A PROJECT REPORT

ON
A Study on Latest Recruitment Trends in Respect of IT Companies in Kolkata

Project report submitted to

THE UNIVERSITY OF BURDWAN

Research Project Submitted in Partial Fulfilment of the Requirements for the Degree of

BACHELOR OF BUSINESS ADMINISTRATION HONOURS

Submitted By
SK HAPIJUL
Reg. No.-202205001001 of 2022-23

Roll NO.-221540920033

Under the supervision of

PROF. ADITI ROY

DEPARTMENT OF BACHELOR OF BUSINESS ADMINISTRATION

NETAJI MAHAVIDYALAYA

2025

1
 CERTIFICATE

This is to certify that MR. SK HAPIJUL bearing Roll No:- 221540920033, Reg.No.
202205001001of 2022-23 is a Bonafide student of Bachelor of Business Administration course of
NETAJI MAHAVIDALAYA; ARAMBAGH, 2022- 2025 batch, affiliated to The University of
Burdwan. Project report on “A Study on Latest Recruitment Trends in Respect of IT
Companies In Kolkata” is prepared by him under the guidance of PROF. ADITI ROY in partial
fulfillment of the requirements for the award of the degree of Bachelor of Business Administration,
THE UNIVERSITY OF BURDWAN. Wish him all success in his future endeavors.

Signature of Supervisor Signature of HOD

2
 DECLARATION

I SK HAPIJUL hereby declare that the project titled “A Study on Latest Recruitment Trends
in Respect of IT Companies In Kolkata” is my own work and efforts which is completed under
the supervision of Prof. Aditi Roy. The Research report has been submitted to Netaji
Mahavidayalaya for the purpose of the compliance of any requirement of any examination or any
degree earlier.

Student Signature

3
 ACKNOWLEDGEMENT

Completing a task is never one man’s effort instead of single person it needs help of single person
it needs help of number of person in direct or indirect ways. I wish to avail this opportunity
acknowledge our profound indebt ness and extent our deep sense of gratitude to my guide PROF.
Aditi Roy. For this valuable guidance, profound advice and encouragement that has lead to the
successful completion of this project.

My sincere thanks to all the faculty member of my institute for providing us their valuable support
and cooperation necessary to carry out this work. I am exceedingly grateful to Dr. B Garai vice
principle of NETAJI MAHAVIDALAYA for his full co-operation and help every time and also
other staff. I am very much obliged to Dr. Arnab Kumar Samanta for support. I am also thankful
to librarians for providing me available books.

Finally I would like to express my deepest gratitude and reverence of my parents and friends for
this stead fast encouragement throughout the progress of this work’

Student signature

4
 ABSTRACT

This documentation named as A Study on Latest Recruitment Trends in Respect of IT

Companies In Kolkata helps to analyze the latest hiring process. Basically this documentation
provides a detailed study and research of the latest recruitment trends in Human Resources with
the top IT companies based in Kolkata. With the rapid changing in current job market the HR
also evolves to meet the demand and expectation of both the organizations and the job seeker.

This study explores the latest key trends such as adoption of AI enabled recruitment tools for
shortlisting candidates resume and profiles, increased focus on skill based hiring, hybrid as well
as remote hiring etc. The date has been gathered through research on internets, surveys and
publicly available reports and articles from leading IT firms operating in Kolkata.

This documentation aims to provide valuable insights for HR professionals, Management

students and also job seekers to deeply understand and adopt the changing environment of
recruitment in IT (Information Technology) sector.

5
 TABLE OF CONTENTS

CHAPTER -1 | INTRODUCTION
Introduction..........................................................8
Literature Review................................................9-11
Significance of the Study.....................................12
Scope of the Report..............................................12
Objectives of the Study........................................13
Methodology..........................................................13
Data-Analysis Techniques....................................14
Trend Analysis......................................................14
Limitations of the Study.......................................14
Graphical Representation………………………15-20
CHAPTER -2 | CASE STUDY
Tata Consultancy Services................................22-29
Wipro.................................................................30-36
Infosys...............................................................37-42
Deloitte..............................................................43-48
Cognizant.............................................................49-54
Tech Mahindra....................................................55-60
CHAPTER -3 | CONCLUSION
Conclusion...........................................................62
Findings................................................................63-64
CHAPTER -4 | BIBILOGRAPHY & REFERENCES
Bibliography & References................................66
Survey Questionaries.........................................67-68

6
CHAPTER-1 | INTRODUCTION

7
1.1 Introduction
Kolkata is now a booming technology hub that draws both domestic and international IT service
providers as a result of India's economy's fast digitisation. Therefore, learning about how big
companies find, assess, and hire people is not only a necessary academic component of the MBA
program, but it also provides access to one of the most vibrant labour markets in the nation.
Recent forecasts suggest that national IT recruiting could grow by 20-25 percent in 2025 alone,
fuelled by demand for cloud, cybersecurity, and AI skills weavings.inm.economictimes.com.
Against this backdrop, our project— A Study on Latest Recruitment Trends in Respect of
IT Companies in Kolkata —seeks to bridge classroom theories with real-world practices.

Furthermore, the rise of hybrid and remote work models is significantly influencing recruitment,
allowing companies to tap into a wider talent pool beyond geographical constraints. There's also
a noticeable shift towards prioritizing skills over traditional qualifications, with a strong emphasis
on continuous upskilling and reskilling initiatives within organizations to meet the evolving
demands of the industry. The demand for full-stack developers, alongside specialized roles in AI
engineering, data science, and cybersecurity, remains consistently high. Companies are also
investing heavily in employer branding to attract top talent, recognizing that a positive work
culture and growth opportunities are key differentiators. The increasing adoption of contractual
and gig hiring models provides flexibility for both companies and professionals, especially for
project-based needs. Finally, a strong focus on diversity and inclusion in hiring practices is
becoming more prevalent, not just as a legal requirement, but also for fostering innovation and
broader perspectives within tech teams

8
1.2 Literature Review
1. RynesSL (1999) The use of technology in employee selection process highly developed
rather than in recruitment or placement; and therefore, the major focus is always on
selection. Not that recruitment or placement is any less important function; On the
contrary an organization’s success in recruiting defines the no of applicants with which it
will work towards selection. It becomes more challenging if not easier. However the
prevalent practices and restrictions place more and more emphasis on the section process.

2. Maidment J (2003) The research paper focuses on the problems that the students face on
the field recruitments. The study suggests the kind of training & exposure that the
students require for dealing with the workplace stress, It also emphasizes on the role pf
pedagogical interventions that are required to help the students who feel the pressure of
placement because of their low financial conditions. The study was conducted on special
39 Victorian Social work students.

3. Iwasaki T (2005) The study mainly evaluates the effectiveness of the Masters of
Business Management Program with special focus on the comparison of job income in
Japan & Unites States of America. The study also tries to understand the impact of MBA
intervention on the other job related criterion such as employability skills, Job
satisfaction, confidence in Knowledge, career growth etc. The interest in the research for
the Author has stemmed up from the fact that in spite of regular & continuous criticism

9
 regarding the ability & competency of the Management institutions to prepare the
students for a successful career, the institutes are attracting students worldwide. The role
of individual difference in moderation the relationship between MBA and job out comes
can be the scope for future research and study.

4. Pool LD,(2007) This paper introduces a straightforward and practical model of

Employability that allows the concept of employability to be understood more easily and
which can be used as a framework for introducing to the students to develop their
employability.The model was developed from existing research information,
Employability issues and the experience of the authors. The various elements of
employability included in the model are discussed and their inclusion is justified on the
basis of existing research. The model explains exactly what is meant by employability, in
very clear and simple terms, and the model suggests directions and recommendations for
interaction between the various elements. Though the relationships between and the
interaction of the elements within the model remain theoretical, further researches to test
the model are planned.This paper attempts to fill the gap between scholarly articles and
books on employability and simple descriptive articles. It will be of great value to all with
an interest in employability issues.

5. Williams S (2008) This paper reveals the study on internet enabled recruitment and
selection process in the country of United Kingdom .The paper discussed the advantages
& disadvantages of the internet based recruitment and selection process and compares it
with the views of the employers. The analysis provides evidence that the majority of
advantages claimed in the research review are also experienced by the recruiters
&employers.The result of the research helps to analyse the phenomenon of recruitment
through internet and how it can be used to build a better recruitment system.

6. Bridgstock R (2009) The recent shifts in the education and the labour market have
placed a pressure of producing more and more employable graduates on the universities
But there are lot of controversies on the kind of attributes that can be counted to
understand the employability of the students. This paper argues that in the fast changing
information and knowledge intensive economy, it is more than the generic skills that is
required & must have need of the hour. It has now become optimal to have the skill of
navigating through the world of work place and adapt to the environment and self-manage
the process of career growth. The research then also outlines the role of universities in
10
 effective career management programs & how they can be improvised.

7. Joseph Ming SK (2010) The paper focuses on the intense competition that Malaysia is
facing in the sector of Higher Education & how the institutes are now behaving like
entrepreneurs to recruit students for their various courses. The study evaluates the
challenges which are standing on the way of these institutes and what strategies are being
used to overcome and tackle these issues.

8. Lu Shumin (2010) The research is based on the employment a management system

prevalent in the country of China and talks about how a synergy can be maintained
through the use of electronic medium It also focused on the revolution that is required in
this field to upgrade the transparency and the effectiveness of the recruitment process.
The researcher has also tried to develop a model for dealing with the problem effectively.

9. Gosavi T,(2015) This research paper deals with the use of the android based placement
management system and its advantages to the students, recruiters and the institutions. This
system has the efficiency to manage the entre process effectively and error free. It also
reduces a lot of manual activity and is prompt in sending notifications and alerts. The
paper suggests the use of this system and analysis the benefits of the system to its
stakeholders.

10. Quinn D(2015) The research deals with the existing recruitment and selection policies of
a manufacturing company and tries to find out if the use of another methodology will
reduce the turnover of employees for that particular company. The research is done with
the focus of helping the company to effectively manage the recruitment process.

11
1.3 Significance of the Study
Understanding Kolkata-specific recruitment dynamics benefits three groups:
1. Students and entry-level professionals—to align skill acquisition with market demand.
2. HR practitioners—to benchmark their processes against industry leaders and emerging
best practices.
3. Policy makers and educators—to refine curriculum and workforce-development
programmes that feed into the city’s tech ecosystem.
1.4 Scope of the Report
The study focuses on leading IT and IT-enabled services and organisations operating from
Kolkata—such as TCS, Cognizant, Capgemini, Wipro, and high-growth mid-caps—covering:
1. End-to-end recruitment workflows (sourcing, assessment, selection, onboarding).
2. Technology adoption in hiring (ATS, AI screening, hackathons).
3. Remote, hybrid, and gig-style contracting models.
4. Diversity, equity, and inclusion (DEI) initiatives within hiring.

12
1.5 Objectives of the Study
1.5.1 Broad Objective
To analyse and document the latest recruitment trends adopted by top IT companies in Kolkata
and to evaluate their impact on organisational talent outcomes.
1.5.2 Specific Objectives
1. Relate classroom HR theories to contemporary recruiting realities in the Kolkata IT
sector.
2. Map demand hotspots (e.g., AI, cybersecurity, full-stack development) and associated
hiring strategies.
3. Examine how HR leaders manage candidate experience, employer branding, and
employee-referral programmes.
4. Identify key strengths, weaknesses, opportunities, and threats (SWOT) in current
recruitment frameworks.
5. Recommend actionable improvements for both companies and aspiring job-seekers.

1.6 Methodology
Phase Data Source Tools & Purpose
Techniques
Primary Conducting semi-structured Data Capture qualitative
interviews with HR leaders, interpretation, insights and
recruiters, and recent hires, using field notes. emerging practices
complemented by on-site or virtual
observations of hiring drives, will
provide comprehensive insights.
Secondary Company annual reports, LinkedIn Descriptive Quantify hiring
Talent Insights, job-portal analytics, statistics in volumes, skill
news articles Excel; trend demand, and
graphs compensation
patterns
Validation Focus-group discussions with Delphi rounds Refine findings.
academic teachers.

13
1.7 Data-Analysis Techniques
The study blends ratio analysis (e.g., offer-to-acceptance, cost-per-hire, time-to-fill) with trend
analysis across 2021-2025 to reveal directional shifts in recruitment efficiency and skill demand.
1.7.1 Trend Analysis
Plotting multi-year hiring metrics highlights whether firms are meeting headcount goals faster,
embracing hybrid roles, or reducing sourcing costs via employee referrals. For example, recent
datasets show a marked uptick in AI-focused job postings and remote vacancies in Kolkata
in.indeed.comcontent.techgig.com.
1.8 Limitations of the Study
1. Access constraints. Some companies restrict disclosure of recruitment KPIs, limiting
longitudinal comparisons.
2. Time sensitivity. The IT labour market evolves rapidly; data collected in mid-2025
may date quickly as new technologies emerge.
3. Response bias. Interviewees might emphasise successful initiatives while
downplaying challenges.
4. Sampling scope. Although major firms are covered, Kolkata’s vibrant start-up scene
is only partially represented.

14
 Graphical Representation

The following section presents graphical interpretations of the primary data collected
through structured questionnaires. These charts help visualize current recruitment trends
among IT companies in Kolkata.

This donut chart, titled "Respondent' Roles by Role", illustrates the distribution of roles among
the survey participants. The largest segment of respondents comprises "General Employee" at
30%. "HR Manager" accounts for 25% of the respondents, while "Recruiter" and "Team Lead"
each represent 20% and 15% respectively. The smallest group is "Intern/Trainee" at 10%.

15
This bar chart illustrates the "Years of Experience in IT Sector among Respondents". The largest
group of respondents, 18 individuals, falls into the "1-3 years" experience bracket. This is closely
followed by 12 respondents having "3-5 years" of experience, and 10 respondents each with
"Less than 1 year" and "More than 5 years" of experience, respectively.

16
This partial bar chart illustrates various recruitment channels and their respective percentages.
"Job Portals" are indicated as the most utilized channel at 90%. "Employee Referrals" account for
a significant 70%. "Recruitment Agencies" are used by 50% of respondents, while "Freelance
Hiring" stands at 35%.

17
This donut chart, titled "Remote Hiring post-COVID", illustrates the different models of hiring
adopted after the pandemic. The largest segment, at 50%, represents "Completely Virtual" hiring.
The "Hybrid Model" accounts for a significant 40% of the hiring practices. A smaller portion,
10%, indicates that hiring is "Still In-Person".

18
 Chatbots

This bar chart illustrates the "Usage of AI tools in the Hiring Process". "Online Assessment
Tools" are the most frequently used, at 85%. "AI Resume Screening" is also highly utilized by
75% of respondents. "Video Interview Platforms" are used by 70%, while "Chatbots for Queries"
see 55% usage. Only 10% of respondents use "None of the Above" AI tools in their hiring
process.

19
 This image displays a donut chart illustrating the effectiveness of something, labelled
"met demographic". A large segment, 40%, indicates "Very Effective". Another significant
portion, 35%, is categorized as "Moderately Effective", while a 15% segment is "Neutral".
Finally, 10% is rated as "Not Very Effective", providing a clear breakdown of perceived
effectiveness.

20
CHAPTER 2 | CASE STUDY

21
 2.1 Case Study: Tata Consultancy Services (TCS)

Tata Consultancy Services (TCS) is one of India’s largest and most respected IT services
companies, with a massive workforce and a global presence. The company’s recruitment process
is critical to sustaining its talent pipeline, ensuring that it can meet client demands and innovate
continuously. Like many global organizations, TCS’s hiring methodology has undergone
significant transformation over recent years — especially due to two major disruptors: the
COVID-19 pandemic and the rapid advancements in Artificial Intelligence (AI).
This write-up explores the hiring process at TCS in three distinct phases:
1. Pre-COVID-19 Hiring Practices
2. Hiring During and Immediately After COVID-19
3. AI-Driven Evolution of Recruitment in the Post-Pandemic Era

1. Pre-COVID-19 Hiring Practices at TCS

Before the pandemic, TCS followed a well-established, largely traditional hiring process that
combined campus recruitment and lateral hiring, with an emphasis on personal interaction and
structured assessments.
1.1 Campus Recruitment Dominance
TCS has long been a major recruiter in Indian engineering and management campuses. The
process typically included:
1. Campus Drives: TCS visited premier engineering institutes (like IITs, NITs, and
other reputed universities) and conducted recruitment drives on-site.
2. Pre-Placement Talks: These sessions informed students about TCS’s culture, job

22
 profiles, growth opportunities, and the recruitment process.
3. Aptitude Tests: Candidates had to clear written tests assessing quantitative aptitude,
logical reasoning, and verbal skills.
4. Technical Interviews: Candidates who passed the initial round were called for
technical interviews, focusing on programming, domain knowledge, and problem-
solving skills.
5. HR Interviews: The final round assessed the candidate’s personality, communication
skills, and cultural fit.
6. Offer & Onboarding: Successful candidates received on-campus offers, followed by
in-person onboarding at company locations.
1.2 Lateral Hiring
For experienced professionals, TCS relied on job portals, internal referrals, and recruitment
agencies. The lateral hiring process was mostly conducted face-to-face, involving multiple
rounds of technical and HR interviews.
1.3 Use of Conventional Tools
The recruitment tools and platforms used before 2020 were relatively manual and fragmented:
1. Application tracking systems (ATS) were basic.
2. Tests and interviews were mostly offline.
3. Coordination involved significant human intervention.
4. Background verifications and document submissions were physical or semi-digital.
1.4 Limitations
Although effective, the pre-COVID hiring process had limitations:
1. High logistical cost due to physical interviews and drives.
2. Time-consuming, especially for candidates located far from TCS offices.
3. Less scalability during mass hiring seasons.
4. Limited usage of data analytics for candidate profiling.
5. Inconsistent candidate experience due to varying interviewer styles.

23
 Figure: Pre covid hiring process of TCS

2. Hiring Process During and Immediately After COVID-19

The outbreak of COVID-19 in early 2020 caused unprecedented disruption worldwide. Social
distancing, lockdowns, and travel restrictions forced companies to rethink their recruitment
approach overnight.
2.1 Shift to Virtual Hiring
TCS rapidly transitioned to remote hiring, implementing virtual campus drives and interviews
for the first time at scale.
1. Virtual Campus Recruitment: Campus recruitment events moved online using
video conferencing platforms like Microsoft Teams, Zoom, and Cisco Webex.
2. Online Assessments: Aptitude and coding tests were hosted on online portals with
proctoring features to ensure test integrity.
3. Digital Interviews: Multiple rounds of interviews, including technical and HR
rounds, were conducted through video calls.
4. Digital Offer Letters & Onboarding: Offers were communicated via emails and
official portals, and onboarding processes became fully remote with digital
documentation and e-learning modules.

24
2.2 Challenges and Adaptations
The sudden shift posed challenges but also catalysed innovation:
1. Ensuring Fairness & Integrity: To prevent cheating in online tests, TCS introduced
remote proctoring tools with AI-based monitoring of candidates’ screens and
behaviours.
2. Candidate Experience: Virtual platforms improved convenience but reduced
personal interaction, leading TCS to invest in enhanced communication and
engagement through webinars and virtual Q&A sessions.
3. Technical Infrastructure: Candidates and interviewers required stable internet and
suitable devices, prompting TCS to provide guidelines and technical support.
4. Scaling Remote Hiring: Virtual methods enabled TCS to scale recruitment beyond
geographical constraints, increasing access to talent across India and internationally.
2.3 Emphasis on Soft Skills and Adaptability
The pandemic highlighted the importance of adaptability, resilience, and communication skills in
remote work environments. Hence, TCS incorporated:
1. Behavioural and situational questions focused on remote collaboration.
2. Assessments of digital literacy and self-motivation.
3. Virtual group discussions and case studies to evaluate teamwork in a virtual setting.
2.4 Integration of Contactless Background Verification
TCS adopted online background verification services, digitizing the entire verification and
document submission process, thereby reducing delays.

Figure: Post COVID or Immediate COVID hiring process of TCS

25
3. AI-Driven Evolution of Recruitment Post-Pandemic
Beyond adapting to remote hiring, TCS leveraged Artificial Intelligence (AI) and related
technologies to transform its recruitment process into a smart, data-driven ecosystem.

3.1 AI-Powered Resume Screening

One of the earliest AI applications was in automating resume screening:
1. Natural Language Processing (NLP): AI algorithms analyse resumes for relevant
keywords, skills, experience, and educational qualifications.
2. Ranking and Shortlisting: Instead of manual review, AI scores and ranks candidates
based on job fit, significantly speeding up initial filtering.
3. Bias Reduction: Properly designed AI models can reduce unconscious human bias by
focusing purely on candidate qualifications.
3.2 Chatbots for Candidate Engagement
TCS implemented AI chatbots on their careers portal and recruitment platforms:
1. 24/7 Query Handling: Candidates receive instant responses about job openings,
application status, and interview schedules.
2. Personalized Guidance: Chatbots guide applicants through application processes and
answer FAQs.
3. Interview Scheduling: Automated scheduling bots coordinate interview timings,
reducing human workload and delays.
3.3 AI-Enabled Online Assessments and Coding Tests
Beyond conventional aptitude tests, AI powered platforms are used for:
1. Adaptive Testing: The difficulty level adjusts dynamically based on candidate
responses, enabling more precise skill assessment.
2. Plagiarism Detection: AI tools detect copied or pre-written code submissions.
3. Automated Code Evaluation: AI assesses code quality, efficiency, and style beyond
correctness.
3.4 Video Interview Analysis Using AI
AI technologies have been integrated into video interview platforms to analyse candidates on
multiple parameters:
1. Facial Expression & Emotion Analysis: AI assesses candidate confidence,
enthusiasm, and stress levels by analysing facial cues.
2. Speech and Language Processing: Tone, clarity, vocabulary, and filler word usage
are evaluated.
26
 3. Behavioural Pattern Recognition: AI evaluates body language and eye contact to
infer interpersonal skills.
4. Automated Transcription and Summarization: Interview recordings are
transcribed and summarized to assist recruiters. These tools provide additional data
points for recruiters, helping make more informed hiring decisions.
3.5 Predictive Analytics for Talent Matching
TCS employs AI-powered predictive models to:
1. Match Candidates to Roles: Based on past hiring data, employee performance, and
candidate profiles, AI predicts the best role fit.
2. Attrition Prediction: AI models help identify candidates likely to stay longer,
improving retention.
3. Skill Gap Analysis: AI suggests personalized training or reskilling based on
candidate and employee data.
3.6 Diversity and Inclusion (D&I) Focus with AI
TCS uses AI to monitor hiring patterns and ensure diversity goals are met:
1. Blind Screening: Candidate details like name, gender, and ethnicity are anonymized
during initial screening.
2. Bias Detection: AI systems flag and correct biases in job descriptions, interview
questions, and recruiter decisions.
3. Inclusive Language: AI tools help craft job postings that attract diverse applicants.
3.7 Integration with Learning Platforms
TCS links recruitment with employee learning management systems:
1. Reskilling Recommendations: Candidates and new hires are recommended courses
to bridge skill gaps.
2. Continuous Assessment: AI tracks progress during onboarding and suggests
customized development paths.
3.8 Enhanced Candidate Experience through AI
TCS focuses heavily on candidate experience improvements:
1. Virtual Reality (VR) and Augmented Reality (AR): In some pilot projects,
immersive virtual office tours and simulations help candidates understand work
environments.
2. Personalized Communication: AI tools send tailored updates, reminders, and
feedback.
3. Gamified Assessments: Interactive games evaluate problem-solving, creativity, and
teamwork.
27
4. Benefits of AI and Digital Transformation in TCS Hiring
4.1 Speed and Efficiency
1. Time-to-hire has significantly reduced due to automation.
2. Large volumes of applications are processed swiftly with minimal manual
intervention.
3. Real-time analytics enable rapid decision-making.
4.2 Quality of Hire
1. AI provides objective assessments that reduce human bias.
2. Behavioural and technical data combined leads to better job-fit predictions.
3. Continuous feedback loops improve hiring models.
4.3 Cost Savings
1. Reduction in travel, venue, and logistics costs due to virtual processes.
2. Less reliance on external recruitment agencies.
3. Automation reduces HR workload, lowering operational expenses.
4.4 Scalability and Reach
1. Virtual hiring enables TCS to tap talent from geographically dispersed locations.
2. AI models can be customized for different roles and levels.
4.5 Improved Candidate Engagement
1. Chatbots and personalized communications enhance candidate satisfaction.
2. Virtual onboarding eases transition and retention.

5. Challenges and Considerations

While AI and virtual hiring bring many benefits, TCS has also navigated challenges:
1. Technology Access: Ensuring candidates from remote areas have internet and
devices.
2. Data Privacy: Safeguarding candidate data amidst extensive digital processing.
3. Algorithmic Bias: Continuous auditing of AI systems to avoid unintended
discrimination.
4. Human Touch: Balancing AI automation with empathetic human interactions.
5. Candidate Anxiety: Preparing candidates for virtual and AI-monitored assessments.
TCS addresses these through candidate support programs, transparent communication, and hybrid
interview models.

28
6. The Future of TCS Hiring
Looking ahead, TCS is expected to further enhance its recruitment by integrating:
1. Advanced AI models for deeper predictive analytics.
2. Blockchain for secure, immutable credential verification.
3. Expanded VR/AR experiences for immersive recruitment.
4. AI-driven career pathing and personalized learning post-hiring.

29
 2.2 Case Study: Wipro

Wipro Limited, one of India’s leading global IT services companies, has long been recognized
for its robust talent acquisition strategies, which ensure a steady pipeline of skilled professionals
to serve a wide range of clients. Over the years, Wipro’s recruitment process has seen significant
transformations — particularly influenced by the disruptions caused by the COVID-19 pandemic
and the rapid adoption of Artificial Intelligence (AI) technologies. These factors have reshaped
how Wipro attracts, assesses, and hires talent in a competitive marketplace.
This article explores the evolution of Wipro’s hiring process in three distinct phases:
1. Pre-COVID-19 Hiring Practices
2. Hiring During and Immediately After COVID-19
3. AI-Driven Recruitment Transformation Post-Pandemic

1. Pre-COVID-19 Hiring Practices at Wipro

Before the pandemic, Wipro’s hiring approach was a blend of traditional methods combined with
structured recruitment processes tailored for campus and experienced hires.
1.1 Campus Recruitment Focus
Wipro is known for its active campus recruitment in premier engineering and management
institutions across India.
1. Campus Placement Drives: Wipro conducted extensive on-campus recruitment
drives at top-tier institutions such as IITs, NITs, and other engineering colleges.
2. Pre-Placement Talks and Seminars: These sessions introduced candidates to
Wipro’s culture, business verticals, career progression, and hiring timelines.
30
 3. Aptitude and Technical Tests: Candidates had to clear written exams covering
quantitative aptitude, logical reasoning, and basic programming skills.
4. Technical and HR Interviews: Multiple interview rounds assessed candidates’
domain knowledge, problem-solving skills, communication, and cultural fit.
5. Physical Interaction: Most interviews and group discussions were conducted in
person at the campus or Wipro offices.
1.2 Lateral and Experienced Hiring
For mid-level and senior positions, Wipro used various channels including job portals,
recruitment agencies, employee referrals, and direct sourcing.
1. Interviews were primarily face-to-face with multiple rounds focusing on technical
skills, leadership, and domain expertise.
2. Background verification and document validation were largely manual and in-person.
1.3 Recruitment Tools and Systems
1. Wipro used conventional Applicant Tracking Systems (ATS) with basic automation.
2. Test assessments were often offline or through limited online portals without
advanced proctoring.
3. Communication with candidates involved phone calls and emails, coordinated
manually by recruitment teams.
1.4 Limitations
The traditional process, while effective, posed several challenges:
1. Geographical limitations restricted reach to diverse talent pools.
2. Manual coordination increased recruitment cycle time.
3. Physical processes increased cost and scheduling complexity.
4. Limited data-driven decision-making tools led to potential biases.

Figure: Pre COVID hiring process of Wipro

31
2. Hiring Process During and Immediately After COVID-19
The outbreak of COVID-19 in early 2020 forced Wipro to rapidly pivot from physical
recruitment to fully virtual hiring to comply with social distancing and lockdown mandates.
2.1 Transition to Virtual Hiring
Wipro implemented a comprehensive remote recruitment strategy leveraging digital platforms.
1. Virtual Campus Recruitment: Campus drives were conducted via virtual platforms like
Microsoft Teams, Zoom, and Webex, allowing Wipro to connect with candidates
remotely.
2. Online Aptitude and Technical Tests: These were hosted on secure digital portals with
online proctoring features to maintain exam integrity.
3. Video Interviews: All rounds, including HR and technical interviews, moved online.
4. Remote Offer and Onboarding: Offer letters were sent electronically, and onboarding
processes were digitized with e-forms, virtual orientations, and online training modules.
2.2 Addressing Challenges
The switch to virtual hiring introduced several challenges:
1. Internet and Technology Access: Wipro provided guidelines and support to ensure
candidates had adequate technical setups.
2. Maintaining Candidate Engagement: Virtual pre-placement talks, webinars, and Q&A
sessions were organized to keep candidates informed and motivated.
3. Assessment Integrity: Use of AI-powered proctoring tools ensured fairness during online
tests.
4. Scalability: Virtual hiring allowed Wipro to broaden its talent search beyond traditional
geographic constraints.
2.3 Enhanced Evaluation Criteria
With remote work becoming the norm, Wipro placed additional emphasis on:
1. Communication skills, especially digital communication proficiency.
2. Adaptability, self-motivation, and ability to work independently.
3. Remote collaboration skills assessed through virtual group discussions and case study
exercises.
2.4 Digital Background Verification
Wipro adopted third-party digital verification services to streamline background checks, making
the process faster and more secure.

32
 Figure: POST and Immediate COVID hiring process of Wipro

3. AI-Driven Evolution of Recruitment Post-Pandemic

Following the pandemic, Wipro accelerated its adoption of AI and automation to create a smart,
efficient, and candidate-friendly recruitment ecosystem.
3.1 AI-Based Resume Screening
AI technologies play a central role in Wipro’s recruitment:
1. Natural Language Processing (NLP): AI parses and analyses resumes to identify
relevant skills, experiences, and education.

2. Automated Shortlisting: Candidates are ranked and shortlisted based on AI-driven

scoring models, reducing manual workload.
3. Bias Mitigation: AI models designed to reduce unconscious bias by focusing on
candidate skills and qualifications objectively.
3.2 Chatbots for Candidate Interaction
Wipro’s careers portal features AI chatbots that:
1. Provide 24/7 support to candidates, answering common queries about job roles,
application status, and processes.
2. Assist candidates with application submission, interview scheduling, and document
uploads.
3. Enhance candidate engagement and reduce drop-offs.
33
3.3 Intelligent Online Assessments
Wipro uses AI-powered testing platforms that offer:
1. Adaptive Testing: Adjusts question difficulty based on candidate performance for
precise skill measurement.
2. Plagiarism and Cheating Detection: AI algorithms detect suspicious patterns in coding
tests.
3. Code Quality Analysis: Automated evaluation of programming assignments for logic,
efficiency, and style.
3.4 AI-Enhanced Video Interviews
Wipro leverages AI to augment video interviews:
1. Facial and Emotional Analytics: AI analyses expressions, tone, and confidence levels to
provide recruiters with deeper insights.
2. Speech and Language Analysis: Evaluation of clarity, vocabulary, and communication
effectiveness.
3. Automated Interview Summaries: AI generates transcripts and highlights key candidate
traits.
3.5 Predictive Talent Analytics
AI-driven analytics help Wipro predict:
1. Role Fitment: Matching candidates’ skills and experiences with job requirements.
2. Employee Retention: Identifying candidates with higher likelihood of long-term
engagement.
3. Training Needs: Suggesting upskilling paths based on candidate profiles.

3.6 Diversity and Inclusion Initiatives via AI

Wipro uses AI tools to support D&I goals by:
1. Blind Screening: Hiding personal information to prevent bias.
2. Analysing Recruitment Data: Ensuring balanced representation across gender, ethnicity,
and regions.
3. Inclusive Job Descriptions: AI tools help craft gender-neutral, bias-free job postings.
3.7 Integration with Learning and Development Platforms
1. Candidates and new hires receive AI-based personalized learning recommendations.
2. Continuous skill assessments help align talent development with organizational goals.

34
3.8 Improved Candidate Experience
Wipro’s AI enhancements have resulted in:
1. Faster response times through chatbots and automated communication.
2. Virtual reality (VR) experiences to simulate work environments for candidates.
3. Gamified assessments to make recruitment more engaging and less stressful.

4. Benefits of Digital and AI-Driven Hiring at Wipro

4.1 Increased Efficiency
1. Faster screening and shortlisting reduce time-to-hire.
2. Automation frees recruiters to focus on qualitative assessments.
3. Seamless virtual interviews enable scheduling flexibility.
4.2 Improved Hiring Quality
1. Data-driven decision-making reduces subjective bias.
2. Enhanced assessment tools capture candidate potential holistically.
3. Predictive analytics improve workforce planning.
4.3 Cost Optimization
1. Reduced travel and venue costs due to virtual recruitment.
2. Lower administrative overhead through automation.
3. Streamlined onboarding saves time and resources.
4.4 Greater Reach and Scalability
1. Virtual platforms enable hiring from diverse geographical locations.
2. AI tools adapt to different job roles and recruitment volumes.
4.5 Better Candidate Engagement
1. Interactive chatbots and real-time updates improve candidate satisfaction.
2. Digital onboarding accelerates assimilation.

5. Challenges and Mitigation

Wipro has proactively addressed challenges such as:
1. Digital Divide: Offering tech support to candidates in under-served areas.
2. Data Security: Ensuring compliance with data privacy regulations like GDPR.
3. AI Fairness: Regularly auditing AI models to avoid biases.
4. Human Element: Maintaining recruiter involvement for empathy and cultural fit
assessments.
5. Candidate Anxiety: Providing detailed guidance and practice tests for virtual
35
 assessments.

6. Future Directions in Wipro’s Hiring

Wipro is likely to further innovate by:
1. Expanding AI capabilities in talent analytics and employee lifecycle management.
2. Exploring blockchain for secure candidate credentials verification.
3. Scaling virtual and augmented reality tools for immersive recruitment experiences.
4. Using AI to identify emerging skills and proactively build talent pools.

36
 2.3 Case Study: Infosys

Infosys Limited, one of India’s largest and most reputed IT service companies, has long been
recognized for its systematic and robust talent acquisition framework. Over the years, Infosys has
attracted thousands of skilled professionals annually through its campus recruitment and lateral
hiring processes. However, the COVID-19 pandemic and the rise of Artificial Intelligence (AI)
technologies have significantly reshaped the way Infosys approaches recruitment.
This article examines the evolution of Infosys’ hiring process in three key phases:
1. Pre-COVID-19 Hiring Practices
2. Hiring During and Immediately After COVID-19
3. AI-Enabled Recruitment Transformation Post-Pandemic

1. Pre-COVID-19 Hiring Practices at Infosys

Before the global pandemic disrupted conventional hiring, Infosys followed a traditional yet
efficient hiring model focused on both campus and experienced talent acquisition.
1.1 Campus Recruitment
Infosys has traditionally been a preferred employer at leading engineering colleges and
universities across India.
1. On-Campus Placement Drives: Infosys conducted extensive on-campus recruitment
events at prestigious institutes like IITs, NITs, and other recognized universities.

37
 2. Written Aptitude and Technical Tests: Candidates were required to clear written
assessments covering quantitative aptitude, logical reasoning, and fundamental
programming knowledge.
3. Technical and HR Interviews: Successful candidates faced multiple rounds of
interviews emphasizing domain expertise, problem-solving ability, and communication
skills.
4. Physical Presence: These recruitment events and interviews were mostly conducted face-
to-face at the campuses or Infosys offices.
1.2 Lateral Hiring and Experienced Talent Acquisition
For mid-level and senior roles, Infosys relied on:
1. Job portals, employee referrals, and recruitment agencies.
2. In-person interviews to evaluate technical skills, leadership abilities, and cultural fit.
3. Manual processes for document verification and background checks.
1.3 Recruitment Tools and Systems
1. Infosys used Applicant Tracking Systems (ATS) with moderate automation.
2. Assessment tests were conducted either offline or through basic online platforms without
extensive proctoring mechanisms.
3. Communication with candidates was primarily through phone calls and emails
coordinated by recruitment teams.
1.4 Challenges of Traditional Hiring
1. Geographic limitations in reaching a diverse talent pool.
2. Lengthy recruitment cycles due to manual coordination.
3. Higher costs and logistical challenges from physical interviews.
4. Potential biases due to limited data-driven decision-making.

38
 Figure: Pre COVID hiring process of Infosys

2. Hiring During and Immediately After COVID-19

The pandemic forced Infosys to pivot quickly to a fully digital hiring model to ensure safety and
continuity.
2.1 Transition to Virtual Recruitment
Infosys implemented a comprehensive remote hiring strategy leveraging digital tools.
1. Virtual Campus Drives: Conducted through platforms such as Microsoft Teams, Zoom,
and Webex, allowing candidates to participate remotely.
2. Online Aptitude and Technical Tests: Conducted via secure online portals with
integrated proctoring to maintain test integrity.
3. Video Interviews: All stages of interviews, including HR and technical rounds,
transitioned online.
4. Digital Offer Letters and Onboarding: Offers were communicated electronically, and
onboarding was conducted virtually with e-forms and online training modules.
2.2 Overcoming Challenges
1. Infosys provided guidelines and technical support to candidates to address connectivity
and device challenges.
2. Virtual pre-placement talks and webinars were organized to keep candidates engaged and
informed.
3. AI-based proctoring tools helped ensure fairness and reduce cheating.
4. Broadened recruitment reach beyond traditional geographic limits due to virtual access.
2.3 Shifting Evaluation Metrics
Given the increase in remote work, Infosys emphasized:
1. Digital communication and collaboration skills.
2. Self-discipline, adaptability, and remote work readiness.
3. Behavioural and situational assessments conducted virtually.

39
 2.4 Digital Background Verification
2.5 Infosys adopted third-party digital verification solutions for faster and more secure
background checks.

Figure: Post and Immediate COVID hiring process of Infosys

3. AI-Driven Hiring Transformation Post-Pandemic

Post-pandemic, Infosys accelerated its integration of AI to enhance recruitment speed, efficiency,
and quality.
3.1 AI-Powered Resume Screening
1. AI-driven tools parse resumes for skills, experience, and education using Natural
Language Processing (NLP).
2. Automated ranking and shortlisting based on relevance to job criteria.
3. Algorithms designed to reduce human bias and focus on merit.
3.2 AI Chatbots for Candidate Engagement
Infosys’ career portals employ chatbots to:
1. Provide instant responses to candidate queries 24/7.
2. Guide candidates through application processes and interview preparation.
3. Schedule interviews and send automated notifications.
3.3 Intelligent Assessment Platforms
AI-powered assessments offer:
40
 1. Adaptive testing that customizes question difficulty based on candidate performance.
2. Advanced plagiarism detection in coding tests.
3. Automated code review for quality, efficiency, and accuracy.
3.4 AI-Enhanced Video Interviews
1. AI analyses facial expressions, voice tone, and speech clarity to provide deeper insights.
2. Automated transcripts and interview summaries aid recruiters in evaluation.
3. Behavioural analytics help predict candidate cultural fit and potential.
3.5 Predictive Talent Analytics
1. Matching candidates’ profiles to roles based on predictive modelling.
2. Forecasting candidate retention and performance.
3. Tailored training recommendations based on assessment data.
3.6 Supporting Diversity and Inclusion (D&I)
AI tools help Infosys:
1. Blind screening by anonymizing personal details.
2. Monitor recruitment metrics to ensure gender, regional, and ethnic diversity.
3. Generate unbiased job descriptions.
3.7 Learning & Development Integration
1. AI suggests personalized upskilling and reskilling programs post-hiring.
2. Continuous candidate assessments enable career pathing aligned with organizational
goals.
3.8 Enhanced Candidate Experience
1. Faster and more transparent communication through AI-driven updates.
2. Gamified tests to make hiring engaging.
3. Virtual reality (VR) experiences simulate work environments for candidate immersion.

4. Benefits of Digital and AI-Driven Hiring at Infosys

4.1 Increased Efficiency
1. Automated screening shortens time-to-hire.
2. Recruiters can focus on qualitative assessment rather than administrative tasks.
3. Virtual interviews offer flexibility and scalability.
4.2 Improved Quality of Hire
1. Data-driven insights improve match accuracy.
2. Comprehensive assessments provide a holistic candidate view.
3. Predictive analytics help forecast success and retention.
4.3 Cost and Resource Optimization
41
 1. Reduced physical infrastructure and travel expenses.
2. Streamlined processes reduce administrative overhead.
3. Faster onboarding reduces time to productivity.
4.4 Wider Talent Reach
1. Ability to source talent from across geographies.
2. Scalability to hire in bulk during peak demand.
4.5 Superior Candidate Engagement
1. Real-time chatbot assistance reduces anxiety.
2. Virtual onboarding accelerates integration.
3. Continuous communication improves candidate satisfaction.

5. Challenges and Mitigation Strategies

Infosys addressed challenges including:
1. Technology Access: Offering support and alternative options for candidates with limited
digital resources.
2. Data Security: Ensuring compliance with privacy regulations like GDPR.
3. Bias in AI: Periodic audits to detect and correct bias in algorithms.
4. Maintaining Human Touch: Keeping recruiters involved for cultural fit and empathy.
5. Candidate Preparedness: Providing resources and mock tests for virtual assessments.

6. Future Outlook
Infosys is expected to continue advancing recruitment technologies with:
1. Greater use of AI for end-to-end talent lifecycle management.
2. Blockchain for credential verification.
3. Immersive VR and augmented reality (AR) for candidate engagement.
4. Proactive talent pool building using AI to anticipate skill needs.
5. Flexible workforce models supported by digital platforms.

42
 2.4 Case Study: Deloitte

Deloitte, one of the world’s leading professional services firms, is renowned for its advisory,
consulting, audit, and tax services. With a vast workforce spread globally, Deloitte's talent
acquisition strategy has always been critical to maintaining its competitive edge and delivering
high-value services to clients. The COVID-19 pandemic and the advancement of Artificial
Intelligence (AI) technologies have significantly reshaped Deloitte’s hiring practices, driving
greater efficiency, inclusivity, and innovation.
This article explores the evolution of Deloitte’s hiring process across three key phases:
1. Pre-COVID-19 Hiring Practices
2. Hiring During and Immediately After COVID-19
3. AI-Enabled Recruitment Transformation Post-Pandemic

1. Pre-COVID-19 Hiring Practices at Deloitte

Before the pandemic, Deloitte’s recruitment process was well-structured and combined both
traditional and modern methods to attract the best talent across various service lines.
1.1 Campus and Experienced Hiring
1. Campus Recruitment: Deloitte regularly conducted campus drives at premier
institutions, including business schools and engineering colleges, particularly targeting
MBA graduates, CA finalists, and IT professionals.
2. Multiple Selection Rounds: The recruitment process typically included written aptitude

43
 tests, case study assessments, group discussions, and face-to-face interviews
o with technical and HR panels.
3. On-site Interviews: Candidate evaluations were primarily in-person, allowing direct
interaction to assess communication skills, body language, and cultural fit.
4. Lateral Hiring: For mid and senior-level roles, Deloitte engaged recruitment agencies
and leveraged internal referrals. Interviews were conducted in-office or at client sites.
1.2 Recruitment Technologies
1. Deloitte used Applicant Tracking Systems (ATS) to manage candidate data but had
limited AI integration.
2. Assessments and interviews were scheduled manually, with significant human
coordination.
3. Communication with candidates was through phone calls, emails, and occasional in-
person meetings.

1.3 Challenges in Traditional Hiring

1. Physical presence requirements limited the pool of candidates.
2. Lengthy hiring cycles due to multiple rounds and logistical complexities.
3. Higher costs for conducting assessments and interviews.
4. Manual screening led to potential unconscious bias.

Figure: Pre COVID hiring process of Deloitte

44
2. Hiring During and Immediately After COVID-19
The onset of the COVID-19 pandemic created unprecedented challenges, forcing Deloitte to
rapidly shift to a fully digital recruitment approach to maintain talent acquisition momentum.
2.1 Virtual Recruitment Framework
1. Remote Campus Drives: Deloitte adopted virtual campus recruitment using video
conferencing platforms such as Microsoft Teams and Zoom, allowing candidates from
diverse locations to participate.
2. Online Assessments: Aptitude tests, case simulations, and psychometric evaluations
were shifted to secure online platforms.
3. Digital Interviewing: All rounds of interviews, including behavioural and technical
evaluations, were conducted via video calls.
4. Virtual Onboarding: New hires completed documentation, training, and induction
entirely online, often before joining their teams remotely.
2.2 Overcoming Remote Hiring Challenges
1. Deloitte provided clear guidelines and technical support to candidates unfamiliar with
virtual platforms.
2. Virtual open houses and webinars were introduced to familiarize candidates with
company culture.
3. Online proctoring ensured test integrity and fairness.
4. Remote hiring widened access to talent beyond traditional geographic limitations.
2.3 Focused Evaluation Criteria
With remote work becoming widespread, Deloitte placed increased emphasis on:
1. Candidates’ digital collaboration skills and adaptability.
2. Emotional intelligence and remote work readiness.
3. Scenario-based problem solving evaluated through virtual case studies.

45
2.4 Digitized Background and Reference Checks
Deloitte incorporated third-party digital verification services to expedite and secure background
screening processes.

Figure: Post and Immediate COVID hiring process of Deloitte

3. AI-Driven Hiring Transformation Post-Pandemic

Post-pandemic, Deloitte accelerated the integration of Artificial Intelligence to create a smarter,
data-driven recruitment process that enhances candidate experience and optimizes decision-
making.
3.1 AI-Based Resume Screening
1. AI-powered tools scan thousands of applications swiftly to identify the most relevant
candidates based on skills, experience, and qualifications.
2. Natural Language Processing (NLP) algorithms help interpret resumes beyond keyword
matching, recognizing contextual relevance.
3. The automation reduces human bias and increases hiring fairness.
3.2 Chatbots and Virtual Assistants
1. Deloitte’s career portals utilize AI chatbots to guide candidates through the application
process, answer FAQs, schedule interviews, and provide real-time updates.
2. Virtual assistants reduce recruiter workload by handling routine communications.
3.3 Advanced Assessment Platforms
1. AI-enabled platforms conduct adaptive tests tailored to candidate skill levels, including
cognitive, technical, and personality assessments.
2. Automated evaluation of case study presentations and simulations using AI scoring
models.

46
 3. Plagiarism and cheating detection tools ensure test integrity.

3.4 AI-Supported Video Interviewing

1. AI analyses verbal and non-verbal cues during video interviews, including speech
patterns, facial expressions, and sentiment.
2. Automated transcripts and analytics assist recruiters in making objective decisions.
3. Behavioural analytics help predict candidate success and cultural fit.
3.5 Predictive Analytics and Talent Matching
1. Deloitte employs predictive models to forecast candidates’ job performance and retention
likelihood.
2. AI-driven talent pools enable proactive hiring and skill-gap analysis.
3. Matching algorithms suggest career paths and development opportunities.
3.6 Enhancing Diversity, Equity & Inclusion (DEI)
1. AI tools anonymize candidate data to prevent unconscious bias during screening.
2. Continuous monitoring of recruitment metrics ensures diverse hiring outcomes.
3. Job descriptions are optimized with inclusive language using AI tools.
3.7 Integration with Learning & Development
1. Personalized learning journeys recommended by AI post-hiring to accelerate skill
development.
2. Continuous feedback loops connect recruitment with employee growth strategies.
3.8 Candidate Experience Enhancement
1. AI-driven communication platforms keep candidates informed and engaged throughout
recruitment.
2. Gamified assessments and virtual reality (VR) experiences make the hiring process
interactive and engaging.
3. Virtual onboarding includes immersive digital environments to acclimatize new hires
remotely.
4. Benefits of Digital and AI-Driven Hiring at Deloitte
4.1 Increased Efficiency
1. Automation reduces time-to-hire by streamlining screening and scheduling.
2. Recruiters focus on high-value tasks like candidate engagement and cultural assessment.
3. Remote interviews enable flexible scheduling and broaden candidate reach.
4.2 Improved Quality of Hire
1. AI-driven analytics improve candidate-job fit and predict long-term success.
2. Comprehensive multi-dimensional assessments provide richer candidate profiles.
47
 3. Data-driven decisions reduce unconscious bias.
4.3 Cost and Resource Savings
1. Eliminated travel and venue costs for recruitment drives.
2. Reduced administrative overhead through automated processes.
3. Faster onboarding translates to quicker productivity gains.
4.4 Expanded Talent Access
1. Virtual hiring breaks geographical barriers.
2. Greater inclusion of diverse candidates from non-traditional backgrounds.
4.5 Superior Candidate Engagement
1. Immediate chatbot responses enhance candidate satisfaction.
2. Regular updates and personalized communication reduce drop-off rates.
3. Interactive recruitment experiences improve employer branding.

5. Challenges and Mitigation

Deloitte actively addressed challenges including:
1. Digital Divide: Offering alternatives or support for candidates with limited internet or
device access.
2. Data Privacy: Ensuring compliance with GDPR and local data protection laws.
3. Bias in AI: Implementing periodic audits and refining algorithms to reduce bias.
4. Human Touch: Maintaining recruiter involvement to ensure empathy and nuanced
decision-making.
5. Candidate Readiness: Providing preparation materials and mock virtual interviews to
ease candidate anxiety.

6. Future Directions
Looking ahead, Deloitte aims to:
1. Expand AI integration across the full talent lifecycle — from sourcing to career
development.
2. Utilize blockchain for credential and identity verification.
3. Leverage augmented reality (AR) and virtual reality (VR) to simulate real work
environments.
4. Use predictive workforce analytics to anticipate and fill future skill demands.
5. Continue evolving hybrid and flexible hiring models aligned with future workplace
trends.

48
 2.5 Case Study: Cognizant

Cognizant Technology Solutions, a global leader in IT services and consulting, relies heavily on
its recruitment strategies to sustain growth and meet the ever-changing demands of the
technology landscape. The company’s talent acquisition process has witnessed significant
changes, especially influenced by the COVID-19 pandemic and the rise of artificial intelligence
(AI). This document explores the comprehensive evolution of Cognizant’s hiring approach
through three phases:
1. Pre-COVID-19 Hiring Practices
2. Hiring During and Immediately After COVID-19
3. AI-Enabled Recruitment Transformation Post-Pandemic

1. Pre-COVID-19 Hiring Practices at Cognizant

Before the pandemic, Cognizant’s recruitment model was a blend of traditional and technology-
assisted approaches, optimized for attracting both fresh graduates and experienced professionals
worldwide.
1.1 Campus and Experienced Hiring
1. Campus Recruitment: Cognizant actively partnered with engineering colleges and
universities globally, hosting on-campus drives that included aptitude tests, technical
interviews, and HR rounds.
2. Experienced Hiring: For mid-level and senior roles, the company leveraged recruitment
agencies, employee referrals, and its internal talent pool. The process entailed face-to-face
49
 interviews, technical assessments, and managerial rounds.
3. Multi-Round Screening: Candidates underwent several rounds including written tests,
group discussions, and personal interviews, mostly conducted onsite.
1.2 Recruitment Tools and Technology
1. Use of Applicant Tracking Systems (ATS) for application management and interview
scheduling.
2. Limited automation; majority of screening and scheduling was manual or semi-
automated.
3. Communication primarily through emails and phone calls.
1.3 Challenges Faced
1. Geographic and logistic constraints limited candidate reach.
2. Long recruitment cycles impacted hiring speed.
3. Risk of human bias in screening and interview evaluation.
4. Physical interviews limited scalability and flexibility.

Figure: Pre COVID cognizant hiring process

2. Hiring During and Immediately After COVID-19

The pandemic mandated a swift pivot to virtual recruitment, pushing Cognizant to digitize and
automate its entire hiring funnel.
2.1 Virtual Recruitment Shift
1. Virtual Campus Drives: Conducted through video conferencing platforms enabling
participation from geographically dispersed candidates.
2. Online Assessments: Aptitude, coding, and psychometric tests were shifted to remote
proctored platforms.
3. Digital Interviews: All interview rounds were conducted remotely via video calls,
eliminating the need for physical presence.
4. Virtual Onboarding: New hires completed documentation, induction, and training
remotely, often engaging with teams virtually before their official start date.

50
2.2 Overcoming Challenges
1. Providing technical assistance and guidance for candidates unfamiliar with virtual
platforms.
2. Hosting virtual webinars and Q&A sessions to introduce company culture.
3. Online proctoring solutions ensured integrity during assessments.
4. Greater flexibility allowed Cognizant to tap into a wider talent pool across regions.
2.3 Changed Evaluation Focus
1. Greater emphasis on remote collaboration and communication skills.
2. Assessing candidate adaptability to remote working conditions.
3. Incorporation of real-time problem-solving scenarios in virtual assessments.
2.4 Digital Background Screening
Integration with third-party verification platforms to conduct background and credential
checks electronically.

Figure: Post and Immediate COVID hiring process of cognizant

3. AI-Driven Hiring Transformation Post-Pandemic

Post-pandemic, Cognizant embraced AI and automation extensively to build a more efficient,
unbiased, and scalable recruitment process.
3.1 AI-Based Resume Screening
1. AI-driven algorithms scan and filter large volumes of resumes rapidly to shortlist
candidates who best fit role requirements.
2. Use of Natural Language Processing (NLP) allows contextual understanding beyond
simple keyword matching.
3. This reduces manual effort and enhances fairness by minimizing human bias.

51
3.2 AI Chatbots and Virtual Assistants
1. Chatbots on Cognizant’s career portals guide candidates through application steps, answer
queries, schedule interviews, and provide status updates.
2. Virtual assistants automate routine recruiter tasks, allowing focus on strategic hiring
activities.
3.3 Advanced Assessment Platforms
1. Adaptive, AI-powered testing platforms evaluate cognitive skills, technical expertise, and
personality traits.
2. Automated evaluation of coding challenges and scenario-based case studies.
3. Anti-cheating mechanisms using AI-based behaviour analytics maintain test credibility.
3.4 AI-Powered Video Interviewing
1. AI tools analyse candidate speech, facial expressions, tone, and sentiment during recorded
or live video interviews.
2. Automated scoring and transcription enable data-driven decision making.
3. Behavioural analytics assess cultural fit and candidate potential more objectively.
3.5 Predictive Analytics and Talent Matching
1. AI models predict candidate success, retention probabilities, and performance trajectories.
2. Intelligent matching aligns candidate profiles with open roles, enabling proactive
recruitment.
3. Talent pools are segmented using AI to fast-track future hiring needs.
3.6 Promoting Diversity and Inclusion with AI
1. Candidate anonymization during screening removes identifiers that may trigger
unconscious bias.
2. Continuous AI audits ensure equitable hiring outcomes.
3. Job descriptions are optimized for inclusive language to attract a broader spectrum of
applicants.
3.7 Integration with Learning and Development
1. New hires receive AI-personalized learning plans to close skill gaps and accelerate
onboarding.
2. AI platforms track skill development post-hiring, linking recruitment with employee
growth.

52
3.8 Enhanced Candidate Experience
1. 24/7 AI-driven communication and support improve engagement.
2. Gamified and interactive assessments offer an engaging candidate journey.
3. Virtual onboarding uses immersive digital tools to help candidates acclimate remotely.

4. Benefits of AI and Digital Hiring at Cognizant

4.1 Efficiency Gains
1. Automation shortens hiring cycles and reduces administrative overhead.
2. Recruiters focus more on human engagement and strategic evaluation.
3. Virtual interviews allow flexible scheduling and access to global talent.
4.2 Improved Hire Quality
1. AI-driven analytics improve candidate-job fit and long-term retention.
2. Rich assessment data supports better-informed decisions.
3. Bias reduction leads to fairer hiring outcomes.
4.3 Cost Optimization
1. Reduced costs from travel, venue, and physical logistics.
2. Quicker hiring results in faster productivity ramp-up.
4.4 Expanded Talent Access
1. Virtual hiring breaks geographic boundaries.
2. Greater inclusion of diverse and non-traditional candidates.
4.5 Superior Candidate Engagement
1. AI chatbots provide immediate assistance and feedback.
2. Interactive recruitment processes enhance employer brand perception.
3. Personalized communication minimizes candidate dropouts.

5. Challenges and Solutions

Cognizant addressed several challenges:
1. Digital Accessibility: Offering alternatives or support for candidates with limited tech
access.
2. Data Privacy: Ensuring adherence to global data protection regulations.
3. AI Bias: Regular AI system audits and model updates to minimize bias.
4. Maintaining Human Touch: Balancing AI automation with recruiter empathy.
5. Candidate Readiness: Providing virtual preparation resources and mock interviews.

53
6. Future Outlook
Cognizant aims to:
1. Extend AI applications across entire talent lifecycle management.
2. Explore blockchain for secure credential verification.
3. Use virtual and augmented reality to simulate work environments.
4. Employ predictive workforce analytics to anticipate skill demand shifts.
5. Continue evolving flexible, hybrid hiring models aligned with future work trends.

54
 2.6 Case Study: Tech Mahindra

Tech Mahindra, a leading global IT services and consulting company, places a high priority on
talent acquisition to maintain its competitive edge in the fast-paced technology sector. Like many
IT firms, Tech Mahindra’s recruitment process has undergone significant changes over recent
years, driven by the COVID-19 pandemic and rapid advancements in artificial intelligence (AI).
This write-up explores how Tech Mahindra has adapted and transformed its hiring approach
across three key phases:
1. Pre-COVID-19 Hiring Model
2. Recruitment Adjustments During and After COVID-19
3. Adoption of AI and Digital Technologies for Talent Acquisition

1. Pre-COVID-19 Hiring Practices at Tech Mahindra

Before the global pandemic, Tech Mahindra’s recruitment largely combined traditional
recruitment methods with some digital enhancements.
1.1 Campus Hiring and Experienced Talent Acquisition
1. Campus Drives: Tech Mahindra actively conducted on-campus recruitment across
leading engineering institutes and universities. These drives included written aptitude
tests, group discussions, technical interviews, and HR rounds conducted mostly in-person.
2. Lateral Hiring: Experienced professionals were sourced via job portals, recruitment
agencies, and employee referrals. Interviewing typically involved multiple face-to-face
rounds with technical experts and HR.

55
 3. Multi-stage Interview Process: Candidates underwent rigorous screening involving
written assessments, technical interviews, group discussions, and final HR interviews.
This process was largely conducted onsite.
1.2 Use of Technology in Recruitment
1. Use of Applicant Tracking Systems (ATS) to streamline resume management and
scheduling.
2. Communication primarily through emails and phone calls for interview coordination.
3. Limited use of automation or AI-based tools; manual evaluation was prevalent.
1.3 Challenges
1. Recruitment cycles were time-consuming due to scheduling, travel, and manual
coordination.
2. Limited geographical reach, with many processes reliant on physical presence.
3. Risk of subjective bias in manual resume screening and interviews.

Figure: Pre COVID hiring process of Tech Mahindra

2. Hiring During and Immediately After COVID-19

The outbreak of COVID-19 dramatically altered the recruitment landscape, compelling Tech
Mahindra to rapidly shift to virtual and contactless hiring processes.
2.1 Virtual Campus Recruitment
1. Transitioned to fully digital campus hiring drives leveraging virtual platforms.
2. Aptitude, coding, and psychometric assessments moved online with remote proctoring.
3. Interviews were conducted using video conferencing tools, enabling candidates to
participate from home.

56
 Figure: Post and Immediate COVID hiring process of Tech Mahindra

2.2 Remote Experienced Hiring

1. Use of video interviews and virtual assessment centres replaced face-to-face meetings.
2. Enhanced online collaboration between recruitment teams and hiring managers.
3. Remote onboarding processes enabled smooth joining and induction for new hires.
2.3 Maintaining Candidate Engagement and Support
1. Conducted online pre-placement talks, webinars, and Q&A sessions.
2. Provided technical support to candidates unfamiliar with digital platforms.
3. Increased transparency with real-time status updates via portals and chatbots.
2.4 Emphasis on Remote Work Readiness
1. Evaluations extended to assess candidates’ adaptability to remote work and digital
collaboration tools.
2. Virtual assessment centres included scenarios to simulate remote teamwork
challenges.
2.5 Challenges and Adaptations
1. Bridging the digital divide for candidates with limited internet access.
2. Ensuring test integrity and minimizing cheating through proctoring software.
3. Maintaining personal connection and cultural fit assessments in virtual settings.

3. AI-Powered Recruitment Transformation Post-Pandemic

Post-COVID, Tech Mahindra aggressively adopted AI and automation to further optimize and
scale its hiring process.
3.1 AI-Driven Resume Screening and Shortlisting
1. Implemented AI algorithms to automatically parse and rank resumes based on skill
keywords, experience, and cultural fit indicators.

57
 2. Reduced manual screening load and enhanced objectivity by minimizing unconscious
bias.
3.2 AI Chatbots and Virtual Assistants
1. Deployed AI-powered chatbots on career websites to guide candidates through
application steps, answer FAQs, schedule interviews, and provide feedback.
2. Chatbots provide 24/7 support, improving candidate experience and reducing recruiter
workload.
3.3 Smart Assessment Platforms
1. Utilized AI-based testing tools that adapt difficulty levels dynamically based on
candidate responses.
2. Automated evaluation of coding exercises, aptitude tests, and personality assessments
with instant feedback.
3. Integrated anti-cheating features leveraging AI monitoring.
3.4 AI-Enhanced Video Interviewing
1. Recorded video interviews analysed by AI for verbal and non-verbal cues such as
speech clarity, facial expressions, and tone.
2. Automated scoring and transcript generation provide data-driven insights for decision
making.
3. Behavioural analytics assess candidate potential beyond technical skills.
3.5 Predictive Analytics for Talent Matching
1. AI models forecast candidate success probabilities and fitment with role requirements
and organizational culture.
2. Helps recruiters prioritize high-potential candidates and reduce hiring risks.

3.6 Diversity and Inclusion Initiatives via AI

1. Blind screening of resumes to anonymize candidate identities and mitigate
unconscious bias.
2. Optimized job descriptions using AI to promote inclusive language.
3. Continuous monitoring of recruitment data to ensure fair and diverse hiring.
3.7 AI-Integrated Onboarding and Development
1. Personalized onboarding journeys using AI to tailor training content based on
candidate profiles.
2. Post-hire AI tools track skill development and help align learning paths with business
needs.

58
4. Benefits Realized by Tech Mahindra Through AI and Digital Hiring
4.1 Faster and More Efficient Recruitment Cycles
1. Automation shortened recruitment timelines by reducing administrative tasks.
2. Virtual interviews eliminated logistical delays and costs.
4.2 Higher Quality of Hire
1. Data-driven insights and objective screening led to better matching between
candidates and roles.
2. Behavioural analytics enhanced the ability to predict employee performance and
retention.
4.3 Cost Savings
1. Reduced expenses on travel, venue, and on-site logistics.
2. Efficient virtual processes allowed faster scaling of hiring volumes.
4.4 Broader Talent Reach and Inclusion
1. Access to candidates from wider geographies without relocation.
2. Increased diversity in candidate pools through blind screening and inclusive job
postings.
4.5 Enhanced Candidate Experience
1. Interactive assessments and AI chatbots improved engagement and communication.
2. Real-time updates reduced uncertainty and dropouts.

5. Challenges and Responses

Tech Mahindra faced and addressed key challenges such as:
1. Digital Accessibility: Offering support to candidates with limited technological
resources.
2. Maintaining Human Touch: Balancing AI automation with personalized recruiter
interactions.
3. Data Privacy: Adhering to global privacy laws and securing candidate data.
4. Ensuring Fairness: Continuously auditing AI models to prevent bias and
discrimination.
6. Future Directions
Tech Mahindra aims to:
1. Further integrate AI across the entire talent lifecycle, including workforce planning
and succession.
2. Explore emerging technologies like blockchain for secure credential verification.
59
3. Use immersive technologies (AR/VR) to simulate job environments during hiring.
4. Leverage predictive analytics to anticipate future skill needs and plan recruitment
accordingly.
5. Expand flexible, hybrid recruitment models to accommodate evolving work norms.

60
CHAPTER-3 | CONCLUSION

61
 CONCLUSION

This project report, titled " A Study on Latest Recruitment Trends in Respect of IT
Companies In Kolkata," presents an in-depth analysis of the changing landscape of hiring
practices among leading IT companies in Kolkata. The findings of the study highlight a clear
evolution from traditional, largely face-to-face recruitment processes to more advanced,
technology-driven, and flexible systems. This transformation has been significantly accelerated
by the COVID-19 pandemic, which prompted organizations to rethink and redesign their talent
acquisition strategies.
Across companies such as TCS, Wipro, Infosys, Deloitte, Cognizant, and Tech Mahindra, there
has been a widespread adoption of artificial intelligence (AI) in various stages of recruitment. AI-
powered tools are now integral to resume screening, online assessments, video interview
evaluations, and predictive analytics used for role matching and employee retention forecasting.
These innovations have enhanced the efficiency, speed, and fairness of the hiring process.
The pandemic also ushered in a shift toward virtual and hybrid recruitment models, enabling
companies to overcome geographical limitations and tap into a more diverse and expansive talent
pool. As a result, hiring has become more inclusive and scalable. Another notable trend is the
growing emphasis on skill-based hiring, with organizations focusing more on practical and
technical abilities—such as coding, problem-solving, and communication—rather than solely
academic qualifications. This has led to the increased use of adaptive testing and gamified
evaluation platforms.
To ensure a more engaging recruitment journey, companies have introduced chatbots for
continuous support, personalized communication systems, and even immersive virtual reality
experiences. In addition, there is a stronger focus on diversity and inclusion, with AI being used
to eliminate bias through blind screenings and inclusive language in job postings.
Overall, this study offers valuable insights for human resource professionals, aspiring job
seekers, academic researchers, and policymakers. It underscores the importance of adapting to
the evolving demands of modern recruitment and highlights the critical role technology plays in
shaping the future of talent acquisition within the IT sector.
.

62
 Findings

Based on the detailed analysis of recruitment practices across top IT companies in

Kolkata (TCS, Wipro, Infosys, Deloitte, Cognizant, and Tech Mahindra), the following findings
have emerged:
1. Digital and AI-Driven Hiring is Now Standard Practice:
All six companies have adopted AI-powered tools for resume screening, online
assessments, and video interview analysis. Automation has significantly improved
efficiency, reduced bias, and enhanced decision-making.
2. Virtual and Hybrid Hiring Models Have Replaced Traditional Methods:
The COVID-19 pandemic accelerated the shift toward virtual recruitment. Remote
interviews, virtual onboarding, and digital documentation are now widely used across all
firms, allowing access to a broader talent pool.
3. Focus on Skills Over Formal Degrees:
A major trend across companies is the shift from qualification-based hiring to skill-based
evaluation. Coding assessments, real-time problem-solving, and adaptive tests are
prioritized during selection.
4. Candidate Experience is a Strategic Priority:
Companies like Infosys and Wipro emphasize a smooth and engaging recruitment
experience through chatbots, real-time updates, and gamified assessments. This improves
employer branding and reduces drop-off rates.
5. Data-Driven Talent Decisions are Rising:
Predictive analytics and AI-based profiling are being used to identify role fitment,
retention probability, and training needs. This helps HR teams make more informed hiring
and workforce planning decisions.
6. Strong Emphasis on Diversity and Inclusion (D&I):
Firms are using blind screening tools and inclusive language in job postings to promote
fair hiring practices. AI is also used to track D&I metrics and eliminate bias in the
recruitment pipeline.
7. Increased Use of Chatbots and Virtual Assistants:
Most companies have implemented 24/7 chatbots to manage candidate queries, schedule
interviews, and guide applicants through the process, enhancing responsiveness and
reducing manual effort.

63
8. Educational Partnerships Support Talent Development:
Companies are increasingly partnering with colleges and universities in Kolkata and
nearby regions to conduct workshops, hackathons, and internship programs, aligning
academic output with industry needs.
9. Post-Pandemic Flexibility Drives Talent Strategy:
Hybrid and remote roles have become permanent fixtures. These allow companies to hire
beyond metropolitan boundaries, including Tier-2 and Tier-3 cities, often at optimized
compensation rates.
10. Challenges Remain in Balancing Technology and Human Touch:
Despite advancements, maintaining empathy, fairness, and personal engagement in virtual
environments remains a challenge. Companies are adopting hybrid models and additional
support to overcome this.

64
CHAPTER-4 | BIBLIOGRAPHY &
REFERENCES

65
 BIBLIOGRAPHY & REFERENCES

This section lists the resources and references used in the preparation of this project report.
I. Books & Journal Articles
1. Price, A. (2004). Human Resource Management in a Business Context. Cengage Learning
EMEA.
2. Becker, B. E., & Gerhart, B. (1996). The impact of human resource management on
organizational performance: Progress and prospects. Academy of Management Journal,
39(4), 779-801.
II. Online Resources & Articles (Webliography)
1. economictimes.indiatimes.com
2. in.linkedin.com
3. in.indeed.com
4. shodhgangotri.inflibnet.ac.in:
5. III. Company Reports & Publications (Implicitly referenced through case studies)
1. Tata Consultancy Services (TCS) Annual Reports & Career Resources
2. Wipro Limited Annual Reports & Career Resources
3. Infosys Limited Annual Reports & Career Resources
4. Deloitte Global Reports & Career Resources
5. Cognizant Technology Solutions Public Statements & Career Resources
6. Tech Mahindra Annual Reports & Career Resources

66
 Survey Questionaries

To gain firsthand insights into the current recruitment practices followed in IT companies
based in Kolkata, a structured questionnaire was distributed to various HR professionals,
recruiters, and employees. The purpose of this survey was to collect practical data on
recruitment trends and technology adoption for the current situation.
A total of 5 responses were recorded. The respondents held diverse positions within their
respective organizations. The distribution of roles is shown below:

1. Your Role in the Company:

(✓) HR Manager
(✓) Recruiter
( ) Team Lead
( ) General Employee
( ) Intern/Trainee

2. Years of Experience in the IT Sector:

( ) Less than 1 year
(✓) 1–3 years

(✓) 3–5 years

( ) More than 5 years

3. Which of the following hiring methods does your company currently use?
(✓) Campus Recruitment
(✓) Job Portals (e.g., Naukri, LinkedIn)

(✓) Employee Referrals

( ) Recruitment Agencies
( ) Freelance/Contract Hiring
( ) Internal Promotions

4. Has your company shifted to virtual hiring methods post-COVID?

( ) No, we still do in-person hiring
67
(✓) Partially virtual (hybrid)
( ) Yes, completely virtual

5. What technologies are used in your company’s recruitment process?

(✓) AI Resume Screening
(✓) Online Assessment Tools

(✓) Video Interview Platforms

(✓) Chatbots for Candidate Queries

( ) None of the above

6. How effective is AI in the recruitment process, in your opinion?

( ) Not Used
( ) Not Very Effective
(✓) Moderately Effective
( ) Neutral
(✓) Very Effective

68