined by.
(1) Expert Resource Consultant
(2) Process/People Consultant
The Expert Resource Consultant suggests solutions based on expertise and experience and
assists in the implementation. The role is very typical in information benchmarking and design
consulting (see examples of actual design practices in the subsequent section below).
The Process/People consultant assists in searching for solutions with methods that facilitate
and raise creativity of the client company so that they will be able to implement solutions
themselves. The role is traditionally demonstrated by organizational development and change
consulting.

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1.2.7 CORE FIELDS IN PRACTICE
The following are core fields around which most human resource consultancies are based

 Employee engagement measure employee engagement levels through surveys and

interviews, define and improve performance in employee engagement and retention. While
this area of HR consulting is necessarily broad, encapsulating total rewards strategy,
employee performance management, leadership transformation, and organization structure
design, most companies do have very specialized independent practices.
 Compensation design and manage compensation programs related to basic salary,
bonuses, and stock plans. Evaluation of positions and building of salary structures, bonus
plans and stock plans for clients are common. Specializations are often based on employee
types (e.g. Executive compensation consultants and sales compensation consultants.
 Employee benefits optimize benefit plan design and administration (inclusive of health-
related benefits) by assessing competitiveness and effectiveness of benefit plans (analytics
and design), and cost-effectiveness and quality of vendors (brokerage).

1.2.8 CONSULTANCY FIRM VS CORPORATE

A consulting firm is a company with experts (consultants) providing professional advice

to an organization or an individual for a fee. Consultancies have become a talent source in recent
times for companies looking to hire people for leadership positions. And a corporate is a legal
entity that is separate and distinct from its owners. Organizations seeking to transform themselves
are hiring talent with a consulting background to boost performance. When it comes to choosing
a job in a consultancy, people usually prefer to work at a ‘corporate consultancy’ over an ‘HR
consultancy’. This is because they feel corporates are better employers than a consultancy. Today,
let’s resolve the doubt on the difference between consultancy and corporate. Working at any niche
consultancy could also give the same job satisfaction which people usually expect out of a
corporate job. In reality, there is actually a very thin line in between working at a corporate and a
consultancy. As a matter of fact, a consultancy can operate like a corporate as well.

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 1.3 COMPANY PROFILE

Creative hands human resource consultancy is a startup firm, formed by young and
dynamic entrepreneur having experience and knowledge in US financial market recruiting. The
prime motto of this organization is

“Connecting Top Talents to Entrepreneurial Opportunities”

They one among the few firms equipped to provide a comprehensive end-to-end HR
service platform to our clients. Given the high cost, legal complexity and administrative burden
associated with temporary staffing and other HR functions in India, corporations are increasingly
seeking to outsource these functions. Flawless client servicing is our mission. Their project
management methodology is uniquely different for product development projects and that helps a
great deal in accomplishing targeted milestones. There is no denying that every product and service
in this world has the potential to be E-Commerce enabled. Creative hands, have built skill sets
covering the entire spectrum of the E-Commerce ecosystem from transactional front ends to final
check out .and all the functions in between such as database management ,user experience design,
super lean programming skills, payment gateway linkages, security trends and finally, logistical
and delivery challenges.

1.3.1 INDUSTRIES

They serve –

 Automobile
 Banking, Financial services and Insurance (BFSI)
 Business processing outsourcing (BPO)
 Knowledge processing outsourcing (KPO)
 IT and ITES

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1.3.2 CLIENTS
 AGS healthcare
 Cognizant Technology solution (CTS)
 Sitel
 HCL
 Cheyyar SEZ Developer (PVT) LTD - LOTUS
Other than campus recruits, a drive will be arranged based on the necessity some fresher’s and
some experienced but all of them who seek job in Creative hands will have to undergo 4 types of
interview they are;
1. Aptitude
2. HR Interview
3. Technical Round
4. Managerial Round
The candidates have to pass in each round to qualify to the next round.

1.3.3 SOURCING
This team is responsible for getting relevant profiles for the recruiters sourcing has varies
channels by with they get candidates they are;

Fig 1: Sources of Recruitment

1.3.4 E – SOURCING/WEB SOURCING

E-Sourcing /Web Sourcing is nothing but getting profile through online job portals like

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Naukri, Monster, Linkdln, etc. Online recruitment is the process of using the Internet to actively
seek out and recruit talented candidates for an organization. The Internet has quickly become one
of the primary recruitment tools for both internal recruitment and talent acquisition committees
and third-party talent search companies. With readily available public and niche electronic job
boards, social media, specialized business networking sites, and other forums, the size of the
potential candidate pool has increased exponentially for organizations everywhere.

1.3.5 DIRECT WALK – IN

Candidates can directly walk in for an interview but only if they have registered in the
careers portal, at time of their interview it is mandatory. SWOT analysis of Creative hands HR
consultancy.

1.3.6 STRENGTH
 High quality & price performance
 Large pool of knowledge workers
 Flexibility and adaptability
 Reliability
1.3.7 WEAKNESS
 Lack of domestic computerization
 Project management skills
 Localization

1.3.8 OPPORTUNITIES
 Global market
 Domestic demand
 E – commerce /E – Business

1.3.9 THREATS
 Economical threat
 Technological threats
 Government interference

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1.4 NEED FOR THE STUDY

The study is needed because,

 It provides insight into major source of recruitment and most used selection technique.
 It helps the company to find out the number of candidates turning up for next round of
selection process
 It explores the training necessary for the recruiters to keep them abreast with the current
mark trends.
 It helps to find out which factor of the client influences the candidate to apply for the job
opening which will enable the client company to improve and concentrate on the same.
 It discovers whether the recruiter gets enough candidates to fill the vacancies from the
current recruitment source and selection techniques so that they can make changes in the
sources or techniques if necessary

1.5 SCOPE OF THE STUDY

The present research is confined to study the recruitment process followed at creative hands
consultancy, Chennai. The scope of this study is by observing the recruitment and selection
techniques adopted by the company the most used sources of recruitment can be identified. That
will the company to bring about positive improvements into the source. It also helps the company
to place better trained recruiters who are experienced enough to use the most preferred recruitment
source competently. This study also helps to select more competent candidates as required by
clients by finding out the number of candidates not turning up for joining the company as well the
qualification possessed by them. The turnover of the recruiter can be reduced by identifying the
training needs of them. Apart from the above said scope this study also helps to identify the most
cost effective source of recruitment.

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1.6 SUMMARY OF THE CHAPTER

This chapter dealt with an explanation of recruitment and selection and the various sources
used for recruiting. In the chapter selection techniques is explained in detail and its importance is
depicted. As this study has focused on the Recruitment and selection process at Creative Hands
HR Consultancy, (i.e.) the study has been conducted by taking the response from employees
working at Creative Hands HR Consultancy an introduction about the company and it vision,
mission, values are explained for the understanding. The industry in which creative hands falls is
shown clearly in a separate part. Apart from these why this study is needed is explained and the
scope of this study in other areas is put forward in this chapter. The chapter 2 deals with review of
literature related to recruitment and selection process.

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