Summer Internship Report

ON

‘RECRUITMENT
RECRUITMENT AND SELECTION
PROCESS AT VIO LERNX PVT
PVT.
LTD.’

Dr A.P.J. Abdul Kalam Technical University, Lucknow

.

Submitted in Partial Fulfillment of the Award of the

Degree of MASTER OF BUSINESS ADMINISTRATION 2022-2024

Under the Guidance of

of: Submitted By:
Ms. Divya Rana Ms. Priya Yadav
Assistant Professor MBA-IIII SEM
MBA, Department

VIDYA SCHOOL OF BUSINESS

VIDYA KNOWLEDGE PARK, BAGHPAT ROAD MEERUT
MEERUT-250002
 Date: ………………….

To Whom It May Concern

This is to certify that Ms. Priya Yadav is a bonafide student of MBA 1Ind
year of this institute for the session 2022-2024 and she prepared Summer
Internship Report on “RECRUITMENT AND SELECTION PROCESS AT
VIO LERNX PVT. LTD.”, for partial fulfillment of MASTER OF
BUSINESS ADMINISTRATION (MBA) affiliated to Dr. A.P.J Abdul
Kalam Technical University, Lucknow.

She has completed the report on “Recruitment & Selection process” at Vio
Lernx under the guidance of Ms. Divya Rana (Assistant Professor)
 DECL AR ATI O N

I, undersigned, hereby certify that the Summer Internship report on

“RECRUITMENT AND SELECTION PROCESS AT VIO LERNX PVT.

LTD.” submitted to the Vidya School of Business, AKTU. It is my own work,

based on my hard work in the internship and I have acknowledge all material and

sources used in its preparation of this report.

Date:

Place:

PRIYA YADAV
 ACKNOWLEDGEMENT
‘Give thanks to the God of heaven, for his steadfast love endures ‘

The satisfaction that accompanies the successful completion of my project would be incomplete
without mentioning the people who made it possible, whose constant guidance and
encouragement crowned my efforts with success.

I express my gratitude to our Director of Vidya School of Business, Mrs. Vasudha Sharma
for granting me to undertake an excellent project which helps me to acquire fabulous
knowledge, self-confidence & real time fruitful industrial/corporate exposure.

I sincerely thank my project guide Prof. Ms. Divya Rana and express my sincere thankfulness
for excellent guidance for the completion of my project.

I would like to express my deep sense of gratitude to the management team and research team .

My thanks and appreciations also go to my colleagues in developing the project and people who
have willingly helped me out with their abilities.

PRIYA YADAV
 EX E CUT I VE SUMMARY

During my internship I gained practical knowledge on how the human resource division of an
organization operates and coordinates its activities to ensure smooth functioning of the organization at
all levels by ensuring right numbers of people are available at the right time to do the right job. Not only
that I have also gained insight into the working culture of the organization and observed how Vio Lernx
Pvt. Ltd. handles its employees with value and empowerment to ensure they are motivated to give their
best to the organization.

The report starts with an organization profile of Lernx giving its background, mission, vision, its
products and services, the hierarchy and organ gram of the organization.

The next section is the comprise the project, Human Resource Management in Vio Lernx Pvt. Ltd.. The
project encompasses introduction to the topic, recruitment, selection, training and development.

Each chapter contains detailed discussion of the HR functions followed by Organization Practice at Vio
Lernx Pvt. Ltd. which basically conveys how things are done in the HR Department.

The next part of the project carries out SWOT Analysis that touches upon strengths, weakness,
opportunities and threats to the organization followed by findings and recommendation on critical
factors regarding Human Resource Management of Lernx. Finally there is the conclusion followed by
references
 Table of Contents

1. COMPANY PROFILE……………………………………………………..………1
ORGANIZATION BACKGROUND…………………………………………………2
ORGANIZATION VISION…………..………………………………………………..2
ORGANIZATION MISSION………………………………………………………….3
KEY FACTS ABOUT LERNX……………………………………………………..…4
COMPETITIVE LANDSCAPE OF LERNX…………………………………….. .. 4
COMPANY NETWORK……………………………………………………………....5
THE VALUES …………………………………………………………………………5
COMPETITIOR ANALYSIS OF LERNX …………………………………………6

2. OVERVIEW OF HR DIVISION …………………………………………………..7

HUMAN RESOURCE MANAGEMENT……………………………………………8
FUNCTIONS OF HR ………………………………………………………………...2
• STAFFING IN HR ...……………………………………………………….8
• TRAINING AND DEVELOPMENT ……………………………………10
• EMPLOYEE TRAINING…………………………………….. ………… 10
• CAREER DEVELOPMENT…………………………………….............10
• MOTIVATION IN HRM…………………….……………………………11
MAINTENANCE OF EMPLOYEE’S ……………………………………………..12
• HEALTH AND SAFETY………………………………………………….12
• COMMUNICATION ...………………………………………………… 12
• EMPLOYEE’S RELATION …………………………………………….12

3. INTRODUCTION OF RECRUITMENT & SELECTION PROCESS…..…… 13

THE STUDY HYPOTHESIS………………………………………………………..14
INTRODUCTION……………………………………………………………………15

4. LITERATURE REVIEW……..………………………………………………….. 16
LITERATURE REVIEW……………………………………………………………..17
BRIEF INTRODUCTION…………..……………………………………………….17
CONCLUSION…………….………………………………………………………...18

5. PROCESS …………………..…………………………………………………..… 19
JOB ANALYSIS…………………………………………………………………….…20
SOURCING…………………………………………………………………………...20
 SCREENING AND SELECTION…………………………………………………. 20

6. SWOT ANALYSIS ………..…………………………………………………..… 22

STRENGTH……………………………………………………………....................23
WEAKNESS ……………………………………………………………………… …23
OPPORTUNITIES ……………………………………………………………….… 23
THREAT ………………………………………………………………….................24
SCOPE……………………………………………………………………………….. 24

7. CONCEPTUAL FRAMEWORK ON HRM ..…………………………………. 25

RECURITMENT SELECTION * PLACEMENT OF PERSONNEL ……….…26
• RECRUITMENT……………………………………………………….....26
• DEFINITION…..……………………………………………………….....26
• SELECTION …..……………………………………………………….....26
MODE OF APPROVAL……………………………………………………………. 27
COMMENCMENT OF SERVICE……………….. ……………………………… 28
ATTENDANCE AND LATE COMING……………………………………….… 28
TRAINING AND DEVELOPMENT OF EMPLOYEE ………………………….29
RECRUITMENT PLANNING …………………………………………………… 30
SOURCING OF SUITABLE CANDIDATE …………………………………..… 31
ADVERTISEMENT ………………………………………………………………… 32

8. RESEARCH METHODOLOGY ..……………………………………………… 34

RESEARCH METHODOLOGY……………………………………….. ……….…35
• METHOD OF INTERNAL SOURCING………………………….........35
• DISADVANTAGE OF INTERNAL SOURCING..………………….....36
• METHOD OF EXTERNAL SOURCING …………………………….. 37

9. FINDINGS & INTERPRETATIONS…………………………………………… 40

FINDINGS……………………………………….. ……………………………….…41

10. BIBLIOGRAPHY AND REFERENCES ……………………………………… 42

WEBSITE REFERRED ……………………….. ……………………………….…43
 CHAPTER 1:
COMPANY PROFILE

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 1.1
.1 Organization Background

LearnX is one of the India’s fastest growing test

test-preparation
preparation companies. We are a team
of highly motivated 3rd generation entrepreneurs working hard to accomplish a
collective vision of transforming the education sector in India by improving the learning
standards and experience of the students.

Since inception, we have considerabl

considerablyy disrupted the industry for good. We were one of
the early adopters of digitised learning medium among the publishing sector and our
leadership is widely acknowledged and recognised in the Industry. Through a decade
long experimentation, synthesis and ref
refinement,
inement, we have achieved high standards in
delivering quality test-preparation
preparation materials for national as well as international level
competitive examinations. Our concern for quality and customer satisfaction have helped
us engrave our mark in the educati
education sector and establish the brand LearnX as one of the
most reputed test-preparation
preparation services in India.

Learnx is a digital learning platform offering a wide range of and pocket friendly
programs right from Online Courses, Industrial training program, certification program,
1-to-11 mentorship and also placement preparation.

With a global reach, LernX is

committed to providing
learners from all corners of the
world with access to top
top-
quality courses that cater to
both technical and non
non-
technical domains. In addition
to its vast course offerings,
LernX also provides learners
with other valuable programs
such as industrial training, 11-1
mentorship, and certification
programs that are budget--friendly.
We're glad that you're considering joining our team as an intern. At LernX, we value our
interns and recognize that they are an integral part of our organization. Our internship

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 program is designed to provide you
with hands-on
on experience in your
chosen field and to help you develop
the skills and knowledge necessary
for a successful career. As an intern
at LernX, you'll have the
opportunity to work alongside our
experienced professionals and
contribute to real-world
world projects
projects.

We offer internships in a variety of

domains, including marketing,
technology, product
uct development, and more. Our internships are flexible and can be
tailored to meet your individual needs and interests. We believe in providing our interns
with a supportive and inclusive environment where they can thrive and grow both
personally and professionally.
essionally.

Following are the course available in Premium Membership

 ADOBE INDESIGN
 FULL STACK WEB DEVELOPMENT
 MEAN STACK WEB DEVELOPMENT
 PYTHON FOR BEGINNERS
 DIGITAL MARKETING
 PREPARING FOR INTERVIEW
 MASTERY IN ENGLISH
 PENTERESTING ANDROID APPS
 ETHICAL
L HACKING
 CREATING APPS FOR WINDOWS

1.2 ORGANIZATION VISION

Their vision statement is

is-
“Our vision is to establish Lernx as the ultimate choice. We want to develop in skills over
knowledge & therefore, service provided by us would help the learner a long way in the

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 future and will assist them fairly well while making important career decisions because
there are the decisions which form the most critical part of one’s life.

1.3 ORGANIZATION MISSION

Its mission statement is-

“Our mission is to give you the best possible return for your money and secure your financial
future. We utilize only the best local talents available and comply completely with
international norms and standards at every step of the way. Every decision made is
completely transparent and undertaken with total professionalism. The interest of our
stakeholders is our foremost concern.

1.4 KEY FACTS ABOUT LERNX

Founded Year 2021

Location Hanumangarh, India
Company Stage Unfunded
Acquisitions Lernx has not made any acquisitions yet
Investments Lernx has not made any investments yet

1.5 COMPETITIVE LANDSCAPE OF LERNX

 Lernx has a total of 6069 competitors and it ranks 6,069th among them.

 170 of its competitors are funded while 110 have exited.

 Overall, Lernx and its competitors have raised over $5.03B in funding
across 498 funding rounds involving 1417 investors.

 There are 4 private unicorns, 12 public and 98 acquired companies in the entire
competition set.

TOP COMPETITORS OF LERNX

 Udemy - San Francisco based, 2010 founded, Public company

 Simplilearn - San Francisco based, 2010 founded, Acquired company
 upGrad - Mumbai based, 2015 founded, Series B company
View details and comparison of Lernx's Competitors

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 COMPETITIVE LANDSCAPE OF LERNX

Rank Active Competitors Funding of competitors

of Lernx

6,069th 5,048 $5.03B

Among 170 Funded / 110 Exited / 12 498 Funding Rounds

competitors Public / 98 Acquired

1.6 COMPANY NETWORK

1.7 THE VALUES

 Customer Focus
 Reliability
 Teamwork
 Respect for individual
 Quality
 Responsible Citizenship

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 1.8 COMPETITIOR ANALYSIS OF LERNX

Lernx Udemy Simplilearn upGrad

Competitive
6069th 1st 2nd 3rd
Rank

Online platform Mobile-based Platform offering

Provider of a
providing IT- platform providing higher education
Description marketplace for
related learning professional programs for working
online courses
solutions certification programs professionals

Founded
2021 2010 2010 2015
Year

Hanumangarh San Francisco San Francisco Mumbai

Location
(India) (United States) (United States) (India)

Company
Unfunded Public Acquired Series B
Stage

Unicorn
- - - Unicorn
Rating

Total
- $373M $80.3M $600M
Funding

Funding
- 9 9 6
Round

Latest Series F, $50M, Nov Series E, $45M, Nov Series B, $9.85M,

-
Round 18, 2020 16, 2022 Mar 29, 2023

Investor
- 69 25 31
Count

Norwest Venture Mayfield, Helion

Top Temasek, IFC &
- Partners, Insight Venture Partners
Investors 29 others
Partners & 67 others & 23 others

Growth
- 81/100 79/100 64/100
Score

Tracxn
Score What - 85/100 82/100 81/100
is this?

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 CHAPTER 2:
OVERVIEW OF HR DIVISION

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 2.1 Human Resources Management

Human resource management involves all management decisions and practices that
directly affect or influence the people, or human resources, who work for the
organization. In modern years, amplified concentration has been devoted to how
organizations manage Human Resources. This augmented focus comes from the
comprehension that an organization’s employees facilitate an organization to attain its
goals and the management of these human resources is vital to an organization’s success.

2.2 Functions of HR

The functions of human resource management are:

1. Staffing

2. Training and Development

3. Motivation

4. Maintenance.

By doing all these functions Human resource management complete its job.

Staffing in HRM

Activities in HRM concerned with seeking and hiring qualified employees is Staffing.

A company needs a well-defined reason for needing individuals who posses specific
skills, knowledge and abilities to specify the job. Employee referrals can produce the best
applicants for two reasons. First, current employees screen applicants before referring
them. Second, current employees believe that their reputations with the firm will be
reflected in the candidates that they recommend.

Recruiting is the initial step of staffing. Recruiting is the process of locating, identifying,
and attracting capable employees. Many companies are finding new employees on the
World Wide Web. The source that is used should reflect the local labor market, the type
or level of position, and the size of the organization. Now the second step of Staffing,
that is Strategic HR planning. For that a company plans strategically. They set goals and
objectives, these goals and objectives may lead to the structural changes in the company.

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 Third step is Selection. This process is attracting qualified applicators and discouraging
the unqualified applicants. By this a company can get its desired employees of
requirement. It has dual focus, attempting thin out the large set of applications that
arrived during the recruiting phase and to select an applicant who will be successful on
the job.

To achieve this goal, companies can use a variety of steps. The employees who are able
to do all the steps and ensure good performance they get the job. HRM must
communicate a variety of information to the applicants, such as the organization culture.

Under the selection process there are some steps:

The company can use these steps to select the employees. With this process their Staffing
job is done. The completed selection process ends the staffing functions.

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 Training and Development:

Training is one of the important activities of human resource management. In the training
process companies try to motivate and train the employees in a manner so that they can
work more effectively in the future. Under the training process there are some steps they
are given below:

Employee Orientation: Employee orientation provides new employees with the basic
background information they need to perform their jobs satisfactorily. Companies
arrange an orientation program for the employees.

In an orientation program the employees should feel-

 feel welcome

 understand the organization in a broad sense

 be clear about what the firm expects in terms of work and behavior

 begin the process of socialization

 Employee Training

There is some process, method and techniques of employee training. A company follows
the all the steps of training to provide the employees a good look on their work.

 Career Development

The career development stage is given below

 Pre transition: Is simply looking for a job and preparing oneself for a career.

 Transition: An individual is already having a job and developing oneself for future
career or moving to another career.

 Preferred area: An individual prefers a specific sector of the career.

 Early stage: First 1-5 years of career is called early career.

 Mid career: 5-20 years after the career starts.

 Late career: Late career starts after 20 years of job life.

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  Retirement: And finally after completing the stages of career and individual decides
to retired.

 Motivation in HRM

Motivation is to inspire people to work, individuals in such as to produce best results. It

is the willingness to exert high level of effort towards organizational goals, conditioned
by the efforts and ability to satisfy some individual needs.

An important part of the retention of staff, reducing staff turnover and minimizing
absenteeism at work is ensuring that staff are properly motivated. The wage should be
increased, the facilities should be insured and social security should be confirmed. These
are the types of common motivational ways.

Staff motivation is the cornerstone of open, flexible and caring management culture,
which the Government aims to establish through HRM.

To put it into practice, “open” means not only to listen to staff suggestions and opinions,
but also to empower staff, accept their constructive criticisms and use their suggestions.

To be “flexible”, we may need to change the traditional ways of doing things. As far as
staff motivation is concerned, the biggest challenge perhaps is to stop focusing on
problems and the guilty party (police behavior) and start looking for those responsible for
things gone right (coach behavior).

“Caring” calls for a human leader who would give emotional support to individuals and
at the same time attend to the overall emotional needs of team members – which include
treating them all in a fair and impartial manner.

Today’s employees want a respect that can be seen as involvedness in decision that will
affect them. Listening to the employees is a way of Motivation. All the motivation
functions focus on one primary goal, to have some competent and adapted employees
with up-to-date skills, knowledge and abilities, exerting high energy levels.

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 Maintenance of Employee

To maintain the employees of a company must look after the employee-

 Health and Safety:

For employees health and safety there HR policy need to be very clear to all staff so that
they feel safe to work here. They can put their attention and productivity properly
towards the task.

 Communication:

The communication between the employees and top level management should be clear
and transparent. There should no gap between top level management and low level
management.

 Employee’s Relation

Employees should be committed to their companies and the companies also should
understand the needs and wants of the employees. In some companies employees and
labors create labor union for better relationship among the workers and employees

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 CHAPTER 3:
INTRODUCTION OF RECRUITMENT AND
SELECTION PROCESS

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 THE STUDY HYPOTHESIS

The human resources are the most important assets of an organization. The success or
failure of an organization is largely dependent on the caliber of the people working
therein. Without positive and creative contributions from people, organizations cannot
progress and prosper.

In order to achieve the goals or the activities of an organization, therefore, they need to
recruit people with requisite skills, qualifications and experience. While doing so, they
have to keep the present as well as the future requirements of the organization in mind.

The project report is about “Recruitment and Selection Process” that’s an important
part of any organization. Which is considered as a necessary asset of a company? In fact,
recruitment and selection gives a home ground to the organization acumen that is needed
for proper functioning of the organization. It gives an organizational structure of the
company.

It’s a methodology in which the particular organization works and how a new candidate
could be recruited in such a way that he/she would be fitted for the right kind of career.

There are two types of factors that affect the Recruitment of candidates for the company

 Internal factors

 External factors

The objective of selection decision is to choose the individual who can most successfully
perform the job from the pool of qualified candidates. Selection process or activities
typically follow a standard patter, beginning with an initial screening interview and
concluding with final employment decision.

Why do we need an appropriate Recruitment and Selection process?

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 INTRODUCTION

In India, the average attrition rate is approximately 30-35 percent. It is true that this is far
less than the prevalent attrition rate in the US market (around 70 percent), but the
challenge continues to be greater considering the recent growth of the industry in the
country. The biggest challenge of the online learning industry is to control the attrition
rate by recruiting the right candidate for work as it increases the cost to the company(due
to training and administration cost, high recruitment cost)& loses the quality of human
resource from the organizations which ultimately affect the performance of the company.

As attrition is one of the major issue in Vio Lernx Pvt. Ltd..it is necessary to study the
cause and as well as to evaluate control measures to reduce the Attrition rate to study the
recruitment process and find the linkages in that Process to modify the process of
screening.

VIO LERNX PVT. LTD. Company is one of the largest fast growing online learning
industry not only in India but also across the globe. As a leader in customer care and
acquisition for over three decades, VIO LERNX PVT. LTD. has a track record of
introducing process and technology innovations. Today, several Fortune 500 clients trust
Vio Lernx Pvt. Ltd to manage their customer interaction, back office and other routine
business processes. Therefore there is a huge scope for H.R. and also to gain knowledge
and to learn and to get experience of H.R. work.

Objectives
 To study the existing recruitment process in Vio Lernx Pvt. Ltd

 To bring about feasibility and transparency in the process of recruitment.

 To attract the right available talented candidates for the job.

 To study the cost reduction in the process of recruitment.

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 CHAPTER 4:
LITERAUTRE REVIEW

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 LITERATURE REVIEW

Abstract
Entrepreneurship is an undertaking in which particular human being proceeds along
favorable opportunities by exploiting the available resources successfully. Entrepreneurs
cannot handle a business single handedly. An Entrepreneur needs to recruit, allocate
persons to different work, influence the employees and conserve them for the growth and
expansion of the enterprise. As there are many tasks to be performed from establishing to
the growth of a venture, the process of Entrepreneurship is a facilitator to the needs of
Human Resource Management practices. This research paper highlights the relationship
of HRM practices with context to Entrepreneurship. In retaliation, research is done based
on the conceptual reading of available literature review of human resource management
practices, entrepreneurship and the relationship between the two variables

 Brief Introduction:
In today’s scenario, almost every country is being affected by the ever-changing
economic challenges, so the concept to generate and provoke significant entrepreneurial
activities is protuberant goal for the government of every country. Many researchers have
emphasized on the significance of entrepreneurship in the economic development of the
country (Davidson et al, 2006). No single person can establish an enterprise by itself. An
entrepreneur needs help of other persons to accomplish the desired goal of the
organization. So, the entrepreneur needs to follow the process of human resource
management. Some of the most crucial functions, an entrepreneur must perform is to
recruit the required man force, assign work to different people, influence them to
complete their tasks and retain employees to help the enterprise in growth and expansion.
It is not a simple task (Philippe and Thelma, 2006). As entrepreneurial businesses grow
the human resource practices need to be more formal, complex, systematized and
methodical, and disbursement of authority to the subordinates is undertaken to achieve
effective results.

 Human Resource Management

Human Resource Management The term “Human Resource Management” cannot be

explained in a single definition. It is a continuous process which is to be followed from

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 the start of any business/venture. The functions of HR are means as well as end within
themselves. Human Resource is one of the most crucial elements who provide versatility
and variability in an organization (Khatri, 1999). The term Human Resource
Management relates to management of people in an enterprise (Hunt, 1992) which
involves planning, organizing, staffing, leading or directing, controlling and coordinating
different activities of the work force within an enterprise (Saint- onge, 2004). Planning
involves the current estimation of number and type of people needed and to forecast the
changing values and behavior of the employees and their impact on other functions of
enterprise. In Organizing, different tasks are allocated to different persons, their
relationships are determined, and integration of activities is done towards a common
goal. Staffing focuses on the recruitment and selection of required human resource
through different sources. Recruitment should be done in a system that enables increased
level of employee selection and development. Direction comprises encouraging human
resource to work willingly for the accomplishment of the goal through various ways such
as career planning, increase in their remuneration for the targets achieved, ensuring the
morale of employees, developing cordial relationships and providing safety and welfare
facilities to the employees. Controlling leads back to planning. It compares the standard
and actual results achieved and helps to find the deviations. Controlling involves
performance appraisal, audit and analyzing of the personnel records. The objective of
HRM practice is to establish a more open and flexible style of management so as to
increase the motivation and enthusiasm of employees, and develop them so that they can
give their maximum input in achieving their respective departmental goals.

Conclusion

This research paper sighted to investigate the linkage of the different subsystems of HRM
with entrepreneurship. Accordingly, the literature is focused on the intersection of the
subsystems of HRM with Entrepreneurship. The study and investigation of the existing
literature explored the various duties to be performed by the entrepreneur in relation to
the Human Resource Management. It proposes that efficient HRM practices will assure
entrepreneur’s victory in strategizing itself to sustain innovative potential of employees.
Therefore, Entrepreneurs need to recognize and acknowledge the requirement to enhance
the organization’s HR practices.

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 CHAPTER 5
PROCESS

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1. Job analysis:

In situations where multiple new jobs are created and recruited for the first time or
vacancies are there or the nature in such documents as job descriptions and job
specifications. Often, a company already has job descriptions for existing positions.
Where already drawn up, these documents may require review and updating to reflect
current requirements. Prior to the recruitment stage, a person specification should be
finalized.

2. Sourcing:

Sourcing is the use of one or more strategies to attract or identify candidates to fill job
vacancies. It may involve internal and/or external recruitment advertising, using
appropriate media, such as job portals, local or national newspapers, social media (such
as LinkedIn or RiteSite), business media, specialist recruitment media, professional
publications, window advertisements, job center’s, or in a variety of ways via the
internet.

Alternatively, employers may use recruitment consultancies or agencies to find otherwise

scarce candidates—who, in many cases, may be content in the current positions and are
not actively looking to move. This initial research for candidates—also called name
generation—produces contact information for potential candidates, whom the recruiter
can then discreetly contact and screen.

3. Screening and selection:

Various psychological tests can also used by the recruiters for screening the candidates.
Assessments are also available to measure physical ability. Recruiters and agencies may
use applicant tracking systems to filter candidates, along with software tools
for psychometric testing and performance-based assessment. In many countries,
employers are legally mandated to ensure their screening and selection processes
meet equal opportunity and ethical standards.

Employers are likely to recognize the value of candidates who encompass soft skills such
as interpersonal or team leadership. Many companies, including multinational
organizations and those that recruit from a range of nationalities, are also often concerned
about whether candidate fits the prevailing company culture. Companies and recruitment

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 agencies are now turning to video screening as a way to notice these skills without the
need to invite the candidates in physical. Screening as a practice for hiring has undergone
continual change over the years and often organizations are using video to maintain the
aforementioned standards they set for themselves and the industry.

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 CHAPTER 6
SWOT ANALYSIS

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A. Strengths:

1. Highly skilled, English-speaking workforce

2. Abundant manpower

3. Lower attrition rates than in the West.

4. Dedicated leadership who support and promote HR Strategic development.

5. Lower response time with efficient and effective service

6. Operational excellence

7. Conducive business environment

B. Weaknesses:

1. Manage important business assets and maintain balance whether across business finance
or its workforce.

2. Lest customer focused

3. No strategic foundation

4. Political influence

C. Opportunities:

1. More business translates into better raises or higher wages along with growth for the
surrounding communities.

2. India can be branded as a quality outsourcing destination.

3. $69 billion ITES business by 2010

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D. Threats:

1. Data Privacy

2. Competitive workforce shortage environment.

3. Demand for Employees

4. Technological development and advancement.

E. Scope:

The scope of this process is as mentioned below:

a) To significantly improve the Candidate’s interview experience.

b) Build efficiencies for recruitment, resources to conduct unbiased and rational

assessments.

c) Orientation and induction program is conducted.

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 CHAPTER 7:
CONCEPTUAL FRAMEWORK ON HUMAN
RESOURCE MANAGEMENT

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 In order to achieve the company objectives, Human Resource Management undertakes
the following activities:

1. Recruitment, selection and placement of personnel.

2. Training and development of employees.

3. Appraisal of performance of employees.

4. Remuneration of employees

5. Social security and welfare of employees.

1. RECRUITMENT, SELECTION & PLACEMENT OF PERSONNEL

RECRUITMENT

Recruitment is distinct from Employment and Selection. Once the required number and
kind of human resources are determined, the management has to find the places where
the required human resources are/will be available and also find the means of attracting
them towards the organization before selecting suitable candidates for jobs. All this
process is generally known as recruitment. Some people use the term “Recruitment” for
employment.

DEFINITION

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.”

SELECTION

The size of the labour market, the image of the company, the place of posting, the nature
of job, the compensation package and a host of other factors influence the manner of
aspirants are likely to respond to the recruiting efforts of the company. Through the
process of recruitment the company tries to locate prospective employees and encourages
them to apply for vacancies at various levels. Recruiting, thus, provides a pool of
applicants for selection.

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 DEFINITION

To select mean to choose. Selection is the process of picking individuals who have
relevant qualifications to fill jobs in an organisation. The basic purpose is to choose the
individual who can most successfully perform the job from the pool of qualified
candidates.

Mode of Appointment:

The appointment to various points shall be made in the following manner:-

 By Direct Recruitment:-

a. The qualifications for direct recruitment shall be such as specified in the staffing
pattern.

b. The appointment shall be made according to the merit list drawn at the time of
selection.

c. All appointments except to class-IV services shall be made on the recommendations

of the selection Committee consisting of the following:-

 By Promotion

a. Appointment by promotion to the next higher post in the respective discipline in any
category shall be made on the basis of ‘Seniority-cum-Merit’ from amongst the
employees working in the lower category having at least five year service on the said
post in the steel Industry.

 By Transfer:

a. By permanent transfer of services of surplus staff of company the terms & conditions
as Prescribed by company and adopted by the Board from time to time subject to the
approval of Register.

b. By permanent transfer of an employee on his own request and upon the terms &
conditions as prescribed by the company and adopted by the board from time to time
subject to the approval of Registrar.

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 COMMENCEMENT OF SERVICE:

Services shall be deemed to have commenced from the working day on which the
employee reports for duty. If he reports for the duty in the afternoon’ the services shall be
deemed to have commenced from the following day.

ATTENDANCE AND LATE COMING:-

No employee shall enter or leave the premises of the Establishment accept by the gate or
gates meant for this purpose.

An employee who is off his duty or has resigned or has been discharged or declared by
the competent Medical Authority to be suffering from any contagious or infectious
disease, shall immediately leave the premises of the Established and shall not enter any
part of it, except with the express permission of the competent authority.

All employees shall be liable to be searched both at the time of entry and exit at the
main entrance of the Establishment by an authorized person of the same sex with due
dignity.

If more than one shift is working, the employee shall be liable to be transferred from one
shift to another.

SENIORITY:

The seniority of an employee under these rules shall be determined in a particular

category of post on the basis of the length of service on that post provided that in the case
of employees appointment by the direct recruitment which join within the period
specified in the order of appointment or within such period specified by direct
recruitment who join with in the period specified in the order of appointment or within
such period as may from time to time be extended by the appointing authority, subject to
a maximum of one month from the data of order of appointment, the order of merit
determined, shall not be disturbed. Provided further that in the case a candidate is
permitted to join the service after the expiry of the said period of one month, his seniority
shall be determined from the data he joins the service.

POSTING AND TRANSFERES:

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 Managing Director shall be competent to post/ transfer any employee within the
establishment. He shall also be competent to transfer an employee against any equivalent
post or along with post.

2. TRAINING AND DEVELOPMENT OF EMPLOYEES.

"Employee Development" was seen as too evocative of the master-slave relationship

between employer and employee for those who refer to their employees as "partners" or
"associates" to be comfortable with. "Human Resource Development" was rejected by
academics, who objected to the idea that people were "resources" — an idea that they felt
to be demeaning to the individual. Eventually, the CIPD settled upon "Learning and
Development", although that was itself not free from problems, "learning" being an over
general and ambiguous name. Moreover, the field is still widely known by the other
names.

Training and development (T&D) encompasses three main activities: training, education,
and development. Garavan, Costine, and Heraty, of the Irish Institute of Training and
Development, note that these ideas are often considered to be synonymous. However, to
practitioners, they encompass three separate, although interrelated, activities.

Training: This activity is both focused upon, and evaluated against, the job that an
individual currently holds.

Education: This activity focuses upon the jobs that an individual may potentially hold in
the future, and is evaluated against those jobs.

Development: This activity focuses upon the activities that the organization employing
the individual, or that the individual is part of, may partake in the future, and is almost
impossible to evaluate.

The "stakeholders" in training and development are categorized into several classes. The
sponsors of training and development are senior managers. The clients of training and
development are business planners. Line managers are responsible for coaching,
resources, and performance. The participants are those who actually undergo the
processes. The facilitators are Human Resource Management staff. And the providers are
specialists in the field. Each of these groups has its own agenda and motivations, which
sometimes conflict with the agendas and motivations of the others.

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 The conflicts are the best part of career consequences are those that take place between
employees and their bosses. The number one reason people leave their jobs is conflict
with their bosses. And yet, as author, workplace relationship authority, and executive
coach, Dr. John Hoover points out, "Tempting as it is, nobody ever enhanced his or her
career by making the boss look stupid." Training an employee to get along well with
authority and with people who entertain diverse points of view is one of the best
guarantees of long-term success. Talent, knowledge, and skill alone won't compensate for
a sour relationship with a superior, peer, or customer.

The organization philosophy should be kept in mind while formulating the recruitment
procedure.

The HR department would set the recruitment norms for the organization. However, the
onus of effective implementation and compliance with the process rests with the heads of
the respective functions and departments who are involved in the recruitment and
selection process.

The process is aimed at defining the series of activities that needs to be performed by
different persons involved in the process of recruitment, the checks and control measures
to be adopted and information that has to be captured.

Recruitment and Selection is conducted by:

v HR & Branch Manager

v Functional Head

RECRUITMENT PLANNING

Recruitment planning on the basis of budget

A. The manpower planning process for the year would commence with the company’s
budgeting activity. The respective Functional heads would submit the manpower
requirements of their respective functions/ departments to the board of Directors as part
of the annual business plan after detailed discussion with the head of human Resource

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 Function along with detailed notes in support of the projected numbers assumptions
regarding the direct and indirect salary costs for each position.

B. A copy of the duly approved manpower plan would be forwarded by the HR department
for their further actions during the course of the year. The annual budget would specify
the manpower requirement of the entire organization, at different levels, in various
functions/departments, at different geographical locations and the timing of the
individual requirements. It would also specify the requirement budget, which is the cost
allotted towards the recruitment of the budgeted staff and the replacement of the existing
employees. The manpower plan would also clearly indicate the exact time at which the
incumbent should be on board in such a way that the Regional HR has adequate notice
for the time lapses involved in sourcing any other activities.

C. The Regional HR’s would undertake the planning activity and necessary preparations in
advance of the anticipated requirements, as monthly and quarterly activities on the basis
of the approved budget, estimated separations and replacements therefore.

D. The vacancies sought to be filled or being filled shall always be within the approved
annual manpower budget and no recruitment process shall be initiated without the formal
concurrence of the Head of the Regional HR under any circumstance. Head of the
Regional HR shall also have the responsibility to monitor the appointments being
considered at any point of time with specific respect to the duly approved manpower
budgets.

Review of Manpower Plans and Additional Manpower

A. Review of manpower budgets shall take place on a quarterly basis. In the event of any
new position or any deviations to the original plans, details of the positions maybe
forwarded to the VP-HR along with the adequate supporting information. The
recommendations would normally require a formal approval of the Managing Director.
Alternately, VP-HR may record the summary of his discussion with the Managing
Director and the MD’s approval on the recommendations, to signify the final decision
taken regarding the recommendations.

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 SOURCING OF SUITABLE CANDIDATES

Selection of Sources

Regional HR would tap various sources/channels for getting the right candidate.
Depending on the nature of the position/grade, volumes of recruitment and any other

relevant factors, the Regional HR would use any one multiple sources such as:

 Existing database (active application data bank);

 Employee referral as per any company scheme that may be approved from time to time;

 Advertisement in the internet/newspapers/magazines/company’s sites/job sites or any

other media;

 Placement Agencies (particularly for positions of Managers and above);

 Headhunting firms particularly for senior positions, specialist positions and critical
positions;

 Direct recruitment from campuses/academic institutes;

 Job websites and

 Any other appropriate sources.

The norms for using any of the sources are not water tight. Number of positions,
criticality of positions and the urgency of the positions, confidentiality requirements,
relative efficacy and cost considerations would play a role in the choice of the
appropriate sourcing mechanism.

ADVERTISEMENTS

 All recruitment advertisements (in any form and any medium) shall always conform to
the KLI compliance norms and would not be released by any department or branch
without the approval of the VP-HR. depending on the specifics of each position for
which recruitment advertisements are to be released, Regional HR may obtain assistance
from the company’s marketing department and/or any external advertising agencies for

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the preparation of the contents. Key features of the positions as notified by the Functional
Heads would normally form a part of the advertisement text.

 The media for releasing advertisement would depend on the level of the position being
considered and the urgency of the requirements.

 The advertisement mode that could be broadly specified as newspapers (local or mainline
depending on requirements), internet sites and business magazines.

Placement Agencies/Headhunting Agencies

Depending upon the vacancies, fresher fitting different description listed above may be
recruited from time to time, from academic institutes of appropriate
standards/reputation/grade, in the requisite numbers and at the compensation/stipend
amounts to be formally approved of the VP-HR. Plans for such recruitment need specific
special approval of VP-HR. norms regarding the identification of the appropriate
institutes, constitution of the selection panels, timings of the recruitment, number of
candidates to be recruited into different positions, choice of the appropriate selection
process and the tools thereof shall be decided by the Head of the Regional HR in
consultation with the VP-HR, depending on the specific features of the position.

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 CHAPTER 8:
RESEARCH METHODOLOGY

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 RESEARCH METHODOLOGY

(A) Internal Sources:

Best employees can be found within the organisation/ When a vacancy arises in the
organisation, it may be given to an employee who is already on the pay-roll. Internal
sources include promotion, transfer and in certain cases demotion. When a higher post is
given to a deserving employee, it motivates all other employees of the organisation to
work hard. The employees can be informed of such a vacancy by internal advertisement.

Methods of Internal Sources:

1. Transfers:
Transfer involves shifting of persons from present jobs to other similar jobs. These do not
involve any change in rank, responsibility or prestige. The numbers of persons do not
increase with transfers.
2. Promotions:
Promotions refer to shifting of persons to positions carrying better prestige, higher
responsibilities and more pay. The higher positions falling vacant may be filled up from
within the organisation. A promotion does not increase the number of persons in the
organisation.

A person going to get a higher position will vacate his present position. Promotion will
motivate employees to improve their performance so that they can also get promotion.
3. Present Employees:
The present employees of a concern are informed about likely vacant positions. The
employees recommend their relations or persons intimately known to them. Management
is relieved of looking out prospective candidates.

Advantages of Internal Sources:

The Following are The Advantages of Internal Sources:
1. Improves morale:

When an employee from inside the organisation is given the higher post, it helps in
increasing the morale of all employees. Generally every employee expects promotion to a
higher post carrying more status and pay (if he fulfills the other requirements).

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 2. No Error in Selection:

When an employee is selected from inside, there is a least possibility of errors in

selection since every company maintains complete record of its employees and can judge
them in a better manner.

3. Promotes Loyalty:

It promotes loyalty among the employees as they feel secured on account of chances of
advancement.

4. No Hasty Decision:

The chances of hasty decisions are completely eliminated as the existing employees are
well tried and can be relied upon.

5. Economy in Training Costs:

The existing employees are fully aware of the operating procedures and policies of the
organisation. The existing employees require little training and it brings economy in
training costs.

6. Self-Development:

It encourages self-development among the employees as they can look forward to occupy
higher posts.

Disadvantages of Internal Sources:

(i) It discourages capable persons from outside to join the concern.

(ii) It is possible that the requisite number of persons possessing qualifications for the
vacant posts may not be available in the organisation.

(iii) For posts requiring innovations and creative thinking, this method of recruitment
cannot be followed.

(iv)If only seniority is the criterion for promotion, then the person filling the vacant post
may not be really capable.

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 Inspite of the disadvantages, it is frequently used as a source of recruitment for lower
positions. It may lead to nepotism and favouritism. The employees may be employed on
the basis of their recommendation and not suitability.

(B) External Sources:

All organisations have to use external sources for recruitment to higher positions when
existing employees are not suitable. More persons are needed when expansions are
undertaken.

The external sources are discussed below:

Methods of External Sources:

1. Advertisement:

It is a method of recruitment frequently used for skilled workers, clerical and higher staff.
Advertisement can be given in newspapers and professional journals. These
advertisements attract applicants in large number of highly variable quality.

Preparing good advertisement is a specialised task. If a company wants to conceal its

name, a ‘blind advertisement’ may be given asking the applicants to apply to Post Bag or
Box Number or to some advertising agency.

2. Employment Exchanges:

Employment exchanges in India are run by the Government. For unskilled, semi-skilled,
skilled, clerical posts etc., it is often used as a source of recruitment. In certain cases it
has been made obligatory for the business concerns to notify their vacancies to the
employment exchange. In the past, employers used to turn to these agencies only as a last
resort. The job-seekers and job-givers are brought into contact by the employment
exchanges.

3. Schools, Colleges and Universities:

Direct recruitment from educational institutions for certain jobs (i.e. placement) which
require technical or professional qualification has become a common practice. A close
liaison between the company and educational institutions helps in getting suitable

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 candidates. The students are spotted during the course of their studies. Junior level
executives or managerial trainees may be recruited in this way.

4. Recommendation of Existing Employees:

The present employees know both the company and the candidate being recommended.
Hence some companies encourage their existing employees to assist them in getting
applications from persons who are known to them.

In certain cases rewards may also be given if candidates recommended by them are
actually selected by the company. If recommendation leads to favouritism, it will impair
the morale of employees.

Research:

Research is the decision regarding what, where, when, how much, by what means
concerning an inquiry or a research study constitute a research design. It can be defined
as the arrangement of condition for collection and analysis of data in a manner that aims
to combine the relevant to the research purpose to the economy procedure. Research is
needed because it facilitate the smooth sailing of the various research operations, thereby
making research as efficient as possible yielding maximal information with minimal
expenditure of effort, time and money. In fact, research design has a great bearing on the
reliability of the results arrived at end as such constitutes the firm foundation of the entire
edifice of the research work. There are two types of data.

Primary Data:

Primary data are those which are collected afresh and for the first time and thus happen to
be original in character. Secondary data on the other hand, are those which have already
been collected by someone else and which have already being passed through the
statistical process. The methods of collecting primary and secondary data differ since;
primary data are to be originally collected, while in the case of secondary data, the nature
of data collection work is merely that of compilation. A questionnaire is sent to the
persons concerned with the request to answer the question and return the questionnaire.
The questionnaire is mail to respondents who are expected to read and understand the
questions and write down the reply in the space lent for the purpose in the questionnaire
itself.

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 Data analysis is very important aspect of project, as it basically involves the analysis of
all the information that we collected. The information collected needs to be analyzed so
that we can interpret the information and provides the justification for the work we have
done during our research. Data analysis is a body of methods that help to describe facts,
detect patterns, develop explanations and test hypothesis. Data analysis has been done
with the help of SPSS software..

Analysis of Opinion on Recruitment and Selection Process of the Organization:

Collecting data properly from employees become difficulty due to the time constraint.

•Busy schedule of the employees also effected to some extent.

•There is a chance for bias in the information given by the respondents.

•The study was based on sample hence results were not fully absolute.

The purpose of this section is to describe the methodology carried out to complete the
work. The methodology plays a dominant role in any research work. The effectiveness of
any research work depends upon the correctness and effectiveness of the research
methodology.

Research design:-

Exploratory research:-The research design used in this project is the exploratory type.
Exploratory type of research is used because the sources of information are relatively few
and the purpose is merely to find and to understand the possible actions. The exploratory
study is often used as an introductory phase of a larger study and results are used in
developing specific technique for larger study.

Sampling technique:-

Judgmental Sampling Judgmental sampling is a form of convenience sampling in which

the population elements are selected based on the judgment of the researcher. Target
population and Sample size.

• The target population was the employees of the HR department of Vio Lernx Pvt. Ltd.
The employees targeted were of all age group.

• A sample size of 30 employees has been taken.

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 CHAPTER 9:
FINDING AND INTERPRETATIONS

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 FINDINGS.

The findings during the work carried out by me can be categorized into two

A) Positive findings:-

1. A majority of employees feel that recruitment process carried out in their companies
are satisfactory. Management is also satisfied with the process of recruitment to some
extent.

2. Most of the employees feel that the HR department is good. About 58% of the
managers say that they prefer both internal as well as external source for recruitment and
selection.

3. Almost all the employees are satisfied with the training activities conducted in the
organization. 68% of the employees have achieved their training objectives.

4. Superiors are very supportive and helps their sub-ordinates in achieving their
objectives

5. The management has understood the importance of systematic appraisal system & they
are taking every effort to implement it properly.

6. The training programme arranged for performance appraisal is good. The trainer is
also very effective to make the employees understand the concept.

7. The performance appraisal training programme is appreciated by the employees &

they are really benefited by it.

B) Negative findings:-

1. Some employees were moderately or not much satisfied with the process of
recruitment.

2. Since rules and regulations are very dynamic, so most of the employees face difficulty
to adjust with them.

3. Most of the candidates do not turn up when they are called up for the interview.

4. Regional behavior and language influence is higher during training and even after
delivering their language; the desired effects are not seen.

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 .

CHAPTER 10:
BIBILIOGRAPHY AND REFERENCES

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WEBSITES REFERRED

https://lernx.io

https://www.glassdoor.co.in/Reviews/Lernx-Reviews-E8522813.htm

https://www.ambitionbox.com/reviews/lernx-reviews

https://www.signalhire.com/companies/lernx

S,No. Name of Book Author

Kothari C.R., Research

1 Research Methodology Methodology Methods &
Techniques, edition 2004

2 Recruitment Process And Challenges By Anil Verma

C.B. Gupta(1996), sultan

3 Human Resource Management
Chand & sons.

HUMAN RESOURCE AND PERSONNEL

4 MANAGEMENT, 24th Edition (Tata McGraw Ashwathappa,
Hill Publications, 2002)

HUMAN RESOURCE MANAGEMENT 7th

5 Edition (Prentice Hall of India Pvt. Ltd., New Desseler Gary,
Delhi. 2001)

6 Personal Management C.V. Menoria.

7 Lernx Official Web Site (https://lernx.io/) Web links

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