Final Report “Vendor Assessment Criteria in the Recruitment Industry in Bangalore City

8/14/2019 Final Report Vendor Assessment Criteria in the Recruitment Industry in Bangalore City

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EXECUTIVE SUMMARY

INTRODUCTION TO THE PROJECT

TITLE:

VendorAssessment Criteria in the Recruitment Industry in

Bangalore City

HRPLUS is an established and highly respected recruitment consultancybased in the heart of Bangalore. The company has earned a good status for

being one of the experts in recruitment field, and for providing a quality

of services.

They can boast a h igh s uccess r at e a t p laci ng peopl e and mee ti ng

requirements quickly, something that comes from lis tening and investing

time all the way through the process .

Name of the company: HR PLUS

PROBLEM DEFINATION

Title of project:

Vendor Assessment Criteria in Recruitment Industry inBangalore City

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4) To understand how companies make decision while choosing

consultancy firm.

The experience gained during this study will provide as a tool, which

can be applied in any future undertakings of similar nature.

Findings:

45% of the respondents cons ider Qual i ty Prof i le and 35 % of the

respondents consider time management while opting for consultancy

firm.

More th an 3 5% o f the re spo nd ents get the b ene fit o f time

management and 33% of the respondents get the benef i t of bet ter employees.

More than 52% of the respondents say the consultancy f irm has to

take the measure of proper screening of the candidate

Recommendations:

Based on the response received from the respondents the following

recommendations are made for the improvement in the functioning

and service conditions of HR PLUS.

As most of the companies consider t ime management and qual i ty

profile Hrplus should give more importance in sourcing their

act ivi ty and ful f i l l thei r cl ients on t ime, i f they are able to do so

then they can get further business if not then their cl ient wil l shif t

to other consultant.

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In case of screening the candidate the consultancy f irm should see

that the CV is matching the company requirement i f not such CV

should not be forwarded.

Consul tancy f i rm has to take the concern of the candidate before

sending the resume to the company because I t i s unethical for a

recruiter to submit a candidates resume to a prospective employer

without f ir st contac ting the executive candidate and obta in ing

permission to do so.

Conclusions-

The s tudy helped me gain valuable insights in Consul tancy Firm and

a ls o a s t o t he f ac to rs t ha t wha t t he compani es expec t f rom t he

Consultancy Firms. This project t i t led Vendor assessment cri ter ia in

Recruitment Industry has been a knowledge gaining exper ience for

me. By interac ting with the r espondent s and making v is it s to the

Companies. I have been able to understand the activities of consultancy

firm their way of working and their way of approaching the candidates

and the importance of job portals , i .e. how beneficial is the job portal

for an individual to get placed in good companies. The results of the

survey proved to be encouraging. The respondents were very posit ive

in providing the information about how they approach the consultancy

firm and what measures the consultancy firm has to take before sending

the candidates, Though there are many competi tors in the market for

this segment , the company HR PLUS is doing wel l by sat i s fying i t s

cl ients by having good closures wi th them and I of fer my bes twishes for the same and hope that my work wil l be of some use for the

company effectiveness.

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Brief History of Consultancy

Human resources

Human resources has at leas t two meanings depending on context . The

original usage derives from political economy and economics , where i t

was tradit ionally called labor, one o f t h r ee factors of production. The

more common usage wi thin corporations and businesses refers to the

individuals within the f irm, and to the port ion of the f irm's organization

that deals with hiring, firing, training, and other personnel issues.

Human resource management serves these key functions:

Hiring (recruitment)

Compensation

Evaluation and Management (of Performance)

Promotions

Managing Relations

Planning

I t i s the r esponsibi li ty of human resource managers to conduct these

activities in an effective, legal, fair, and consistent manner.

T he o bje cti ve o f H um an R es ou rc es i s t o ma xi mi ze th e r etu rn o n

investment from the organization's human capital.

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"Human resource management aims to improve the productive contribution

of individuals while simultaneously attempting to attain other societal and

individual employee objectives." Schwind, Das & Wagar (2005)

In reality, human resources deals with two different worlds

1) Non-Unionized - Where management has the control, and

2) Uni on ized - Where t he re i s s ha red con tr ol t hr ough a col lect ive

agreement - Management and a union negot iate a collect ive agreement

with respect to terms and conditions of employment. The Union represents

employees to management ( i .e . the Union speaks for employees , both

collectively and individually).

Col lect ive Agreements - Can cover any and al l terms and condi t ions of

employment. Collective agreements become "the Bible," the code and are

binding under law. Disputes of the collective agreement are resolved by

arbitration.

Human resource development

In terms of recruitment and selection i t is important to consider carrying

out a thorough job analysis to determine the level of skil l s/ technical

abi li t ies , competencies , f lexibi l ity of the employee required etc. I t i s

important to consider both the internal and external factors that can have

an impact on the recruitment of employees. The external factors are those

out-with the powers of the organization and include issues such as current

and f ut ur e t rends o f t he l abor mar ke t e .g . s ki ll s, educa ti on l evel ,

government inves tment into industr ies etc. On the other hand internal

i nf luences a re eas ie r t o con tr ol , p redi ct and monit or , f or example

management styles or even the organizational culture .

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In order to know the business environment in which any organizat ion

operates, three major trends should be considered:

Demographics the characteristics of a population/workforce, for

example, age, gender or social class. This type of trend may have an effect

in relation to pension offerings, insurance packages etc.

Diversity the var iat ion wi thin the population/workplace. Also over

recent years organizations have become more cultural ly diverse and have

increased the number of working pat terns (par t -t ime, casual , seasonal

positions) to cope with the changes in both society and the global market.

I t is important to note here that an organization must consider the ethical

and legal implications of their decisions in relat ion to the HRM policies

they enact to protect employees. Employers have to be acutely aware of

the r ise in discrimination, unfair dismissal and sexual/racial harassment

cases in recent years and the det r imental ef fects this can have on the

employees and the organization. Anti-discrimination legislat ion over the

past 30 years has provided a foundation for an increasing interest in

diversi ty at work which is about creating a working culture that seeks,

respects and values difference.

Skills and qualifications as indust r ies move f rom manual to a more

managerial professions so does the need for more highly skilled graduates.

If the market is t ight i .e. not enough staff for the jobs, employers wil l

have to compete for employees by offering f inancial rewards, community

investment, etc.

In regards to how individuals respond to the changes in a labour market

the following should be understood:

Geographical spread how f ar i s t he j ob f rom t he i nd iv idua l? The

dis tance to t ravel to work should be in l ine wi th the pay offered by the

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recruit ing process, and can occur through several means: through online,

newspapers, using newspaper dedicated to job advertisement, through

professional publication, using advertisements placed in windows, through

a job center, through campus graduate recruitment programs, etc.

Suit abil ity for a job i s typica lly assessed by looking for sk il ls , e .g.

communication skil ls, typing skil ls , computer skil ls . Evidence for skil ls

r eq uir ed fo r a j ob ma y b e p ro vi de d i n t he fo rm o f q ua lif ic at io ns

(educational or professional) , experience in a job requiring the relevant

skil ls or the test imony of references. Employment agencies may also give

computer ized tests to assess an individual' s "off-hand" knowledge of

software packages or typing skills. At a more basic level written tests may

be given to assess numeracy and literacy. A c an did at e ma y a ls o b e

ass es sed on t he bas is o f an interview. Sometimes candidates wil l be

reques ted to provide a rsum (also known as a CV) or to complete an

application form to provide this evidence. in hiring.

The fo llow-up process may be refer red to as part of the r ecrui tment

process: inveigling the selected candidate or candidates to take up thetarget job or function. This applies part icularly in f i l l ing posit ions in the

military or in expanding the human resource base of a cult .

Headhunting i s a f requent ly used name when referr ing to thi rd party

recrui ters, but there are s igni ficant di fferences . In general, a company

would employ a head-hunter when the normal recrui tment ef for ts have

f ai led t o p rovi de a v iabl e candi da te f or t he j ob . Head- hunt er s a re

generally more aggressive than in-house recruiters and wil l use, advanced

sales techniques such as ini t ial ly posing as cl ients to generate names of

employees and their posit ions and personally visi t ing candidate off ices.

They can also purchase expensive l is ts of names and job t i t les . They wil l

prepare a candidate for the interview, negotiate salary, and conduct

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closure to the search. In general , in house recruiters wil l do their best to

attract candidates for specif ic jobs while head-hunters wil l act ively seek

them out , u ti li zing l arge da tabases , internet s tr ategies, purchas ing

company di rector ies or l i st s of candidates , networking, and of ten cold

calling . Many companies go to great efforts to make i t diff icult for head-

hunters to locate their employees.

Third party recruitment f irms are usually dist inguished by the method in

whi ch t hey b il l a company . Out si de r ec ru it ment agenc ies cha rge a

placement fee when the candidate they recruited has accepted a job with

t he company t ha t has agr eed t o pay t he f ee . Fees o f t hese agenc ies

generally range from a straight contingency fee to a ful ly retained servicewhich i s s imilar to p lac ing an a ttorney on retainer. All r ecru itment

agencies are defined by the placement of a candidate to a part icular job

within a company.

Internal recruiters

An i nt er na l r ec ru it er i s member o f a company o r o rgan izat ion and

typically works in human resources (HR), which in the past was known as

the Personnel Office, or just Personnel . Internal recruiters may be mult i-

f un cti on al , s erv in g i n a n H R g en er ali st ro le ( hir in g, fi rin g, e xi t

interviews, employee disputes, contracts, benefits, recruiting, etc.) or in a

specific role focusing all their time on the activity of recruiting. They can

be permanent employees or hired as contractors for this purpose. Contract

recrui ters tend to move around between mul t iple companies working at

each one for a short stint as needed for specific hiring purposes

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Third party recruiters or headhunters

A third party recruiter can work on his/her own or through an agency and

acts as an independent contact between thei r cl ient companies and the

candidates they recru it for a posi tion . They can specia li se in c li en t

relat ionships only (sales or business development) , in f inding candidates

( recr ui ti ng o r s ourc ing) , o r i n bot h a reas . Mos t r ec ru it er s t end t o

specialize in permanent or full - time, di rect hi re pos it ions or contract

positions, but occasionally in both. They will often utilize Internet

recruiting to help in their recruiting efforts.

Those r ec ru it er s who s peci al is e i n con tr ac t p lacement s ( wher e t he

candidate is typically paid hourly for temporary work) may divide their

labours into two funct ional groups , wi th one group working to sel l to

cl ients and open job orders , and the other group focus ing on recrui t ing

candi da tes. Bot h s ta ff ing and consu lt ing f ir ms employ r ec ru it er s

specialising in contractor placement. Most recruiters today working in this

area are compensated wi th a base salary, but receive a commiss ion or

bonus that is somehow tied to the number of placements they make.

Third party recruiters who special ise in placing job seekers in ful l- t ime

positions with their client companies are more often referred to as

headhunters. I t should be noted, however , that many recruiters resent

being called headhunters, and vice-versa. Typically Headhunting isa ss oc ia ted wit h a h ighe r degree o f i ndus tr y knowl edge and a mor e

speciali sed, less 'blanket ' approach. Whereas a recrui ter may place an

advert or place calls with no prior knowledge of the individual they are

contacting, a headhunter will attempt to know about the subject 's previous

employment history, education, etc. He wil l make contact on the premise

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that 'on paper' the candidate is suitable for the role, whatever their current

situation. Poaching employees away from their current employment in this

manner gives headhunters their name.

Additionally, Headhunters vary from Executive Search

Agents/Professionals who typically have a wide range of personal contacts

wi thin the area in ques t ion, a detai led speci f ic knowledge of said area,

a nd t yp ic all y o pe ra te a t t he m ost s en io r l ev el . E xe cu tiv e S ea rc h

professionals are also involved throughout more of the hiring process,

conduct ing detai led repor ts and interviews as well as only present ing

candidates to clients where they feel the candidate in question will fit into

the employment culture of the client. Executive Search Agencies typicallyhave long-last ing relat ionships with cl ients spanning many years, and in

such cases the suitabil i ty of candidates is paramount. I t is also important

that such agencies operate with a high level of professionalism, and thus

usually cold call ing or other techniques often associated with recruitment

are shunned.

Executive Search agencies often also provide cl ients with ( legal) inside

rumours gleaned from contacts within their clients ' competitors.

C om pe ns at io n m et ho ds f or r ec ru it er s s pe cia li sin g in d ir ec t h ire

placements fall into 2 broad categories: contingent and retained, both of

which are explained below. Retained recruiters present opportunit ies and

oversee the interview and placement process for their clients.

Third party r ecru it er s make the ir income through sales commissions

gener at ed f rom t he f ees t ha t t hey col lect f rom t he ir c li en ts . Some

recruiters also receive a base salary or a draw against future commissions.

Due to the d if fering na ture of Execut ive Search , in the interes ts of

m ain ta in in g l on g l as tin g r el at io ns hi ps w it h C lie nt c om pa ni es ,

compensation may have further layers. An example of this is the promise

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to perform an addi t ional search wi th no charge i f the or iginal ly placed

candidate resigns or is fired within the first 12 months of employment.

Relative Advantages

Clients (Companies seeking to hire) often tend to work with contingent

s ea rch f ir ms when f il li ng non-bus ines s- cr it ical l ow and mid-l evel

positions. As contingent search firms generally rely heavily on their

databases , and seldom work on an exclus ive bas is , i t i s not rare for a

cl ient to work wi th a large number of cont ingent recrui ters on the same

search at the same t ime, in order to maximize the volume of candidate

( job seeker ) r esumes they receive . Beyond the increased volume of

candidates that such an approach al lows, contingent f irms do not get paid

unti l the placement is made (a candidate is successfully hired), and thus

the search r isk is shif ted almost entirely to the search f irms. Moreover,

contingent search f irms often work with cl ients on a lower percentage fee

basis, relative to retained and delimited search firms.

For senior l evel roles , c li en ts oft en prefer to work with r e ta ined and

delimited search f irms. Both of these search styles focus on providing a

tai lored service to cl ients , relying more on relat ionships and recruit ing

abil i ty rather than database information and resume volume. By working

exclusively with one f irm on such searches, the cl ient generally develops

a much deeper relat ionship with the recruiter, and receives a much higherlevel of service. With both retained and delimited searches, clients rely on

search profess ionals to provide not just resumes, but also insightful,

consultative information about the market in general.

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Ethics

The retained search indust ry has a widely accepted body of e th ica l

principles that most professionals know and most firms uphold.

A primary tenet is that , being paid on retainer as a consultant regardless

of whether hir ing occurs, the recruiter has a duty not to weaken the cl ient

organization he or she has been paid to strengthen. Therefore, a retained

search firm considers its client 's employees off-limits and does not solicit

them for other cl ients . Detai ls vary and arrangements are often specif ied

in wri ting rather than merely assumed as s tandard indust ry prac ti ce .

Tradit ionally, cl ient employees are considered off- l imits for one or two

years after a retained search is completed.

Candidates, too, deserve ethical t reatment. They should not be misled

t hr ough adver ti si ng o r o ther wi se , and t he ir r es umes s houl d not be

distributed without their permission.

Recruitment in Banglore

Overview

The recruitment service indust ry in India i s a f lour ishing commercial

env ir onment bui lt on t he s tr ong and const an t economic growth .

Consultancies offer personnel consult ing, special is t corporate recruit ing,

CV databas ing , job-f inding and headhunting , and t emporary worker

management services. These agencies usually work with larger business

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clients who are seeking qualif ied employees. Oftentimes large, growing

businesses in Banglore prefer to outsource their recruitment and job

advert is ing needs to an outside f irm, and recruitment agencies offer these

key services to these cl ients , usually in exchange for a percentage-based

compensat ion matched f rom the new employees earned salary. In this

way, the cl ient pays the recrui tment agency for services rendered the

candi da te ( new employee) usual ly does not pay any th ing f or bei ng

recruited.

Client / Candidate Focus

T he p as t s ev er al y ea rs h av e s ho wn s ome wh at o f a t ur na ro un d f or

recruitment market dynamics. While i t used to be more diff icult to obtain

business clients and large numbers of available job openings, the growing

prevalence of recruitment agencies has led more and more companies to

outsource thei r employment ef for ts as recruitment has become a very

viable and cost -ef fect ive bus iness partnership for many f i rms. Today,

recruitment agencies are shif t ing focus to greater efforts on reaching out

t o j ob -s eeke rs , a s many agenc ies a re f indi ng no l ack o f c li en t j ob

oppor tuni t ies . The task at hand, then, i s to at t ract as many qual i ty job

c an di da te s a s p os si bl e, s o a s to p la ce th em i n t he m ult it ud es o f

opportunit ies being offered by cl ient businesses. Candidates are typically

placed on multi-faceted set of criteria: personal preference and interests,

industry or position experience, education, references, and

psychographics.

Candidate

A person who is looking for employment through a recruit ing agency. A

consul tant wi l l work wi th a candidate to help p lace h im or her in a

appropriate job position with one of the agencies clients.

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Consultant

An employee of a r ecrui tment agency specia li z ing in a specif ic f ie ld

(legal , f inance, insurance, off ice/administrat ion, temporary, IT, etc.) . A

consultant obtains business clients and job opportunities, working to place

appropriate candidates in these positions offered.

Client

A business that is looking to hire one or more new employees (candidates)

through a recrui tment agency. Cl ients ut i l ize recrui tment services on a

for-hire basis , usually compensating a recruitment agency on an agreed-

upon matched percentage of the newly placed employees earned salary.

Competition

The recrui tment indust ry i s a h ighly competi tive one. Banglore has

virtually zero cyclical unemployment , yet companies are consis tently

looking to increase their s taff and hire more employees. While industry

exper ience, bus iness connections and relat ionships, and bes t pract ices

play key roles in a successful recruitment agency, the recruitment industry

offers essent ial ly no barr iers to ent ry. The market i s also thought to be

generally capped: the job market i s ext remely lucrative in most major

arena, and in most cases candidates looking for employment wi l l f ind a

job through an online portal or end up at one recruitment agency or

another, all in a fairly short amount of time.

Specific Agencies

Recruitment agencies vary in range, specif ici ty, s ize, and market reach.

Oftentimes larger recruitment agencies wil l tend to offer more automated

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Candidate Representation

Many Contingency recruiters request and receive a candidates permission

t o conduct an aggress ive mar ke ti ng campa ign t o a s many pot en ti al

employers as poss ible. Usual ly such permiss ion is given only when the

job-seeker is unemployed and eager for maximum exposure. Even then,

the r ecru it er owes the candidate a f rank upfront descript ion of what

actions will be taken. If bulk e-mailing will occur, it should be described.

I f t he r es ume wil l be s ubmi tt ed t o a net work o f s ever al - - o r even

hundreds -- of other headhunting f irms, that fact should be made known

also. The executive should understand that he or she is giving up control

of the distribution of the resume and that future distr ibution may be made

by others than the recruiter who originally asks permission.

Opportunity Misrepresentation

Candidates must not be led to believe through advert is ing or conversation

that the recruiter is f i l l ing an opening when no such opening exists , nor

that the recruiter has a cl ient relat ionship to f i ll a par ticular opening

when, in fact, he or she does not.

No Misleading Advertising

Clearly, i t is unethical to advert ise opportunit ies that do not exist . Doing

so is especial ly egregious because t ruthful adver t is ing can at tract the

desi red candidates. An e th ica l ad wil l describe in de ta il the types of

openings the search firm often fills. Candidates will respond in order to be

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registered and immediately available when appropriate new opportunit ies

open up

Human resource consulting

Services Provided

Human Res ource Consu lt ing f ir ms p rovi de adv ice t o t he ir c li en ts

regarding the f inancial and ret irement securi ty, health, productivi ty, and

employment relat ionships of their global workforce. Areas in which a

human resource consulting firm may advise on include

Communication

Employee opinion survey research

Executive compensation

Executive onboarding

Global mobility

Government human services

HR Outsourcing

HR service excellence

HR technology

Health care & group benefits

Human capital strategy

Investment

Multinational & global issues

Performance measurement

Surveys & benchmarking

Talent management

Workforce compensation

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Recruitment Process Outsourcing

Recruitment Process Outsourcing (RPO) is a form of business process

outsourcing (BPO) where an employer outsources or transfers al l or part

of its recruitment activities to an external service provider.

RPO may i nvol ve t he outsourcing o f a ll o r j us t p ar t o f recruitment

funct ions and process. The ext er na l s er vi ce p rovi de r may s er ve a s a

vir tual recruit ing department by providing a complete package of skil ls ,

tool s, t echnologies and act iv it ies . The RPO service provider i s " the"

source for in-scope recruitment activity.

On the other hand, occasional recruitment support, for example temporary,

cont ingency and execut ive search services i s more analagous to out-

tasking, co-sourcing or just sourcing. In this example the service provider

i s "a" source for cert ain types of r ecru itment ac tivi ty . differentiating

between RPO and other types of staffing

The b igges t d is tinc t ion be tween RPO and o ther types of s ta f fing i s

Process. In RPO the service provider assumes ownership of the process,

while in other types of s taff ing the service provider is part of a process

controlled by the organization buying their services.

History

While temporary, contingency and executive search f irms have provided

s ta ff in g se rv ic es fo r m an y d ec ad es , th e c on ce pt o f a n e mp lo ye r

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out sour ci ng t he management and owner sh ip o f par t o r a ll o f t he ir

recruit ing process wasn't f i rs t real ized the late 1990s. I t is claimed that

the impetus for RPO was a shortage of ski l led labor created by the dot-

com boom and RPO was created to fill the gap. Cutting costs is often cited

as the main reason for other forms of bus iness process outsourcing and

this may also be the case for RPO. [ C i t a t i o n n e e d e d ] However, in most instance

when organizat ions consider RPO i t i s not necessar i ly to cut cos ts , but

rather to make thei r recrui tment costs more variable and more closely

aligned to organizational business cycle dynamics.

The use of RPO is also said be influenced by labor force trends. Workers

change employers more often than previous generations which were oftenemployed by the same organiza tion for the ir ent ir e working l if e. De-

regulated labor markets have also created a shif t towards contract and

part-time labor and shorter work tenures. These trends increase

recruitment activity and may encourage the use of RPO

Benefits

RPO's promoters claim that the solution offers improvement in quali ty,

cost, service and speed.

RPO providers c la im tha t economies of sca le enabl e t hem t o o ff er

recruitment processes at lower cost while economies of scope allow them

to operate as high-quality,

special is ts . . Economies of scale and scope are said to arise from a larger

s taf f of recrui ters, databases of candidate resumes, and inves tment inrecruitment tools and networks.

RPO solut ions are also claimed to change f ixed inves tment cos ts into

var iabl e cos ts t ha t var y wit h f luct ua ti on i n r ec ru it ment act iv it y.

Companies may pay by t ransac tion ra ther than by s taff member, thus

22
http://en.wikipedia.org/wiki/Dot-com_boomhttp://en.wikipedia.org/wiki/Dot-com_boomhttp://en.wikipedia.org/wiki/Wikipedia:Citing_sourceshttp://en.wikipedia.org/wiki/Wikipedia:Citing_sourceshttp://en.wikipedia.org/wiki/Wikipedia:Citing_sourceshttp://en.wikipedia.org/wiki/Economies_of_scalehttp://en.wikipedia.org/wiki/Economies_of_scopehttp://en.wikipedia.org/wiki/Dot-com_boomhttp://en.wikipedia.org/wiki/Dot-com_boomhttp://en.wikipedia.org/wiki/Wikipedia:Citing_sourceshttp://en.wikipedia.org/wiki/Economies_of_scalehttp://en.wikipedia.org/wiki/Economies_of_scope


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avoiding under-uti l izat ion or sacking recruitment s taff when activi ty is

low.

PROFILE OF THE COMPANY

Human resource i s the capi tal of the company. You may have adequate

f inancia l capit al , excell ent s tr a tegies. But a company doesnt have

competent skilled Human Resource than

All plans will lie on papers. To execute plans into action and to implement

them successfully human resource comes on stages to play i ts vi tal role.

Employees are the asset s of the company not l iab il ity you wil l have

depreciat ion leads to reduct ion in or iginal value of assets . But to keepthem competent, we have human resources development tools.

Companies must maintain a workforce capable of driving sales faster than

the competi tion , managing mul tiple d is tr ibution channel s, provid ing

except ional customer service, and ensur ing high levels of operat ional

efficiency while managing risk and complying with industry regulations.

Companies at tempt to differentiate themselves on the basis of product and market segmentation and gain competit ive advantage by

leveraging mult iple distr ibution channels . I t is essential that companies

build and maintain world-class practices in human resources (HR)

planning, recruitment, performance management, training and

development, rewards and recognit ion, employee relat ions, and retention.

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Most impor tant ly, HR must also focus on organizat ion renewal , human

resource utilization and effective deployment of

staff. .

About HRPLUS

HRPLUS is an established and highly respected recruitment consultancy

based in the heart of Bangalore. The company has earned a good status for


of services.




WHAT IS HRPLUS ALL ABOUT

HR PLUS is a Bangalore based organization involved in Executive Search

& Corpora te Tra in ing . They make every effor t to del iver s ignif icant

advantages and value to their cl ients and par tners through innovat ive

services and flexible solutions.

HRPLUS is a professional HR, recruitment , select ion, outsourcing and

manpower sourcing company and provides the al l type of category l ike

manager , engineers , accountants, supervisors , skil led, semiski l led &

unskilled workforces from India to different industries for their projects.

HRPLUS has a flexible approach and can work to specific requirements of

particular projects / clients can also from and provide a complete team of

workers and specia li st s, who can carry out common or specif ic t asks

independently.

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They are pass ionate of doing thei r bus iness and approaching individual

assignment with the dedica tion and they t ake pride of achieving i t.

Professionally every piece of communication whether writ ten, spoken or

face-to-face will be well considered, presenting a fused offering from an

established, respected brand.



time al l the way through the process. Hrplus recruiters approach and the

Knowledge in the ir individuals f ie lds he lp them to meet any k ind of

requirement in the industr ies. They take care of their candidates the same

way they care for the Cl ients wi th admirat ion in thei r requirement andinterest . By sharing ideas and giving feedbacks among themselves, they

become stronger and meet any kind of results.

The recrui tment process in HRPLUS is always been through job por tals

and job portal s i s the ir pr imary source of executive search and Head

hunting have always been optional

Vision

To create and source need based quali ty oriented & skil led professionals

to the organiza tions through t ransparency and to capi ta l ize on future

opportunities and achieve more - for Candidates, Clients and ourselves.

CARPORATE STRUCTURE

Organization is a function of management l ike other function, planning,di rect ing and control l ing the organizat ion, when used as a management

process it is appropriately called as organizing.

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Organization process is an important element of every industr ial concern,

the organizing i s function of identi fy ing , c lass ifying , grouping and

assigning various activities necessary to achieve in a company.

HRPLUS i s owned and managed by a group of exper ienced human

resource professionals , who have good experience in the f ield of human

resource recru itment. The company has r ecrui ted many personnel in

variousfields.

HRPLUS office is s i tuated in busy commercial center at Bangalore, with

having office in other major city like Mumbai.

26

MANAGEING DIRECTOR

BUSINESS HEADS

BANGLORE BRANCH MUMBAI BRANCH

OPERATING

XECUTIVES

ADMIN

RECRUITER

TEAM LEAD

BUSINESS

DEVELOPER

OPERATING

EXECUTIVES

RECRUITER

TEAM LEAD

BUSINESS

DEVELOPER

ADMIN

SYSTEM ADMINESTRATOR

RECRUITERRECRUITER


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BUSINESS GENERATION

HRPLUS sees the profile of the company and look for the activities of the

company their requirements, their growth, and try to know the company is

in to which business after knowing al l the activi t ies of the company they

approach the HR manager of that company and t el l them about the ir

outsourcing activi t ies and also tel l them how they fulf i l l the requirement

f or t he company and t hey a ls o g ive t he ir company p ro fi le t o t hose

organization if every thing is done they get the business, and they have to

fulfill the requirements of the organization as per their requirement

In case of IT companies the companies ask for giving the presentat ion to

t he HRPLUS and a ft er s ee ing t he p resent at ion t hey g ive t hem t he

business.

Work procedure of HRPLUS

HRPLUS has been given the requirement from the clients with the specific

detai ls required ie., the number of candidates required the, skil ls they

should have, their qualif icat ion, their job profi le and the designation for

which the candidate is required.

After receiving al l these detai ls the role of HRPLUS is to f ind a suitable

candidate so that he meets the requirement of the company. In order to

search the candidates the company has many ways through which they canget the required employee for their clients.

HRPLUS uses 4 ways for getting the candidates to their clients

Job portals

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HRPLUS mai nl y uses f ou r j ob por ta ls f or s ea rchi ng t he

candidates

a) www.jobsahead.com

b) www.monsterindia.com

c) www.naukri.com

d) www.timesjobs.com

Through these job portals they get many candidates from where they can

select the suitable candidate meeting the requirement of the company.

References

HRPLUS also gets the candidates f rom the reference of thei r

clients, their employees, and through reference of their friends.

Database

The consultancy firm collects the bio-data of the candidates from

different sources l ike employment exchange, educational inst i tutes etc. ,

and feed them in their computers, as it will become another source and the

consultancy f irm can get the required candidate as and when i t is required

for their clients.

Head Hunting

The cl ients reques t the consul tancy f i rms to search for the bes t

candidates part icularly for the senior executive posit ion . the role of the

28
http://www.jobsahead.com/http://www.monsterindia.com/http://www.naukri.com/http://www.timesjobs.com/http://www.jobsahead.com/http://www.monsterindia.com/http://www.naukri.com/http://www.timesjobs.com/


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c on su lta nc y fi rm i s t o s ea rc h a b es t c an di da te w ho c an m ee t th e

requirement of the company, and advise the candidate regarding the filling

up of the posit ion .After searching the candidate with the required skil l

and qual i f icat ion , the next role of HRPLUS is to send al l the selected

profiles of the candidate to their clients ,and have to wait for the feedback

of thei r cl ients ,and af ter receiving the shor t l i s t ings of the candidates

from the cl ients the HRPLUS schedules for the telecom interview of the

candidate with their cl ients , and after the telecom interview the HRPLUS

receives the feedback saying whether the candidate i s done wi th the 1 s t

teck round or 2 n d teck and f inally they have HR round where the discuss

wi th the candidate thei r salary package, job prof i le , locat ion and i f the

candidate accepts al l the three then he wil l be given the offer let ter , af ter

receiving the offer let ter the candidate has to give the notice period and

has to serve his current company and after clearing al l the formali t ies he

can join his new job.

After the candidate joins the company the HRPLUS receives their payment

within 15 days or 30 days of the candidate joining the organization If the

candidate p laced by HRPLUS leaves the company voluntar ily before

comple t ing three months of service in the company, then HRPLUS i s

liable to replace a new candidate in his/ her place.

HRPLUS has a hi t rat io where for 15 general candidates they send 25-30

good candidates out of these 30 candidates about 20 candidates wi l l be

short l is ted and 15 wil l be given call let ter and for senior posit ion if the

requirement i s 5 then HRPLUS sends around 10-15 candidates out of

which the cl ients can select the sui table candidates who is meet ing the

requirement of the company.

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HR Services

Recruitment

They conduct prel iminary interviews for al l the candidates before

sending thei r resumes to the cl ient . For any addit ional tes ts etc

they charge extra.

Resumes of the rejected candidates are the property of HRPLUS

organizat ion and cannot be used by thei r cl ient ei ther di rect ly or

anybody known to the client.

If the candidate placed by HRPLUS leaves the company voluntari ly

before completing three months of service in the company, then

HRPLUS is l iable to replace in his/ her place. All disputes shall be

subject to the exclusive jurisdiction of the courts of Bangalore.

HRPLUS gets the Payment within 1 month of the candidate joining

the organization.

HRPLUS takes the selected candidates appointment let ter as a

reference after he/she joins the organization

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Clients

IT Clients

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NONIT Clients

VMOKSHA (CMM level 5 company)

Vmoksha expands to 'virtual moksha'. Moksha i s a Sanskr i t term meaning

enl ightenment . In the opinion of contemporary thinkers, moksha is 't he

most efficient state of mind'.

Their services offerings include product engineering, migration, package

implementat ion and remote suppor t . This includes both appl icat ion and

infrastructure related offerings. They possess expert ise in ERPs such as

PeopleSof t and SAP and have set up an Oracle Appl icat ions pract ice.

Vmoks ha has s ki ll s i n open s ource t echnol og ies, J 2EE as wel l a s

Microsoft.Net

WISOR TELECOM

Wisor Telecom, founded in 1997, provides operat ional suppor t system

(OSS) software solut ions and professional serv ices. Wisor s robust

s ol ut ion s ui te f ocus es on s er vi ce o rder t rans ac ti ons, i ndependent

interconnection validation, and order management and provisioning.

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Atena India Private Limited

Atena India Private Limited is a subsidiary of Atena Engineering GmbH,

an MTU Aero Engines aff i l iate, which provides high-quali ty engineering

and t echnol ogy s er vi ces i n aut omot ive, aer os pace a s wel l a s t ur bo

systems. MTU i s a r ecognized provider of h igh-tech a ir craf t engine

products and services. Atena's services cover product design, i .e.

eng inee ri ng and ana lysi s, p roduct ion devel opment and e lect roni cs

hardware and sof tware development , with a focus on safe ty cri ti ca l

elect ronics and project management . They also provide suppor t in the

creation of documentation and the cert if icat ion of aero systems, enabling

to meet highly differentiated multinational safety requirements.

YinduSoft (Taiwan Client)

YinduSoft is a focused software and services company for the Asia pacific

region with the following business areas:

Provide embedded software services

Provide IT solutions in the manufacturing area

Distribute and customize higher end IT software products in the above

two areas

Sonata soft wears (CMM level 5 company)

Sonata Sof tware Ltd. (Sonata) i s a premier IT consul t ing and sof tware

services company headquartered in Bangalore, India, and offices in US,

UK, Germany and Singapore. They approach information technology as a

strategic enabler of critical business processes.

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FLEXTRONICS (CMM level 5 company)

Flextronics has an industry-leading global design team providing design

services , product s and solut ions to sa ti sfy a wide array of customer

r equirements, inc luding integra ted c ir cui t design , components and

software development, and test and engineering services.

SONIM (CMM level 5 company)

Sonim Technologies offers a complete end-to-end mobile VoIP platform

that delivers high-performance push-to-talk and push-to-X applicat ions

on todays GPRS, UMTS, EVDO, WiFi and WiMAX data networks. Sonim

is a l so a founding author of the new OMA PoC 1 .0 s t andard for PTT

interoperabi l ity and deploys a turn-key carr ier -grade solut ion that i s

s peci fi ca ll y opt imized f or i mmedia te adopt ion by l ar ge ent er pr is e

customers desiring a affordable alternative to aging and expensive private

mobile radio (PMR) products. All Sonim products are 100% interoperable

with s tandard IMS pla tforms and are avai lable to ne twork operator

customers for in-network deployment or as Sonim-managed hosted

services.

USI (CMM level 5 company)

Founded in 1998, US internetworking, Inc. (USi) , an AT&T company, is

the most exper ienced Appl icat ion Service Provider (ASP) . They use a

highly automated , e ff ic ient, sys tematic approach to de liver managed

hosting , app li ca ti on management, re mo te m an ag em en t, professional

services , SaaS enablement, and eBusiness development and host ing to

more than 150 enterprise-level organizations in over 30 countries .

34
http://www.usi.com/managed-hosting-services.aspxhttp://www.usi.com/managed-hosting-services.aspxhttp://www.usi.com/application-management.aspxhttp://www.usi.com/remote-management.aspxhttp://www.usi.com/professional-services.aspxhttp://www.usi.com/professional-services.aspxhttp://www.usi.com/saas-enablement.aspxhttp://www.usi.com/ecommerce-services.aspxhttp://www.usi.com/managed-hosting-services.aspxhttp://www.usi.com/managed-hosting-services.aspxhttp://www.usi.com/application-management.aspxhttp://www.usi.com/remote-management.aspxhttp://www.usi.com/professional-services.aspxhttp://www.usi.com/professional-services.aspxhttp://www.usi.com/saas-enablement.aspxhttp://www.usi.com/ecommerce-services.aspx


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PROFESSIONAL ACCESS (CMM level 4 company)

P ro fe ss io na l a cc ess is a g lo ba l sy st em in te gr at or w it h ri ch

experience and focus on offering robust and scalable enterprise solutions

to thei r cl ients in the f inancial service, retai l , heal thcare and sof tware

products

Professional access was founded in 1993 and has dist inguished i tself as a

provider of exceptional technology solution to help business adapt to the

constantly changing market place

FCG (First Consulting Group) (CMM level 5 company)

Founded in 1980 a US based company in health care domain they a

branch office at US and the other at Bangalore .FCG is a leading provider

of consult ing, technology, blended-share sourcing, and applied research

service for health care and other organizat ion through North America,

Europe and Asia

ACNOVATE

Acnovate is a Technology services company managed by a team of

h ighly qual if ied profess ional s commit ted to de liver innovative h igh

qual i ty Sof tware engineer ing and IT solut ions . Their high qual i ty, cos t

ef fec tive approach to de liver IT solut ions has made them a preferred

partner with companies around the globe.

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Training Areas

1. Time Management.

2. Managerial Leadership.

3. Mannerism & Etiquettes.

4. Psychometric tests.

Time Management

Time Management teaches a number of techniques that aim to increase the

effectiveness of a person in gett ing the things done that need to be done.

Time management is to some extent of a misnomer as t ime passes without

regard to what we do; the only thing we can manage is ourselves . Time

nei ther be compressed nor s t retched, hence t ime management i s about

self-management.

Managerial Leadership

I t 's adventure and often fun, but i t always means responsibil i ty. Leaders

believe in Employees are Never Use Less, They are Used Less.

Mannerism & Etiquettes.

Business ethics i s the branch of ethics that examines ethical rules and

principles within a commercial context; the various moral or ethical

problems that can arise in a business setting; and any special duties or

obl igat ions that apply to persons who are engaged in commerce. Those

who are interested in business ethics examine various kinds of business

activities and ask, "Is they conduct ethically right or wrong?

37
http://www.hrplus.co.in/training.asp?page=TMhttp://www.hrplus.co.in/training.asp?page=TMhttp://www.hrplus.co.in/training.asp?page=MLhttp://www.hrplus.co.in/training.asp?page=MEhttp://www.hrplus.co.in/training.asp?page=PThttp://www.hrplus.co.in/training.asp?page=TMhttp://www.hrplus.co.in/training.asp?page=MLhttp://www.hrplus.co.in/training.asp?page=MEhttp://www.hrplus.co.in/training.asp?page=PT


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Psychometric tests

Psychometric tests cover areas ranging from intelligence, aptitude, values,

emot ions, motiva tion , personali ty , e tc these are h ighly s tandardized,

scient if ic tools that measure var ious aspects of human performance or

behavior.

P sy ch om et ri c t es tin g h el ps i n a ll th e a re as o f H R. S ta rti ng fr om

recruitment t i l l demotion and termination. They dont suggest to select or

r e jec t a person based on psychometr ic r esul ts , but be aware of your

r esource in t erms of l evels of the ir ab il it ies, ap ti tudes , ski ll s, and

competencies Which wi ll help in t raining, assigning a r ight job and

appraising the organizational people.

Some areas i t covers is Abil i ty, Apti tude, Abil ity tests measure a persons

potential, for instance to learn the skills needed for a new job or to cope

with the demands of a training course. Ability tests are not the same thing

as Tests of At tainment. There i s no widely accepted definit ion of the

difference between abil i ty and apti tude. Most people would agree that to

some extent the two terms refer to the same thing: apt i tude refer ring to

specif ic abil i ty, and abil i ty referr ing to general apti tude. Apti tude tests

tend to be job related.

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INTRODUCTION TO THE PROJECT

TITLE:

Vendor Assessment Cri teria in the Recruitment Industry in

Bangalore City

HRPLUS is an established and highly respected recruitment consultancy

based in the heart of Bangalore. The company has earned a good status for


of services.




Name of the company: HR PLUS

PROBLEM DEFINATION:

Title of project:

Vendor Assessment Cri teria in Recruitment Industry in Bangalore

City

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OBJECTIVES OF STUDY:

i ) To know how the companies approach consul tancy f irm

i i ) To know the factors they look in for whi le choosing consul tancy

firm

i i i ) To know the benef i t s gained by the company f rom outsourcing

their recruitment activity

iv) To know what measures the consultancy f irm has to take before

sending the candidate

v) To know the various sources companies have for fu lf il ling HR

requirement.

BENEFITS

Benefit to the company:

With this study, the organization (HR PLUS) will be benefited in terms of

learning-

1) HR PLUS can know about the requirement of the companies

2) Learn more about how to improve their activity.

3) Study the changes in the market conditions.

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Benefit to academics:

1. I t wil l help me in understanding-

2. The market for the consultancy f irm in Bangalore ci ty.

3. Companies Decision Making Process for consultancy f irm.

4. Companies choices of service offered to consultancy f irm.

5 . T o u nd er sta nd h ow c om pa ni es ma ke d ec is io n w hil e c ho os in g

consultancy firm.

The experience gained during this study will provide as a tool, which

can be applied in any future undertakings of similar nature.

SCOPE OF STUDY:

Only Bangalore city of Karnataka is covered for this project.

A time frame of only 8 weeks

A survey was conducted only to 40 Respondents.

METHODOLOGY:

Sample of 40 respondents are considered for the research. A well-

des igned quest ionnaire i s administered to the respondents along wi th

personal interviews for collecting information in line with the objectives.

TYPE OF RESEARCH :

Descriptive Research.

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references made by the researcher with the other published sources. The

present research will not be complete without the complete reference to

the relevant secondary data.

The sources of secondary data including the following

Internet

www.google.com

www.hrplus.co.in

www.wikipedia,com

Various reference text books

Marketing- Lamb, Hair, Mc Daniel

Principles of marketing- Kotler

Information from company personnel

Supreeth (Business Developer)

Neetha shet (Team Lead)

Company Documents

Company Profile and

Company Prospectus

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SAMPLING UNIT

HR Executives of IT and NON-IT Company

SAMPLE SIZE:

In the present s tudy, 40 samples are taken for understanding the Vendor

Assessment Criteria in the Recruitment Industry.

SAMPLING METHOD:

The method used for survey was Non-Probabil i ty, Convenience Sampling

method.

Rationale:

The purpose of the study is to f ind out Why do the Companies approach

the job consul tants and what measures the consul tancy f i rm has to take

before sending the resume to the company. Hence the study has been

ent it led as Vendor Assessment Criteria in the Recruitment Industry

in Bangalore City

In conducting the study prominent numbers of HR Executives have been

interviewed through a structured questionnaire. By the way of personnel

interview, Telephone and also through E-Mail . The study was conducted

over a per iod of two months and the informat ion ga thered as per the

requirement of the company. The information was tabulated and then the

validity of data was checked and analyzed

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Q4 Type of Industry

a) MNC () b) Partnership ()

c) Limited company () d) Pvt ltd ()

Type of Industry

14 35.0 35.0 35.0

3 7.5 7.5 42.52 5.0 5.0 47.5

21 52.5 52.5 100.0

40 100.0 100.0

MNC

PartnershipLimited Company

PVT Ltd

Total

Valid

Frequency Percent Valid Percent

Cumulative

Percent

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Type of Industry

Type of Industry

PVT LtdLimited CompanyPartnershipMNC

Perce

nt

60

50

40

30

20

10

0

53

58

35

Inference

From the above result we find that the survey made on 40 samples include

14 MNC companies , 3 Par tnership Fi rms, 2 Limited companies , and 21

Private l imited companies these companies prefer to go for consultants in

order to fulfill their HR requirements

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Q5) How long has your organization been outsourcing the recruitment

activity

a) Less th an 1 ye ar () b) 1 - 5 y ear ()

c ) 5 10 year s ( ) d ) 10 15 year s ( )

How long is your organization outsourcing

2 5.0 5.0 5.0

8 20.0 20.0 25.0

15 37.5 37.5 62.5

15 37.5 37.5 100.040 100.0 100.0

Less than 1 Year

1-5 Years

5-10 Years

10-15 Years

Total

Valid


Cumulative

Percent

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How long is your organization outsourcing

37.5%

37.5%

20.0%

5.0%

10-15 Years

5-10 Years

1-5 Years

Less than 1 Year

Inference:

From the above result we f ind that most of the companies are outsourcing

their requirement to consul tants f rom 5-10 years and 10-15 years this

shows that most of them are sat isf ied with the consultants and would l ike

to go for the third party recruitment in order to have a better manpower

for their company.

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Q6) How do you approach the consultancy firm

a) Website () b) Advertisement ()

c ) R ef er en ce s ( ) d ) W alk in ()

How do you approach the consultancy firm

10 25.0 25.0 25.0

3 7.5 7.5 32.5

26 65.0 65.0 97.5

1 2.5 2.5 100.0

40 100.0 100.0

Website

Adverrtisement

Refrence

Walk-in

Total

Valid


Cumulative

Percent

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Walk-inRefrenceAdverrtisementWebsiteP

ercent

70

60

50

40

30

20

10

0

65

8

25

Inference:

From the above resul t we f ind that most of the respondents 65 %

prefer the reference in order to select a consultancy or to approach them

and some 8% approach the consul t ancy f i rm by see ing the add of the

consultancy and about 25% prefer to approach through website by seeing

the profile of the consultancy firm their activities and their clients.

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Q7) What are the various aspects you look while choosing a consultancy

firm

a) Time management () b) Good c losure ()

c) Brand name () d) Data Base ()

e) Cost () f) Quality profile ()

Aspects Companies look

14 35.0 35.0 35.0

2 5.0 5.0 40.0

3 7.5 7.5 47.5

3 7.5 7.5 55.0

18 45.0 45.0 100.0

40 100.0 100.0

Time Management

Good Closure

Brand Name

Data Basse

Quality Profile

Total

Valid


Cumulative

Percent

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Q8) What benef it s you have gained f rom outsourcing the recruitment

activity

a) Time management ( ) b) Less inves tment ( )

c) Better employees () d) Reduces work ()

Benefits companies gained from outsourcing

14 35.0 35.0 35.0

6 15.0 15.0 50.0

13 32.5 32.5 82.5

7 17.5 17.5 100.0

40 100.0 100.0

Time Management

Less Investment

Better Employees

Reduces Work

Total

Valid


Cumulative

Percent

53


54/80



Reduces Work

Better Employees

Less Investment

Time Management

Percent

40

30

20

10

0

18

33

15

35

Inference:

From the above result we f ind that 35 % of the respondents say that

they have a benef i t of t ime management by going through consul tancy

firm and 33% of the respondents say that they get better employees from

the consultancy f irm and 18% of the respondents say that their work get

reduced i f they outsource thei r recrui tment work to the consul tants and

15% say that there i s less inves tment i f they approach the consul tancy

firm for recruitment of the candidates.

54


55/80

Q9) What measures the consultancy f irm has to take before sending the

candidate

a) Screening of candidates ( ) b) Referral Check ( )

c) Interest level of the candidate () d) Reason for shift in job ()

Measures consultancy firm has to take

21 52.5 52.5 52.5

4 10.0 10.0 62.5

7 17.5 17.5 80.0

8 20.0 20.0 100.0

40 100.0 100.0

Screening of the

candidates

Referral Check

Interest Level

Reason for shift in job

Total

Valid


Cumulative

Percent

55


56/80

Measures consultancy firm has to take

20.0%

17.5%

10.0%

52.5%

Reason for shift in

Interest Level

Referral Check

Screening of the can

Inference:

From the above resul t we f ind the measures the consul tancy f i rm

has to take before sending the candidate to the companies 52% of the

respondent say that there should be proper screening of the candidates and

20 % of the r espondent s say tha t the consul t ancy f i rm should ask the

reason why is the candidate shif ting the job (reason for shif t ing the job)and 17.5% say tha t the consul tancy f irm should ask the candidate h is

interest level in the company which he is joining is he really interested to

work in the company, and 10% of the respondents say there should be

proper referral check

56


57/80

Q10) In how many days they fulfill your requirement

Within time period () b) They take more time ()

c) Depends on the requirement ()

In how many days they fulfill your requirement

25 62.5 62.5 62.5

1 2.5 2.5 65.0

14 35.0 35.0 100.0

40 100.0 100.0

Within time period

They take more time

Depends on the

requirementTotal

Valid


Cumulative

Percent

57


58/80

In how many days they fulfill your requirement

35.0%

2.5%

62.5%

Depends on the requi

They take more time

Within time period

Inference:

From the above result we f ind the t ime required by the consultancy

firm to fulfill their work, 62% of the respondents say that the consultancy

f i rm ful f il l their requirement wi thin the t ime per iod and 35% of the

respondents say that the fulf i llment depends on the requirement i f the

requirement i s very tough i .e . i f the companies requirement i s on a rare

s kil l th en th e c on su lta nc y f irm t ak e m or e t im e i n fu lf ill in g t he

requirement, and very few 2.5% say that the consultancy f irm take more

time in fulfilling their requirement.

58


59/80

Q11) Which out of these services you give more importance1- Low Important 3- High Important

SERVICES IMPORTANT

Permanent EmployeesContract Employees

Outsource Employees

Outsource Employees

Contract Employees

Permenant employees

Mean

2.8

2.6

2.4

2.2

2.0

1.8

1.6

1.4

1.2

1.5

2.0

2.5

Inference:

From the above result we find the importance given by the companies to the

services provided by the consultancy firm and we find that out of 3 - 2.5 is given to

permanent employees, companies give more importance to the permanent employees or

they prefer to hire permanent employees from the consultancy firm and 2 for the contract

employees or the candidates who prefer to work on contract bases and 1.5 for outsource

employees.

59


60/80

Q12) Various sources you have for fulfilling HR requirement

a) Referral Scheme () b) Consultants ()

c) Job Portals () d) Advertisement ()

e) Own Recruitment Team ()

Various sources for HR requirement

8 20.0 20.0 20.0

15 37.5 37.5 57.5

2 5.0 5.0 62.5

4 10.0 10.0 72.5

11 27.5 27.5 100.0

40 100.0 100.0

Referral Scheme

Consultants

Job Portals

Advertisement

Own Recruitment Team

Total

Valid


Cumulative

Percent

60


61/80




Advertisement

Job Portals

Consultants

Referral Scheme

Percent

40

30

20

10

0

28

10

5

38

20

Inference:

From the above result we f ind the different sources the companies

have for fu l f i l l ing the i r HR requi rement and we f ind tha t 38% of the

respondents prefer to go for Consultancy f irm towards sourcing their HR

requirement, and 28% of the respondents prefer their own recrui tment

team and 20% of the respondents prefer referral scheme and 10% of the

respondents say that they prefer advert isement and very few 5% say they

go for job portals towards sourcing their requirement

61


62/80

Q13) Which out of the above mentioned gives you more satisfaction

a) b) c) d) e)

Which of the sources gives you more satisfaction

8 20.0 20.0 20.0

15 37.5 37.5 57.5

2 5.0 5.0 62.5

4 10.0 10.0 72.5

11 27.5 27.5 100.0

40 100.0 100.0

Refferral Scheme

Consultants

Job Portals

Advertisement


Total

ValidFrequency Percent Valid Percent

Cumulative

Percent

62


63/80


64/80

Q14) Would you l ike to entertain HR plus consultants towards sourcing

HR requirements

a) Yes () b) No ()

Would you like to entertain HR plus

36 90.0 90.0 90.0

4 10.0 10.0 100.0

40 100.0 100.0

Yes

No

Total

Valid


Cumulative

Percent

64


65/80



NoYes

Percent

100

80

60

40

20

010

90

Inference:

From the above result we find that most of the respondents 90% are

ready to outsource the ir r equirement to HR plus consult ants towards

fulfilling their HR requirement

65


66/80

Type of Industry * Aspects Companies look Crosstabulation

Count

2 2 1 3 6 141 2 3

1 1 2

10 2 9 21

14 2 3 3 18 40

MNCPartnership

Limited Company

PVT Ltd

Type ofIndustry

Total

Time

Management Good Closure Brand Name Data Basse Quality Profile

Aspects Companies look

Total

Cross Tabulation of Question 4 and Question 7

4) Nature of the firm


c) Limited Companies () d) Pvt ltd ()

7) What are the var ious aspects you look whi le choosing a consul tancy

firm

a) Time management () b) Good c losure ()

c) Brand name () d) Data Base ()

e) Cost () f) Quality profile ()

66


67/80

Type of Industry

PVT Ltd

Limited Company

Partnership

MNCCount

12

10

8

6

4

2

0

Aspects Companies lo

Time Management

Good Closure

Brand Name

Data Basse

Quality Profile

67


68/80

Inference:

From the above result we find that 14 respondents prefer time management

out of which 10 are Pvt l td company, 2 MNC, 1Par tnership Fi rm and

1Govt limited

In case of Good c losure we see tha t 2 r espondent s of MNC say there

should be good closure from the consultancy firm

In case of Brand name there are 3 respondents out of which 1 MNC and 2

Pvt l td Company these companies look for brand name of the consultancy

firm for sourcing their company requirement

In case of Data Base there are 3 r espondent s and a l l a re MNC these

companies look for Data Base of the consul tancy for sourc ing the ir

requirement because if the consultancy f irm have good profi le and large

no of candidate they fulfill within time period.

In case of Quali ty profi le there are 18 respondents who look for quali ty

profiles from the consultants out of which 6 are MNC, 2 Partnership,

1Govt Limited and 9 Pvt l td companies these companies expect Qual i ty

profiles from the Consultancy firms.

68


69/80





8) What benefi ts you have ga ined f rom outsourc ing the r ecrui tment

activity

a) Time management ( ) b) Less inves tment ( )

c) Better employees () d) Reduces work ()

Type of Industry * Benefits companies gained from outsourcing Crosstabulation

Count

6 2 4 2 14

1 1 1 3

2 2

5 4 8 4 21

14 6 13 7 40

MNC

Partnership

Limited Company

PVT Ltd

Type of

Industry

Total

Time

Management

Less

Investment

Better

Employees

Reduces

Work


Total

69


70/80

Type of Industry

PVT Ltd

Limited Company

Partnership

MNC

Count

10

8

6

4

2

0

Benefits companies g

Time Management

Less Investment

Better Employees

Reduces Work

70


71/80

Inference:

From the above result we f ind that 14 respondents have gained the

benefit of time management out of which 6 are MNC, 1 Partnership firm, 2

Limited companies, and

5 Pvt l td companies these respondents say that through outsourcing they

can save their time and can get the desired candidate within time period.

In case of less investment there are 6 respondents out of which 2 are MNC

and 4 Pvt l td companies who say that through outsourcing they can save

their cost of recruiting the candidates

In case of bet ter employees we f ind 13 respondents out of which 4 are

MNC,

1 Partnership firm, 8 Pvt ltd companies these respondents say that through

outsourcing they get better employees.

In case of reduces work there are 7 respondents which include 2 MNC 1

Par tnership and 4 Pvt l td companies who say that through outsourcing

their work will be reduced.

71


72/80





9) What measures the consul tancy f i rm has to take before sending the

candidate

a) Screening of candidates ( ) b) Referral Check ( )

c) Interest level of the candidate () d) Reason for shift in job ()

72


73/80

Type of Industry * Measures consultancy firm has to take Cross tabulation

CountMeasures

consultancyfirm has to

take

Total

Screening ofthe

candidates

ReferralCheck

InterestLevel

Reason forshift in job

Type ofIndustry

MNC 5 1 4 4 14

Partnership 2 1 3

LimitedCompany

1 1 2

PVT Ltd 14 3 2 2 21

Total 21 4 7 8 40

Type of Industry

PVT Ltd

Limited Company

Partnership

MNC

Count

16

14

12

10

8

6

4

2

0

Measures consultancy

Screening of the can

didates

Referral Check

Interest Level

Reason for shift in

job

73


74/80

Inference:

From the above result we f ind what measures the consultancy f irm

has to take in case of screening of the candidates there are 21 respondents

out of which 5 MNC, 2 Partnership, 14 Pvt ltd companies who say that the

consultancy firm has to send the candidates only after proper screening

In case of referral check there are 4 respondents out of which 1 MNC, 3

Pvt ltd companies who say that there should be proper referral check

In case of interes t level of the candidates we f ind 7 respondents out of

which 4 MNC, 1 Ltd Company, 2 Pvt l td companies who say that the

consul tancy f i rm has to check the interes t level of the candidate in the

company

In case of Reason for shi f t in job we f ind 8 respondents out of which 4

MNC,

1 Par tnership, 1 Ltd company and 2 Pvt l td company who say that the

consultancy f irm has to know the reason why the candidate is shif t ing his

job.

74


75/80

Recommendations

More than 65 % the respondents approach the consul tancy

firm through references so the Hrplus has to constantly fulfill

their cl ients requirement without any problem by sat isfying

them on t ime and by giving them quali ty profi le because they

can develop their business with the reference of any of their

clients.

As mos t of the companies cons ider t ime management and

qua li ty p ro fi le Hrp lus s houl d g ive mor e i mpor tance i n

sourcing their activity and fulfill their clients on time, if they

are able to do so, then they can get fur ther bus iness . I f not

their clients will shift to other consultants.

HR plus should also know whether the candidate is switching

the job very soon if such is the case, then such candidates CV

should not be forwarded or such candidate should not be sent

to the company for interview, because if again the candidate

shifts his job, then HR plus is liable to get a new candidate in

t ha t p lace . So i n o rder t o avo id t hi s s uch CV s houl d be

ignored and HR plus should search for such candidates who

are really interested to work in that company.

Companies dont look for cost. They spend cost to get quality

profile or better employees. so this consultancy firm shouldgive them choice of candidates . So that they can select the

candidate based on their requirement.

From the observat ion and interact ion wi th the employees i t