Recruitment & Selection Periyar University A DISSERTATION REPORT ON “AN ANALYTICAL STUDY OF Recruitment And Selection Process At Pragathi consultancy Services (PCS) Submitted to Periyar University in partial fulfillment of the Requirement for MASTER OF BUSINESS ADMINISTRATION Under the Guidance of Mr. Santosh Mr.GG Pai Branch Manager Faculty Guide Pragathi Consultancy Service Bangalore. Bangalore By Karthick S (Reg No 05DBIA1049) R.No-05DBIA1049 MBA-Human Resource Management Page 1 of 68
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Recruitment & Selection Periyar University
A DISSERTATION REPORT ON
“AN ANALYTICAL STUDY OF Recruitment
And Select ion Process
At
Pragathi consultancy Services (PCS)Submitted to Periyar University in partial fulfillment of the Requirement for
MASTER OF BUSINESS ADMINISTRATION
Under the Guidance of
Mr. Santosh Mr.GG PaiBranch Manager Faculty GuidePragathi Consultancy ServiceBangalore. Bangalore
By
Karthick S
(Reg No 05DBIA1049)
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Recruitment & Selection Periyar University
SSR College of Science , Commerce &MANAGEMENTStudy Center:Periyar Univers ity
BANGALORE
CERTIFICATE
This is to certify that the Dissertation Titled “An analytical
study of Recruitment & Selection at Pragathi Consulatancy
Services.” is based on an Original Project Study conducted
by
Mr.Karthick S of IV semester MBA Programme under the
Guidance of Mr. GG.PAI
This dissertation is based on original Research and has not
formed basis for the award of any other Degree/Diploma By
Periyar University.
(GG Pai)
Professor and Director-MBA
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CERTIFICATE
This is to certify that the Dissertation entit led
“An analytical study of Recruitment And Selection
Process
Undertaken At
Pragathi Consultancy Services.
Bangalore
Submitted in Partial Fulfillment of the Requirement for the Award
of the Degree of Master of Business Administration, Is a bonafide
work carried out by
Karthick S
Reg No 05DBIA1047
Under my supervision and guidance and that no part of this report has been submitted for the award of any other Degree and the work has not been published in any scientific or popular magazines.
Mr.Giri
Course Co-ordinator, MBA
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STUDENT DECLARATION
I hereby dec lare that the Project Report or the DISSERTATION
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Recruitment & Selection Periyar University
Submitted in part ial fulf i l lment of the Requirement for the
award of the Degree of Master of Business Administration, to Periyar
Univers ity
Is the result of my own effort and has not been submitted to
any other inst itution for the award of any degree
Place: Bangalore
Date: Karthick S
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Recruitment & Selection Periyar University
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Recruitment & Selection Periyar University
SSR College of Science , Commerce &MANAGEMENTStudy Center:Periyar Univers ity
BANGALORE
CERTIFICATE
This is to cert ify that the Dissertation entit led “ An
analytical study of Recruitment And Select ion Process
in Praghathi Consultancy Services ” submitted by Karthick S
in fulfi l lment to requirements for the Degree of Masters of
Business Administration is based on the results carried out by her
under my guidance and supervision.
Bangalore SignatureDate:
GG Pai Faculty MBA
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ACKNOWLEDGEMENT
I am pleased to record my gratitude and sincere thanks to my guide Prof. GG Pai faculty guide, SSRC, Bangalore for his sincere guidance and valuable assistance for completing this report.
I would like to express my sincere thanks to mr.Giri Course coordinator
SSRC, Bangalore-Periyar University for giving this opportunity.
I also take this moment to express my gratitude to Mr.BV Raghunath , ,
HR & Admin Professional ,Bangalore.
I am also indebted to my parents and friends for their support for completing
this project successfully.
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TABLE OF CONTENTS
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Introduction to HRM
Evolution of HRM
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Chapter No.
Particulars Page No.
Certificate from the OrganizationCertificate from the CollegeDeclarationAcknowledgement
1 Introduction2 Company Profile 3 Research Methodology4 Data Analysis5 Findings From the Study6 Suggestions and Recommendations7 CONCLUSION8 BIBLIOGRAPHY9 ANNEXURE
Recruitment & Selection Periyar University
Earlier references: In western countries HRM had its primitive beginning in
1930s. Not much thought was given on this subject in particular and no written
records or documents interesting to note HRM concepts was available, in ancient
philosophies of Greek, Indian and Chinese. This is not to suggest that industrial
establishment and factories system, as it is known today, existed in ancient
Greece, India or china. The philosophy of managing human being, as a concept
was found developed in ancient literatures in general and in Indian philosophy
in particular.
Personnel functions: Till 1930s, it was not felt necessary to have a separate
discipline of management called “Personnel management”. In fact, this job was
assigned as part of the factory manager. Adam Smith’s concept of factory was
that it consists of three resources, land, labour and capital. This factory manager
is expected to “procure,
Process and peddle” labour as one of the resources. The first time when such a
specialist “person” was used; it was to maintain a “buffer” between employer
and employee to meet the “legitimate need” of employees. However, it is the
employer who decided what is “legitimate need” of employees. In fact, the
specialist “person” was more needed to prevent “unionization” of employees.
This was the case before 1930-s all over the world.
Environmental Influences on HRM: Since 1930s, certain developments took
place, which greatly contributed, to the evolution and growth of Human
Resources Management (HRM). These developments are given below:
Scientific Management
Labour Movements
Government Regulations.
Need for the Study :
Shortage of skills.
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Skills and knowledge people are always on short supply. Alternatively they are
too costly to hire from outside. The best alternative is to improve skill and
knowledge of existing employees.
Technological Obsolescence.
Growth of technology takes places very fast. This will render current technology
obsolete in the future. There is a great need to upgrade technology. This needs
suitable training.
Personal Obsolescence.
At the time recruitment employees possess a certain of knowledge and skill. As
time passes knowledge becomes obsolete, unless it is updated by proper training.
This happens because of changes taking place in product technology, production
methods, procurement of better machines, setting up of modern production
lines, introduction of modern method of supervision and information processing
through MIS and EDO..
Organization Obsolescence.
Modern management has introduced a number of innovative steps in functions
of management like planning, organizing, controlling, coordinating and
directing. Organization which is impervious to such changes is bound to fail and
become obsolete.
Upgrading Ability of Threshold workers.
Public policy provides reservation to disadvantaged sections of the society like
handicapped, minorities and dependents of deceased workers etc. All these are
threshold workers having less than minimum prescribed level of knowledge and
skill. They require extensive training to bring them up to the minimum level of
performance standard.
Coercive training by government.
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In order to provide better employability chances of unemployed youth, certain
governments taken initiative to mobilize resources available at
pubic/government and private sectors to outside candidates. One such example
is the “Apprentice Training ” conducted by govt. of India. A part of expenditure
incurred for this by private sectors are reimbursed by government.
Human capital
The latest thinking is to treat employees as “human capital”. The expenditure
involved is training and developments are now being considered as an
investment.
Scope of Human Resource Management
The Scope of HRM is in deed fast. All major activities in the working life of
worker from time of his entry in an organization until he / she leaves, come
under the preview of HRM. Specifically, the activities included are Human
Resource planning, Job analysis and design, Recruitment, Selection, Orientation
and placement, Training and development, Performance appraisal and Job
evaluation, employee and executive remuneration and communication,
employee welfare, safety and health, industrial relations and the like.
HRM is becoming a specialized branch giving rise to a number of specialized
areas like :
• Staffing
• Welfare and Safety
• Wages and Salary Administration
• Training and Development
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• Labour Relations
Scope of HRM
Human Resource Management in PCS :
Personnel/Human Resource of an undertaking is its important constituent.
Efficiency, Profitability and in fact the very existence of the undertaking will
depend on this constituents. Co-operation and dedication in performance on the
part of its personnel ends in the accomplishment of its objectives. Therefore
human resource is of immense importance since it involves matters such as
identifying, placing, evaluating, and developing individuals at work and
maintaining effective multilateral communication systems. Human resources
along with financial and material resources contribute to production of goods
and services in an organization.. In short HRM may be defined as the art of
procuring, developing and maintaining competent workforce to achieve the
goals of an organization in an effective and efficient manner.
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Nature of Human Resource ManagementProspects
of HRM
Industrial Relations
Human Resource Management
Employee and executive Remuneration
Employee hiring
Employee Maintenance Employee Motivation
Recruitment & Selection Periyar University
Objectives of the HRM are to secure the following: -
1. Industrial peace: This is secured by excellent union management relations,
healthy inter-personal relationships, and promoting participative management
style and good industrial and labour relations.
2. Achieve High Productivity: The underlying objective brings to increase the
“quantity or volume” of the product or service for a given input, productivity
improvement programme is very significant in a competitive environment.
3. Better quality of working life of employees: This involves both intrinsic and
extrinsic factors connected with work.
4. Obtain and sustain competitive advantage through empowerment :
continuous improvement and innovative steps being the two essential
ingredients to achieve and sustain competitive advantage, today’s industries
are “knowledge based” and “skill intensive”.
5. Cordial relationship between the employer and employees.
6. Personnel research functions.
7. Proper orientation and introduction to the new employees.
BACKGROUND SCENARIO
William James of Harvard University estimated that employees could retain
their jobs by working at a mere 20-30 percent of their potential. His research led
him to believe that if these same employees were properly motivated, they could
work at 80-90% of their capabilities. Behavioral science concepts like motivation
and enhanced productivity could well be used for such improvements in
employee output. Training could be one of the means used to achieve such
improvements through the effective and efficient use of learning resources.
Training and development has been considered an integral part of any
organization since the industrial revolution era. From training imparted to
improve mass production to now training employees on soft skills and
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attitudinal change, training industry has come a long way today. In fact most
training companies are expecting the market to double by the year 2007, which
just means that the Indian training industry seems to have come of age.
Organization and individual should develop and progress simultaneously
for the their survival and attainment of mutual goals. So, every modern
management has to develop the organization through human resource
development. Employee training is the most important sub-system of human
resources development. Training is a specialized function and one of the
fundamental operative functions for human resources management.
The market is unofficially estimated to be anywhere between Rs 3000 crores
and Rs 6000 crores. What is surprising is that the Indian companies. Perception
regarding corporate training seems to have undergone a sea-change in the past
two years, with most companies realizing it to be an integral part of enhancing
productivity of its personnel. While MNC.s with their global standards of
training are the harbingers of corporate training culture in India, the bug seems
to have bitten most companies aiming at increasing their efficiency.
According to Ms Pallavi Jha, Managing Director, Walchand Capital and Dale
Carnegi Training India, "The Indian training industry is estimated at
approximately Rs 3,000 crores per annum. The NFO study states that over a third
of this is in the area of behavior and soft skills development. With the
exponential boom in the services sector and the emergence of a full-fledged
consumer-driven market, human resources have become the key assets, which
organizations cannot ignore. With soft skills training gaining so much
momentum, it.s imperative to understand if it serving the right purpose or not.
With this background, I plan to research if training indeed is proving to be
effective in the behavioral area.
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The following steps must form the basis of any training activity:
• Determine the training needs and objectives.
• Translate them into programs that meet the needs of the selected trainees.
• Evaluate the results.
There are few generalizations about training that can help the practitioner.
Training should be seen as a long term investment in human resources using the
equation given below:
Performance = ability (x) motivation
Training can have an impact on both these factors. It can heighten the skills and
abilities of the employees and their motivation by increasing their sense of
commitment and encouraging them to develop and use new skills. It is a
powerful tool that can have a major impact on both employee productivity and
morale, if properly used.
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Introduction
Recruitment
Recruitment refers to the process of finding possible candidates for a job or
function, usually undertaken by recruiters. It also may be undertaken by an
employment agency or a member of staff at the business or organization
looking for recruits. Advertising is commonly part of the recruiting process,
and can occur through several means: through online, newspapers, using
newspaper dedicated to job advertisement, through professional publication,
using advertisements placed in windows, through a job center, through
campus graduate recruitment programs, etc.
Suitability for a job is typically assessed by looking for skills, e.g.
communication skills, typing skills, computer skills. Evidence for skills
required for a job may be provided in the form of qualifications (educational
or professional), experience in a job requiring the relevant skills or the
testimony of references. Employment agencies may also give computerized
tests to assess an individual's "off-hand" knowledge of software packages or
typing skills. At a more basic level written tests may be given to assess
numeric and literacy. A candidate may also be assessed on the basis of an
interview. Sometimes candidates will be requested to provide a résumé (also
known as a CV) or to complete an application form to provide this evidence.
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1.1 The School of Oriental and African Studies (the School) is committed to equality of opportunity in recruitment, selection, promotion and all other areas of employment.
1.2 This Policy is underpinned by Procedures and Good Practice Guidelines which form the basis for its implementation.
1.3 This Policy and associated Procedures aim to attract high calibre staff to the School by ensuring that recruitment and selection processes are effective, systematic, equitable and promote equality of opportunity.
. . . Back to Top
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Recruitment Plan -TABLE OF CONTENTSI. Commitment to Equal Employment Opportunity.......................................................... 1II. Dissemination of Equal Employment Opportunity Policy.............................................. 2III. Responsibility for Implementation of Equal Employment Opportunity Program............. 3IV. Identification of Areas of Concern and Resolution....................................................... 5V. Establishment of Goals................................................................................................ 6VI. Development and Execution of Proactive Activities...................................................... 7VII. Monitoring Implementation of Equal Employment Opportunity Program....................... 9VIII. Design and Implementation of Internal Audit and Reporting Systems .......................... 10IX Compliance with Sex Discrimination Guidelines......................................................... 12X. Guidelines on Discrimination Because of Religion or National Origin .......................... 14XI Workforce Analysis by Department .......................................................................... 15XII. Analysis of Major Job Groups.................................................................................. 49Page 3
Commitment to Equal Employment Opportunity (EEO)It has been, and will continue to be, the policy of The University of Texas System Administration (U. T.System Administration) to be an equal opportunity employer. U. T. System Administration’s officialEEO policy statement is included on page 15. In keeping with this policy, U. T. System Administrationwill continue to recruit, hire, train, and promote into all job levels the most qualified persons withoutregard to race, color, religion, gender, national origin or sexual orientation. Similarly, U. T. SystemAdministration will continue to administer all other personnel matters (such as compensation, benefits,transfers, layoffs, system administration training, education, and social and recreational programs) inaccordance with University policy. See Policy I.150 "Equal Employment Opportunity."U. T. System Administration strives to base employment decisions on objective standards to enhance
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Dissemination of Equal Employment Opportunity PolicyU. T. System Administration shall take appropriate steps to internally and externally disseminate itsEqual Employment Opportunity Policy.INTERNAL DISSEMINATIONU. T. System Administration will continue to make its Equal Employment Opportunity Policy knowninternally by:1. Ensuring that the Chancellor's annual reaffirmation of policy is communicated to allemployees by means of an executive memorandum.2. Including information concerning U. T. System Administration's equal employmentopportunity policy in the Regents’ Rules and Regulations and in the U. T. SystemAdministration Office of Human Resources System Policy Memoranda.3. Disseminating the policy during new employee orientation sessions.4. Posting required Federal and State Law Posters within the U. T. System Administrationfacilities.5. Including the logo "Equal Opportunity Employer" in all internal recruitment announcements,job listings, position advertisements, and memorandums.6. Publishing the Equal Employment Opportunity Policy in the U. T. System AdministrationClassified Pay Plan.EXTERNAL DISSEMINATIONU. T. System Administration will continue to disseminate its policy externally by:1. Including U. T. System Administration’s Equal Employment Opportunity Policy on theapplication for employment forms and other materials provided to prospective employees.2. Including the logo "Equal Opportunity Employer" in all external recruitment announcements,job listings, and position advertisements.3. Informing all recruiting sources in writing of U. T. System Administration's EEO Policy.Page 5
Responsibility for Implementationof Equal Employment Opportunity ProgramResponsibility for implementation of U. T. System Administration's policy on Equal EmploymentOpportunity Program rests with the Chancellor. The Chancellor delegates the responsibility ofcoordinating U. T. System Administration's compliance to the Director of the Office of Human
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Resources who has the full support of executive management. General responsibility for implementationof the policy rests with U. T. System Administration officials, as well as its employees.1. Duties of the Office of Human ResourcesThe duties of the Office of Human Resources include, but are not limited to:a. Reviews policies and procedures, and recommends changes as necessary to ensure nondiscriminatoryeffect or intent.b. Develops policy statements and internal and external communication techniques.c. Assists department supervisors in the identification and resolution of areas of concern.d. Ensures compliance with federal, state, and local laws of nondiscrimination in all hiring andrecruitment strategies.e. Designs and implements audit and reporting systems that measure the effectiveness ofU. T. System Administration’s EEO programs through statistics and demographics.f. Serves as liaison between U. T. System Administration and local, federal, and state complianceand enforcement agencies.g. Serves as liaison between U. T. System Administration and minority and women's organizations,and community action groups concerned with employment opportunities of minorities andwomen.h. Informs management of the latest developments in the area of equal opportunity.i. Analyzes employment practices and procedures and reviews documents related to theemployment processes, in order to ensure consistency with U. T. System Administration's EqualEmployment Opportunity Policy and Americans with Disabilities Act (ADA) guidelines.j. Maintains and analyzes applicant flow data to ensure equal access to employment opportunities.k. Prepares all required government reports related to equal employment opportunity.Page 6l. Accommodates individuals seeking information on U. T. System Administration's policies andprocedures on equal employment opportunity.m. Serves as respondent to allegations of employment discrimination brought against U. T. SystemAdministration.2. Duties of Department Supervisorsa. Identifies areas of concern and underutilization as it applies to compliance with policies andprocedures, in order to establish departmental goals and objectives to ensure that equalemployment opportunity exists.b. Performs periodic audits of training programs and hiring and promotion patterns in order toattain departmental goals and objectives.
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c. Conducts regular discussions with supervisors and employees to be certain that U. T. SystemAdministration's policies and procedures are being followed.d. Reviews qualifications of all employees under their supervision to ensure that women andminorities are given full opportunities for promotions, transfers, and training.e. Ensures that supervisors foster an supportive environment related to recruitment, promotions,transfers and training.f. Encourages minority and female employees to participate in all educational, training,recreational, and social activities sponsored by U. T. System Administration.g. Includes qualified women and minorities in committees, job assignments, and other activities thatmight serve to enhance individual potential or professional development.Page 7
Identification of Areas of Concern and ResolutionIn an effort to assist in the identification and resolution of areas of concern, the Office of HumanResources' on-going audit process includes an analysis and review of the following personnel matters.1. Analysis of the workforce by ethnicity and gender.2. Analysis of applicant flow by ethnicity and gender.3. Review of the hiring and selection processes including job descriptions, job titles, workerspecifications, application for employment forms, pre-employment forms, test administration andvalidity, interview procedures, referral procedures, final selection process, and similar factors.4. Review of transfer and promotion practices.5. Review of training programs.6. Review and update, as required, Federal, and State law posters to include review of policystatements.7. Equal Employment Opportunity program evaluation system.8. Participate as a member on the U. T. System Administration Compliance Committee.Page 8
Establishment of GoalsOur goal will be to ensure objectivity, consistency, uniformity and job relatedness through design andimplementation of appropriate personnel policy and procedural systems that affect the equalemployment opportunities of the U. T. System Administration employees and applicants foremployment.
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Development and Execution of Proactive ActivitiesIt is the responsibility of U. T. System Administration to identify proactive activities that will assist in thedevelopment of an Equal Employment Opportunity program. U. T. System Administration seeks toestablish a long-range EEO program that will include expanded recruitment efforts and retention ofwomen and minorities in its workforce, and to eliminate impediments to the attainment of U. T. SystemAdministration's EEO goals.1. Selection Processa. U. T. System Administration reviews job descriptions in order to ensure that they accuratelyreflect position functions and are consistent for the same position from one location to another.b. U. T. System Administration has validated job specifications for each job title in eachdepartment using only job performance criteria. These specifications are non-discriminatorywith respect to race, color, religion, gender and national origin.c. These validated job specifications are available to all supervisors involved in the recruiting,screening, selection, and promotion process. Copies of job descriptions for job openings areavailable to all recruiting sources.d. U. T. System Administration provides training in hiring procedures to employees involved in therecruiting, screening, and selection of employees to ensure equal employment opportunity.When a vacancy occurs, the hiring supervisor receives training materials to ensure that theseprocesses remain non-discriminatory.e. U. T. System Administration hiring officials are given the responsibility to assure compliance andenforcement of Equal Employment Opportunity through Human Resources Policy andProcedures Memoranda: Equal Employment Opportunity I.150 and Hiring, Promotion andTransfer Procedures I.010.f. U. T. System Administration reviews the requirements of the Office of Federal ContractCompliance Programs (OFCCP) Uniform Guidelines on Employee Selection Procedures.2. Recruitmenta. U. T. System Administration announces its vacancies nationally and locally with minority andwomen's organizations, including, but limited to, the Urban League, NAACP, Local MinorityChambers of Commerce, libraries, National Veterans Outreach Programs, Texas Higher
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Education Coordinating Board, Texas Rehabilitation Commission, Texas Commission forHuman Rights, and Texas Workforce Commission.Page 10b. Senior-level administration job vacancies are disseminated through The University of Texas JobNetwork (UTJOBNET). The purpose of UTJOBNET is to inform employees of upwardmobility opportunities in particular senior-level administrative positions. In addition, theUTJOBNET maximizes recruitment and retention efforts that foster opportunities for qualifiedminorities and women.c. U. T. System Administration encourages component institutions with student enrollments tosupport minorities and provide opportunities that support minority graduation. An increase inthe graduation rates of African American and Hispanic students enhances employmentopportunities for such candidates within U. T. System Administration and componentinstitutions.d. U. T. System Administration programs which improve employment opportunities for minoritiesand women are encouraged.e. U. T. System Administration participates in local and surrounding area “job fairs.”f. U. T. System Administration maintains a World Wide Web job site.3. Promotionsa. Promotional opportunities are posted or announced.b. Formal employee evaluation programs are provided.c. "Employee evaluations" are based on job related criteria.4. Welfarea. U. T. System Administration’s facilities and social and recreation activities are open to allemployees. All employees are encouraged to participate in U. T. System Administrationsponsored activities.Page 11
Monitoring Implementation ofEqual Employment Opportunity ProgramU. T. System Administration has developed an on-going internal audit and reporting system to monitordecisions on employment and personnel action, which includes but is not limited to, recruitment,promotion, and transfer in order to ensure adherence to the Equal Employment Opportunity Policy. Anassessment of separations from employment will also be conducted to assist with future retention ofwomen and minority employees.The following tools have been devised to assist in the assessment of U. T. System Administration'sattainment of established goals.
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EQUAL OPPORTUNITY COMPLIANCE (EOC) FORM
Hiring officials are required to complete and sign an Equal Opportunity Compliance (EOC) Form priorto making a job offer, and for change in status involving promotions and transfers. This document isreviewed by the Office of Human Resources for compliance to ensure fair hiring and selection processesand good faith efforts are being made in recruitment.YEAR-END EEOA year-end EEO report shall be compiled by the Office of Human Resources. Included in the summaryare applicant activity data, referral information, new hires, promotion, transfer, reclassification, andseparation information by race and gender.All reports and documentation required in recruitment, hiring and selection processes, promotions,transfers, reclassifications, and separations will be maintained in accordance withU. T. System Administration's records retention plan.EXIT INTERVIEW QUESTIONNAIREThis document is administered to separating employees by the Office of Human Resources. Exitinterviews provide the opportunity to address concerns that may exist in the areas of equal opportunity,fair treatment, and/or employee retention within U. T. System Administration.Page 12
Design and Implementationof Internal Audit and Reporting SystemsIt is the responsibility of the Office of Human Resources to implement and monitor an auditing andreporting system that provides for the following:1. Maintain accurate up-to-date records on all referrals, applicants, hires, promotions, transfers, andseparations by race and gender to be certain that all employees are treated on a fair and equitablebasis.a. Data on applicants who apply for vacancies is collected through the administration of thevoluntary Applicant Data Flow form. This voluntary form captures the applicant's race, gender,veteran status and date of birth. An analysis by such factors is conducted in order to evaluatethe effectiveness of current recruiting efforts. All information voluntarily provided is keptconfidential.b. Annual analysis by race and gender within each department for each EEO-6 category is
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conducted in order to evaluate the effectiveness of current recruiting efforts to determine ifstated goals and good faith efforts are being met.c. Annual analysis by race and gender within each department for each EEO-6 category isconducted in order to review internal promotion and monitor upward mobility opportunities.d. Annual analysis by name, race, gender, job title, and reason for separation within eachdepartment for each EEO-6 category is conducted in order to identify possible areas of concernand need for remedial action.e. All separating employees are requested to complete an exit interview questionnaire administeredby the Office of Human Resources. The exit interviews provide the opportunity to addressareas of concerns that may exist in the areas of equal opportunity, fair treatment, and employeeretention within U. T. System Administration.2. Review all selection, promotional, and training procedures to ensure that they are nondiscriminatory.a. Hiring Officials are required to complete and sign an Equal Opportunity Compliance (EOC)Form prior to making a job offer, and for change in status involving promotions and transfers.This document is reviewed by the Office of Human Resources for compliance to ensure fair andequitable hiring and selection processes and that good faith efforts are being made inrecruitment.3. Inform executive management of the effectiveness of the EEO Policy and recommendations forimprovements, if necessary.Page 13a. A year-end EEO report shall be compiled by the Office of Human Resources. Included in thesummary are applicant activity data, referral information, new hire, promotion, transfer,reclassification, and separation information by race and gender.Page 14
Compliance with Sex Discrimination GuidelinesIt has and continues to be the policy of U. T. System Administration not to discriminate on the basis ofsex. To this end, we continue to do the following:1. Recruitment and Advertisementa. U. T. System Administration actively recruits both men and women for all jobs, unless sex is abona fide occupational qualification. Referral sources are informed that U. T. SystemAdministration has no specific sex preference and seeks only qualified applicants without regard
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to race, color, gender, religion, or national origin.b. U. T. System Administration actively recruits both men and women for all jobs, unless sex is abona fide occupational qualification. Advertisements for employment in newspapers and othermedia do not express a gender preference. No advertisements will be placed in columnsheaded "Male" or "Female." All advertisements are followed by "Equal OpportunityEmployer."2. Job Policies and Practicesa. Monitor written personnel policies and procedures to assure that there shall be no discriminationagainst applicants for employment or employees on the basis of gender.b. Employees and applicants for employment of both sexes shall have an equal opportunity to anyavailable job that he or she is qualified to perform. Gender is currently not a bona fideoccupational qualification for any job within U. T. System Administration.c. When terms and conditions of employment are the same, no distinction is made between thesexes in regard to opportunity, wages, hours, benefits, or other conditions of employment. Inthe area of employer contributions for insurance, pensions, and other fringe benefits,contributions shall be the same for both sexes.d. Marital status has no basis between the treatment of male and female as it relates to employmentor separation from employment. Also, U. T. System Administration does not deny employmentto women with young children, nor does it terminate employees of one sex in a particular jobclassification upon reaching a certain age.e. U. T. System Administration provides appropriate and comparable physical facilities for bothfemale and male employees.f. U. T. System Administration follows federal and state guidelines relative to employment.g. No difference is made between women and men as to retirement age for a particular job.Page 15h. Both women and men are eligible for all training programs and benefits offered by U. T. SystemAdministration. U. T. System Administration encourages women to participate in managementtraining programs both internal and external of U. T. System Administration.3. Seniority Systema. Gender shall not be a factor in the determination of service benefits.4. Discriminatory Wages
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a. No distinction shall be made between male and female in establishment of wage schedules.b. No restrictions shall be made on one gender regarding certain job classifications. Proactivesteps shall be taken to make jobs available to all qualified employees in all classifications withoutregard to gender.Page 16
Guidelines on DiscriminationBecause of Religion or National Origin1. Equal Employment PolicyU. T. System Administration does the following to ensure that all applicants for employment andemployees are not discriminated against because of religion or national origin:a. Reviews employment practices to determine whether members of various religious and/or ethnicgroups are given equal employment opportunities.b. To ensure non-discrimination based on religion or national origin, U. T. System Administration isinvolved in the following outreach and recruitment activities:1. U. T. System Administration communicates its obligation to provide equal employmentopportunity without regard to religion or national origin to all employees and applicants foremployment.2. Internal procedures exist at U. T. System Administration to implement equal employmentopportunity without regard to religion or national origin.3. U. T. System Administration informs all employees and applicants for employment of itscommitment to equal employment opportunity without regard to religion or national origin.4. Recruitment sources are used to provide equal employment opportunity without regard toreligion or national origin.2. Accommodations to Religious Observations and PracticeU. T. System Administration accommodates the religious observances and practices of employeesexcept where such accommodation causes undue hardship on the conduct of U. T. SystemAdministration’s business. The extent of our obligation is determined by considering businessnecessity, financial costs and expenses, and resulting human resources problems.3. Non-discriminationIn implementing its EEO policy regarding non-discrimination because of religion or national origin,
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U. T. System Administration does not discriminate against any qualified employee or applicant foremployment because of religion or national origin.
Workforce Analysis by Department
Employee Group InsuranceMedical and Dental Applications CenterOffice for Community RelationsOffice of Academic AffairsOffice of Business AffairsOffice of Business Affairs – H.U.B. DevelopmentOffice of Business and Administrative ServicesOffice of Development and External RelationsOffice of Estates and TrustsOffice of Facilities Planning and ConstructionOffice of Federal RelationsOffice of FinanceOffice of General CounselOffice of Governmental RelationsOffice of Health AffairsOffice of Human ResourcesOffice of Information ResourcesOffice of Information TechnologyOffice of Public AffairsOffice of Special ServicesOffice of the Board of RegentsOffice of the ChancellorOffice of the ControllerReal Estate OfficeSystem Audit OfficeSystem PoliceSystem Compliance OfficeSystem Airplane OperationU.T. TeleCampusUniversity Lands – Accounting OfficeUniversity Lands – West Texas OperationsWorkers/ Compensation Insurance DivisionThe following workforce analysis display, within each department for each job group, the total numberof incumbents, the total number of make and female incumbents, and the total number of male andfemale incumbents by ethnicity.
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Analysis of Major Job GroupsWe have supplied an analysis of all major job groups at U. T. System Administration. Those jobshaving similar content, and opportunities have been grouped into five job categories:01 Executive/Administrative/Managerial03 Professional04 Clerical/Secretarial05 Technical/Paraprofessional06 Skilled Crafts07 Service/MaintenanceThe following reflects the analysis of the major job groups by job title, ethnicity and gender.
Company Profile:
Pragathi Consultancy Services
At PCS, we energetically strive to deliver the best employment options for great companies and the associates we place within them. We serve best and respected companies by sending them the highest-quality individuals for temporary, temp-to-hire and full-time positions.
Companies make Pragathi their first choice for full-time, direct hire, temp-to-hire and temporary employment agencies because we're at the forefront of the ever-changing staffing industry. We meet our clients' needs - precisely, quickly and cost-effectively - with the finest talent.
Young and very experienced - that's probably the best way to describe us ! Pragathi helps companies in searching, selecting and managing the ever-valuable human
assets. Formed in 2005, PCS enjoys an enviable reputation for delivering efficient, effective and professional solutions to meet our IT and ITES clients’
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diverse recruitment needs. We guide the candidates too about the best opportunities in the marketplace, and constantly advise them in their career progression.
Pragathi Consulting brings valuable experience to benchmark, revise, implement and preach the best practices of recruiting to our clients. We will conduct business and HR process reviews to assess what works and what doesn't within the client's unique corporate environment.
Pragathi Consulting will implement methods to decrease the joining time, reduce the cost-per-hire, and propose tailored solutions to streamline your recruitment process. Our services give you the opportunity to focus your expertise where it counts - on your unique business endeavors. Our goal is to ensure that our clients succeed in meeting their hiring goals with cost-effectiveness in mind.
Our recruitment performance consulting services are designed to help take your company to the next level of recruitment capability. Our recruitment consultants are all senior level recruiters with years of IT and software experience in recruiting, screening, and hiring techniques that produce lasting results in IT sector.
Adopt a "Do what it takes to get the job done”
Clients:
Skilled, experienced, high-quality professionals are always at a premium and the competition to acquire such individuals will always be fierce, especially in these booming times. At Pragathi, we believe that by fostering a positive, professional and attractive culture, we are able to attract these candidates on behalf of our clients.
Relationships are at the core of our business. To successfully match candidates to clients, we believe we have to look at more than a resume.
We prefer for our consultants to meet with clients at their offices. This allows us to gain an insight into a client's working culture, as well as taking a detailed brief about their company and the position they wish to fill.
Our candidates are our product and we want our product to be the best. We attract prospective applicants through advertising, and intensive searching and selection through job portals, and our in-house databases, and will invite only those we judge to be of suitable quality to interact with one of our consultants for private interviews. At this point, our consultants will add a comprehensive report to the candidate's application.
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We use self developed enterprise recruitment software, enabling us to conduct a comprehensive search of our candidate database for the criteria specified by our clients. We also have the latest skills testing software to validate the candidate's proficiency and experience on all the major software technologies. We can assist in managerial aptitude and psychometric tests too.
Only candidates who complete our rigorous selection process will be entered into our records and considered for a specific role or other appropriate appointments. We don't add everyone we meet to our books.
For additional information, prior to interviews, clients are provided with our consultant's initial interview reports. Interviews usually take place at the client's offices, but if required, we are happy for our clients to make use of our offices.
HR Team:
PCS also had on Excellent HR and Development team of 50+ man power Strength across the world.
About HR Team:
Well Trained Staff of Four Professionals, and 2 of Business unit HR Professional, and anather Two for Training and HR operations.
Organization Chart of PCS
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HR Organization Chart
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Java
QualityHR & Admin Finance
CEO
Dot net Business one
Testing
Resource
Manager- TTTechnical
Corporate Manager- HR
Recruitment & Selection Periyar University
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Assi Mgr-Recruitment
Recruitment
Assi.Mgr-Contract Assi.Mgr-Documentation
Staffing 1DocumentsDocuments
RecruitmentRecruitment
Staffing 2
Recruitment & Selection Periyar University
Organization Chart of Technical Team
Grade Structure
The grade structure is subject to change depending on the changes in the policy
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Support 1
Intigrated QC
Java Team Dot net Team Testing Team TSR Group
Support 3Support 2
VP- Operations
Support 4
Recruitment & Selection Periyar University
Grade Technical Group Support Group *
A Trainee Trainee/Management Trainee
B Engineer/Developer/Designer/Analyst/Writers/Editors.. Executive/System Administrator/Associate
C Sr. Engineer/Developer/Designer/Analyst/Writers/Editors Sr. Executive/ Administrator /Associate
D Team Leader -
E Asst. Manager Asst. Manager
F Technical Manager/Technical Architect Manager/Branch Manager/Regional Manager
G Sr. Technical Manager/Chief Architect Sr. Manager/National Sales Manager
H Vice President Operations
I Managing Director
*Support: Accounts, HR, System Admin, Quality, Tech Support, Marketing
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Experience Level :
A 0-1
B >1- 3
C >3-5
D >5-7
E >7-10
F > 10 yrs, based on the expertise and managerial capabilities, technical competencies..