Internship Report on

A STUDY ON IMPACT OF SOCIAL MEDIA IN RECRUITMENT

at UNISYS GLOBAL SERVICES

Submitted By:

PANKAJ JANGID 1RE13MBA31

VISVESVARAYA TECHNOLOGICAL UNIVERSITY, BELGAUM

In partial fulfillment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

Under the guidance of

INTERNAL GUIDE EXTERNAL GUIDE

Prof. Madhu B K Mr. M. V. Kotappa Assistant Professor Director - Recruiting

Department of MBA Reva Institute of Technology and Management

Rukmini Knowledge Park, Kattigenahalli, Yelahanka, Bengaluru-560064.

Batch. 2013-2015 April 2015

UNISYS Unisys India Private LimitedRegd. Office: 'Purva Premier'135/1, Residency Road,Bengaluru - 560 025Karnataka, India

Tel: +91 (80) 4159 4000Fax: +91 (80)4151 0040Web: www.unisys.comEmail: unisysindia@unisys.comCIN: U74899KA1994PTC048023

Date: March ih, 2015

TO WHOMSOEVER IT MAY CONCERN

This is to certify that Pankaj Jangid, second year M.B.A. student of Reva Institute ofTechnology & Management, Kattigenahalli, Bangalore, has successfully completedproject training in Recruitment Department on topic "Impact of Social Media inRecruitment at Unisys" from December 8th, 2014 to March ih, 2015. During the periodof the project work he was punctual, cooperative and disciplined.

We wish him good luck in future.

r Unisys Global Services - India

M. V. Kotappa

Director - Recruiting

Bengaluru

(SJR): 4th & 5th Floor, Block 'WARP', SJR I Park, Whitefield Area, No. 13, 14 & 15, K.R. Puram, Bengaluru - 560 066, Kamataka, India Tel: +91 (80) 4032 3333, Fax: +91 (80) 6616 4200(SEZ Unit I): Special Economic Zone(Unit I), Gopalan Global Axis Bleck, 3rd floor, ABC(Block G), Plot No 152, EPIP Zone, Hoodi Village, K.R.Puram Hobli, Whitefield, Bangalore - 560066(SEZ Unit II): Special Economic Zone(Unit II) Gopalan Global Axis Block, 4th floor, ABC(Block G), Plot No 152, EPIP Zone, Hoodi Village, K.R.Puram Hobli, Whitefield, Bangalore - 560066

Hyderabad:

(SEZ Unit I): Special Economic Zone (Unit I), 7th Floor of Block 2, DLF Cybercity, Plot no 129 to 132, Gachibowli, Hyderabad-500019, India Tel: +91 (40) 6624 1000, Fax: +91 (40) 6634 1371(SEZ Unit II): Special Economic Zone (Unit II), Ground and First Floor of Block 2, DLF Cybercity, Plot no 129 to 132, Gachibowli, Hyderabad-500019, India Tel: +91 (40) 6624 1000, Fax: +91 (40) 6634 1371Mumbai:Unit No. 204, 2nd Floor Inizio, Plot bearing CTS No. 479, 479/1 to 479/17 Cardinal Gracious Road, Chakala, Andheri East, Mumbai, Maharashtra 400099. Tel: +91 (22) 66681800, Fax: +91 (22) 66681801

REVAInstitute of Technology& Management

CERTIFICATE

This is to certify that Mr. PANKAJ JANGID bearing USN. lRE13MBA31, is a

bonafide student of Master of Business Administration course of the Institute

(Batch.2013-2015), affiliated to Visvesvaraya Technological University,

Belgaum. Internship report on "A STUDY ON IMPACT OF SOCIAL MEDIA IN

RECRUITMENT AT UNISYS GLOBAL SERVICE" is prepared by him under the

guidance of PROF. MADHU B K, in partial fulfillment of the requirements for the

award of the degree of Master of Business Administration of Visvesvaraya

Technological University, Belgaum, Karnataka.

Pro. adliu B KAssistant ProfessorDept. ofMBA

Dr. Sunilkumar S ManviPrincipalReva,ITM

REVA INSTITUTE OF TECHNOLOGY AND MANAGEMENT

Rukmlnl Knowledge Pak Yelahanka ' , +91 80 5558 7553, 54, 55Post, Bengaluru-550054 +91 80 2847 8539

www.revainstitution.org

REGDOFFICE

DlvyaSree Chambers, 'f': WingI;11 O'Shaugnessy Road

Bcngaluru550025

TEl +91 802221 3344

FAX +91 80 2222 8840

Rukmini Educational .:>Charitable Trust A Unit of DlvyaSree

DECLARATION

I, Pankaj Jangid, hereby declare that the Internship Report entitled" A Study On

Impact of Social Media in Recruitment" with reference to Unisys Global

Services Bengaluru, prepared by me under the guidance of Prof. Madhu B K,

faculty of MBA Department, Reva Institute of Technology and Management and

external assistance by Mr. M. V. Kotappa, Director- Recruiting, Unisys Global

Services, Bengaluru.

I also declare that this Internship work is towards the partial fulfillment of the

university regulations for the award of degree of Master of Business

Administration by Visvesvaraya Technological University, Belgaum.

I have undergone a summer project for a period of twelve weeks. I further declare

that this project is based on the original study undertaken by me and has not been

submitted for the award of any degree/diploma from any other

Universityllnstitution.

Place: Bengaluru

Date: 13,04,2015 lRE13MBA31

ACKNOWLEDGEMENT

A few words to thank all those who have supported me in the completion of this

Project.

My sincere thanks to Professor B. Diwakar Naidu & HOD of MBA-VTU, REVA

Institute of Technology and Management, for giving me this opportunity to

undertake this Project. I express my special thanks and deep regards to my internal guide Prof. Madhu B

K, for her exemplary guidance, monitoring and constant encouragement

throughout the course of this project. I also extend my special thanks to all the

faculties of department for their continuous and valuable support throughout the

project.

I would also like to express my sincere gratitude to Mr. M. V. Kotappa, Director-

Recruiting, for considering me to work with the Unisys team and successfully

complete the internship, which gave me a very good knowledge.

Place: Bangalore Pankaj Jangid Date: USN: 1RE13MBA31

TABLE OF CONTENT

Chapter TOPICS Pg no.

Executive Summary 1 - 1

1 Introduction 2 - 5

2 Industry and Company Profile 6 - 30

3 Theoretical Background of the Study 31 - 39

4 Data Analysis & Interpretation 40 53

Open Ended Question 54 - 54

5 Summary of Findings, Suggestions and Conclusion

55 - 57

Bibliography

Annexure

LIST OF TABLE

SL no. Pg no.

1 Table showing age group of the employees 40 2 Table showing methods used to source job seekers 41 3 Table showing SMR Effectiveness over Traditional

Methods 42

4 Table showing recruiting candidates through social media 43 5 Table showing Cost Effectiveness of SMR 44 6 Table showing levels targeted to Recruit through SNS 45 7 Table showing response through SNS 46 8 Table showing real time response through Social

Networking Sites 47

9 Table showing responses matching the Job requirements 48 10 Table showing level of satisfaction gained through SMR 49 1 1 Table showing whether candidates Recruited through

SNS reliable 50

12 Table showing future existence of SMR 51 13 Table showing whether social media considered an

effective tool in recruitment 52

14 Table showing the role of Social Networking Sites in

recruitment 53

LIST OF GRAPH

SL no. Pg no.

1 Graph showing age group of the employees 40

2 Graph showing methods used to source job seekers 41

3 Graph showing SMR Effectiveness over Traditional Methods

42

4 Graph showing recruiting candidates through social

media 43

5 Graph showing Cost Effectiveness of SMR 44

6 Graph showing levels targeted to Recruit through SNS 45

7 Graph showing response through SNS 46

8 Graph showing real time response through SNS 47

9 Graph showing responses matching the Job requirements 48

10 Graph showing level of satisfaction gained through SMR 49

1 1 Graph showing reliability of recruited candidates 50

12 Graph showing future scope of SMR 51

13 Graph showing whether social media considered as an

effective tool in recruitment 52

14 Graph showing the role of SNS in recruitment 53

1 | P a g e

EXECUTIVE SUMMARY

Recruiting the best candidates is critical to any companys success today and many exciting tools

have been created to help them find and source the key talent. But choosing the best suitable too

can become a tricky job for employers. Social media recruitment makes real time engagement

possible and allows companies to develop deeper connections with clients in ways that were

previously not possible. SMR is very upcoming trend in the market in used in recruiting the right

candidates for the right kind of job

The company which I selected for my internship report is Unisys Global Services, which began

its operations in India in 1994 with an office in Mumbai. Five years down in line, it has scaled up

tremendously, both in terms of headcount and infrastructure to become a truly integral part of the

companys global delivery organization.

The main purpose of internship report is to find out the Impact of Social Media Recruitment in

Unisys which can help in optimizing the cost and maximize the output. This study is done with

the following objectives:

To measure the effectiveness of SMR concept at Unisys

To understand how it can replace other modes of recruitment like advertising etc

Based on above objectives the questionnaire was developed and distributed using a random

Sampling technique to the recruitment team of Unisys to determine the effect of social media

recruitment in hiring candidates for the job vacancies. The analysis of the report is carried out by

using different charts and figures to understand the outcome of using social media recruitment in

the organization.

Unisys is implementing social media recruitment in one or the other way to recruit candidates

with an intension to target right kind of candidates for the right kind of job which will optimize

the cost in the organization.

2 | P a g e

CHAPTER-1

INTRODUCTION

1.1 INTRODUCTION ABOUT THE INTERNSHIP

This report is a description of my internship carried out compulsory component of MBA at

Visvesvaraya Technological University, Belgaum. The following report describes the activities

carried out during the full-time internship at Unisys Global Services, Bangalore.

This internship report contains my activities that have contributed to achieve a number of my

goals. The company has helped me in many terms like, they used my skills and knowledge which

gained throughout my course, and also helped me in gaining some of the skills which I need to

work in a professional environment.

In the following chapters of the report I started with the objectives, purpose of the study and the

literature review followed by the industry overview and company profile, and the activities

carried out in the company. Other chapters includes the theoretical background of the study and

the analysis done on the data collected through questionnaire using percentage method by doing

a study on Social Media Recruitment followed in Unisys and its effectiveness on the recruiters.

Finally I gave a conclusion on the internship experience according to my learning goals.

In preparing this internship report, I have put all my efforts and tried my level best to get

maximum knowledge about service industry. Despite of my all the coherent efforts, I do believe

that there will always be a room for improvement in the efforts of learner like me.

3 | P a g e

1.2 TOPIC OF THE STUDY

A STUDY ON IMPACT OF SOCIAL MEDIA IN RECRUITMENT AT UNISYS GLOBAL

SERVICE which is done to know the effectiveness for recruiting the candidates and whether it

optimizes cost and saves time and currently if it will benefit the organization.

1.3 NEED FOR THE STUDY

To find the effectiveness of Social Media for recruiting the candidates and to analyze the impact

of social media in proportionate to the cost, time and effort in recruitment and further by

exploring new recruitment procedure in talent hunting.

1.4 OBJECTIVES OF THE STUDY

The objective of the study is as under

To measure the effectiveness of SMR at UNISYS

To understand how it can replace other methods of recruitment like newspaper &

advertisements etc.

To study the contribution of SM in recruitment

1.5 SCOPE OF THE STUDY

The study is conducted in Unisys Global Services to find the effectiveness of social media

recruitment which would benefit the organization by doing a study whether it can help in

targeting the right kind of candidates for a right kind of job in a stipulated period of time which

can fulfill the need and requirements of the organization for a longer period of time.

1.6 RESEARCH METHODOLOGY

1.6.1 Descriptive Study:

Questionnaire is prepared to do the survey & analysis is done in the form of percentage and has

given clear view & feedback about the Social Media Recruitment.

4 | P a g e

1.6.2 Sample Population:

In Unisys there are overall of 120 employees in HR department in which around 60 recruiters in

recruitment department.

1.6.3 Sample Size:

As a survey is done in recruitment department so overall 60 recruiters are targeted to do the

study

1.7 DATA COLLECTION:

1.7.1 Primary Data

Survey was done by preparing a questionnaire & information is been collected through

recruitment department of Unisys, Richmond Circle, Bangalore

1.7.2 Secondary Data

These are the source which is readily available. It consists of published records and reports.

Collection of data is done through Unisys website and through various articles published in

various sources (magazines, books, internet and newspaper)

1.8 LITERATURE REVIEW

Acas, Anne Sharp the Chief Executive, quoted that (2013) "Organisations are getting more

sophisticated about using social media when recruiting new employees. He referred to

employers of the company that they should not be afraid to use social media tools, but instead

they need to consider the potential issues at the fullest extent. For instance, the use of social

media is increasing at a rapid rate that has made the employers to think more strategically and

tactically about the companys whole recruitment process and to the extent it has been

appropriate and relevant to seek information about a potential employee's private life as part of a

fair process but still in my study it has led me to consider the scope of findings of Acas in Social

Media Recruitment.

5 | P a g e

J.J Ramo, D.E Prochaska (2012)-Broad Reach and Targeted Recruitment has used Facebook for

an Online Survey of Young Adult Substance Use and that gave an indication through their study

in the success of individual ads and potential concerns despite wide variations about the sample

representativeness. The Facebook social media tool was useful during the research and also cost

effective with respect to recruitment source for young-adult smokers for completion of the

survey in terms of the usage of tobacco and other substances. The current findings support me

and helped to use the Facebook as a viable social media recruitment option for assessment of

health behavior in younger generation.

S.W. Pyakurel S Pitt (2014) - The effectiveness of recruitment tactics with regard to general

practitioners survey had high response rates. A systematic review although helped the

investigator that improved reporting and further trials. The sequential mixed mode trials and

social media guided me to some extent to determine the effectiveness of recruitment strategies on

GPs response rates to surveys.

1.9 LIMITATIONS OF THE STUDY

The sample size is too small to reflect the opinion of the whole organization.

The answers given by the respondents have to believed and taken for granted as truly

reflecting their perception.

Time was a major constraint.

In view of the limited time available for the study, only social media recruitment could be

studied.

6 | P a g e

CHAPTER - 2

INDUSTRY PROFILE

Information Technology (IT) industry in India is one of the fastest growing industries. Indian

IT industry has built up valuable brand equity for itself in the global markets. Information

Technology industry in our India comprises of software industry and information technology

enabled services (ITES), which also includes business process outsourcing (BPO) industry. India

is considered as a break new ground in software development and a preferred destination for

Information and Communication Technology-enabled services.

Information Technology industry in India was laid in 1974, when the mainframe manufacturer,

Burroughs, asked its India sales agent, Tata Consultancy Services (TCS), to export programmers

for installing system software for a U.S. client. The IT industry originated under critical

conditions in the Indian market. Local markets were absent and government guiding principle

toward private enterprise was friendly. The industry was begun by Bombay-based conglomerates

which entered the business by supplying programmers to global IT firms located overseas.

At that point of time Indian economy was state-controlled and the state remained unfriendly to

the software industry through the 1970s. Import tariffs were high and software was not measured

an "industry" so that exporters were ineligible for bank finance.

Government policy towards Information Technology sector changed when Rajiv Gandhi became

Prime Minister in 1984. His New Computer Policy (NCP-1984) consisted of a wrap up of

reduced import tariffs on hardware and identification software exports as a "deli census

industry", like henceforth eligible for bank finance and freed from license-permit raj, permission

for foreign firms to set up wholly-owned, export-dedicated units and a project to set up a chain of

software parks that would offer infrastructure at below-market costs. These policies laid the

foundation for the development of a world-class IT industry in India.

7 | P a g e

Today, Our Indian Information Technologies companies such as Tata Consultancy Services

(TCS), Wipro, Infosys, and HCL etc all are renowned in the global market for their IT

competency. Some of the major factors which played a key role in India's emergence as key

global IT player are -

Indian Education System

The Indian education system places strong prominence on mathematics and science, which

resulting in a large number of science and engineering graduates from our India every year.

Mastery over quantitative concepts coupled with English proficiency has resulted in a skill set

that has enabled India to collect the benefits of the current international demand for Information

Technology.

High Quality Human Resource

Indian programmers are known for their good technical and analytical skills and their willingness

to accommodate clients. India also has one of the largest pools of English-speaking

professionals.

Competitive Costs

The cost of software development and other services in India is very competitive as compared to

the West.

Infrastructure Scenario

Indian IT industry has also gained immensely from the availability of a robust infrastructure

(telecom, power and roads) in the country.

In the last few years Indian IT industry has seen tremendous growth. Destinations such as

Bangalore, Hyderabad and Gurgaon have evolved into global IT hubs. Several IT parks have

come up at Bangalore, Hyderabad, Chennai, Pune, Gurgaon etc. These parks offer Silicon Valley

type infrastructure. In the light of all the factors that have added to the strength of Indian IT

industry, it seems that Indian success story is all set to continue.

8 | P a g e

History and Evolution of IT Industry: The evolution of IT industry can be studied in

4 phases: Phase I: Prior to 1980The software industry was literally nonexistent in India until

1960. Software used in the computers till that time, were in built with the systems. Government

protected the hardware industry through high tariff barriers and licensing. However, in the West,

the need for software development was gradually being felt as the software in built in the system

was not sufficient to perform all the operations. The Government of India therefore, realized the

potential for earning foreign exchange. In 1972, the government formulated the Software Export

Scheme. This scheme made the provision of hardware imports in exchange of software exports.

TCS became the first firm to agree to this condition. The year 1974 marked the beginning of

Software exports from India. Phase II: 1980- 1990Despite the government initiatives, the

software exports were not picking up because of two reasons mainly: The exports of software,

was heavily dependent on the imports of hardware, which was costly as well as the procedure for

obtaining the same was very cumbersome. Secondly, there was a lack of infrastructural

facilities for software development. To counter these, the government formulated a New

Computer Policy in 1984, which simplified import procedures and also reduced the import duty

on hardware for software developers. In an attempt to make, software industry independent of

the hardware industry, the government in 1986, formulated Software Policy which further,

liberalized the IT industry. According to this policy, the hardware imports were de-licensed and

were also made duty free for the exporters. This along with the world wide crash in the hardware

prices reduced the entry barriers substantially. In 1990, government established Software

Technology Parks of India. This scheme was formulated to increase the exports of software and

services.

9 | P a g e

List of IT companies in Bangalore:

Aditi Technologies

Infinite Computer Solutions

3i Infotech

Accel Frontline Ltd

Amazon

Cognizant Technology Solutions

Hexaware

HCL Technologies

iGate

Infinite Computer Solutions

Infosys

Larsen & Toubro Infotech

Microland

MindTree

Plivo

Sasken

Tata Consultancy Services

Tech Mahindra

ThoughtWorks

Wipro

MphasiS

Tally Solutions

Langoor (company)

10 | P a g e

COMPANY PROFILE

Background& Inception of the company:

Unisys has a long history in the technology industry. The company traces its roots back to the

founding of American Arithmometer Company (later Burroughs Corporation) in 1886 and

the Sperry Gyroscope Company in 1910. Unisys predecessor companies also include the Eckert

Mauchly Computer Corporation, which developed the world's first commercial digital

computers, the BINAC, and the UNIVAC.

In sept.1986 Unisys was formed through the merger of the mainframe corporations Sperry and

Burroughs, with Burroughs buying Sperry for $4.8 billion. The name was chosen in an internal

competition when an intern, Charles Ayoub, came up with the UNISYS acronym from United

Information Systems. The merger was the largest in the computer industry at the time and made

Unisys the second largest computer company with annual revenue of $10.5 billion. At the time

of the merger, Unisys had approximately 120,000 employees.

In addition to hardware, both Burroughs and Sperry had a history of working on U.S.

government contracts. Unisys continues to provide hardware, software, and services to various

government agencies.

Soon after the merger, the market for proprietary mainframe-class systemsthe mainstream

product of Unisys and its competitors such as IBMbegan a long-term decline that continues, at

a lesser rate, today. In response, Unisys made the strategic decision to shift into high end servers

(e.g., 32 processor Windows Servers), as well as information technology (IT) services such as

systems integration, outsourcing, and related technical services, while holding onto the profitable

11 | P a g e

revenue stream from maintaining its installed base of proprietary mainframe hardware and

applications.

Important events in the company's history include the development of the 2200 series in 1986,

including the UNISYS 2200/500 CMOS mainframe, and the Micro A in 1989, the firstdesktop

mainframe, the UNISYS ES7000 servers in 2000, and the Unisys blueprinting method of

visualizing business rules and workflow in 2004.

Principal Products and Services:

Unisys brings together services and technology into solutions that solve mission-critical

problems for organizations around the world.

In the Services segment, we provide services to help our clients improve their competitiveness,

security and cost efficiency. Our services include outsourcing, systems integration and

consulting, infrastructure services and core maintenance.

In outsourcing, we manage customers' data centers, computer servers and end-user

computing environments as well as specific business processes.

In systems integration and consulting, we consult with clients to assess the security and

cost effectiveness of their IT systems and help them design, integrate and modernize their

mission-critical applications to achieve their business goals.

In infrastructure services, we provide design, warranty and support services for our

customers' IT infrastructure, including their networks, desktops, servers, and mobile and wireless

devices.

In core maintenance, we provide maintenance of Unisys systems and products.

In the Technology segment, we design and develop servers and related products to help clients

reduce costs and improve the efficiency of their data centre environments. As a pioneer in large-

scale computing, Unisys offers deep experience and rich technological capabilities in

transaction-intensive, mission-critical environments. We provide a range of data centre,

infrastructure management and cloud computing offerings to help clients virtualize and automate

their data-centre environments. Product offerings include enterprise-class servers, such as the

ClearPath family of servers and the ES7000 family of Intel-based servers, as well as operating

system software and middleware.

12 | P a g e

To drive future growth, Unisys is focusing its resources and investments in four targeted market

areas: security; data center transformation, including our server business; end user outsourcing;

and applications modernization.

The primary vertical markets Unisys serves worldwide include the public sector (including the

U.S. federal government), financial services and other commercial markets including

communications and transportation.

We market our products and services primarily through a direct sales force. In certain foreign

countries, we market primarily through distributors. Complementing our direct sales force, we

make use of a select group of alliance partners to market and complement our services and

product portfolio.

The 139-year history of Unisys is one of reliable, technically excellent, tenacious people

people helping businesses and governments protect their assets and apply information

technology to achieve new levels of competitiveness and success.

Unisys India: Unisys began its operations in India in 1994 with an office in Mumbai. In

2004, Unisys started its global sourcing operations in Bangalore. Five years down the line, it has

scaled up tremendously, both in terms of headcount and infrastructure to become a truly integral

part of the companys global delivery organization. Its state-of-the-art facilities in three locations,

Bangalore, Mumbai and Hyderabad, boast of a unique combination of mature processes, sharp

focus on tools and a team of highly talented and motivated employees who are engaged in a

diverse range of functions including product development, application design and migration,

customer support, enterprise computing and field operations back office. They strive to provide

unparalleled customer satisfaction with high-quality, cost-effective and end-to-end solutions,

aligned to the Unisys global focus areas.

Unisys operates under the four domains of Security, Data Center Transformation and

Outsourcing, End User Outsourcing and Support Services and Application Modernization and

Outsourcing by subdividing its activities into the following business units.

13 | P a g e

1. Managed Service Center (MSC): MSC at UGSI handles the full spectrum of end user

service support. This delivery model, globally ISO 20,000 certified cuts across, Level 0:

End user IT Self Help support Level 1: End user IT Service Desk, Level 2: End user

Remote solution support. They also have the ITIL delivery team that supports global

client base on ITIL standards and processes across, Incident, Problem, Change, and

Request management.

2. MSC also supports the back end activities for the globally diverse field engineering

organization, helping them procure spare parts and resolve customer issues on time.

3. Enterprise Computing Group (ECG):

4. Unisys transforms customers data centers to make IT operations more agile, secure and

efficient while reducing the overall costs. Unisys delivers Converged Remote

Infrastructure Management services that help in remotely monitoring, managing and

providing a comprehensive view of entire IT infrastructure to customers. Remote

management services provide monitoring and management for Server management,

Storage management, Database management, Messaging management and Network

management.

5. Software Development Group Apps (SDG A):

6. The Software Development Group is responsible development, testing and

implementation of various projects across geographies, business domains and customers.

This group has a consulting practice as well and is engaged in some key consulting

projects in India and in other geographies.

7. Global Infrastructure Technology Outsourcing Solutions (GITOS):

8. GITOS provides solutions and tools that are utilized by GOIS operations team in

delivering services to the client. These new solutions and innovative products and

services give Unisys-GOIS the competitive advantage.

14 | P a g e

9. Project Management Practice: This is a new practice set up in UGSI in 2009 to nurture

the project and program management profession in terms of competency assessments,

processes and tools, Knowledge management and Best Practice sharing for the PM

community within Unisys.

10. Sales and Marketing Services: This group provides a comprehensive array of services

and capabilities that ensure in depth, customized, high-quality research, collateral and

strategic inputs for the Global sales, Marketing and Solution Management teams, Unisys

Corporation. This team has been structured into three sub divisions: Marketing Services,

Presales Services and Solution Management Services.

11. SDM Practice: The SDM practice is a consortium of Service Delivery Managers and

Service Line Managers. The practice works towards unleashing the power of individual

leadership and enhancing teamwork by contributing to the global SDM Community.

12. UGSI Architect Practice: This is a newly formed group which designs, develops and

implements enterprise level, cutting edge solutions in some of the largest computing

environments in the world.

13. Business Operations: The group is responsible for strategic and business planning,

forecasting, tracking through dashboards and analytical reporting and course correction

recommendations as required. Team consists of Financial, Process and Operations

Management domains.

14. Global Technology Center India (GTCI): An integral part of Unisys TCIS organization

providing state of the art research, development, solutions, and services. GTCI is

dedicated to realizing the objectives of TCIS.

15 | P a g e

Management Team:

J. Edward Coleman Chairman & CEO: J. Edward Coleman was named chief executive officer

of Unisys Corporation and appointed chairman of the Board of Directors effective October 7,

2008. Prior to joining Unisys, Ed was CEO of Gateway, Inc., where he successfully restructured

the company through a series of strategic initiatives and tightly focused the business on its core

markets, culminating in its acquisition by Acer Inc.

Quincy Allen SVP / Chief Marketing and Strategy Officer: Quincy Allen was elected Senior

Vice President and Chief Marketing and Strategy Officer by the Board of Directors in July

2012. In this role, Quincy is responsible for the development of business and marketing

strategies to drive sustainable profitable growth.

Patricia A. Bradford SVP, Worldwide Human Resources: Patricia A. Bradford is a senior

vice president of the corporation and has served as vice president, Worldwide Human Resources

since January 1, 2005.

Dominick Cavuoto SVP / President, TCIS / President, WW Strategic Services: Dominick

Cavuoto was elected a senior vice president by the Board of Directors in February 2009.

Currently Dominick serves as president of Technology, Consulting and Integration Solutions

(TCIS) organization. In this role he has overall management responsibility for the TCIS business,

which provides systems integration, consulting and technology products and services to clients

worldwide.

Ted Davies SVP / President, Federal Systems: Edward "Ted" Davies was elected a senior vice

president by the Board of Directors in February 2009. Currently Ted serves as president of

Federal Systems, which delivers a broad range of services and solutions to U.S. government

clients, including consulting, systems integration, managed services and outsourcing.

Ron Frankenfield SVP / President, Global Managed Services: Ron Frankenfield was elected a

senior vice president by the Board of Directors in December 2010. Currently Ron serves as

president of Global Managed Services with responsibility for driving profitable growth in the

company's outsourcing and infrastructure services businesses.

16 | P a g e

Janet B. Haugen SVP & Chief Financial Officer: Janet Brutschea Haugen was elected a

corporate senior vice president and Chief Financial Officer in July 2000. In that role, she is

responsible for executive management and oversight of the financial, information technology and

procurement operations of the corporation.

Suresh Mathews SVP & Chief Information Officer: Suresh Mathews was named a senior vice

president and appointed Chief Information Officer by the Board of Directors in February 2009.

M. Lazane Smith SVP, Corporate Development: M. Lazane Smith was named senior vice

president, Corporate Development, by the Board of Directors in March 2009. In this role, Lazane

is responsible for the evaluation and potential divestiture of non-core assets as well as for

rationalizing Unisys geographic presence.

Nancy S. Sundheim SVP, General Counsel & Secretary: Nancy Straus Sundheim was elected

senior vice president and general counsel of Unisys in 2001. Nancy has been an officer of the

company since 1999.

Scott A. Battersby VP & Treasurer: Scott A. Battersby was elected corporate vice president

and corporate treasurer by the Board of Directors in October 2000. Scott provides overall

treasury leadership with worldwide responsibility for cash management, risk management,

capital markets, as well as investment banking and rating agency relationships.

Scott W. Hurley VP & Corporate Controller: Scott W. Hurley was named corporate vice

president and corporate controller by the Board of Directors in February 2008. In this role he is

responsible for global accounting operations, corporate accounting and reporting, and corporate

operations analysis.

Kumar Prabhas - Managing Director India: Prabhas has a rich repertoire of experience

spanning close to 23 years in the IT industry. As the Managing Director, Prabhas contributes

significantly to the companys development of their offshore operations. Prabhas current

responsibilities include helping Unisys India continue its robust growth in the region.

17 | P a g e

Nature of the Businesses Carried:

Unisys combines expertise in:

Consulting

Systems integration

Outsourcing

Infrastructure

Server technology

Expertise is used to focus on four areas of market demand, client need, and this is where

they have the greatest strength:

Security: helping clients secure their operations- people, places, assets and data to create

more reliability and less risk

Data Center Transformation and Outsourcing: increasing the efficiency and

utilization of their data centers

End User Outsourcing and Support Services: enhancing support to their end users and

constituents through their devices and desktops

Application Modernization and Outsourcing: modernizing their mission-critical

business applications

Vision, Mission and Quality Policy:

Vision:

Enabling our clients to do MORE with LESS

Mission:

Service driven and technology enabled. Provide total value added solutions to client needs in

focused market.

18 | P a g e

Quality:

Unisys operates data centers around the world that are certified on global standards for service

quality and excellence. Those certifications include ISO 9001:2008, ISO 20000-1:2005, and ISO

27001 standards. Unisys data centers follow Global Process Standards (GPS) for ITIL processes.

In addition, Unisys supports and manages data centers at client-owned facilities.

Products & Services:

Unisys transformational product setAgile Business Suite and Business Information

Serverhas been designed with the client in mind and provides advanced reporting, information

mining, program management, modellers, debugging, and scripting capabilities.

Security

At Unisys, they assess, design, develop, and manage mission-critical solutions that secure

resources and infrastructure for governments and businesses. Their approach integrates resource

and infrastructure security, creating the most effective and efficient security environment

possible.

Location, Perimeter and Surveillance Security

Unisys Location, Perimeter and Surveillance solutions deter, protect, detect, and help clients

react faster and recover after events so they are stronger than they were before. They do this by

knitting together sensors (e.g., cameras, perimeter fence sensors, radar, biometric and identity

capture devices, etc.), information, central command, and back office into an integrated whole.

Secure Commerce and In- Transit Visibility

Global supply chains are hyper-connected models of efficiency and risk. Each link in the supply

chain is subject to a variety of threatsfrom strikes to storms, from fraud to terrorismyet only

5 percent of containers can be inspected.

19 | P a g e

Law Enforcement and Public Safety

Collaboration across the criminal justice network is paramount today. Criminal histories need to

be shared across agencies. As information sharing improves, law enforcement and corrections

can work more effectively and respond faster to emergencies. Unisys can help make critical

decisions and improve productivity at every point of the criminal justice process.

Managed Security Services

Unisys offers a compelling yet simple value proposition: They manage security better and more

affordable than their clients. Their experts process hundreds of millions of events each day.

Data Center Transformation and Outsourcing

Unisys helps transform data canters and make the right IT sourcing decisions by leveraging

transformational services and outsourcing capabilities to achieve maximum return. They help to

strategically prioritize and deliver modernization initiatives that make operations more agile,

secure, and efficient while lowering overall costs.

Cloud Solutions

Cloud computing has suddenly jumped to the top of mind of most enterprises and this interest is

driven by a desire to significantly improve business and IT agility, and lower IT costs.

IT Automation Solutions

IT Automation Solutions provide near real-time provisioning of physical and virtual server

resources to address business demand variations based on time of day, reaction to service

interruptions, unanticipated surge in demand or disaster recovery.

20 | P a g e

Virtualization and Consolidation

There can be significant cost savings realized in the consolidation and virtualization of

infrastructure. The Unisys experience in the data centre, when combined with understanding of

the underlying technologies, enables clients to achieve the cost benefits while mitigating the

associated risks.

Data Management and Storage

Unisys provides essential services and solutions for data lifecycle management initiatives that

include storage infrastructure, disaster recovery, and data protection. They match the right

technology to clients business requirements so they can lower the cost of their infrastructure,

confidently protect their data, and reduce backup times.

Enterprise Computing Solutions

Enterprise Computing Solutions enable organization to keep pace with challenging real-time

demands of server and storage capacity, management and administration. They employ a wide

range of service models from traditional enterprise computing services to Platform as a Service

(PaaS) with a choice of on-site and remote infrastructure resource delivery.

ClearPath and Enterprise Servers

Around the world, IT organizations use Unisys Enterprise Servers and ClearPath mainframes to

meet their toughest computing challenges. Whether clients are looking for a powerhouse

virtualization platform or best-in-class database and online transaction processing capabilities,

they have got the system to deliver the results needed.

End User Outsourcing and Support Services

Unisys enables organizations and its end users to achieve higher levels of productivity through a

focused portfolio of offerings, including flexible end-user support solutions, device and software

support, security, mission-critical compute and storage solutions, and robust service desk and

21 | P a g e

remote management solutions. All together, the Unisys portfolio provides reliable, global

solutions designed to help end users achieve the highest productivity possible.

End-user Support Solutions

Unisys End-user Support Solutions provide enterprises with a single point of contact for

hardware and software technology needs. They offer a wide range of services and greater choice

and variety of technology at the organization and the end-user level. They ensure computers run

at maximum efficiency, allowing people to be more responsive to customers, colleagues, and

suppliers.

Infrastructure Support Solutions

Unisys Infrastructure Support Services provide the hardware and software support required to

maintain reliable end user computing and networking environments. They focus on security

serves to minimize the risks of a globally connected world. They cover every aspect of the IT

infrastructure support lifecycle from installations to complete maintenance services.

Managed Security Services

The Unisys Managed Security Services portfolio focuses on solving security problems giving

time to focus on core organization and strategic initiatives. Unisys provides a unique

combination of network and application security, vulnerability, risk and compliance management

services, delivered on a common, standards-based, global infrastructure.

Platform as a Service Solutions

Unisys global capabilities are optimized to provide mission critical enterprise compute and

storage Platform as a Service (PaaS) solutions that are accessible anywhere around the world.

They offer economies of scale and configurability without enterprise having to be involved with

the underlying technology.

22 | P a g e

Business Service Management

Built on ITIL-based automated processes and globally integrated support, Unisys Business

Service Management solutions provide with services and best practices that work together to

provide organization with optimized service delivery. Service Desk capabilities serve as the

foundation for accelerating and maximizing value while lowering organizations IT costs and

risk.

Recent projects:

Consumerization of IT: A study sponsored by Unisys and conducted by IDC, which revealed

the gap between the activities and expectations of new generation of I Workers and the ability

of organizations to support their. The results showed that organizations continue to work with

standardized command needs and control IT models of the past and are not able to profit from

the widespread use of newer networked technologies.

Security Index: A biannual global study that provides statistically relevant insights into the

attitudes of consumers on a wide range of security related issues, including: National security -

including concerns related to terrorism and health epidemics. Financial security - regarding

financial fraud and ability to meet personal financial obligations. Internet security - related to

spam, virus, and online financial transactions. Personal security - concerning physical safety and

identity theft.

Cloud 20/20: Unisys Corporation launched Cloud 20/20, an annual technical paper contest for

tertiary students from India, in October 2009. The contest allows students to explore the

possibilities and complexities of cloud computing in areas such as automation, virtualization,

application development, security, consumerization of IT and airports. The contest has drawn

participation from universities across India two years in a rowwith over 570 institutes taking

part in 2009 and more than a thousand in 2010.Cloud 20/20 is open to research students and

post-graduates as well as pre-final and final year engineering students in Computer Science,

Information Technology and other related areas. The contest culminates in an event where five

finalists present their papers before a panel of judges that comprise academicians and

23 | P a g e

technologists. Prizes include the latest technology gadgets, internship projects and career

opportunities with Unisys. The latest version of the contest is currently underway.

Social Collaboration: Unisys was in the news for enhancing social collaboration within the

organization. The company has used social media tools successfully, to become more agile, to

share knowledge, and to increase the speed of innovation. Unisys was one of five companies

featured in a new info graphic on The Social Media Marketing Blog; Unisys was noted for using

social media internally for effective collaboration and a boost to company productivity.

Competitors Information:

There are plenty of software companies in India which have been doing well. However, some of

the top Indian software companies can be listed as:

Tata Consultancy Services

Wipro Limited

Infosys

HCL Technologies

Tech Mahindra

Patni Computer Systems

I-flex Solutions

MphasiS

L&T InfoTech

IBM India

Accenture

Hewlett-Packard Company

24 | P a g e

Infrastructural Facilities:

The infrastructural facilities provided to the employees are:

1. Good working condition that makes working easy.

2. Cubicles provided for each employee with the personal systems/ Laptop.

3. Office automation: Unisys has provided many facilities for convenience of

employees like Personal Computers or laptops, Printer, Photocopier, Fax, Courier desk

etc.

4. Other facilities: Lifts, Smoke detectors, Parking facility, Visitors lounge etc.

5. Hi-tech workstations and lab facilities are provided to the employees.

6. Travel and transport help desk is made available.

7. Concierge services are also provided.

8. 24 hours ATM

9. Unisys has one of the best Cafeterias for their employees.

10. Sports facility and GYM is also available for the employees for the recreational activities.

11. First aid facility in case of emergencies and accidents.

12. They have a Security facility for 24 hrs for the safety of employees and the company.

13. A medical department is situated at the office premises to ensure the Health and

Hygiene of the employees.

Achievement/Awards:

2011 Unisys unveils Stealth Solution for Secure Virtual Terminal, a solution residing on a

federal government-certified USB device to protect mobile users data and make it is readily

available only to those authorized to view it.

Unisys rolls out its most powerful ClearPath mainframes ever the Libra and

Dorado 800 Series featuring innovations designed to handle clients growing mission-

critical workloads and enable mobile users to access data center resources more easily.

Unisys Stealth Solution for Networks achieves EAL-4+ certification from the

National Security Agency as a secure solution for protection of data-in-motion.

25 | P a g e

2010 - Unisys debuted secure partitioning (s-Par), a Unisys-developed virtualization

technology for Intel processor-based ClearPath servers. This capability enables ClearPath users

to make more efficient use of special-purpose processors called specialty engines to stream line

resource management and speed up system response. Unisys launched the Unisys Hosted Secure

Private Cloud Solution. Managed in a Unisys services center, this solution gives clients the

primary benefits of both provider-hosted clouds and private clouds: respectively, fast access to

IT resources without purchasing additional infrastructure, and greater control over critical

business assets.

2009 Unisys announces new, focused strategy building on the companys strengths in the

growing markets of security, data center transformation and outsourcing, end user outsourcing

and support services, and application modernization.

Building on the companys new strategy, Unisys refreshes its solution portfolio

with innovative new services and technologies including Converged Remote

Infrastructure Management, Smart On-site, and a range of new ClearPath enhancements.

Unisys completes security certification for multi-client outsourcing centers where

14 centers worldwide help outsourcing clients maintain stringent security for business-

critical information while lowering operational costs.

2008 Unisys helps Beijing Airport prepare for the 2008 Olympic Games by serving as the

master systems integrator for a brand new Terminal 3 to handle soaring traffic.

2007 Unisys opens a data center with innovative green design from energy-efficient

servers to restoration of prairie lands. The revamped outsourcing facility cuts carbon footprint

and promotes sustainability.

The Unisys Security Index goes global. The Unisys Security Index is an ongoing

global measure of consumer opinion on various issues related to national, personal,

financial and Internet security.

2006 Unisys develops its breakthrough Unisys Security Index to provide a snapshot of

consumers sense of security in four areas national, personal, financial and Internet security.

26 | P a g e

ES7000/one Enterprise Server gives clients a foundation for achieving a Real-

Time Enterprise. Based on Intel Xeon MP and Itanium 2 technology, the ES7000/one lets

enterprises run Windows and Linux in their data centers.

2004 3D Blueprinting is introduced a new way of seeing the inner workings of an

organization that makes predicting the outcome of change more a matter of analysis than of

guesswork.

2001 Customers are entering into long-term contracts with Unisys, resulting in outsourcing

business with organizations such as Lloyds TSB, Northwest Airlines, Air Canada, California

State University Systems, BMW Bank, HSBC, and GE Capital Bank.

2000 Unisys begins shipping ES7000 servers the first in the market to take advantage of

Windows 2000 Datacenter Server's support for 32-processor scalability. We launched iPSL,

Intelligent Processing Solutions Limited, positioning the company as one of the major providers

of outsourced financial services in the world.

1998 Unisys launches initiative to bring enterprise-class capabilities to Windows NT

environments. As part of this plan, we announced Cellular Multi-Processing (CMP), which will

bring such enterprise-class capabilities as high-speed I/O, partitioning, and cross-bar architecture

to Intel-based Windows NT servers.

1997 Unisys Windows NT servers lead industry in price/performance.

1995 Unisys introduces ClearPath Heterogeneous Multi-Processing (HMP), enabling

customers to integrate A Series and 2200 Series applications and databases with UnixWare and

Windows NT applications and databases on a single platform.

1994 Services and solutions become the company's single largest business.

1993 Unisys introduces 2200/500, the first mainframe based on complementary metal oxide

semiconductor (CMOS) technology.

1992 Unisys forms unit to deliver IT services.

27 | P a g e

1989 Unisys introduces Micro A, the first desktop, single-chip mainframe.

1986 Sperry and Burroughs merge to form Unisys Corporation. Sperry introduces 2200 Series,

forerunner of the current ClearPath HMP IX system.

1984 Burroughs introduces A Series, forerunner of the current ClearPath HMP NX system.

1980 Burroughs golf scoring service first introduced at the 109th Open Championship

Muirfield, Scotland.

1976 Sperry introduces first cache memory disk subsystem.

1965 Sperry introduces the 1108, the first multiprocessor computer.

1961 Burroughs introduces the B5000 Series, the first dual-processor and virtual memory

computer.

1960 Sperry introduces the 1100 Series, forerunner of the 2200 Series.

1959 Burroughs pioneers use of magnetic ink character recognition (MICR).

1955 Sperry and Remington Rand merge to form Sperry Rand.

1953 Burroughs introduces first 10-key adding machine. Remington Rand introduces UNIVAC

1103, the first commercial use of random access memory (RAM).

1952 UNIVAC makes history by predicting the election of Dwight D. Eisenhower as U.S.

president before polls close.

1951 Remington Rand delivers UNIVAC computer to the U.S. Census Bureau.

1950 Remington Rand acquires Eckert-Mauchly Computer Corp.

1949 Remington Rand produces 409, the worlds first business computer. The 409 was later

sold as the UNIVAC 60 and 120 and was the first computer used by the Internal Revenue

Service and the first computer installed in Japan.

28 | P a g e

1946 ENIAC, the world's first large-scale, general-purpose digital computer, developed at the

University of Pennsylvania by J. Presper Eckert and John Mauchly.

1933 Sperry Corp. formed.

1930 Working closely with Lt. James Doolittle, Sperry Gyroscope engineers developed the

artificial horizon and the aircraft directional gyro which quickly found their way aboard airmail

planes and the aircraft of the fledgling commercial airlines. TWA was the first commercial buyer

of these two products.

1928 Burroughs ships its one millionth adding machine.

1927 Remington Typewriter and Rand Kardex merge to form Remington Rand.

1925 Burroughs introduces first portable adding machine, weighing 20 pounds. Remington

Typewriter introduces America's first electric typewriter.

1923 Burroughs introduces direct multiplication billing machine.

1911 Burroughs introduces first adding-subtracting machine.

1910 Sperry Gyroscope Co. founded to manufacture and sell navigational equipment.

1909 Remington Typewriter Co. introduces first "noiseless" typewriter.

1905 American Arithmometer renamed Burroughs Adding Machine Co.

1886 American Arithmometer Co. founded to manufacture and sell first commercially viable

adding and listing machine, invented by William Seward Burroughs.

1873 E. Remington & Sons introduces first commercially viable typewriter.

29 | P a g e

Future Growth and Prospects:

Unisys is focusing its resources and investments in four targeted market areas: security; data

centre transformation, including our server business; end user outsourcing; and applications

modernization.

The primary vertical markets Unisys serves worldwide include the public sector (including the

U.S. federal government), financial services and other commercial markets including

communications and transportation.

They market their products and services primarily through a direct sales force. In certain foreign

countries, they market through distributors. Complementing direct sales force, Unisys makes use

of a select group of alliance partners to market and complement services and product portfolio.

30 | P a g e

SWOT Analysis of UNISYS:

STRENGTHS:

Ability to innovate.

Highly skilled human resources.

Cost competitiveness.

Quality telecommunications structure.

Due to convenience of services there is

a strong response of customers.

Maximum usage of Social Networking.

Quality standards such as ISO 9000,

SEI CMM etc.

WEAKNESS:

No frequent update to latest technology

and features.

Low switching costs.

Consumers concern over lack of security.

Over diversification.

OPPORTUNITIES:

Adult working population is good for

the growth of the company.

Popularity of internet is increasing all

over the globe.

Growing international players in the

global market.

Place for innovators.

THREATS:

Might face problems with the foreign

government.

Copy right issues abroad.

Data security systems.

31 | P a g e

CHAPTER-3

THEORITICAL BACKGROUND OF THE STUDY

3.1 Recruitment

Recruitment refers to the overall process of attracting, selecting and appointing suitable

candidates for jobs. Recruitment is a vital function of human resources management, which can

be defined as the process of searching the right talent and stimulating them to apply for jobs in

the organization.

According to Dale Yoder

Recruitment is the process to discover the sources of manpower to meet the requirements of the

staffing schedule and to employ effective measures for attracting that manpower in adequate

numbers to facilitate effective selection of an efficient working force.

Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified

applicants for the future human resources needs even though specific vacancies do not exit.

Recruitment of candidates is the function preceding the selection which helps create a pool of

prospective employees for the organization so that the management can select the right candidate

for the right job from this pool. The main objective of the recruitment process is to be

accomplished more quickly the selection process.

Recruitment is almost central to any management process and failure in recruitment can create

difficulties for any company including an adverse effect on its profitability and inappropriate

levels of staffing or skills. Inadequate recruitment can lead to workforce shortages, or problems

in management decision making and the recruitment process could itself be improved by

following management theories. The recruitment process could be improved in sophistication

with Rodgers seven point plan, Munro-Frasers five-fold grading system, psychological tests,

personal interviews etc. Recommendations for specific and differentiated selection system for

different professions and specializations have been given.

32 | P a g e

3.1.2 Need for Recruitment

The need for recruitment may be due to the following reasons

Vacancies: due to promotions, transfers, retirement, termination, permanent disability,

death and labour turnover.

Creation of new vacancies: due to growth, expansion and diversification of business

activities of an enterprise.

In addition, new vacancies are possible due to job respecification.

The recruitment and selection is the major function of the human resources department and

recruitment process is the first step towards creating the competitive strength and the strategic

advantage for the organizations. Recruitment process involves a systematic procedure from

sourcing the candidates to arranging and conducting the interviews with required resources and

time. A general recruitment process follows

The recruitment process begins with the human resource department receiving requisitions for

recruitment from any department of the company. These contain

Post to be filled

Number of persons

Qualifications required

Preparing the job description and job specification

Locating and developing the sources of required number and the type of candidates

Short-listing and identifying the prospective employee with required characteristics

Arranging the interviews with the selected candidates

Conducting the interview and decision making

33 | P a g e

3.2 Social Media:

Social media is a collection of online platforms and tools that people use to share content,

profiles, opinions, insights, experiences, perspective and media itself, facilitating conversations

and interactions online between groups of people.

Social Media is the platform/tools.

Social Networking is the act of connecting with the people on social media tool.

Social Media Marketing is how businesses join the conversation in an authentic and

transparent way to build relationship.

Companies have to adopt new HR Strategies and practices so as to constantly evolve and grow.

In this context, existing recruitment strategies have to be replaced by the new strategies. It has

been observed by HR Specialists that social networking sites are effective job search tools and

that in just few years job advertisements in newspapers will be replaced by online job boards.

Even job fairs are finding stiff competition in the social media. It has been noticed that a lot of

companies have their own formal pages on these websites, where job seekers can learn about the

organization business, culture, ethics etc. Hence recruiters have a large pool of talent from this

source from which they can search for the prospective candidates.

In the years to come social networking sites will soon be an indispensable part of the hiring

process. It is cost effective, does not require setting up an office and forms an effective tool for

recruiters. In the age of social networking sites growing at a rapid rate, there are many

opportunities that can be gained through it other than networking. It not only helps to open

avenues for a job seeker previously unheard of, but also for the employer as it is very easy to

search for a prospective candidate. Increasingly, organizations are resorting to social media arena

to get the right and viable candidate for a vacant position. Social media recruitment not only

helps to find candidates for high level positions but it is also very useful to find candidates for

lower level jobs. There is a severe shortage of qualified people, especially in the IT Industry.

This means that the companies have to focus on recruitment strategies and also keeping their

attrition rates low. Every company faces the challenge of trying to recruit the best talent from the

job market in relation to declining supply.

34 | P a g e

3.3 Social Media Recruitment

As a recruiter needs the most talented, qualified and largest applicant pool, leveraging on the

social media recruitment (SMR) to tap potential talent is called Social Media Recruitment. HR

Managers and recruiters these days click on the web and open a page on Facebook or Twitter not

to update their friends or chat with the known circle, but to search for a talent pool to match their

companys recruitment. SMR is becoming a major source for recruitment and a buzzword in the

corporate world. Increasingly, companies are taking to the social media arena to get the right and

viable candidates for positions at various levels. In just few years, newspapers advertisements

shall be almost replaced by online job portals. Now, active recruiting at job fairs has met its

competitions in the social media. This new system of finding, screening and recruiting new

candidates has unbelievable power to advance goals at a value price. If people think that

youngsters these days are surfing social networking sites for entertainment, they may be wrong.

Besides personal association with friends and relatives, websites such as Facebook, LinkedIn and

Twitter are promising as an effective job search tool for Indian job seekers. They use these sites

not just to check on job openings, but also to understand the prospective organization work

culture, system, founder, objectives, policies and activities, so that they know the company when

they attend interviews. Strategies and tactics, but instead should supplement the solid recruiting

practices companies already have in place.

I do believe in integrating the traditional recruiting strategies with social media strategies. It is

important to maintain the pieces that have resulted in successful hires to date.

3.3.1 Facebook

Facebook is an online social networking service launched on February 4th 2004 by Mark

Zuckeberg, while Facebook might seemingly have a reputation on a site where long lost friends

connect, businesses are using it for recruiting purpose, particularly to promote their employment

brand and excite people about possibly working at their companies. Facebook offers a variety of

mediums for companies to communicate their messages and corporate culture from simple text

and mini blogs, to photos, video and audio clips, to polls and surveys. Facebook is optimal for

engaging people. Aside from promoting corporate culture, companies are also posting jobs on

35 | P a g e

their Facebook pages, or at least linking users back to their corporate web sites for career

opportunities and applications.

A fairly high conversion rate exists from expressions of interest in a position posted on

Facebook, to clicking on the job, to filling out an application, to moving into an interview. To be

effective, though. Hartley said companies need to actively attract Friends by keeping their

content fresh and engaging.

3.3.2 LinkedIn

LinkedIn started out in 2002 and it officially launched on May 5th, 2003. On LinkedIns most

basic level, companies can search for talent and establish relationship with potential candidates

for free. To get started, a firm must simply create a profile for its business on the web site.

Companies may go a step further, though, and purchase a business account for bonus features

like posting jobs, sending private messages directly to any LinkedIn user regarding career

opportunities, saving and managing profiles of prospects and asking for introductions to people

inside target companies. It also offers an exclusive corporate recruiting package with additional

custom options and account management. Further, the company offers webinars on how to better

leverage LinkedIn to acquire talent on its web site. LinkedIn discussion group specific to real

estate management or a position that needs to be filled is one effective way to scout potential

candidates. Posting jobs on LinkedIn necessitates clear and accurate job descriptions said

Drain Hartley Director of client management at Intrepid Learning Solutions in Seattle. He

mentioned hiring managers wanting successful results must truly understand the desired

qualification for a position before posting a job.

The beauty of LinkedIn is there are more than 300 million users, Hartley said. Your net could

be so broad; you can wind up with a huge number of candidates. Be very clear what youre

looking for.

36 | P a g e

3.3.3 Twitter

Twitter might be overrun with celebrities and prominent individuals 140-character-long

thought. Businesses are using it in variety of ways, including to recruit talent. Many companies

simply post open jobs to their twitter account with a compressed URL for the corporate Web site,

which followers can link to for more information. Businesses may also search for talent on

Twitter, just not to the level they can search on LinkedIn Hartley Said.

Still companies are able to identify candidates by querying for competencies, companies,

activities or key words; as well as sending direct messages to potential candidates. Twitter offers

a special guide called Twitter 101 for businesses on bow to use the site to their advantage, along

with best practices and case studies. The information is available on the Twitter Web site.

Determining Twitters effectiveness might be difficult, however. Despite todays more than

284million registered users, a study released in January from RJ Metrics indicates about 10 to 15

million accounts are actually active. Twitter had 75 million registered users 25 percent of which

had no followers and upward of 40 percent had 1 to 5 followers.

I recommend active communication especially during the job posting process - he said. You

have to respond. Otherwise, it doesnt set the company up for process.

3.3.4 Whatsapp:

Whatsapp can be a useful tool for recruiting the candidates for any organization. Whatsapp is an

instant messaging service for cell phones. Its available for iPhone, Android, Blackberry, Nokia

phones and etc. Whatsapp uses phones Internet connection and even supports audio and video

transfer. There are various other communication tools but they tend to have limitations in terms

of platform support, accessibility, cost, and speed. Whatsapp avoids these issues by making use

of the same data plan.

37 | P a g e

Whatsapp can be used in recruiting prospective candidates in the following ways

With the help of Whatsapp recruiters can confirm interviews with candidates or clients

without having to rely on email or any other mode of communication.

Whatsapp can help in reaching out the recruiting partners for communication updates

such as - Thanks for forwarding that resume etc.

Whatsapp can connect with clients for issues that are time-sensitive and/or happen

outside normal working hours.

At present, everyone are relying more and more on their mobile phones and are connected to

them from very early in the morning until very late at night including weekends. In the recruiting

process, recruiters are continuously facing the problem of delayed responses due to the huge time

zone differences. Using a tool like Whatsapp can help get faster answers to time-sensitive

questions.

Top three social media tools -

Date

Launched

Social Networking

Sites

Registered

Users

Characteristics

February 2004

Facebook 1.23B Personal, Informal, & Multimedia

May 2003

LinkedIn 300M Business-like, Formal & Text Base

15 July 2006

Twitter 284M Fast Moving, direct, Minimalist.

38 | P a g e

3.4 Benefits of Social Media in Recruitment:

Job candidates can be searched geographically and found with higher accuracy with the

help of social media recruitment.

Available jobs can get filled more rapidly, lowering vacancy rates because of social

medias high usage rate and immediate response time.

Social media recruitment has a low cost with high Return on Investment.

Large number users of social media are college students; its creating a great way to attract

fresh talent for entry level positions.

Open positions will be seen and read by a larger number of qualified candidates.

3.5 CHALLENGES OF ADAPTING SOCIAL MEDIA RECRUITMENT

The Challenges can be broadly classified as:

1. Managerial Challenges.

2. Organizational Challenges

3. Technical Challenges

4. Legal Challenges

1. Managerial Challenges: The managerial challenges includes

a) Any technology would remain unused without user acceptance. It is important that hiring

and recruiting managers are knowledgeable and comfortable about the use of recruitment

through Social media. Organizations must hence conduct a comprehensive training

program for HR managers to help them use the online recruitment tool without any

difficulty.

b) SM recruitment has helped companies to retrieve and store talented applicants faster, but

always failed to screen the applicants sufficiently. Therefore hiring and recruiting

managers have to review each of the applications manually before interviewing a

candidate and performing an assessment.

39 | P a g e

2. Organizational Challenges: The organizational challenges include

a) Most qualified applicants are often passive job seekers, who are presently employed but

may be interested in new job opportunities. A strategy to recognize passive job seekers

and motivate them to apply must be developed;

b) It is critical to benchmark the best management practices and develop a set of metrics that

measure the effectiveness of various methods of recruitment.

3. Technical Challenges

a) Lack of privacy and security of information discourages the posting of job applications

by job seekers. While security is one of the biggest challenges with job applicants, top

most companies do not specify it openly on the career website.

b) The databases of job must be designed to minimize redundant data and optimize the

performance of job search by a candidate. This can be done by understanding the

recruiters and applicants search behavior.

4. Legal Challenges

a) There is a need for employer liability for not violating employment discrimination laws

and the laws are similar to applicant background checks and laws restricting false

advertising.

40 | P a g e

CHAPTER-4

TABLE NO-4.1

AGE GROUP OF THE EMPLOYEES

Age No. of Respondents Percentage (%)

18-25 18 30.00

25-35 26 43.33

35-45 10 16.66

45& Above 6 10.00

Total 60 100.00

INTERPRETATION:

From the above table it has been analyzed that 30% of respondents belong to the age

group of 18-25, 43.33% of the respondents belong to the age group of 25-35, 16.66% of the

respondents belongs to the age group of 35-45, 10% of the respondents belong to the age group

of 45 & above in Recruitment Department in the organization.

GRAPH NO-4.1

GRAPH SHOWING AGE GROUP OF EMPLOYEES

INFERENCE:

From the above graph it is inferred that the majority of the workforce is composed of age

group between 25-35 in the recruitment department which means youngsters are given opportunity

in Unisys to explore themselves with good career opportunity and growth in the organization.

30

43.33

16.66

10

0

10

20

30

40

50

18-25 25-35 35-45 45& Above

Age group of the employees

Percentage (%)

41 | P a g e

TABLE NO-4.2

METHOD USED TO SOURCE JOB SEEKERS

Particulars No. of Respondents Percentage (%)

Newspapers 4 6.66

Job portals 28 46.66

Social media sites 16 26.66

Recruitment agencies 12 20.00

Total 60 100.00

INTERPRETATION:

From the above table we can identify that 6.66% of the respondents use newspaper,

46.66% of the respondents use job portals, 26.66% of the respondents use SMS and 20% of the

respondents use recruitment agencies to recruit the candidates.

GRAPH NO-4.2

GRAPH SHOWING METHODS USED TO SOURCE JOB SEEKERS

INFERENCE:

From the above graph it can be analyzed that social media is the second best tool to

source the candidates in the recent times. It is may be because of cost effectiveness, quality

profiles and easy sourcing.

6.66

46.66

26.66

20

0

510

152025

303540

4550

Newspapers Job portals Social mediasites

Recruitmentagencies

Methods used to source job seekers

Percentage (%)

42 | P a g e

TABLE NO-4.3

SMR MORE EFFECTIVE THAN TRADITIONAL METHODS

Particulars No. of Respondents Percentage (%SS)

Strongly agree 18 30.00

Agree 26 43.33

Neither agree nor disagree 10 16.66

Disagree 6 10.00

Strongly disagree 0 00.00

Total 60 100.00

INTERPRETATION:

From the above table we can analyze that 30% of the respondents strongly agree, 43% of

the respondents agree, 16.66% of the respondents are neutral, 10% of the respondents disagree

that SNS recruitment is more effective than Traditional methods.

GRAPH NO-4.3

GRAPH SHOWING EFFECTIVENESS OF SMR OVER TRADITIONAL METHOD

INFERENCE:

The above graph shows that Social Media recruitment is more effective when compared

to the Traditional Methods as it saves time and the cost incurred is optimized and according to

changes in technology and trend in the present market scenario it is useful for the organization.

30

43.33

16.66

10

005

1015

202530

354045

50

Stronglyagree

Agree Neither agreenor disagree

Disagree Stronglydisagree

Effectiveness over traditional methods

Percentage (%)

43 | P a g e

TABLE NO-4.4

UNISYS RECRUITING CANDIDATES THROUGH SOCIAL MEDIA

Particulars No. of Respondents Percentage (%)

Regularly 20 33.33

Very often 26 43.33

Sometimes 8 13.33

Very rarely 6 10.00

Never 0 00.00

Total 60 100.00

INTERPRETATION:

From the above table we can conclude that 33.33% of the respondents use regularly social

media to recruit candidates, 43.33% very often, 13.33% sometimes, 10% very rarely to recruit

candidates from Social Media.

GRAPH NO-4.4

UNISYS RECRUITING CANDIDATES THROUGH SNS

INFERENCE:

Recruiters commonly use both internal & external source of recruitment. From the above

graph we can conclude that recruiters at Unisys prefer to use social media since it matches the

organizational needs and requirements by placing the right candidate with right skill set.

33.33

43.33

13.3310

00

5

10

15

20

25

30

35

40

45

50

Regularly Very often Sometimes Very rarely Never

Candidates recruited through social media

Percentage (%)

44 | P a g e

TABLE NO-4.5

COST EFFECTIVENESS OF SMR

Particulars No. of Respondents Percentage (%)

Extremely Cost Effective 16 26.66

Somewhat Cost effective 21 35.00

Neutral 17 28.33

Costly 6 10.00

Extremely Costly 0 00.00

Total 60 100.00

INTERPRETATION:

From the above table we can conclude that 26.66% of the respondents says that it is

extremely cost effective, 63% respondents says that it is somewhat cost effective & neutral, and

10% of the respondents says that it is extremely costly.

GRAPH NO-4.5

GRAPH SHOWING COST EFFECTIVENESS OF SMR

INFERENCE:

From the above graph we can infer that most of the respondents believe that SMR is the

most cost saving and less effort reaching the right pool of talent. The majority of the recruiters

prefer to use SMR for its cost effectiveness.

26.66

35

28.33

10

00

5

10

15

20

25

30

35

40

ExtremelyCost Effective

SomewhatCost effective

Neutral Costly ExtremelyCostly

Cost effectiveness of SMR

Percentage (%)

45 | P a g e

TABLE NO-4.6

LEVELS TARGETED TO RECRUIT THROUGH SNS

Particulars No. of Respondents Percentage (%)

Junior Level 9 15

Middle Level Management 14 23.33

Senior Level Management 37 61.66

Total 60 100.00

INTERPRETATION:

From the above table we can analyze that 15% of the respondents use SNS to recruit

junior level, 23% of the respondents use SNS to recruit Middle level & 61.66% of the employees

use SNS to recruit senior level in the organization.

GRAPH NO-4.6

GRAPH SHOWING LEVELS TARGETED TO RECRUIT THROUGH SNS

INFERENCE:

Recruitment for senior level management cannot be easily made through traditional

methods of recruitment. From the above graph it is clear that majority of the respondents use

social networking sites to recruit senior level employees who are expertise in specific areas.

15%

23%

62%

Levels of recruited profiles

Junior Level

Middle LevelManagement

Senior Level Management

46 | P a g e

TABLE NO-4.7

RESPONSE THROUGH SOCIAL NETWORKING SITES

Particulars No. of Respondents Percentage (%)

Excellent 2 3.33

Good 32 53.33

Average 20 33.33

Below Average 6 10.00

Not at all 0 00.00

Total 60 100.00

INTERPRETATION:

From the above table we can analyze that 3.33% respondents says that the response is

Excellent, 53.33% of the respondents says the response is Good, 33.33% of the respondents said

that the response is average and 10% respondents says that response is below average.

GRAPH NO-4.7

GRAPH SHOWING RESPONSE THROUGH SNS

INFERENCE:

From the above graph we can infer that the response through Social Networking Sites is

good at present as the organization is able to reap the benefit by using Social Media Recruitment

by targeting right kind of people for the right job.

3.33

53.33

33.33

10

00

10

20

30

40

50

60

Excellent Good Average BelowAverage

Not at all

Response through SNS

Percentage (%)

47 | P a g e

TABLE NO-4.8

REAL TIME RESPONSE THROUGH SNS

Particulars No. of Respondents Percentage (%)

In few hours 16 26.66

In a day 12 20.00

In a week 26 43.33

In a fortnight 6 10.00

In a month 0 00.00

Total 60 100.00

INTERPRETATION:

From the above table we can analyze that 26.66% of the respondents said that it takes few

hours to get a response, 20% respondents said that it takes one day to get the response, 43% of

the respondents said that it takes a week to get response & 10% of the respondents said it take

fortnight to get the response.

GRAPH NO-4.8

GRAPH SHOWING REAL TIME RESPONSE THROUGH SNS

INFERENCE:

From the above graph we can conclude that it takes 1-7 days to get the response from the

candidates to the recruiters through SNS as it is a good sign that Social Media Recruitment does help

to source the candidates which the organization wants to target and stimulate them to apply for the

job in the organization.

26.66

20

43.33

10

00

5

10

15

20

25

30

35

40

45

50

In few hours In a day In a week In a fortnight In a month

Real time response

Percentage (%)

48 | P a g e

TABLE NO-4.9

RESPONSES MATCHING THE JOB REQUIREMENT

Particulars No. of Respondents Percentage (%)

Always 2 3.33

Almost 24 40.00

Usually 8 13.33

To a certain extent 26 43.33

Not at all 0 00.00

Total 60 100.00

INTERPRETATION:

From the above table we can analyze that 3.33% of the respondents said the responses always