A Summer internship report on

“RECRUITMENT SOURCING IN KAIZEN TECHNOLOGIES”Summer Internship Report

Submitted to

AURORA’S BUSINESS SCHOOL

In partial fulfilment of the requirements for the award of

Post Graduate Diploma in Management (PGDM)

By

PAYELLA KEZIA FLORENCE

DM-11-051

Aurora’s Business School, Near NIMS, Punjagutta, Hyderabad. - 500 082

Tel: 040 2335 1891/92, 2335 0061/62 URL: www.absi.edu.in e-mail us: info@absi.edu.in

Date:

Place: Hyderabad

CERTIFICATE

This is to certify that the research Study embodied in the present thesis entitled “RECRUITMENT SOURCING IN KAIZEN TECHNOLOGIES” has been carried out by PAYELLA KEZIA FLORENCE enrolment number : DM-11-051 under my supervision, and to the best of our knowledge her work is original and authentic.

We hereby declare that to the best of our knowledge that no part of this thesis has been submitted earlier for the award of Degree at any other University or Institute.

Signature Signat ure Signat ureSupervisor SIP Co-coordinator Director

DECLARATION

This is to inform that I have completed a summer internship report on “RECRUITMENT SOURCING IN KAIZEN TECHNOLOGIES” while pursuing PGDM in Aurora’s Business School.

I hereby declare that this summer internship report submitted by me is original work done as a part of my academic course and has not been submitted to any other University or Institution for the award of any degree or diploma.

Name : PAYELLA. KEZIA FLORENCE Signature :

Roll No : DM-11-051 Date :

ACKNOWLEDGEMENTS

I would like to thank everyone who is involved in helping me in producing this summer internship report by bringing out creativeness in this project.

I would like to take this opportunity to thank my SIP guide Dr. SREE JYOTHI, Aurora’s Business school, for their undeterred guidance for the completion of the report.

My parents need special mention here for their constant support and love in my life. I also thank my friends and well-wishers who have provided their whole hearted support to me in this exercise. I believe that this effort has prepared me for taking up new challenging opportunities in future.

PAYELLA KEZIA FLORENCE

CONTENTS CHAPTER I INTRODUCTION………………………………………………01-09

CHAPTER II RESEARCH METHODOLOGY…………………………………..10-14 OBJECTIVES OF THE STUDY 14 NEED FOR THE STUDY 14 SCOPE OF THE STUDY 14 RESEARCH METHODOLOGY 14 CHAPTER III COMPANY PROFILE………………………………………….16-21

CHAPTER IV RESPONDENTS PROFILE……………………………………….23-24 DATA ANALYSIS AND INTERPRETATION…………………..25-44

CHAPTER V CONCLUSIONS AND SUGGESTIONS………………………46-47 QUESTIONNAIRE………………………………………………49-52 REFERENCES………………………………………………………53

CHAPTER-1 INTRODUCTION

CHAPTER-I

INTRODUCTION

Recruitment Recruitment refers to the overall process of attracting, selecting and appointing suitable candidates for jobs within an organization, either permanent or temporary. Recruitment can also refer to processes involved in choosing individuals for unpaid positions, such as voluntary roles or training programmes. Recruitment may be undertaken in-house by managers, human resource generalists and/or recruitment specialists. Alternatively, parts of the process may be undertaken by either public-sector employment agencies, commercial recruitment agencies, or specialist search consultancies. The use of internet-based services and computer technologies to support all aspects of recruitment activity and processes has become widespread.1

Recruitment Methods Recruitment methods refer to the means by which an organisation reaches to the potential job seekers. In other words, these are ways of establishing contacts with the potential candidates. lt is important to mention that the recruitment methods are different from the sources of recruitment. The major line of distinction between the two is that while the former is the means of establishing links with the prospective candidates, the latter is location where the prospective employees are available. Dunn and Stephen have broadly classified methods of recruitment into three categories. These are:

1. Direct Method 2. Indirect Method 3. Third Party Method.

A brief description of these is as follows 1. Direct Method:

In this method, the representatives of the organisation are sent to the potential candidates in the educational and training institutes. They establish contacts with the candidates seeking jobs. These representatives work in cooperation with placement cells in the institutions Persons pursuing management; engineering, medical etc. programmes are mostly picked up in this manner. Sometimes, some employer firms establish direct contact with the professors and solicit information about students with excellent academic records. Sending the recruiter to the conventions, seminars, setting up exhibits at fairs and using mobile office to go to the desired centres are some other methods used to establish direct contact with the job seekers.

2. Indirect Methods: Indirect methods include advertisements in newspapers, on the radio and television, in professional journals, technical magazines etc. This method is useful when:

i. Organisation does not find suitable candidates to be promoted to fill up the higher posts ii. When the organisation wants to reach out to a vast territory, and

iii. When organisation wants to fill up scientific, professional and technical posts. The experience suggests that the higher the position to be filled up in the organisation, or the skill sought by the more sophisticated one, the more widely dispersed advertisement is likely to be used to reach to many suitable candidates. 3. Third Party Methods:

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These include the use of private employment agencies, management consultants, professional bodies/associations, employee referral/recommendations, voluntary organisations, trade unions, data banks, and labour contractors etc., to establish contact with the job- seekers.

Process The five steps involved in recruitment process are as follows: (i) Recruitment planning (ii) Strategy Development (iii) Searching (iv) Screening (v) Evaluation and Control.

Recruitment Process Now, a brief description of these follows:

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

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

3. Searching: This step involves attracting job seekers to the organisation. There are broadly two sources used to attract candidates. These are:

1. Internal Sources, and 2. External Sources

4. Screening:

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Though some view screening as the starting point of selection, it is considered as an integral part of recruitment. The reason being the selection process starts only after the applications have been screened and shortlisted. Let it be exemplified with an example. In the Universities, applications are invited for filling the post of Professors. Applications received in response to invitation, i.e., advertisement are screened and shortlisted on the basis of eligibility and suitability. Then, only the screened applicants are invited for seminar presentation and personal interview. The selection process starts from here, i.e., seminar presentation or interview. Job specification is invaluable in screening. Applications are screened against the qualification, knowledge, skills, abilities, interest and experience mentioned in the job specification. Those who do not qualify are straightway eliminated from the selection process. The techniques used for screening candidates vary depending on the source of supply and method used for recruiting. Preliminary applications, de-selection tests and screening interviews are common techniques used for screening the candidates. 5. Evaluation and Control: Given the considerable cost involved in the recruitment process, its evaluation and control is, therefore, imperative. The costs generally incurred in a recruitment process include:

(i) Salary of recruiters (ii) Cost of time spent for preparing job analysis, advertisement (iii) Administrative expenses (iv) Cost of outsourcing or overtime while vacancies remain unfilled (v) Cost incurred in recruiting unsuitable candidates

In view of above, it is necessary for a prudent employer to try to answer certain questions like: whether the recruitment methods are appropriate and valid? And whether the recruitment process followed in the organisation is effective at all or not? In case the answers to these questions are in negative, the appropriate control measures need to be evolved and exercised to tide over the situation. However, such an exercise seems to be only rarely carried out in practice by the organisations employers.3

Sourcing Sourcing is the process of finding resumes within the recruitment process. Recruiters, both third party and corporate, need to find qualified candidates for their open job orders, oftentimes with very unique or niche work experience. Sourcing refers to the initial part of recruiting (actually finding the candidates through a variety of methods.) Some recruiters perform the sourcing function through to placement; other recruiting professionals specialize in only one aspect of the recruitment cycle. Professional recruiters who specialize only in the initial procurement of names and candidates are called sources. Many larger companies and specialist staffing firms employ teams of sourcing.

Professionals that concentrate only on the initial procurement of candidates. The sources then “hand off” the candidates to different department of team of recruiters which handle qualification, interview, and placement.

Sourcing is many times used to refer to highly specialized talent searches. For example, a company might be looking for an individual with a background in mechanical engineering who understands object oriented programming. Recruiting and sourcing professionals understand how to source this specialized talent through a variety of means. Sourcing professionals will often have a comprehensive understanding of Internet sourcing tactics. They will mine candidate lists from the Internet and also source talent from competing companies. To ascertain the best keywords and background to look for, a solid understanding of the job requirements is necessary. Effective sourcing, therefore, requires a much deeper understanding of the industry and job order that they are working on than simply looking at clusters of resume keywords. To source candidates productively, an

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experienced sourcing professional knows the best places to look for great talent and the kind of experience to look for in individual resumes. However, sourcing is also more than specialized resume search and candidate name generation. Sourcing is also an integral part of any company’s overall hiring and talent acquisition strategy. Sourcing also refers to the strategy surrounding large portions of hiring effort. For example, it might be necessary to source the next generation of management talent through a comprehensive college recruiting program. A company might need to formulate a sourcing strategy for skilled machine operators in a certain city where they open a plant. Sourcing is therefore not relegated to unique searches, but the term can encompass deep organizational talent strategy issues and in general, the practice and need to acquire human talent for any source of business need. With the trend of globalization, sourcing strategy is at the forefront of recruiting issues. Recruiting talent in different countries and in different languages presents a very difficult challenge for any talent acquisition team. In many cases, the sourcing team might be local to the actual hiring effort, and then send qualified candidates to a centralized corporate recruiting team. Modern sourcing efforts are an incredibly complex aspect of the global talent supply chain. Effective sourcing strategies not only leverage effective employment brands and marketing efforts, but take into consideration hyperlocal factors of economy, education, and specialization of labor markets. In the recruiting industry, therefore, sourcing when referred to as a tactic, often means the practice of finding specialized candidates on the Internet or through phone work. When referred to as a strategy, sourcing can mean a number of different broad hiring initiatives or approaches to particular labour markets. Because of factors contributing to increased complexity in sourcing, the trend of specialization within the recruiting function continues unabated. Sourcing as a separate function will most likely continue, and the sourcing role will continue to develop as a challenging and unique profession.4

Among larger employers, the resume search aspect of the recruitment process is sometimes delegated to specialized recruiters. Sourcing professionals specialize in finding resumes through online recruiting and advanced use of search engines. Tenured sources also add value to organizations by building competitive intelligence, creating lists for future hiring, generating referrals, and mapping out local and industry hiring demand and compensation. Additionally, sourcing professionals will often consult with employers to reduce recruitment costs and design and implement efficient recruitment tactics. Sourcing refers to finding job candidates through use of recruiting techniques. The critical step of discovering candidates is performed by an internal recruiter, agency, or a designated sourcing professional (referred to as a sources).Candidate sourcing activity usually ends when all of the information for a potential employee is received by the candidate source. To further develop potential employees, companies will sometimes have a second person contact the people on the list to pre-screen the candidate based on the job requirements and determination of the candidate interest level in hearing about new job opportunities. This is called "candidate profiling" or "candidate pre-screening".

Websites specifically used for candidate sourcing include LinkedIn, Facebook, Twitter, internal ATS/CRM systems, ZoomInfo, Google, and large job boards, such as Monster, Careerbuilder and Indeed. Networking is a primary tool of an aggressive recruiter; each contact should be considered a network node that links a network of related contacts. Sourcing professionals use one contact as leverage to discover the list of related industry contacts. By doing this, sources generate large lists of potential candidates for which to further profile and interview.

Sources of Recruitment

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A. Internal Sources:

1. Present Employees: Promotions and transfers from among the present employees can be a good source of recruitment. Promotion implies upgrading of an employee to a higher position carrying higher status, pay and responsibilities. Promotion from among the present employees is advantageous because the employees promoted are well acquainted with the organisational culture, they get motivated, and it is cheaper also. Promotion from among present employees also reduces the require-ment for job training. However, the disadvantage lies in limiting the choice to a few people and denying hiring of outsiders who may be better qualified and skilled. Furthermore, promotion from among present employees also results in inbreeding which creates frustration among those not promoted. Transfer refers to shifting an employee from one job to another without any change in the position/post, status and responsibilities. The need for transfer is felt to provide employees a broader and varied base which is considered necessary for promotions. Job rotation, involves transfer of employees from one job to another on the lateral basis.

2. Former Employees : Former employees are another source of applicants for vacancies to be filled up in the organisation. Retired or retrenched employees may be interested to come back to the company to work on a part-time basis. Similarly, some former employees who left the organisation for any reason may again be interested to come back to work. This source has the advantage of hiring people whose performance is already known to the organisation.

3. Employee Referrals: This is yet another internal source of recruitment. The existing employ-ees refer their family members, friends and relatives to the company as potential candidates for the vacancies to be filled up in the organisation. This source serves as one of the most effective methods of recruiting people in the organisation because employees refer to those potential candidates who meet the company requirements known to them from their own experience. The referred individuals are expected to be similar in type in terms of race and sex, for example, to those who are already working in the organisation.

4. Previous Applicants :

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This is considered as internal source in the sense that applications from the potential candidates are already lying with the organisation. Sometimes, the organisations contact through mail or messenger these applicants to fill up the vacancies particularly for unskilled or semi- skilled jobs.

Advantages: The advantages of the internal source of recruitment include the following:

1. Familiarity with own employees : The organisation has more knowledge and familiarity with the strengths and weaknesses of its own employees than of strange and unknown outsiders.

2. Better use of the talent : The policy of internal recruitment also provides an opportunity to the organisation to make a better use of the talents internally available and to develop them further and further.

3. Economical Recruitment : In case of internal recruitment, the organisation does not need to spend much money, time and effort to locate and attract the potential candidates. Thus, internal recruitment proves to be economical, or say, inexpensive.

4. Improves Morale : This method makes employees sure that they would be preferred over the outsiders as and when vacancies will be filled up in their organisation.

5. A Motivator: The promotion through internal recruitment serves as a source of motivation for employees to improve their career and income. The employees feel that organisation is a place where they can build up their life-long career. Besides, internal recruitment also serves as a means of attracting and retaining competent employees in the organisation. Disadvantages: The main drawbacks associated with internal recruitment are as follows:

1. Limited Choice: Internal recruitment limits its choice to the talent available within the organisation. Thus, it denies the tapping of talent available in the vast labour market outside the organisation. Moreover, internal recruitment serves as a means for “inbreeding”, which is never j healthy for the future of the organisation.

2. Discourages Competition : In this system, the internal candidates are protected from compe-tition by not giving opportunity to otherwise competent candidates from outside the organisation. This, in turn, develops a tendency among the employees to take promotion without showing extra performance.

3. Stagnation of Skills : With the feeling that internal candidates will surely get promoted, their skill in the long run may become stagnant or obsolete. If so, the productivity and efficiency of the organisation, in turn, decreases.

4. Creates Conflicts : Conflicts and controversies surface among the internal candidates, whether or not they deserve promotion. B. External Sources: External sources of recruitment lie outside the organisation. These outnumber internal sources. The main ones are listed as follows: 1. Employment Exchanges: The National Commission on Labour (1969) observed in its report that in the preIndependence era, the main source of labour was rural areas surrounding the industries. Immediately after Independence, National Employment Service was established to bring employers and job seekers together.

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The compulsory Notification of Vacancies Act of 1959 (commonly called Employment Exchange Act) was instituted which became operative in 1960. Under Section 4 of the Act, it is obligatory for all industrial establishments having 25 workers or more, to notify the nearest employment exchange of vacancies (with certain exceptions) in them, before they are filled. The main functions of these employment exchanges with their branches in most cities are registration of job seekers and their placement in the notified vacancies. It is obligatory for the employer to inform the outcome of selection within 15 days to the employment exchange.Employment exchanges are particularly useful in recruiting blue-collar, white-collar and technical workers.. 2. Employment Agencies: In addition to the government agencies, there are a number of private employment agencies who register candidates for employment and furnish a list of suitable candi-dates from their data bank as and when sought by the prospective employers. Generally, these agencies select personnel for supervisory and higher levels. The main function of these agencies is to invite applications and short list the suitable candidates for the organisation. Of course, the final decision on selection is taken by the representatives of the organisation. At best, the representatives of the employment agencies may also sit on the panel for final selection of the candidates. The employer organisations derive several advantages through this source. For example, this method proves cheaper than the one organisations recruiting themselves. The time saved in this method can be better utilized elsewhere by the organisation. As the organisational identity remains unknown to the job seekers, it, thus, avoids receiving letters and attempts to influence. However, there is always a risk of losing out in screening process done by the agencies, some applicants whom the representatives of the organisation would have liked to meet and select. 3. Advertisement: Advertisement is perhaps the most widely used method for generating many applications. This is because its reach is very high. This method of recruitment can be used for jobs like clerical, technical and managerial. The higher the position in the organisation, the more specialized the skills or the shorter the supply of that resource in the labour market, the more widely dispersed the advertisements is likely to be. For example, the search for a top executive might include advertisements in a national daily like ‘The Hindu.

4. Professional Associations: The professional associations are particularly useful for attracting highly skilled and professional personnel. However, in India, this is not a very common practice and those few that provide such kind of service have not been able to generating a large number of applications.

5. Campus Recruitment: This is another source of recruitment. Though campus recruitment is a common phenomenon particularly in the American organisations, it has made its mark rather recently Of late, some organisations in India have started visiting educational and training institutes/campuses for recruitment purposes.

6. Deputation: Another source of recruitment is deputation, i.e., sending an employee to another organisation for a short duration of two to three years. This method of recruitment is practiced, in a pretty manner, in the Government Departments and public sector organisations. Deputation is useful because it provides ready expertise and the organisation does not have to incur the initial cost of induction and training.

7. Word-of-Mouth: Some organisations in India also practice the ‘word-of-mouth’ method of recruitment. In this method, the word is passed around the possible vacancies or openings in the organisation. Another form of word-of-mouth

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method of recruitment is “employee pinching” i.e., the employees working in another organisation are offered an attractive offer by the rival organisations. This method is economic, both in terms of time and money.

8. Raiding or Poaching : Raiding or poaching is another method of recruitment whereby the rival firms by offering better terms and conditions, try to attract qualified employees to join them. This raiding is a common feature in the Indian organisations.

Advantages The following are the main advantages:

1. Open Process : Being a more open process, it is likely to attract large number of applicants/ applications. This, in turn, widens its options of selection.

2. Availability of Talented Candidates: With large pool of applicants, it becomes possible for the organisation to have talented candidates from outside. Thus, it introduces new blood in the organisation.

3. Opportunity to select the best candidates : With large pool of applicants, the selection process becomes more competitive. This increases prospects for selecting the best candidates.

4. Provides healthy competition: As the external members are supposed to be more trained and efficient. With such a background, they work with positive attitude and greater vigour. This helps create healthy competition and conducive work environment in the organisation.

DISADVANTAGES:1. Expensive and Time Consuming :

This method of recruitment is both expensive and time consuming. There is no guarantee that organisation wall get good and suitable candidates.

2. Unfamiliarity with the Organisation: As candidates come from outside the organisation, they are not familiar with the tasks, job nature and the internal scenario of the organisation.

3. Discourages the Existing Employees : Existing employees are not sure to get promotion. This discourages them to work hard. This, in turn, boils down to decreasing productivity of the organisation.

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CHAPTER II LITERATURE REVIEW

RESEARCH METHODOLOGY

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ARTICLE ON SOURCING BEST PRACTICES Top 10 Candidate Sourcing Best Practices By Glen Cathey ( January 10,2011) 1: Think Before Search “Give me six hours to chop down a tree and I will spend the first four hours sharpening the axe.” –Abraham Lincoln . If you just take the time to think, develop some resemblance of a search strategy, and experiment with various searches (sharpen your axe!) – you can get to more relevant results more quickly. For many hiring profiles, you should spend at least 10 20 minutes thinking about and researching your search strategy, as well as experimenting with search strings and reviewing the results for relevance before you start using the results to begin making calls.

2: Do Not Overanalyze Resumes Chances are that the people you are trying to find and recruit are not professional resume writers. Whether they are software engineers, lawyers, physical therapists, project managers, or database administrators – they are not NOT professional resume writers, nor do I think we should expect them to be. Writing a great and 100% complete resume isn’t easy. What IS easy is to forget to add some of your responsibilities and every little detail of your professional experience (applications, environments, etc.). Candidates may not think to express every last bit of their experience in their resume – and if you’re looking specifically for one of those little bits and it’s not there, it’s all too easy to assume that the person who wrote the resume doesn’t have the requisite experience you’re looking for. Don’t make assumptions about candidates from their resumes – give them the benefit of the doubt. Ever hear the phrase, “Don’t judge a book by its cover?” Resumes are by nature imperfect and are poor representations of a person’s experience and capabilities, so I suggest you apply what I call the “10second rule:” Don’t read resumes – scan them. If you can’t absolutely disqualify/rule out a candidate based on reviewing their resume in 10 seconds, pick up the phone and call them. 3: Do Not Run Overly Generic/Basic Searches If you run generic searches with perhaps one title and a couple of basic keywords – you’ll be sure to get correspondingly generic and basic results. I’ve heard many a recruiter complain about getting “too many results.” People making this mistake unknowingly increase the size of the Hidden Talent Pool of candidates they don’t find.Don’t rely solely or heavily on title based searches. Not all companies use the same titles for the same roles and responsibilities – so making this mistake contributes to you populating Hidden Talent Pools with every candidate that matches your hiring profile or job order but has a title that you didn’t think of and include in your search. 4: See Each Resume as More than a Potential Match for the Position You’re Working on any source of candidates you have access to can be leveraged in much the same way as LinkedIn can – every person is actually a conduit to a larger network of people. So even if a particular resume or social media profile you’re reviewing doesn’t appear to be an ideal match –they actually might be and they may know someone who is. If you find yourself scanning a search result that appears to be under or over qualified remember to not make assumptions about candidates based on their resume/profile, and also be aware that people who are in fact too junior or too senior for your current needs might fit future needs. Additionally, people who are either too junior or too senior for a particular position might work with or know someone who is an exact match. 5: Run Multiple Searches Across Multiple Sources

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No matter how strong your sourcing skills are or how many times you’ve recruited for the same position you should always run multiple searches. It’s impossible for one Boolean search to find all qualified candidates. It is also critical to leverage every resource you have available to you. You may be in love with LinkedIn, but the best candidates for that special position you’re working on may be tucked away in your database/ATS, or on Twitter!.If you think you’ve exhausted a particular source of candidates – believing that you’ve found all of the available matches and cannot find any more – you’re wrong. Invariably you’ve left behind Hidden Talent Pools of people who do match your positions, but you could not find them because your Boolean search strings and perhaps even your entire search strategy made it impossible to do so.Being aware of this is a major step on the path towards sourcing enlightenment. 6: Search ALL Resumes I’m aware that there are MANY users of resume databases (online or internal) who focus specifically on resumes posted/entered in the last 30 days, assuming these are the candidates to target because they are “on the market.” You do NOT know anything about a candidate until you establish contact with them. Just because their resume was posted yesterday, it does not mean they are “actively” seeking a new position. I’ve spoken to many people who happened to recently post their resume into my own database on on a job board, and once I made contact, they explained they were just “checking to see what’s out there.” Doesn’t sound too “active” to me!

7: Don’t be a Sourcing Snob Despite popular opinion to the contrary, job board resume databases are not filled with desperate,low quality candidates. In fact, it’s statistically impossible. There are plenty of “A” candidates available in each and every job board resume database – major or niche. If your experience suggests otherwise, perhaps it’s your searches or your search strategy. If you go fishing in the ocean and don’t catch the particular species of fish you were hoping to, would you be able to assume that there were no fish of that type in the ocean that day? Of course not. Just because YOU didn’t catch the fish you were looking for, it doesn’t mean they weren’t there to be caught And if you’re the type who believes that the job board resume databases are filled with “active” candidates, you might be surprised to know that approximately 75% of all resumes in the major job boards resume databases are dated over 30 days old. Some are 24+ years old. Are they still “active” candidates? Do you think anyone’s calling them? Don’t be a sourcing snob. As I pointed out in best practice #6 – your goal should be to find the BEST possible candidates, regardless of what “side of the tracks” they live on. 8: Don’t Submit the First 2 3 Candidates You Find/Speak with Sound crazy? I can hear someone asking, “Why shouldn’t I submit the first candidates I find that fit the requirements?” Well, ask yourself this – what’s the statistical probability that the first two people you find and speak to magically happen to be the BEST candidates you can possibly find? Or the most closable and controllable? Recruiting candidates should not be conducted on a FIFO basis, but on a BIFO (Best In, First Out) basis. Find and speak to 10-15 candidates and then submit youre BEST. Talent selection based on FIFO methods is like a single person walking into a bar and leaving with the first person that speaks to them. There is no “selection.”You saw it here first. Think about it. 9: Seek to Continually Improve Your Candidate Sourcing Skills As a sourcing/recruiting professional, one of your goals should be to get better at what you do on a daily basis. Not just meeting your objectives and KPI’s – but actually improving your sourcing and recruiting skills and ability.

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Geoff Colvin cuts to the root of the matter, pointing out that “Most fundamentally, what we generally do at work is directly opposed to the first principle [of deliberate practice]: It isn’t designed by anyone to make us better at anything. Usually it isn’t designed at all: We are just given an objective that’s necessary to meeting the employer’s goals and then expected to get on with it.” Ouch – that hurts Geoff…but you’re right on the money! As a sources/recruiter, you can perform deliberate practice, which is specifically designed to improve performance by getting you out of your comfort zone and continually stretching you just beyond your current ability. Ever hear the cliché of, “If you’re not getting better, you’re getting worse?” Unfortunately, when most people “practice” on the job, they are just doing what they’ve always done, going through the same old motions – which does nothing to improve performance. Unlike many professional athletes, most business professionals (including sources and recruiters) do not go to work every day specifically trying to get better at what they do. It’s something many people may talk about, but very few people actually do. Be one of those few. 10: Spend 80% of Your Sourcing Time Using High Yield Why spend a lot of time trying to squeeze blood from a stone? I feel there are many sourcers and recruiters spending too much time focusing on intrinsically low yield candidate sources. For example – some people spend countless hours searching the Internet for candidate leads at the expense of not heavily/effectively leveraging their internal resume database/ATS. While you can certainly find great people on the Internet, the Internet is not indexed specifically to enable sourcing and requires many tricks and tweaks to yield relevant results.If you have access to an ATS or internal resume database – it’s specifically designed to store and retrieve resumes, and probably has more local and more qualified candidates than the Internet and might actually have a better search interface enabling more precise searching to find more of the right people more quickly. *source-http://www.sourcecon.com/news/2011/01/10/top-10-candidate-sourcing-best-practices/

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OBJECTIVES OF THE STUDY Primary objective:

To study the approches of recruitment and sourcing strategies in Kaizen Technologies, Inc. India Private Limited, Hyderabad. Secondary Objectives:

• To study the various sources of recruitment. • To study the factors influencing the recruitment procedure. • To determine best recruitment sources.

NEED FOR THE STUDY

• To increase the effectiveness of different recruiting techniques and sources for all types of job applicants in the organization.

• To identify the various sources of recruitment. • To obtain the number and quality of employees that can be selected in order to help the organization to achieve

its goals and objectives SCOPE OF THE STUDY

The scope of the study is limited to Kaizen Technologies, Inc. India, Hyderabad.

RESEARCH METHODOLOGY

Sampling technique – purposive sampling technique used for the present study.

THEORY

Primary data : Primary data was collected from employees in the organisation.

Secondary data Data collected by someone else for some other purpose (but being utilized by the investigator for another

purpose). The secondary data is the data obtained through other sources of information like the journals, articles, newspapers and various other blogs. Example: Census data being used to analyze the impact of education on career choice and earning.

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CHAPTER-III COMPANY PROFILE

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ORGANISATION

Kaizen Technologies provides consulting and IT services to clients globally - as partners to conceptualize and realize technology driven business transformation initiatives.We provide solutions for a dynamic environment where business and technology strategies converge. Our approach focuses on new ways of business combining IT innovation and adoption while also leveraging an organization's current IT assets. We work with large global corporations and new generation technology companies - to build new products or services and to implement prudent business and technology strategies in today's dynamic digital environment.With over 200 employees worldwide, we use a low-risk Global Delivery Model (GDM) to accelerate schedules with a high degree of time and cost predictability.

 Kaizen Technologies, Inc. offers professional and unparallel training which allows their organization to overcome challenges to their employees and enables them to leap into the next technical age with ease and efficiency .The company crafts a software training program in response to client needs, and delivers it through instructor-led or computer based programs at either client’s workplaces or at company ’s Corporate Training Center in Edison, NJ, USA.Since the inception of a formal training division from February 2006, we acted on these principles of delivering the best knowledge from the best instructors from the industry. This resulted in a greater employment rate, evolution of a process where the candidates are trained while they are in the job towards current business requirements and placed in projects without being unemployed.Kaizen Technologies, Inc.

Is approved by NJ Department of Education/labor & Workforce Development (WDP/WIA) as a Private Vocational School for training the unemployed candidates in advanced Technologies. Department

Offers Basic and Advanced Trainings in Information Technology and Business Provides corporate training to companies. Our corporate training division designs and implements responsive,

cost effective training programs that maximize the productivity of clients, and employees. Has been reviewed and approved as a provider of Project Management Training by the Project Management

Institute (PMI®) . Has been reviewed and approved as a provider of the Veterans Training program from the Federal and state.

Veteran’s

Vision:Our Vision is to be a preferred Global Technology, Engineering and Business Solutions Partner to our Customers that provides best-of-breed business solutions, leveraging technology, delivered by best-in-class people.

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Mission Statement:"To achieve our objectives by becoming an Employer of Choice, creating a Learning Organization that excels through Teamwork and promotes Entrepreneurship.To achieve High Growth and Profitability, and exceed the expectations of all our Customers and Employees, by setting high standards of Customer & Employee Satisfaction.The values that drive us:

Customer Delight         A commitment to surpassing our customer expectations.

Employee Satisfaction         A commitment to set high standards of employee contentment.

Leadership by Example         A commitment to set standards in our business and transactions and be an exemplar for the industry and our own teams.

Integrity and Transparency          A commitment to be ethical, sincere and open in our dealings.

Fairness        A commitment to be objective and transaction-oriented, thereby earning trust and respect.

Pursuit of ExcellenceA commitment to strive relentlessly, to constantly improve ourselves, our teams, our services and products so as to become the best, in short, be the name of our company…………KAIZEN

History

Head Quartered in New Hampshire, Kaizen Technologies Inc is established in USA in 1995 (as Software Research Associates) and with offices in Edison, NJ and Atlanta, GA (USA) and Hyderabad & Bangalore in India, offering Information Technology, Engineering solutions and Management services for the world' s leading corporations. Initially started as an IT Product Solution company in 1995 and later on diversified in to IT Consulting, Software Development, Engineering and Off-Shore / BPO services.

Year Establishments1995 Established in NJ, USA1997 “RapIt”, release of Software Product for Financial Industry Vertical

Partnered with American Express and 1st successful implementation1998 Started Atlanta operations

Diversifies in to IT Consulting & Staffing services, catering to Financial, Trading, Healthcare, Insurance, etc industry verticals

1999 Started Bangalore, India operations2000 “eManuPro”, release of another Software Product for Publishing and Research

& Academic Industry Vertical2004 Certified as Minority Business Enterprise in the state of NJ

Kaizen Technologies, Inc acquires Software Research Associates and business is being run as Kaizen Technologies, IncKaizen Technologies, Inc acquires Network Informatics, Inc, a NJ, USA based IT

Consulting firmCorporate HQ relocated to Nashua, NH, USAStarted operations in Hyderabad, India

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Strategic Business Partnership with SKM Tools, a hi-tech machine tool manufacturing firm based in Hyderabad, IndiaStrategic Business Partnership with Pro-Sims, a high-end Design Engineering and Analysis firm based in Bangalore, India

Key Executives for Kaizen Technologies, Inc.1. Mr. Ashok Krish (Director/CEO)With over two decades of diversified experience spread across IT/Telecom/Office Automation industries globally, Ashok brings a track record of success and expertise to his position as the President and Chief Executive Officer for Kaizen Technologies Inc.

2. Mr. Vijay Patil (Vice President)In-Charge of the overall operations of the organization, his patience and strategic planning ensures that Company achieves its set goals year after year.

3. Mr.Akbar Gagarin (COO) CEO india ,Africa and Middle east at Kaizen SRA technologies pvt ltd.

4. Mr. Shyam Sunder (Executive Director)

Organizations OverviewCorporate OverviewWe help organizations operate more productively and profitably through a full spectrum of specialized staffing and project implementation products and services.PartnershipsOur focus will be to continue to develop and deliver industry and technology leading solutions working with our alliance partnersClientsSince its inception, Kaizen Technologies, Inc. has focused exclusively on meeting the challenges of the ever-changing Information Technology & ERP/CRM marketplace. We help support leading-edge companies with IT Staffing and IT Solutions services.

QualityAt Kaizen, quality is like integrity - non-negotiable. We pursue quality with a missionary zeal and have put in place robust processes to ensure that we deliver quality with ISO 9000 consistency.

Kaizen Partnership Philosophy:Kaizen chooses to work with alliance partners with best in class technologies in specific industries to develop business solutions for its clients. Our focus will be to continue to develop and deliver industry and technology leading solutions working with our alliance partners in order to deliver business value to clients. Kaizen's recommendation to the client is based solely on what is best for the client and insures the best total cost of ownership for the client.

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ClientsSince its inception, Kaizen Technologies, Inc. has focused exclusively on meeting the challenges of the ever-changing Information Technology & ERP/CRM marketplace. We help support leading-edge companies with IT Staffing and IT Solutions services. Here are few of our clients to whom we have rendered our IT services:

Sector Wise Clients

Finance & TradingAmerican ExpressMerrill LynchCiti GroupADPGoldman SachsJP Morgan ChaseBank OneStandard & PoorsGE FinanceGE Asset ManagementCountrywide FinanceFreddie MacKarvy Computershare

TelecommunicationLucent TechnologiesAT&TMotorolaVerizonIDT Horizon

Healthcare & InsuranceUnited Health GroupMolina HealthcareAIGAmerican Re InsuranceHealthNetBlue Cross Blue ShieldHartford Life InsuranceAetna Health CareUHG

IT & Management ConsultingHCLCognizant Technology SolutionsCSCTyco International Management CompanyAudibleiGATE Technologies IncBunge Management Services IncCap Gemini - E&YVirtusa CorporationDeloitte ConsultingWipro InfotechIBM GlobalDeloitteUXC Redrock Consulting

Information TechnologyMicrosoftOracle CorpTibcoSiebelIBMNetEnrichMentorGRaphicsMobilyzedTarams Software TechnologiesCSCHarman Computers

Food IndustryPepsi & CoKraftPhillip Morris

EntertainmentCBS (Entertainment)AOL.comHBO.com

Garments andCosmeticsCosmair (Mfrs. of POLO, Ralph Lauren)Revlon

GovernmentState of NJState of Maine

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Retail and Online StoresSAVE-A-LOTOffice.comUtility.comPanasonicToys 'R' Us

Real EstateGMACFannie Mae

OthersCendant GroupMcGraw-Hill Global Education Holdings, LLC

Kaizen’s Training are from the senior Faculties, who have distinguished themselves in the industry for many years and has vast knowledge to deliver the Trainings as per the requirements of the industry standards.PMP, PMI are registered marks of the Project Management Institute, Inc.Quality

At Kaizen, quality is like integrity - non-negotiable. We pursue quality with a missionary zeal and have put in place robust processes to ensure that we deliver quality with ISO 9000 consistency. Our holistic, enterprise wide quality approach integrates multiple quality processes to deliver measurable business benefits with enhanced productivity, cost savings and faster time-to-market.Due to our quality assurance processes and tools, we address quality in depth along the whole development cycle. Systematic client feedback loops, combined with the use of quality measurement tools, are key elements in our quality assurance process.Continuous learning is part of our culture, a way of enhancing our competitive advantage. Every project adds a valuable and unique experience to the already existing knowledge, thus enhancing our quality assurance process.ConsistencyAt Kaizen Technologies ‘Quality’ is like a race without a finish line. We continuously improve our standards and deliver Quality solutions first time and improved Quality every time.Salient Features of our Quality program

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Ensures that most of our projects are completed on schedule Defect prevention - Post release defect rates at less than 0.2 per KLOC, amongst the lowest in the industry Cycle time reduction due to lower rework rate Cost of failure avoidance and high project visibility.

Office Locations:India HQKaizen SRA Technologies Pvt LtdS.T.S Business Centre,# 501, 5th Floor, Minerva Commercial Complex,S.D. Road, Secunderabad – 500 003 (AP), INDIATel: +91-40-6690-6666, +91-40-6690-6665 Fax: +91-40-6690-6664 Email: contacthyd@kaizentek.com

Bangalore CentreKaizen SRA Technologies Pvt Ltd#126, 2nd Floor, 50 Feet RoadHanumantha NagaraBangalore (Bengaluru) 560 019Karnataka, INDIATel: +91-92436-05771 Fax: +91-40-6690-6664 Email: contactblr9@kaizentek.com

Corporate HQKaizen Technologies1, Lincoln Highway, Suite 10, Edison, NJ 08820Tel: 732-452-9555 Fax: 732-452-9559 Email: contactnj@kaizentek.comSales & Development CentreKaizen Technologies76, North Eastern Blvd, Suite 29A/A-9, Nashua, NH 03062Tel: 1-603-589-2580 Fax: 1-603-386-6196 Email: contactnh@kaizentek.com

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CHAPTER IVDATA ANALYSIS

AND INTERPRETATION

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RESPONDENTS PROFILE Sampling Technique: Personal Interview (Using Questionnaire) No of samples: 30 Research Title: Recruitment Sourcing at Kaizen Technologies, Inc. India Research Problem: To study the recruitment process, various modern techniques of sourcing and understand the effectiveness of each sourcing technique. RESPONDENTS

Univariate tables: Univariate tables are made when we are doing analysis of independent variables. Independent variable for this study in candidate’s perspective is the following:

NAME:

JOB TITLE. S.NO JOB TITLE FREQUENCIES PERCENTAGES

1 Consultants 8 27%2 Senior consultants 10 33%3 Managerial level 12 40%

TOTAL 30

The Mean is 10. The S.D is 2.

ANALYSIS: According to the analysis, it was found that 27% of the respondents are consultants , 33% of the respondents are senior consultants , 40% of the respondents are at managerial level. CONCLUSION: Major portion of the candidates are at managerial level.

AGE: S.NO AGE FREQUENCIES PERCENTAGES

1 20-25 5 50%2 26-30 10 33%3 31 and above 15 17%

TOTAL 30

The Mean is 10. The S.D is 5.

ANALYSIS: According to the analysis, it was found that 50% of the respondents are between the age of 20-25, 33% of respondents are between the age 26-30 and 17% of the respondents are 31 and above

CONCLUSION: Major portion of the candidates are of age between 20-25. 23

GENDER:

S.NO GENDER FREQUENCIES PERCENTAGES1 MALE 19 63%2 FEMALE 11 37%TOTAL

The Mean is 15. The S.D is 5.65

ANALYSIS: According to the analysis, it was found that 63% of the respondents are male, 37% are female.

CONCLUSION: Major portion of the candidates are male.

EDUCATION:.

S.NO EDUCATION FREQUENCIES PERCENTAGES1 GRADUATION 02 POST-GRADUATION 30 100%

TOTAL 30The Mean is 15. The S.D is 21.21

ANALYSIS: According to the analysis, it was found that all candidates are post graduated.

CONCLUSION: All the candidates are post graduated.

JOB RELEVANCE:

S.NO JOB RELEVANCE FREQUENCIES PERCENTAGES1 FRESHER 5 16%2 EXPERIENCED 25 84%

TOTAL 30The Mean is 15. The S.D is 14.14

ANALYSIS: According to the analysis, it was found that 16% of the respondents are fresher, and 84% of the respondents are experienced.

CONCLUSION: Major portion of the candidates are fresher.

.

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1. What do you think is the importance of sourcing in recruitment process?

67%

33%

Highly Important Important Less Important Least Important

Response Criteria No of Responses Percentage of the

ResponsesHighly Important 20 67%Important 10 33%Less Important 0 0%Least Important 0 0%

INTERPRETATION:The findings from the above table indicate that 67 %of recruiters consider sourcing as highly important for the recruitment process and 33% consider it as important. This shows that all the recruiters consider sourcing as an important part of recruiting process.

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2. What kind of sourcing strategies do you depend on more?

21%

36%

17%

14%

12%

Internal database Job portals References Social Networking sites Campus Recruitments Other

Response Criteria No of responses % of responses

Internal database 9 21%

Job portals 15 36%

References 7 17%

Social Networking sites 6 14%

Campus Recruitments 5 12%

Other 0 0%

INTERPRETATION:

The finding from the above study indicates that Job portals and internal database are mostly used by recruiters.

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3. The respondents prefer the above methods because they can 1. Get sure shot profiles and active candidates they are easy quick response for client requirement. 2. Time frame will be less when they depend on job portals and conversion ratio will be more. 3. Not just above method is enough to get the right resource. 4. Reliable readily available. 5. Economical easily available. 6. As it gives immediate results, volume hiring can be done easily. 7. Lot of profiles are available to cater every requirement. 8. Gets the exact match of the profiles as per the search. 9. These are not conventional and most of them are passive candidates. 10. Readymade no need to search. 11. Because internal database helps to get the candidates 12. Searching as per the client’s requirement. 13. Campus recruitment helps to get a hand full of candidates and to give fresher’s a chance for a job.

1. What do you think is the conversion ratio obtained from the above method?

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20%

60%

20%

10-30% 40-60% 70-100%

Response No of responses % of responses

10-30% 6 20%

40-60% 18 60%

70-100% 6 20%

INTERPRETATION:

The above table indicates that 60% of recruiters believe that the conversion ratio is 40-60% and 20% of recruiters believe that it is 10-30% and the same proportion of recruiters believe that it is 70-100%.So majority of recruiters believe that conversion ratio is 40 -60%

.5. After how many searches/trials, are you getting the right profile? (Approx.)

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10%

70%

20%

Once Twice-Thrice Four-Five times More than five

Response Criteria No of responses % of Responses

Once 3 10%

Twice-Thrice 21 70%

Four-Five times 6 20%

More than five 0 0%

INTERPRETATION:

The above table indicates that 70% of recruiters search the profile for two-three times, then only they are able to get the right profile. 10% of recruiters get the right profiles once and 20% feel that they get the right profile after searching for 4-5 times.

6. Are you getting the JD (Job Description) with every mandate?

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70%

30%

Yes No

Response No of responses % of Responses

Yes 21 70%

No 9 30%

INTERPRETATION:

The above table indicates that 70% of recruiters are getting the JD with every mandate and 30% are not getting the JD with every mandate. So the 30% who don’t get the JD get either an oral explanation of profile or refer similar or related JD .

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7. How do you manage to match the client requirement and give him the right profile? The findings from the above study relates to manage the client requirement and give him the right profile, the recruiters do the following activity For difficult roles, they get the JD

1. For general and basic requirements JD can be managed 2. Go for other sources. 3. N/A 4. Try looking for the communication skills. 5. Understand and source them with knowledge. 6. Try different keywords. 7. they find and study and coordinate with the client to get the brief JD 8. if any similar profile is obtained on the portal will take the JD 9. They talk to client and discuss the requirement. 10. They explain the same to right candidates and line up the client. 11. Preliminary examination. 12. By contacting the client. 13. Coordinate with the client. 14. Contacting the client.

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9. Are you depending on the same source (One source ) for all kind of mandates?

17%

83%

yes no

Response No ofResponses

PercentageofResponses

Yes 5 10%

No 25 90%

INTERPRETATION:

The above table indicates that 90% of the recruiters are not depending on the same source for all kind of mandates and 10% depend on the same source. 9. Please select different sources for different requirements given *

[I] Executive/Snr Executive

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70%

7%

7%

17%

Naukri Linked In Monster Headhunting Other

Sources No of Responses % of Responses

Naukri 21 70%

Linked In 0 0%

Monster 2 6%

Headhunting 2 6%

Other 5 17%

INTERPRETATION:

The above table indicates that for executive position 70% of recruiters depend on the Naukri and 17% depend on other sources like social networking sites, campus recruitments, internal databases etc.

[ii] Assistant Manager

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73%

7%

7%

13%

Naukri Linked In Monster Headhunting Other

Sources No of Responses % of Responses

Naukri 22 73%

Linked In 2 7%

Monster 2 7%

Headhunting 0 0%

Other 4 13%

INTERPRETATION:

The above table indicates that for Assistant manager position 73% of recruiters depend on Naukri and 13% depend on other sources like social networking sites, internal databases, references etc.

[iii]Deputy Manager/Snr Manager

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73%

7%

13%

7%

Naukri Linked In Monster Headhunting Other

Sources No of Responses % of Responses

Naukri 22 73%

Linked In 2 7%

Monster 4 13%

Headhunting 0 0%

Other 2 7%

INTERPRETATION:

The above table indicates that 73% of recruiters depend on Naukri for Deputy/Snr Manager position and 7% depend on Linked In,13% depend on Monster and 0% for head hunting and 7% depends on other sources like social networking sites, internal databases references etc.,

[iv]AGM/DGM

35

53%

30%

17%

Naukri Linked In Monster Headhunting Other

Sources No of Responses % of responses

Naukri 16 53%

Linked In 9 30%

Monster 0 0%

Headhunting 5 17%

Other 0 0%

INTERPRETATION:The above table indicates that 53% of recruiters depend on Naukri for Assistant General Manager position and 30% depend on Linked In,0% depend on Monster and 17% for head hunting and 0% depends on other sources like social networking sites, internal databases references etc.,

[v] GM

36

27%

37%

33%

3%

Naukri Linked In Monster Headhunting Other

Sources No of Responses % of Responses

Naukri 8 27%

Linked In 11 37%

Monster 0 0%

Headhunting 10 33%

Other 1 3%

INTERPRETATION:

The above table indicates that 27% of recruiters depend on Naukri for Assistant General Manager position and 37% depend on Linked In,0% depend on Monster and 33% for head hunting and 3% depends on other sources like social networking sites, internal databases references etc.,

[vi] VP/President

37

7%

13%

7%

73%

Naukri Linked In Monster Headhunting Other

Sources No of responses % of responses

Naukri 2 7%

Linked In 4 13%

Monster 2 7%

Headhunting 22 73%

Other 0 0%

INTERPRETATION:

The above table indicates that 7% of recruiters depend on Naukri for VP position and 13% depend on Linked In,7% depend on Monster and 73% for head hunting and 0% depends on other sources like social networking sites, internal databases references etc.

[vii] Director/CEO

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93%

7%

Naukri Linked In Monster Headhunting Other

Sources No of responses % of Responses

Naukri 0 0%

Linked In 0 0%

Monster 0 0%

Headhunting 28 93%

Other 2 7%

INTERPRETATION:

The above table indicates that 0% of recruiters depend on Naukri for Director position and 0% depend on Linked In,0% depend on Monster and 93% for head hunting and 7% depends on other sources like social networking sites, internal databases references etc.,

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The conclusion for the above can be tabulated as

Requirement Source mostly used

Executive/Snr Executive Naukri

Assistant Manager Naukri

Deputy Manager/Snr Manager Naukri

AGM/DGM Naukri

GM LinkedIn

VP/President Headhunting

Director/CEO Headhunting

10. Do you take candidate feedback on the recruitment process?

40

89%

11%Yes No

INTERPRETATION: The above table indicates that 87% of recruiters take candidate feedback on the recruitment process and 13% do not take any feedback.

11. Are the candidates informed when they are rejected?

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Response No of responses % of responses

Yes 26 87%

No 4 13%

100%

Yes No

Response No of responses % of Responses

Agree 30 100%

disagree 0 0%

Sometimes 0 0%

INTERPRETATION: The above table indicates that 100% of recruiters inform the candidates when they are rejected

11. Do you maintain the database of the candidates when they are not selected?

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100%

yes no

Response No of responses % of responses

agree 16 100%

Disagree 0 0%

Sometimes 0 0%

INTERPRETATION:

The above table indicates that 100% of recruiters maintain the database of the candidates when they are not selected.

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13. Any improvements to be done for effective sourcing and to increase the conversion rates? The Findings from the above question indicate the following are the steps to be taken for improvement to make sourcing very effective and which in turn will increase the conversion rates.

1. Mandate worked by different individuals in the team. 2. Candidate management should be taken on high priority 3. Cultural fitment is an essential element to evaluate before processing 4. N/A 5. Try using other websites also 6. Better a recruiter you are better the result you get 7. Always focus on how to improve 8. Having a technical edge will help 9. As of now, No 10. To see all the parameters of the candidates, 11. To validate in detail about the candidate 12. Understanding the JD 13. Mass mailing to be included 14. N/A 15. Understand the JD 16. N/A

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CHAPTER VCONCLUSIONS AND

SUGGESTIONS

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CONCLUSIONS This study was set out to find out different recruitment sources and their effectiveness. Data was collected by personal interviews of 30 respondents. The questionnaire comprised both quantifiable and open ended questions .From the above findings the conclusions are as follows

1. Most of them feel that sourcing is highly important in recruitment process 2. They depend on job portals more because they get sure profiles readily and it is

economical and less time consuming 3. The conversion ratio is only 40-60% 4. They are getting the right profile after searching for 2-3 times. 5. Most of them are not getting the JD with every mandate and hence they make sure they

meet the client to match his requirements by taking some details from him. 6. They do not depend on the same kind of source for all positions. They depend on Monster and Naukri more for

lower positions and for higher positions they depend on Head Hunting and references. 7. Most of them take the candidate feedback on the recruitment 8. The candidate database is also maintained

This study shows the effectiveness of sourcing at Kaizen Technologies, Inc. and also highlights a few issues and concerns relating to lack of JD ,suitable profiles and low conversion ratio.

SUGGESTIONS AND RECOMMENDATIONS

1. Please take timely feedback from the candidate as well as the client regarding the updates related to the interview schedule, candidates’ response and performance .This would be useful for better coordination and to avoid last minute no shows.

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2. Try to arrange for the interviews by always keeping the candidate informed and confirm before finalizing the interview schedule in order to retain the talent and the client .It also saves time of both the parties.

3. Always prefer the mandates to be given to the correct recruiters having the technical knowledge and experience to extract the right talent within less time.

4. Try tapping for the potential candidates from other sources also like the social networking sites, forums and other professional networks.

5. If mandate is worth of higher potential try dividing the work and see to it that there is harmony among everyone which would reduce time taken in the process and also quality is maintained.

6. Please use the latest software and latest techniques in order to be on par to the booming technology. 7. Maintain an individual track record of the sourcing and also try to include mass mailing which saves lot of

energy and time.

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ANNEXURE

Important Points/Details to be noted while sourcing a candidate

Qualification

48

Current LocationCurrent CompanyCurrent DesignationBrief about your current roleSpecify couple of significant contributions with detailsTotal years of ExperienceRelevant ExperienceCurrent Salary (Fixed + Variable)Expected CTCHave you attended any interviews with this company? (if yes, when and for which position)?Joining Time requiredWillingness to work in shiftsWhat are your top three motivators for looking for a change in job

What is your understanding of the Job shared with you?A)Are you an Individual Contributor / People Leader:B) If People Leader:1)How many years of People Leading experience:2)How many team members (direct reportees):

Any ERP Experience (Please Specify):Reason for LeavingRecruiter Assessment

*The above details have to be submitted along with CV of candidate for quick reference of interviewer and the client .This form is used by Kaizen Technologies, Inc.. *source -Kaizen Technologies, Inc.

Survey on Recruitment Sourcing in Kaizen Technologies, Inc. 1 .Name

2 .Designation *

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3. AGE: Please choose the age bracket you fall into.o 20-25o 26-30o 31 and above

4. GENDER:o MALEo FEMALE

3. JOB TITLE- Please choose the age bracket you fall into.o Consultantso Senior consultantso Managerial level

4. EDUCATION: Please mention your educational qualification. Please be specific.o Graduate ( )o Post Graduate ( )

.5. JOB RELEVANCE: Please choose the appropriate option.

o Freshero Experienced

6. Years of Experience.o 1-2o 2-5o 5-9o 9 and above

7. EMAIL ID:

8. What do you think is the importance of sourcing in recruitment process? *o Highly Importanto Importanto Less Importanto Least Important

9. What kind of sourcing strategies do you depend on more? *o Internal databaseo Job portalso Referenceso Social Networking siteso Campus Recruitmentso Other

10. Why do you prefer the above method(s)? *

11. What do you think is the conversion ratio obtained from the above method? *

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o 10-30%o 40-60%o 70-100%

12. After how many searches/trials, are you getting the right profile?(approx) *o Onceo Twice-Thriceo Four-Five timeso More than five

13. Are you getting the JD(Job Description)with every mandate? *o Yeso No

14. If No, how do you manage to match the client requirement and give him the rightprofile? *

15. Are you depending on the same source ( One source ) for all kind of mandates? *o Yeso No

16. Please select different sources for different requirements given * Naukri LinkedIn Monster HeadHunting OtherExecutive/Snr Executive ⎕ ⎕ ⎕ ⎕ ⎕

AssistantManager ⎕ ⎕ ⎕ ⎕ ⎕

DeputyManager/Snr ⎕ ⎕ ⎕ ⎕ ⎕Manager

AGM/DGM ⎕ ⎕ ⎕ ⎕ ⎕

GM ⎕ ⎕ ⎕ ⎕ ⎕

VP/President ⎕ ⎕ ⎕ ⎕ ⎕

Director/CEO ⎕ ⎕ ⎕ ⎕ ⎕

17. Do you take candidate feedback on the recruitment process? *o agree o disagreeo sometimes

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18. Are the candidates informed when they are rejected? *o agree o disagreeo sometimes

19. Do you maintain the database of the candidates when they are not selected? *o Yeso No

20. Any improvements to be done for effective sourcing and to increase the conversionrates?

REFERENCES Chapter I https://www.recruiter.com/i/sourcing/

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https://www.recruiter.com/sourcing.html http://www.yourarticlelibrary.com/recruitment/sources-ofrecruitment-external-and-internal-sources-of- recruitment/35267/ http://www.yourarticlelibrary.com/recruitment/sources-ofrecruitment-external-and-internal-sources-of- recruitment/35267/ http://www.yourarticlelibrary.com/recruitment/sources-ofrecruitment-external-and-internal-sources-of- recruitment/35267/ Chapter II

https://explorable.com/definition-of-research http://en.wikipedia.org/wiki/Research http://en.wikipedia.org/wiki/Sourcing_%28personnel%29 https://communitymedicine4asses.wordpress.com/2013/01/07/types-ofdata-primary-and-secondary-data/

Chapter III

http://www.Kaizen Technologies, Inc..com.au/about-Kaizen Technologies, Inc./our-company/ourcompany

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