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CHAPTER 3
RECRUITMENT
In this chapter, an attempt is made to highlight
importance of recruitment, types and sources of recruitment
and factors affecting recruitment. Recruitment processes and
opinions of the selected employees on recruitment process
have
also been discussed in this chapter.
3.01 Introduction
Recruitment plays a vital role in the organization in fulfilling
its goals. Recruitment acts as a
strategic lever and is ultimately linked to all other subsequent
human resource activities. It helps to
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 and expedite the
selection process1. The recruitment and
selection are the major functions of the human resource
department and recruitment process is the first
step towards creating the competitive strength and the strategic
advantage for the organizations.
3.02 Meaning of Recruitment
Recruitment according to Flippo,2 is the process of searching
the candidates for employment
and stimulating them to apply for jobs in the organization.
Recruitment is the activity that links the
employers and the job seekers.
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Recruitment is a process of finding and attracting capable
applicants for employment. The
process begins when new recruits are sought and ends when their
applications are submitted. The result
is a pool of applications from which new employees are
selected.
In the words of Yoder3 Recruitment is a process to discover the
sources of manpower to meet
the requirements of staffing schedule and to employ effective
measures for attracting the manpower to
facilitate effective selection of able workforce.
It is the process to discover sources of manpower to meet the
requirement of staffing schedule
and to employ effective measures for attracting the 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 exist. Usually,
the recruitment process starts when a manager initiates an
employees requisition for a specific vacancy
or an anticipated vacancy. The main objective of the recruitment
process is to expedite the selection
process.
3.03 Recruitment and Selection - A Challenging Task
The primary purpose of the recruitment and selection process is
to achieve the right person for
the right job. An individual who fits with the organization, its
culture and other employees and is
prepared and encouraged to develop and improve personal and
organizational performance can bring
unpredictable benefits. But a poor or bad selection can bring
severe consequences for an organization.
An employee may be at lower level who is a poor learner who is
not in tune with the organizations
ethos and aims can damage production, customer satisfaction,
relationships with suppliers and the
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overall quality of service. The new appointee can adversely
affect the morale and commitment of co-
workers and negate efforts to foster team working.
3.04 Recruitment Needs are of Three Types 4
Planned: The needs arising from changes in organization and
retirement policy.
Anticipated: Anticipated needs are those movements in personnel,
which an organization
can predict by studying trends in internal and external
environment.
Unexpected: Resignations, deaths, accidents, illness give rise
to unexpected needs.
3.05 Purpose & Importance of Recruitment
Attracts and encourages more and more candidates to apply for a
job opening in the
organization.
Creates a talent pool of candidates and enables selection of the
best candidates for the
organisation.
Links the employers with the employees
Identifies the potential candidates.
3.06 Recruitment Process
A general recruitment process is as follows:
Identifying the Vacancy: The recruitment process begins with the
receipt of requisition for
recruitment from different departments. This contains:
Posts to be filled
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Number of persons required
Duties to be performed
Qualifications required
Preparing the job description and person specification
Locating and developing the sources of required number and types
of employees
Encouraging them to apply for the job openings
3.07 Sources of Recruitment`5
Organizations choose the candidates for its recruitment purposes
from two kinds of sources:
internal and external sources. The sources within the
organization itself (like transfer of employees from
one department to other, promotions) to fill a position are
known as the internal sources of
recruitment. Recruitment of candidates from all the other
sources (like outsourcing agencies etc.) is
known as the external sources of recruitment.
A. Internal Sources of Recruitment
a) Transfers: The employees are transferred from one department
to another according to
their efficiency and experience.
b) Promotions: The employees are promoted from one department to
another with more
benefits and greater responsibility based on efficiency and
experience
c) Others: Others are Upgrading and Demotion of present
employees according to their
performance. Retired and Retrenched employees can be a source of
recruitment. Recruiting such people
saves time and costs of the organizations as the people are
already aware of the organizational culture,
policies and procedures. Dependents and relatives of deceased
employees and disabled employees are
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also considered by many companies so that members of the
deceased members family are not at the
mercy of others.
B. External Sources of Recruitment
a) Press Advertisements: Advertisements of the vacancy in
newspapers and journals are a
widely used source of recruitment. The main advantage of this
method is that it has a wide reach.
b) Educational Institutes: Various management institutes,
engineering colleges, medical
Colleges etc. are a good source of recruiting well qualified
executives, engineers, medical staff etc. They
provide facilities for campus interviews and placements. This
source is known as Campus Recruitment.
c) Placement Agencies: Several private consultancy firms perform
recruitment functions
on behalf of client companies by charging a fee. These agencies
are particularly suitable for recruitment
of executives and specialists. It is also known as RPO
(Recruitment Process Outsourcing)
d) Employment Exchanges: Government establishes public
employment exchanges
throughout the country. These exchanges provide job information
to job seekers and help employers in
identifying suitable candidates.
e) Labour Contractors: Manual workers can be recruited through
contractors who
maintain close contacts with the sources of such workers. This
source is used to recruit labour for
construction jobs.
f) Unsolicited Applicants: Many job seekers visit the office of
well-known companies on
their own. Such callers are considered nuisance to the daily
work routine of the enterprise but can help
in creating the talent pool or the database of the probable
candidates for the organization.
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g) Employee Referrals / Recommendations: Many organizations have
structured system
where the current employees of the organization can refer their
friends and relatives for some position
in their organization. Also, the office bearers of trade unions
are often aware of the suitability of
candidates. Management can inquire these leaders for suitable
jobs. In some organizations these are
formal agreements to give priority in recruitment to the
candidates recommended by the trade union.
h) Recruitment at Factory Gate: Unskilled workers may be
recruited at the factory gate
these may be employed whenever a permanent worker is absent.
More efficient among these may be
recruited to fill permanent vacancies.
i) Job Fairs: Job fairs are conducted by different companies to
attract candidates for entry
level jobs.
3.08 Factors Affecting Recruitment
The recruitment function of the organisations is affected and
governed by a mix of various
internal and external forces. The internal forces or factors are
the factors that can be controlled by the
organisation. And the external factors are those factors which
cannot be controlled by the organisation.
The internal and external forces affecting recruitment function
of an organisation are:
A. Internal Factors Affecting Recruitment
The internal forces i.e. the factors which can be controlled by
the organisation are:
a) Recruitment Policy: The recruitment policy of an organisation
provides a framework for
implementation of recruitment programme by taking into
consideration the following factors
a. Factors Affecting Recruitment Policy
(i) Organizational objectives
(ii) Personnel policies of the organization and its
competitors
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(iii) Government policies on reservations
(iv) Preferred sources of recruitment
(v) Need of the organization
(vi) Recruitment costs and financial implications
b) Human Resource Planning: Effective human resource planning
helps in determining the
gaps in the existing manpower of the organization. It also helps
in determining the number of
employees to be recruited and the qualifications they should
possess.
c) Size of the Firm: The size of the firm is an important factor
in recruitment process. If the
organization is planning to increase its operations and expand
its business, it will think of hiring more
personnel, which will handle its operations.
d) Growth and Expansion: Organization will employ or think of
employing more personnel if it
is expanding its operations.
B. External Factors Affecting Recruitment:
The external factors are the forces which cannot be controlled
by the organization. The major
external forces are:
a) Supply and Demand: The availability of manpower both within
and outside the organization
is an important determinant in the recruitment process. If the
company has a demand for more
professionals and there is limited supply in the market for the
professionals demanded by the company,
then the company will have to depend upon internal sources by
providing them special training and
development programs.
b) Labour Market: Employment conditions in the community where
the organization is located
will influence the recruiting efforts of the organization. If
there is surplus manpower at the time of
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recruitment, even informal attempts at the time of recruiting
like notice boards display of the
requisition or announcement in the meeting etc will attract more
than enough applicants.
c) Image/Goodwill: Image of the employer can work as a potential
constraint for recruitment.
An organization with positive image and goodwill finds it easier
to attract and retain employees than an
organization with negative image. Image of a company is based on
what organization does and affected
by industry.
d) Political, Social and Legal Environment: Various government
regulations prohibiting
discrimination in hiring and employment have direct impact on
recruitment practices. For example,
Government of India has introduced legislation for reservation
in employment for scheduled castes,
scheduled tribes, physically handicapped etc. Also, trade unions
play an important role in recruitment.
This restricts managements freedom to select those individuals
who it believes would be the best
performers. If the candidate cant meet criteria stipulated by
the union but union regulations can
restrict recruitment sources.
e) Unemployment Rate: One of the factors that influences the
availability of applicants is the
growth of the economy (whether economy is growing or not and its
rate). When the company is not
creating new jobs, there is often over supply of qualified
labour which in turn leads to unemployment.
f) Competitors: The recruitment policies of the competitors also
affect the recruitment
function of the organisations. To face the competition, many a
times the organisations have to change
their recruitment policies according to the policies being
followed by the competitors.
3.09 Recruitment Policy of a Company
In todays rapidly changing business environment, a well defined
recruitment policy is necessary
for organizations to respond to its human resource requirements
in time. Therefore, it is important to
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have a clear and concise recruitment policy in place, which can
be executed effectively to recruit the
best talent pool for the selection of the right candidate at the
right place quickly. Creating a suitable
recruitment policy is the first step in the efficient hiring
process. A clear and concise recruitment policy
helps to ensure a sound recruitment process. It specifies the
objectives of recruitment and provides a
framework for implementation of recruitment programme. It may
involve organizational system to be
developed for implementing recruitment programmes and procedures
by filling up vacancies with best
qualified people.
A. Components of the Recruitment Policy
The general recruitment policies and terms of the
organisation
Recruitment services of consultants
Recruitment of temporary employees
Unique recruitment situations
The selection process
The job descriptions
The terms and conditions of the employment
A recruitment policy of an organisation should be such that it
should focus on recruiting the best
potential people.
To ensure that every applicant and employee is treated equally
with dignity and respect
Unbiased policy
To aid and encourage employees in realizing their full
potential
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Transparent, task oriented and merit based selection
Weightage during selection given to factors that suit
organizational needs
Optimization of manpower at the time of selection process
Defining the competent authority to approve each selection
Abides by relevant public policy and legislation on hiring and
employment relationship
Integrates employee needs with the organisational needs
3.10 Recent Trends in Recruitment6
The following trends can be observed in recent times in the
recruitment process:
a) Outsourcing: In India, the HR processes are being outsourced
from more than a decade now.
A company may draw required personnel from outsourcing firms.
The outsourcing firms help the
organization by the initial screening of the candidates
according to the needs of the organization and
creating a suitable pool of talent for the final selection by
the organization. Outsourcing firms develop
their human resource pool by employing people for them and make
available personnel to various
companies as per their needs. In turn, the outsourcing firms or
the intermediaries charge the
organizations for their services.
b) Poaching/Raiding: This is the latest mantra being followed by
the organizations today.
Poaching means employing a competent and experienced person
already working with another reputed
company in the same or different industry; the organization
might be a competitor in the industry. A
company can attract talent from another firm by offering
attractive pay packages and other terms and
conditions, better than the current employer of the candidate.
But it is seen as an unethical practice and
not openly talked about. Indian software and the retail sectors
are the sectors facing the most severe
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brunt of poaching today. It has become a challenge for human
resource managers to face and tackle
poaching, as it weakens the competitive strength of the
firm.
c) E-Recruitment: E-Recruitment is the use of technology to
assist the recruitment process. They
advertise job vacancies through worldwide web. The job seekers
send their applications or curriculum
vitae (CV) through an e-mail using the Internet.
3.11 Recruitment Strategies
Recruitment is one of the most crucial roles of the human
resource professionals. The level of
performance of an organization depends on the effectiveness of
its recruitment function. Organizations
have developed and following different recruitment strategies to
hire the best talent to utilize their
resources optimally. A successful recruitment strategy should be
well planned and practical to attract
more and good talent to apply in the organization. For
formulating an effective and successful
recruitment strategy, the following steps are to be
followed:
a) Identifying and prioritizing jobs: Requirements keep arising
at various levels in the
organization. It is a never-ending process. It is impossible to
fill all the positions
immediately. Therefore, there is a need to identify the
positions requiring immediate
attention and action. To maintain the quality of the recruitment
activities, it is useful to
prioritize the vacancies whether to focus on all vacancies
equally or focusing on key jobs
first.
b) Candidates to target: The recruitment process can be
effective only if the organization
completely understands the requirements of the type of
candidates like performance level,
experience level.
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c) Sources of recruitment: The strategy should define various
sources (external and internal)
of recruitment. Which are the sources to be used and focused for
the recruitment purposes
for various positions? Employee referral is one of the most
effective sources of recruitment
d) Trained recruiters: The recruitment professionals conducting
the interviews and the other
recruitment activities should be well-trained and experienced to
conduct the activities. They
should also be aware of the major parameters and skills (e.g.:
behavioural, technical etc.) to
focus while interviewing and selecting a candidate.
e) Evaluation of the candidates: Various parameters and the ways
to judge them i.e. the entire
recruitment process should be planned in advance. Like the
rounds of technical interviews,
HR interviews, written tests, psychometric tests etc.
3.12 HR Challenges in Recruitment
Recruitment is a function that requires business perspective,
expertise, and ability to find and
match the best potential candidate for the organization. The HR
professionals handling the
recruitment function of the organization - are constantly facing
new challenges. The biggest challenge
for such professionals is to source or recruit the best people
or potential candidate for the organization.
The major challenges faced by the HR in recruitment are:
a) Adaptability to globalization: The HR professionals are
expected and required to keep
in tune with the changing times, i.e. the changes taking place
across the globe. HR
should maintain timeliness of the process.
b) Lack of motivation: Recruitment is considered to be a
thankless job. Even if the
organization is achieving results, HR department or
professionals are not thanked for
recruiting the right employees and performers.
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c) Process analysis: The immediacy and speed of the recruitment
process are the main
concerns of the HR in recruitment. The process should be
flexible, adaptive and
responsive to the immediate requirements. The recruitment
process should also be cost
effective.
d) Strategic prioritization: The emerging new systems are both
an opportunity as well as a
challenge for the HR professionals. Therefore, reviewing
staffing needs and prioritizing
the tasks to meet the changes in the market has become a
challenge for the recruitment
professionals.
3.13 Recruitment Trends in Indian Software Industry
Recognition of recruitment as a strategic issue led to increased
research on matters related to
recruitment both at the organizational and industry level. Many
organizations started using innovative
recruitment practices for procuring the talented employees.
Human resources are critical to the
development of Indian IT industry. With the rapidly changing
business scenario, the IT companies are
recruiting not only on the basis of technical knowledge, but
also on the basis behavioral aspects. For
recruitment, the companies require professionals. Organizations
face stiff competition for attracting and
acquiring the right talent. Firms release advertisements in
business and IT magazines, and conduct
career fairs and events with video shows for junior management
positions.
Organizations mostly depend upon internal sources for filling up
executive positions and also on
head hunting. On-line recruitment has transgressed the more
conventional sources. E-recruitment is
fast, cost effective and ensures the rare dual presence of
quality and quantity. All major IT companies
have their own web sites, and associations with leading job
portals in India and abroad. This system
allows applicants to post and update their resume. The team
maintains rapport with the interested
applicants. In case of sudden recruitment drive arising out of
business needs, the team identifies the
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opportunities for such applicants and conducts
walk-in-interviews in different cities. So, it is fast as well
as cost effective.
Some IT companies use bill boards at prominent junctions for
recruitment advertisement mainly
for junior and middle-level executive positions. For attracting
fresh talent all IT companies conduct on-
campus recruitment at various Engineering colleges and B
schools. Many companies are engaged in
talent raids or poaching.
3.14 Recruitment Practices in SUBEX LIMITED
Recruitment process goes purely based on the requirements in the
company. The people
holding the B.E/ B.Tech. degree, M.Sc.(CS) or M.C.A. degree can
apply for engineering jobs. This can be
either for experienced (laterals) people or for freshers.
Usually freshers will be recruited in campus and
off-campus also. Interviews will vary from requirement to
requirement.
As this is the company which develops software for Telecom
industry, according to the client
requirements, Subex will customize the software and deliver it
to the clients. These engineering jobs will
be for developers, testers and supporters. Where the developers
will develop the product (Software)
and the testers will test the developed product. After
developing the product, the product is handed
over to the customer. Customer will do a UAT (User Acceptance
Test) and starts using the product in his
business. From that day onwards, the product will be moved to
support phase. Support team will get the
knowledge transfer from the team which developed and starts
handling issues faced by the customer.
So for support function experienced candidates are required.
Depending upon the need of the project
for developers/testers new candidates will be recruited.
The sources of recruitment in the company are:
a) Job portals (naukri.com/monster.com)
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b) Employee Referrals
c) Consultancies
SUBEX LIMITED follows two types of recruitment. They are:
I. Recruitment of Freshers:
Students of B.E./ B.Tech., M.C.A., and M.Tech. with more than
60% in their academics alone are
allowed to apply for engineering jobs.
(a) For recruitment of freshers company goes for campus
recruitment. Every time they visit
different states for recruitment process. They go for B.E./
B.Tech. candidates. If there is M.C.A.
course then M.C.A. candidates are also allowed to attend the
interviews. Subex goes to many
reputed colleges in Kerala, Tamilnadu, Orissa, West Bengal,
Andhra Pradesh etc. States may
differ year by year.
(b) It can also go for off-campus recruitment. This can be
through employee referral or
through walk-in interviews information will be provided through
consultancy.
II. Lateral Recruitment:
This type of recruitment is for the experienced candidates who
possess one year and more
experience. It can be through referral from other companies or
through the job portals.
The recruitment process begins with written test which is based
on aptitude, reasoning and on
verbal. For recruiting developers along with all these, programs
(code) will also be asked.
Group discussion is followed by written test. For those who get
the cut-off marks in the written
test will be called for GD. Those who clear the GD will be
called on the same day or on some other day
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depending on the panel slots for interview. Totally two
technical rounds, first by the Test/Project Lead
(based on requirement) and the second by Senior Project Managers
will be held. Final round of
interview, called HR round, will be done by the HR. In the final
stage all the candidates have to face HR
round.
If an experienced person with 1 to 2 years of experience is
interested in joining the company, he
has to appear for written test (If too many people appear, to
eliminate them they may conduct written
test. There will be no Group Discussion for them because G.D is
conducted to test the communication
skills. As they are experienced they may not conduct GD.). Two
technical rounds and a HR round is a
must.
If people with more than two years experience apply directly
they have to face two technical
rounds and a HR round. HR round is must for both lateral as well
as fresh candidates. If it is for freshers
they will concentrate on basic HR questions and for laterals it
will be mainly for salary negotiation.
The result will be announced depending on the criticality of the
requirement. If the organization
believes the candidate is the best fit for the job, he/she will
be informed immediately without much
delay. Otherwise some more time will be taken and the candidate
will be kept on hold. If a better
candidate is found, the earlier will be rejected.
Certificates will be verified at the time of joining. After
selection the induction process starts.
Induction will be of three types at Subex.
1) On the first day of induction all the documents like
insurance, bank account etc. will be
signed by the joiner. At this time all the necessary information
about the company will be provided in
the form of pamphlets. This induction will be done by HR
executive.
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2) Managerial induction will be scheduled if there are enough
employees. (head count)
This includes induction by CEO, COO, Group president,
Engineering head, Vice President etc., (basically
people at very high level). This will happen one day.
3) HR/Functional induction will also be scheduled in the same
way. This is also for one day
to explain all the HR policies in Subex.
The probation period for freshers will be one year and for
laterals it is six months.
During induction information about the company will be uploaded
in the intranet of the
company. Usually very few pamphlets will be given on the day of
joining like Subex Traits (Strategy,
Ethics and Professionalism, Quality, Leadership, Commitment,
Perseverance, Customer orientation).
3.15 Responses of the Respondents to the Statements on
Recruitment
With this background in view, to collect the opinions on various
aspects of the recruitment
practices prevailing in Subex Limited, thirty five statements
have been framed in the questionnaire.
Responses have been structured on a five point scale. The
responses of the respondents have been
analyzed statement-wise under three variables namely educational
qualifications, gender and
designation and presented in the following tables.
The responses have been structured on a five point scale and
weights have been assigned in the
following manner.
Responses Weights Assigned
Fully Satisfied / Positive / Strongly Agree / Very Good 5
Satisfied / Moderately Positive / Agree / Good 4
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Undecided / Uncertain 3
Dissatisfied / Negative / Disagree / Poor 2
Highly Dissatisfied / Too Negative / Strongly Disagree / Very
Poor 1
The least score assigned is 1, which indicates strongly
disagree, whereas 5 is the maximum
score which represents strongly agree. Hence the calculated
weighted average will be somewhere
between 1 and 5.
Interpretation of the calculated Weighted Average Scores:
WAS 4.00-5.00 indicates very high level of agreement with the
statement concerned
WAS 3.00-3.99 indicates high level of agreement with the
statement concerned
WAS 2.00-2.99 indicates low level of agreement with the
statement concerned
WAS 1.00-1.99 indicates very low level of agreement with the
statement concerned
In the following pages opinions of the selected employees on
various recruitment practices in
the company are analyzed according to educational
qualifications, gender and designation.
Table: 3.01
Analysis of the Responses to the Question How Did You Come to
Know About Vacancies in the
Company?
S.No Variable
No. of the Respondents
Campus
Recruitment
Employee
Referrals Consultancy Total
Education B.E./ B.Tech. 40
(38.46)
33
(31.73)
31
(29.81)
104
(100)
-
M.C.A./M.Tech. 27
(23.68)
46
(40.35)
41
(35.96)
114
(100)
Gender
Male 35
(28.46)
52
(42.28)
36
(29.27)
123
(100)
Female 32
(33.68)
27
(28.42)
36
(37.89)
95
(100)
Designation
Trainees 67
(49.26)
4
(2.94)
65
(47.79)
136
(100)
Others 0
(0.00)
75
(91.46)
7
(8.54)
82
(100)
--- Total 67
(30.73)
79
(36.24)
72
(33.03)
218
(100)
Source: Primary Data
Note: Figures in the parentheses are the percentages on row
totals.
Table 3.01 shows responses of employees about the source of
knowledge about the vacancies in
the company at the time of their recruitment. The sources of
recruitment are three. They are: Campus
Recruitment, Employee Referrals and Consultancies.
Educational qualification-wise analysis shows that out of 104
B.E./ B.Tech. qualified respondents
40 (38.46 per cent) have been recruited through campus
recruitment method, 33 (31.73 per cent) have
been referred by employees of the company and 31 (29.81 per
cent) have been recruited by
consultants. Out of 114 M.Tech./M.C.A. qualified respondents 27
(23.68 per cent) have been recruited
through campus recruitment method, 46 (40.35 per cent) have been
referred to by employees of the
company and 41 (35.96 per cent) have been recruited by
consultants.
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Gender-wise analysis shows that 35 (28.46 per cent) men and 32
(33.68 per cent) women have
been selected through campus recruitment method, 52 (42.28 per
cent) men and 27 (28.42 per cent)
women have come through the employees of the company and 36
(29.27 per cent) men and 36 (37.89
per cent) women have been recruited by consultants.
Designation-wise analysis shows that 67 (49.26 per cent)
trainees have been selected by the
company through campus recruitment method, 4 (2.94 per cent)
trainees and as many as 75 (91.46 per
cent) others are employee referrals, and 65 (47.79 per cent)
trainees and 7 (8.54 per cent) others could
gain entry into the company through consultancies.
On the whole, out of 218 selected employees 67 (30.73 per cent)
respondents have been
recruited through campus recruitment method, 79 (36.24 per cent)
respondents are employee referrals
and 72 (33.03 per cent) respondents have been recruited through
consultancies.
Table: 3.02
Educational Qualification-, Gender-, and Designation-Wise
Analysis of Registration with Online
Employment Agencies
Variables
No. of the Respondents
Naukri.com Monster.com Both Not
Registered Total
Edu
cati
on
B.E./ B.Tech. 26
(25.24)
25
(24.27)
31
(30.10)
21
(20.39)
103
(100)
M.C.A./ M.Tech. 30
(26.09)
32
(27.83)
35
(30.43)
18
(15.65)
115
(100)
-
G
end
er
Male 31
(25.20)
33
(26.83)
33
(26.83)
26
(21.34)
123
(100)
Female 25
(26.32)
24
(25.26)
33
(34.74)
13
(13.68)
95
(100)
Des
ign
atio
n
Trainee/
Software Engineer
10
(24.39)
12
(29.27)
10
(24.39)
9
(21.95)
41
(100)
System Analyst 36
(28.80)
27
(21.60)
40
(32.00)
22
(17.60)
125
(100)
Project Leader /
Manager
10
(19.23)
18
(34.62)
16
(30.77)
8
(15.38)
52
(100)
Total 56
(25.69)
57
(26.15)
66
(30.27)
39
(17.89)
218
(100)
Source: Primary Data
Note: Figures in the parentheses are the percentages on the row
totals.
Now-a-days registration with online employment agencies is
becoming more popular. This is
more so true in case of IT industry. The registration is free,
easy and less cumbersome to the candidates.
The formalities are less. Table 3.02 shows educational
qualification-, gender-, and designation-wise
analysis of registration of the respondents with online
employment agencies. Out of 103, as many as 82
(79.61 per cent) B.E./ B.Tech. qualified respondents, 97 (84.35
per cent) M.C.A. qualified respondents
have registered themselves with online job agencies. The two
popular online job agencies among these
respondents are Naukri.com and Monster.com.
Gender-wise analysis shows that 31 (25.20 per cent) men and 25
(26.32 per cent) women
respondents have registered themselves with Naukri.com, 33
(26.83 per cent) men and 24 (25.26 per
-
cent) women respondents have registered themselves with
Monster.com, and 33 (26.83 per cent) men
and 33 (34.74 per cent) women respondents have registered
themselves with both Naukri.com and
Monster.com. Others have not registered themselves with any
online recruitment agency.
Designation-wise analysis shows that, 10 (24.39 per cent)
trainees/software engineers; 36
(28.80 per cent) system analysts, and 10 (19.23 per cent)
project leaders/managers have registered
themselves with Naukri.com.
Twelve (29.27 per cent) trainee/software engineers; 27 (21.60
per cent) system analysts, and 18
(34.62 per cent) project leaders/managers have registered
themselves with Monster.com.
Ten (24.39 per cent) trainees/software engineers; 40 (32.00 per
cent) system analysts, and 16
(30.77 per cent) project leaders/managers have registered
themselves both with Noukri.com and
Monster.com.
Nine (24.39 per cent) trainees/software engineers; 22 (17.60 per
cent) system analysts, and 8
(15.38 per cent) project leaders/managers have not registered
themselves with any of the online
employment agencies.
On the whole 25.69 per cent of the respondents have registered
themselves with Noukri.com,
26.15 per cent of the respondents have registered themselves
with Monster.com, 30.27 per cent of the
respondents have registered themselves both with Noukri.com and
Monster.com, and 17.89 per cent of
the respondents have not registered themselves with any of the
online employment agencies.
From this one can understand that a great majority of the
respondents have registered
themselves with online employment agencies and many of them have
registered themselves with more
than one online employment agency.
-
Table: 3.03
Educational Qualification-, Gender-, and Designation-Wise
Analysis of the Responses of the
Respondents on the Better Source of Recruitment
S.No Particulars
Education Gender Designation
Total B.E./
B.Tech.
M.C.A./
M.Tech Male Female
Trainee/
Software
Engineer
System
Analyst
Project
Leader/
Manager
1 Campus
Recruitment
71
(68.93)
[1.5]
84
(73.04)
[2]
76
(61.79)
[2]
79
(83.16)
[1]
32
(78.05)
[1]
78
(62.40)
[4]
45
(86.54)
[1]
155
(71.10)
[1]
2 Referrals 66
(64.08)
[3]
87
(75.65)
[1]
92
(74.80)
[1]
61
(64.21)
[4]
27
(65.85)
[2]
88
(70.40)
[1]
38
(73.08)
[2]
153
(70.18)
[2]
3 Walk-Ins 71
(68.93)
[1.5]
68
(59.13)
[3]
75
(60.98)
[3]
64
(67.37)
[2.5]
25
(60.98)
[3]
80
(64.00)
[2.5]
34
(65.38)
[3]
139
(63.76)
[3]
4. Applied
Directly
60
(58.25)
[5]
64
(55.65)
[4]
60
(48.78)
[5]
64
(67.37)
[2.5]
14
(34.15)
[6]
80
(64.00)
[2.5]
30
(57.69)
[4]
124
(56.88)
[4]
5 Job Mela 62
(60.19)
[4]
53
(46.09)
[5]
64
(52.03)
[4]
51
(53.68)
[5]
19
(46.34)
[4.5]
77
(61.60)
[5]
19
(36.54)
[5]
115
(52.75)
[5]
6 Advertisement 45
(43.69)
[6]
39
(33.91)
[8]
45
(36.59)
[7.5]
39
(41.05)
[6]
12
(29.27)
[7]
59
(47.20)
[7]
13
(25.00)
[7.5]
84
(38.53)
[6]
7 Friends and
Relatives
39
(37.86)
[8]
43
(37.39)
[6]
45
(36.59)
[7.5]
37
(38.95)
[7]
19
(46.34)
[4.5]
48
(38.40)
[8]
15
(28.85)
[6]
82
(37.61)
[7.5]
8 Through an
employment
agency
41
(39.81)
[7]
41
(35.65)
[7]
49
(39.84)
[6]
33
(34.74)
[8]
8
(19.51)
[8]
61
(48.80)
[6]
13
(25.00)
[7.5]
82
(37.61)
[7.5]
--- Total 103
(100)
115
(100)
123
(100)
95
(100)
41
(100)
125
(100)
52
(100)
218
(100)
Source: Primary Data
Note: 1. Figures in the parentheses are the percentages on
column totals.
2. Figures in the square brackets are the ranks.
Table 3.03 shows educational qualification-, gender-, and
designation-wise responses to the
question that In your opinion which source of recruitment is
better? Responses are not mutually
exclusive. One can choose more than one response.
-
A great majority of the respondents (71.10 per cent) think that
campus recruitment is better
than the other sources. It is followed by referrals (70.18 per
cent), walk-ins (63.76 per cent), direct
applications (56.88 per cent), job melas (52.75 per cent),
advertisements (38.53 per cent), friends and
relatives (37.61 per cent), and employment agencies (37.61 per
cent).
Table: 3.04
Opinions of the Respondents on Usefulness of Advertisements in
News Papers
Variables
No. of the Respondents
Very
Useful Useful Undecided
Not
Useful
Not at
all
Useful
Total
Edu
cati
on
B.E./ B.Tech.
49
(47.57)
[245]
---
53
(51.46)
[212]
---
0
(0.00)
[0]
---
1
(0.97)
[2]
---
0
(0.00)
[0]
---
103
(100)
[459]
{4.46}
M.C.A. / M.Tech.
57
(49.57)
[285]
---
50
(43.48)
[200]
---
3
(2.61)
[9]
---
4
(3.48)
[8]
---
1
(0.87)
[1]
---
115
(100)
[503]
{4.37}
Gen
der
Male
64
(52.03)
[320]
---
54
(43.90)
[216]
---
0
(0.00)
[0]
---
4
(3.25)
[8]
---
1
(0.81)
[1]
---
123
(100)
[545]
{4.43}
-
Female
42
(44.21)
[210]
---
49
(51.58)
[196]
---
3
(3.16)
[9]
---
1
(1.05)
[2]
---
0
(0.00)
[0]
---
95
(100)
[417]
{4.39}
Des
ign
atio
n
Trainee/ Software
Engineer
16
(39.02)
[80]
---
20
(48.78)
[80]
---
1
(2..44)
[3]
---
4
(9.76)
[8]
---
0
(0.00)
[0]
---
41
(100)
[171]
{4.17}
System Analyst
62
(49.60)
[310]
---
61
(48.80)
[244]
---
0
(0.00)
[0]
---
1
(0.8)
[2]
---
1
(0.8)
[1]
---
125
(100)
[557]
{4.46}
Project Leader /
Manager
28
(53.85)
[140]
---
22
(42.31)
[88]
---
2
(3.85)
[6]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
52
(100)
[234]
{4.50}
Total
106
(48.62)
[530]
---
103
(47.25)
[412]
---
3
(1.38)
[9]
---
5
(2.29)
[10]
---
1
(0.46)
[1]
---
218
(100)
[962]
{4.41}
Source: Field survey
Note: 1. Figures in the parentheses are the percentages on row
totals.
2. Figures in the square brackets are the weighted scores.
3. Figures in the flower brackets are the weighted average
scores.
-
Table 3.04 shows education, gender and designation-wise opinions
of the respondents on
usefulness of advertisements in news papers.
As many as 47.57 per cent of the graduates and 49.57 per cent of
the postgraduates are of the
opinion that advertisement in news papers is very useful, and
51.46 per cent of the graduates and
43.48 per cent of the postgraduates are of the opinion that it
is useful. On the whole about 99 per cent
of the graduates and 93 per cent of the postgraduates carry a
positive opinion about usefulness of
advertisements in news papers. Weighted average scores indicate
that graduates (WAS=4.46) carry a
more favourable opinion about usefulness of advertisements in
news papers than the postgraduates
(WAS 4.37).
Gender-wise analysis of opinions of the respondents shows that
more than 95 per cent of both
male and female respondents think that advertisement in news
papers is either useful or very useful.
Designation-wise analysis shows that irrespective of
designation, a great majority of the
respondents are of the opinion that advertisements in newspapers
is either useful or very useful.
From this it can be concluded that advertisement in newspapers
is useful.
Table: 3.05
Opinions of the Respondents on Usefulness of Advertisements in
Professional Journals
Variables No. of the Respondents
-
Very
Useful Useful Undecided
Not
Useful
Not at
all
Useful
Total
Edu
cati
on
B.E./ B.Tech.
24
(23.30)
[120]
---
40
(38.83)
[160]
---
11
(10.68)
[33]
---
25
(24.27)
[50]
---
3
(2.91)
[3]
---
103
(100)
[366]
{3.55}
M.C.A. / M.Tech.
8
(6.96)
[40]
---
43
(37.39)
[172]
---
16
(13.91)
[45]
---
43
(37.39)
[86]
---
5
(4.35)
[5]
---
115
(100)
[348]
{3.03}
Gen
der
Male
19
(15.45)
[95]
---
55
(44.71)
[220]
---
15
(12.19)
[45]
---
29
(23.58)
[58]
---
5
(4.06)
[5]
---
123
(100)
[423]
{3.44}
Female
13
(13.68)
[65]
---
28
(29.47)
[112]
---
12
(12.63)
[36]
---
39
(41.05)
[78]
---
3
(3.16)
[3]
---
95
(100)
[294]
{3.09}
Des
ign
atio
n
Trainee/
Software Engineer
4
(9.76)
[20]
---
15
(36.59)
[60]
---
7
(17.07)
[21]
---
14
(34.15)
[28]
---
1
(2.44)
[1]
---
41
(100)
[130]
{3.17}
-
System Analyst
23
(18.40)
[115]
---
55
(44.00)
[220]
---
8
(6.40)
[24]
---
35
(28.00)
[70]
---
4
(3.20)
[4]
---
125
(100)
[433]
{3.46}
Project Leader/
Manager
5
(9.62)
[25]
---
13
(25.00)
[52]
---
12
(23.08)
[36]
---
19
(36.54)
[38]
---
3
(5.77)
[3]
---
52
(100)
[154]
{2.96}
Total
32
(14.68)
[160]
---
83
(38.07)
[332]
---
27
(12.38)
[81]
---
68
(31.19)
[136]
---
8
(3.67)
[8]
---
218
(100)
[717]
{3.29}
Source: Field survey
Note: 1. Figures in the parentheses are the percentages on row
totals.
2. Figures in the square brackets are the weighted scores.
3. Figures in the flower brackets are the weighted average
scores.
Table 3.05 shows opinions of the respondents on usefulness of
advertisements in professional
journals.
Education-wise analysis of the opinions of the respondents
indicate that 23.30 per cent of the
graduates and a meager 6.96 per cent of the postgraduates think
that advertisement in professional
journals is very useful; 38.83 per cent of the graduates and
37.39 per cent of the postgraduates think
that it is useful; 10.68 per cent of the graduates and 13.91 per
cent of the postgraduates are undecided;
24.27 per cent of the graduates and 37.39 per cent of the
postgraduates think that it is not useful; and a
meager 2.91 per cent of the graduates and 4.35 per cent of the
postgraduates think that it is not all
-
useful. Weighted average scores a high degree of concurrence
(WAS=3-4). Weighted average scores
indicate that graduate respondents carry a more positive opinion
about the usefulness of advertisement
in the professional journals than the postgraduate
respondents.
Gender-wise analysis of opinions of the respondents indicate
that 15.45 per cent of the male
respondents and 13.68 per cent of the female respondents think
that advertisement in professional
journals is very useful; 44.71 per cent of the male respondents
and 29.47 per cent of the female
respondents think that it is useful; 12.19 per cent of the male
respondents and 12.63 per cent of the
female respondents are undecided; 23.58 per cent of the male
respondents and 41.05 per cent of the
female respondents think that it is not useful; and a meager
4.06 per cent of the male and 3.16 per cent
of the female respondents think that it is not all useful.
Weighted average scores show a high degree of
concurrence with the statement (WAS=3-4). Weighted average
scores also indicate that male
respondents carry a more positive opinion about the usefulness
of advertisement in the professional
journals than the female respondents.
Designation-Wise Analysis of the responses show that 9.76 per
cent of the trainees/software
engineers, 18.40 per cent of the system analysts and 9.62 per
cent of the project leaders/managers are
of the opinion that advertisement in professional journals is
very useful.
As many as 36.59 per cent of the trainees/software engineers,
44.00 per cent of the system
analysts, and 25.00 per cent of the project leaders/managers are
of the opinion that advertisement in
professional journals is useful.
As many as 17.07 per cent of the trainees/software engineers,
6.40 per cent of the system
analysts, and 23.08 per cent of the project leaders/managers are
undecided over the usefulness of the
advertisement in professional journals.
-
As many as 34.15 per cent of the trainees/software engineers,
28.00 per cent of the system
analysts, and 36.54 per cent of the project leaders/managers are
of the opinion that advertisement in
professional journals is not useful.
A meagre 2.44 per cent of the trainees/software engineers, 3.20
per cent of the system analysts,
and 5.77 per cent of the project leaders/managers are of the
opinion that advertisement in professional
journals is not at all useful.
A perusal of weighted average scores show that concurrence with
the statement that
advertisement in professional journals is useful is high among
trainees/software engineers and system
analysts, whereas it is low among project leaders/managers.
An analysis of the responses of all the respondents show that
14.68 per cent of the respondents
think that advertisement in professional journals is very
useful, 38.07 per cent of the respondents think
that it is useful, 12.38 per cent of the respondents are
undecided over its usefulness, 31.19 per cent of
the respondents think that it is not useful, and 3.69 per cent
of the respondents think that it is not at all
useful. Weighted average score of the responses of all the
respondents (3.29) shows that a majority of
the respondents agree upon usefulness of the advertisement in
professional journals.
From this it can concluded that advertisements in professional
journals is useful.
Table: 3.06
Opinions of the Respondents on Usefulness of Advertisement on
Internet
Variables
No. of the Respondents
Very
Useful Useful Undecided
Not
Useful
Not at
all
Useful
Total
-
Ed
uca
tio
n
B.E./ B.Tech.
66
(64.08)
[330]
---
35
(33.98)
[140]
---
2
(1.94)
[6]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
103
(100)
[476]
{4.62}
M.C.A./ M.Tech
77
(66.96)
[385]
---
36
(31.30)
[144]
---
2
(1.74)
[6]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
115
(100)
[535]
{4.65}
Gen
der
Male
78
(63.41)
[390]
---
43
(34.96)
[172]
---
2
(1.63)
[6]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
123
(100)
[568]
{4.62}
Female
65
(68.42)
[325]
---
28
(29.47)
[112]
---
2
(2.10)
[6]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
95
(100)
[443]
{4.66}
Des
ign
atio
n
Trainee/
Software Engineer
30
(73.17)
[150]
---
9
(21.95)
[36]
---
2
(4.88)
[6]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
41
(100)
[192]
{4.68}
System Analyst
83
(66.40)
[415]
---
42
(33.60)
[168]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
125
(100)
[583]
{4.67}
-
Project Leader /
Manager
30
(57.69)
[150]
---
20
(38.46)
[80]
---
2
(3.85)
[6]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
52
(100)
[236]
{4.54}
Total
143
(65.60)
[715]
---
71
(32.57)
[284]
---
4
(1.83)
[12]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
218
(100)
[1011]
{4.64}
Source: Field survey
Note: 1. Figures in the parentheses are the percentages on row
totals.
2. Figures in the square brackets are the weighted scores.
3. Figures in the flower brackets are the weighted average
scores.
Table 3.06 shows opinions of the respondents on usefulness of
advertisement on internet. An
analysis of the responses from the selected employees shows that
64.08 per cent of the B.E./ B.Tech.
graduates and 66.96 per cent of the M.C.A./M.Tech. degree
holders think that advertisement on the net
is very useful. Another 33.98 per cent of the B.E./ B.Tech.
graduates and 31.30 per cent of the
M.C.A./M.Tech. degree holders are of the opinion that it is
simply useful. Less than 2 per cent of the
graduates and postgraduates are undecided.
Gender-wise analysis of the responses from the selected
employees shows that 63.41 per cent
of the male respondents and 68.42 per cent of the female
respondents think that advertisement on the
net is very useful, 34.96 per cent of the male and 29.47 per
cent of the female respondents think that it
is simply useful, and around two per cent of the male and female
respondents are undecided.
-
Analysis of the responses from the selected employees shows that
73.17 per cent of the
trainees/software engineers, 66.40 per cent of the system
analysts and 57.69 per cent of the project
leaders/managers are of the opinion that advertisement on the
internet is very useful.
As many as 21.95 per cent of the trainees/software engineers,
33.60 per cent of the system
analysts, and 38.46 per cent of the project leaders/managers are
of the opinion that advertisement on
the internet is useful.
A meager 4.88 per cent of the trainees/software engineers, none
of the system analysts, and
3.85 per cent of the project leaders/managers are undecided over
the usefulness of the advertisement
on the Net.
Surprisingly none of the respondents think that either it is not
useful or not at all useful.
A perusal of weighted average scores show that concurrence with
the statement that
advertisement on the internet is useful is very high among the
respondents.
From this it can concluded that advertisements on the internet
is very useful.
Table: 3.07
Opinions of the Respondents on Usefulness of Advertisement in
other Media
Variables
No. of the Respondents
Very
Useful Useful Undecided
Not
Useful
Not at
all
Useful
Total
-
Ed
uca
tio
n
B.E./ B.Tech.
6
(5.82)
[30]
---
21
(20.39)
[84]
---
39
(37.86)
[117]
---
33
(32.04)
[66]
---
4
(3.88)
[4]
---
103
(100)
[301]
{2.92}
M.C.A./ M.Tech
3
(2.61)
[15]
---
12
(10.43)
[48]
---
54
(46.96)
[162]
---
43
(37.39)
[86]
---
3
(2.61)
[3]
---
115
(100)
[314]
{2.73}
Gen
der
Male
8
(6.40)
[40]
---
13
(10.40)
[52]
---
57
(45.60)
[171]
---
43
(34.40)
[86]
---
2
(1.60)
[2]
---
125
(100)
[351]
{2.81}
Female
1
(1.05)
[5]
---
20
(21.05)
[80]
---
36
(37.89)
[108]
---
33
(34.74)
[66]
---
5
(5.26)
[5]
---
95
(100)
[264]
{2.78}
Des
ign
atio
n
Trainee/
Software Engineer
3
(7.32)
[15]
---
14
(34.15)
[56]
---
20
(48.78)
[60]
---
0
(0.00)
[0]
---
4
(9.76)
[4]
---
41
(100)
[135]
{3.29}
System Analyst
2
(1.60)
[10]
---
16
(12.80)
[64]
---
60
(48.00)
[180]
---
46
(36.80)
[92]
---
1
(0.8)
[1]
---
125
(100)
[347]
{2.78}
-
Project Leader /
Manager
4
(7.69)
[20]
---
3
(5.77)
[12]
---
13
(25.00)
[39]
---
30
(57.69)
[60]
---
2
(3.85)
[2]
---
52
(100)
[133]
{2.56}
Total
9
(4.13)
[45]
---
33
(15.14)
[132]
---
93
(42.66)
[279]
---
76
(34.86)
[152]
---
7
(3.21)
[7]
---
218
(100)
[615]
{2.96}
Source: Field survey
Note: 1. Figures in the parentheses are the percentages on row
totals.
2. Figures in the square brackets are the weighted scores.
3. Figures in the flower brackets are the weighted average
scores.
Table 3.07 shows opinions of the respondents on usefulness of
advertisement in other media.
An analysis of the responses from the selected employees shows
that 26.21 per cent of the B.E./ B.Tech.
graduates and 13.04 per cent of the M.C.A./M.Tech. degree
holders think that advertisement in other
media is either very usefulor is simply useful, whereas 35.92
per cent of the B.E./ B.Tech. graduates
and 40.00 per cent of the M.C.A./M.Tech. degree holders think
otherwise i.e. they are of the opinion
that it is either not useful or not at all useful. A
considerable percentage of the respondents are
undecided over this.
Gender-wise analysis of the responses on usefulness of the
advertisement in other media,
from the selected employees, shows that only 16.80 per cent of
the male respondents and 22.10 per
cent of the female respondents think that advertisement in the
other media is either very useful or
simply useful, whereas as many as 36.00 per cent of the male and
40.00 per cent of the female
-
respondents are of the opinion that it is either not useful or
not at all useful. A large percentage of the
male and female respondents are undecided.
Designation-wise analysis of the responses shows that 41.47 per
cent of the trainees/software
engineers, 14.40 per cent of the system analysts and 8.46 per
cent of the project leaders/managers are
of the opinion that advertisement in other media is either
useful or very useful, whereas 9.76 per cent of
the trainees/software engineers, 36.88 per cent of the system
analysts, and 61.54 per cent of the
project leaders/managers are of the opinion that advertisement
in the other media is either not useful
or not at all useful. More than 48 per cent of the
trainees/software engineers and system analysts, and
one-fourth of the project leaders/managers are undecided and
could not say anything.
A perusal of weighted average scores shows a low level of
agreement over the usefulness of the
advertisement in other media.
From this it can concluded that advertisement in other media is
not useful.
Table: 3.08
Opinions of the Respondents on Usefulness of Employment
Agencies
Variables
No. of the Respondents
Very
Useful Useful Undecided
Not
Useful
Not at
all
Useful
Total
Edu
cati
on
B.E./ B.Tech
19
(18.45)
[95]
---
52
(50.48)
[208]
---
20
(19.42)
[60]
---
12
(11.65)
[24]
---
0
(0.00)
[0]
---
103
(100)
[387]
{3.76}
-
M.C.A. / M.Tech
11
(9.57)
[55]
---
35
(30.43)
[140]
---
18
(15.65)
[54]
---
50
(43.48)
[100]
---
1
(0.87)
[1]
---
115
(100)
[350]
{3.04}
Gen
der
Male
18
(14.63)
[90]
---
46
(37.40)
[184]
---
16
(13.01)
[48]
---
42
(34.15)
[84]
---
1
(0.81)
[1]
---
123
(100)
[407]
{3.31}
Female
12
(12.63)
[60]
---
41
(43.16)
[164]
---
22
(23.16)
[66]
---
20
(21.05)
[40]
---
0
(0.00)
[0]
---
95
(100)
[330]
{3.47}
Des
ign
atio
n
Trainee/
Software Engineer
6
(14.63)
[30]
---
21
(51.22)
[84]
---
7
(17.07)
[21]
---
7
(17.07)
[14]
---
0
(0.00)
[0]
---
41
(100)
[149]
{3.63}
System Analyst
20
(16.00)
[100]
---
62
(49.60)
[248]
---
14
(11.20)
[42]
---
28
(22.40)
[56]
---
1
(0.80)
[1]
---
125
(100)
[447]
{3.58}
Project Leader /
Manager
4
(7.69)
[20]
---
4
(7.69)
[16]
---
17
(32.69)
[51]
---
27
(51.92)
[54]
---
0
(0.00)
[0]
---
52
(100)
[141]
{2.71}
-
Total
30
(13.76)
[150]
---
87
(39.91)
[348]
---
38
(17.43)
[114]
---
62
(28.44)
[124]
---
1
(0.46)
[1]
---
218
(100)
[737]
{3.38}
Source: Field survey
Note: 1. Figures in the parentheses are the percentages on row
totals.
2. Figures in the square brackets are the weighted scores.
3. Figures in the flower brackets are the weighted average
scores.
Table 3.08 shows opinions of the respondents on usefulness of
employment agencies. An
analysis of the responses from the selected employees shows that
68.93 per cent of the B.E./ B.Tech.
graduates and 40.00 per cent of the M.C.A./M.Tech. degree
holders think that employment agencies are
either very useful or is simply useful, whereas 11.65 per cent
of the B.E./ B.Tech. graduates and 44.35
per cent of the M.C.A./M.Tech. degree holders think otherwise
i.e. they are of the opinion that it is
either not useful or not at all useful. About 20 per cent of the
B.E./ B.Tech. graduates and 15.65 per
cent of the M.C.A./M.Tech. qualified respondents are
undecided.
Gender-wise analysis of the responses on usefulness of
employment agencies, from the
selected employees, shows that 52.03 per cent of the male
respondents and 55.79 per cent of the
female respondents think that employment agencies are either
useful or very useful, whereas as 34.96
per cent of the male and 21.05 per cent of the female
respondents are of the opinion that employment
agencies are either not useful or not at all useful. Only 13.01
per cent of the male and 23.16 per cent of
the female respondents are undecided.
Designation-wise analysis of the responses shows that as many as
65.85 per cent of the
trainees/software engineers, 65.60 per cent of the system
analysts and 15.38 per cent of the project
-
leaders/managers are of the opinion that employment agencies are
either useful or very useful;
whereas 17.07 per cent of the trainees/software engineers, 23.20
per cent of the system analysts, and
51.92 per cent of the project leaders/managers are of the
opinion that employment agencies are either
not useful or not at all useful. About 17 per cent of the
trainees/software engineers, 11.20 per cent of
the system analysts and 32.69 per cent of the project
leaders/managers are undecided and could not
say anything.
A perusal of weighted average scores shows existence of a high
level of agreement over the
usefulness of the employment agencies among all the respondents
except project leaders/managers.
From this it can be concluded that the employment agencies are
useful.
Table: 3.09
Opinions of the Respondents on Usefulness of Online or .Com
Employment Agencies
Variables
No. of the Respondents
Very
Useful Useful Undecided
Not
Useful
Not at
all
Useful
Total
Edu
cati
on
B.E./ B.Tech.
45
(43.69)
[225]
---
51
(49.51)
[204]
---
4
(3.88)
[12]
---
3
(2.91)
[6]
---
0
(0.00)
[0]
---
103
(100)
[447]
{4.34}
M.C.A. / M.Tech.
44
(38.26)
[220]
---
60
(52.17)
[240]
---
11
(9.57)
[33]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
115
(100)
[493]
{4.29}
-
G
end
er
Male
53
(43.09)
[265]
---
60
(48.78)
[240]
---
8
(6.50)
[24]
---
2
(1.63)
[4]
---
0
(0.00)
[0]
---
123
(100)
[533]
{4.33}
Female
36
(37.89)
[180]
---
51
(53.68)
[204]
---
7
(7.37)
[21]
---
1
(1.05)
[2]
---
0
(0.00)
[0]
---
95
(100)
[407]
{4.28}
Des
ign
atio
n
Trainee /
Software Engineer
16
(39.02)
[80]
---
21
(51.22)
[84]
---
4
(9.76)
[12]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
41
(100)
[176]
{4.29}
System Analyst
57
(45.60)
[285]
---
64
(51.20)
[256]
---
3
(2.4)
[9]
---
1
(0.8)
[2]
---
0
(0.00)
[0]
---
125
(100)
[552]
{4.42}
Project Leader /
Manager
16
(30.77)
[80]
---
26
(50.00)
[104]
---
8
(15.38)
[24]
---
2
(3.85)
[4]
---
0
(0.00)
[0]
---
52
(100)
[212]
{4.08}
Total
89
(40.82)
[445]
---
111
(50.92)
[444]
---
15
(6.88)
[45]
---
3
(1.38)
[6]
---
0
(0.00)
[0]
---
218
(100)
[940]
{4.31}
Source: Field survey
-
Note: 1. Figures in the parentheses are the percentages on row
totals.
2. Figures in the square brackets are the weighted scores.
3. Figures in the flower brackets are the weighted average
scores.
Table 3.09 shows opinions of the respondents on usefulness of
online or .com employment
agencies. An analysis of the responses from the selected
employees shows that as many as 93.20 per
cent of the B.E./ B.Tech. graduates and 90.43 per cent of the
M.C.A./M.Tech. degree holders think that
online or .com employment agencies are either useful or very
useful, whereas a meager 2.91 per cent
of the B.E./ B.Tech. graduates and none of the M.C.A./M.Tech.
degree holders think otherwise i.e. they
are of the opinion that it is either not useful or not at all
useful. About four per cent of the B.E./
B.Tech. graduates and 10 per cent of the M.C.A./M.Tech.
qualified respondents are undecided.
Gender-wise analysis of the responses on usefulness of .online
or .com employment agencies,
from the selected employees, shows that 91.87 per cent of the
male respondents and 91.57 per cent of
the female respondents think that online or .com employment
agencies are either useful or very useful,
whereas as a meager 1.63 per cent of the male and 1.05 per cent
of the female respondents are of the
opinion that online or .com employment agencies are not useful.
Only 6.50 per cent of the male and
7.37 per cent of the female respondents are undecided.
Designation-wise analysis of the responses shows that as many as
90.24 per cent of the
trainees/software engineers, 96.80 per cent of the system
analysts and 80.77 per cent of the project
leaders/managers are of the opinion that online or .com
employment agencies are either useful or very
useful; whereas none of the trainees/software engineers, 0.8 per
cent of the system analysts, and 3.85
per cent of the project leaders/managers are of the opinion that
employment agencies are not useful.
About 10 per cent of the trainees/software engineers, 2.4 per
cent of the system analysts and 15.38 per
cent of the project leaders/managers are undecided and could not
say anything.
-
A perusal of weighted average scores shows existence of a very
high level of agreement over the
usefulness of the online or .com employment agencies among all
the categories of the respondents.
From this it can concluded that online or .com employment
agencies are useful.
Table: 3.10
Opinions of the Respondents on Usefulness of Campus
Recruitment
Variables
No. of the Respondents
Very
Useful Useful Undecided
Not
Useful
Not at
all
Useful
Total
Edu
cati
on
B.E./ B.Tech.
63
(61.17)
[315]
---
36
(34.95)
[144]
---
3
(2.91)
[9]
---
1
(0.97)
[4]
---
0
(0.00)
[0]
---
103
(100)
[472]
{4.58}
M.C.A. / M.Tech.
57
(49.57)
[285]
---
58
(50.43)
[232]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
115
(100)
[517]
{4.50}
Gen
der
Male
59
(47.97)
[295]
---
60
(48.78)
[240]
---
3
(2.44)
[9]
---
1
(0.81)
[2]
---
0
(0.00)
[0]
---
123
(100)
[546]
{4.44}
-
Female
61
(64.21)
[305]
---
34
(35.79)
[136]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
95
(100)
[441]
{4.64}
Des
ign
atio
n
Trainee /
Software Engineer
32
(78.05)
[160]
---
7
(17.07)
[28]
---
2
(4.88)
[6]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
41
(100)
[194]
{4.73}
System Analyst
65
(52.00)
[325]
---
59
(47.20)
[236]
---
1
(0.8)
[3]
---
0
(0.00)
[0]
---
0
(0.00)
[0]
---
125
(100)
[564]
{4.51}
Project Leader /
Manager
23
(44.23)
[115]
---
28
(53.85)
[112]
---
0
(0.00)
[0]
---
1
(1.92)
[2]
---
0
(0.00)
[0]
---
52
(100)
[229]
{4.40}
Total
120
(55.04)
[600]
---
94
(43.12)
[376]
---
3
(1.38)
[9]
---
1
(0.46)
[2]
---
0
(0.00)
[0]
---
218
(100)
[987]
{4.53}
Source: Field survey
Note: 1. Figures in the parentheses are the percentages on row
totals.
2. Figures in the square brackets are the weighted scores.
3. Figures in the flower brackets are the weighted average
scores.
-
Table 3.10 shows opinions of the respondents on usefulness of
campus recruitment
An analysis of the responses from the selected employees shows
that as many as 96.12 per cent
of the B.E./ B.Tech. graduates and 100 per cent of the
M.C.A./M.Tech. degree holders think that campus
recruitment is either useful or very useful, whereas a meager
0.97 per cent of the B.E./ B.Tech.
graduates think that campus recruitment is not useful. About
three per cent of the B.E./ B.Tech.
graduates are only undecided.
Gender-wise analysis of the responses on usefulness of campus
recruitment, from the
selected employees, shows that 96.75 per cent of the male
respondents and 100 per cent of the female
respondents think that campus recruitment is either useful or
very useful, whereas only one male
respondent is of the opinion that campus recruitment is not
useful. Only 2.44 per cent of the male
respondents are undecided.
Designation-wise analysis of the responses shows that as many as
95.12 per cent of the
trainees/software engineers, 99.20 per cent of the system
analysts and 98.08 per cent of the project
leaders/managers are of the opinion that campus recruitment is
either useful or very useful; whereas
except one project leader/manager nobody think that campus
recruitment is not useful. About five per
cent of the trainees/software engineers and 0.8 per cent of the
system analysts are undecided and could
not say anything.
A perusal of weighted average scores shows existence of a very
high level of agreement over the
usefulness of campus recruitment among all the categories of the
respondents.
From this it can concluded that campus recruitment is very
useful.
Table: 3.11
-
Opinions of the Respondents on Usefulness of Casual Calls
Variables
No. of the Respondents
Very
Useful Useful Undecided
Not
Useful
Not at
all
Useful
Total
Edu
cati
on
B.E./ B.Tech.
13
(12.62)
[65]
---
12
(11.65)
[48]
---
29
(28.16)
[87]
---
44
(42.72)
[88]
---
5
(4.85)
[5]
---
103
(100)
[293]
{2.84}
M.C.A. / M.Tech.
21
(18.26)
[105]
---
14
(12.17)
[56]
---
55
(47.83)
[165]
---
25
(21.74)
[50]
---
0
(0.00)
[0]
---
115
(100)
[376]
{3.27}
Gen
der
Male
17
(13.82)
[85]
---
15
(12.19)
[60]
---
58
(47.15)
[174]
---
32
(26.02)
[64]
---
1
(0.81)
[1]
---
123
(100)
[384]
{3.12}
Female
17
(17.89)
[85]
---
11
(11.58)
[44]
---
26
(27.37)
[78]
---
37
(38.95)
[74]
---
4
(4.21)
[4]
---
95
(100)
[285]
{3.00}
Des
ign
atio
n
Trainee /
Software Engineer
7
(17.07)
[35]
---
3
(7.32)
[12]
---
16
(39.02)
[48]
---
11
(26.83)
[22]
---
4
(9.76)
[4]
---
41
(100)
[121]
{2.95}
-
System Analyst
16
(12.80)
[80]
---
10
(8.00)
[40]
---
56
(44.80)
[168]
---
42
(33.60)
[84]
---
1
(0.8)
[1]
---
125
(100)
[373]
{2.98}
Project Leader /
Manager
11
(21.15)
[55]
---
13
(25.00)
[52]
---
12
(23.08)
[36]
---
16
(30.77)
[32]
---
0
(0.00)
[0]
---
52
(100)
[175]
{3.37}
Total
34
(15.60)
[170]
---
26
(11.93)
[104]
---
84
(38.53)
[252]
---
69
(31.65)
[138]
---
5
(2.29)
[5]
---
218
(100)
[664]
{3.04}
Source: Field survey
Note: 1. Figures in the parentheses are the percentages on row
totals.
2. Figures in the square brackets are the weighted scores.
3. Figures in the flower brackets are the weighted average
scores.
Table 3.11 shows opinions of the respondents on usefulness of
casual calls. An analysis of the
responses from the selected employees shows that 34.27 per cent
of the B.E./ B.Tech. graduates and
30.43 per cent of the M.C.A./M.Tech. degree holders think that
casual calls as a source of recruitment is
either useful or very useful, whereas 47.57 per cent of the
B.E./ B.Tech. graduates and 21.83 per cent
of the M.C.A./M.Tech. degree holders are of the opinion that
casual calls either not useful or not at all
useful. About 28 per cent of the B.E./ B.Tech. graduates and
47.83 per cent of the M.C.A./M.Tech.
degree holders are undecided.
-
Gender-wise analysis of the responses on usefulness of casual
calls, from the selected
employees, shows that 26.01 per cent of the male respondents and
29.47 per cent o