0601096 resume management in recruitement process

1
A Project Report
On
"Resume Management in Recruitment Process”
For
"Cushman & Wakefield (India) Pvt. Ltd.”
By
"Chetna Gupta"
Under the guidance of
"Prof. V. Gote"
Submitted to
"University of Pune"
In partial fulfillment of the requirement for the award of the degree of
Master of Business
Administration (MBA)
Through
Vishwakarma Institute of Management
Pune-48.

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ACKNOWLEDGEMENT
Talent and capabilities are of course necessary but good guidance and opportunities
are two very important things without which no person can climb those infant ladders
towards progress.
I am really thankful to Cushman & Wakefield (India) Pvt. Ltd. for giving me the
permission to carry out my summer internship in their esteemed organization.
I wish to express my deep sense of gratitude to the management and staff of Cushman
& Wakefield (India) Pvt. Ltd., especially to Mr. Divyajit Snehi (National Head, HR)
for the support, cooperation, and briefings they provided during internship to make it
a success.
I express my sincere thanks to my project guide Professor V. Gote for providing me
her valuable time and fruitful guidance. I extend my sincere thanks to Dr. Sharad
Joshi Director, Vishwakarma Institute of Management, Pune, for his valuable advice
and guidance.
Last, but not the least, I am really dearth of words to venerate my parents whose
steady efforts and motivation helped me to accomplish this work successfully.
Chetna Gupta

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TO WHOMSOEVER IT MAY CONCERN
This is to certify that Miss. Chetna Gupta is a bonafide student of our institute. She has
successfully carried out her summer project on “Resume Management in Recruitment
process” at Cushman & Wakefield (India) Pvt . Ltd. This is the original study of Miss. Chetna
Gupta and important sources of data used by her have been acknowledged in this report.
The report is submitted in partial fulfillment of two yrs full time course on Master of
Business Administration (M.B.A) 2006-2008 as per the rules.
Prof. V. Ghote Dr. Sharad Joshi
(Project Guide) (Director)
TITLE INDEX

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S. No Topic Page No
1 Executive Summary 1-3
2 Company Profile 4-15
3 Objectives & Scope of the Project 16-18
4 Research Methodology 19-20
5 Theoretical Background 21-42
6 Data Analysis & Interpretation 43-61
7 Findings 62-64
8 Conclusion & Recommendations 65-66
9 Limitation 67-68
10 Bibliography 69-70
LIST OF TABLES AND CHARTS

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Sr. No. Table No. Table/ Chart Page No.
1 2.1 Services of Cushman& Wakefield 6
2 2.2 Organisational Structure 11
3 2.3 Branches 12
4 5.1 Elements in Selection process 40
5 5.2 Steps in the Selection process 41
6 6.1 Advertisement placed in Times Of India 45
7 6.2 No. Of Applications Recvd from different cities 53
8 6.3 Bangalore applications segregated on the basis of
designations
54
9 6.4 Chennai applications segregated on the basis of
designations
55
10 6.5 Cochin/ Goa applications segregated on the basis of
designations
56
11 6.6 New Delhi applications segregated on the basis of
designations
57
12 6.7 Ahmedabad applications segregated on the basis of
designations
58
13 6.8 Hyderabad applications segregated on the basis of
designations
59
14 6.9 Kolkata applications segregated on the basis of
designations
60
15 6.10 Mumbai applications segregated on the basis of 61

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designations
16 6.11 Pune applications segregated on the basis of
designations
62
_______________________________________
CHAPTER -1
EXECUTIVE SUMMARY
________________________________________

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EXECUTIVE SUMMARY
In today’s complexity manpower is given more importance and therefore getting the
efficient manpower and selecting them is of utmost importance. The employees
serving in the company are the most important elements and that is why recruitment
process becomes very important in the long run.
This project is titled as “Study of Effectiveness of Recruitment and Selection process
& Resume Management”, is to find out the different aspects of Recruitment process
and Selection process.
Cushman & Wakefield is a professional real estate advisory firm that provides
businesses, institutions and individuals with integrated solutions to complex real
estate needs in virtually every major market around the world. Our multi-skilled
teams are connected by technology and other essential resources.
The dramatic expansion of their capabilities in Asia Pacific has been achieved by their
investment in people, training and technology. At Cushman & Wakefield, we
recognize that exceptional talent and local market knowledge are essential. The
combination of the best-in-class professionals and their unparalleled capabilities has

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created a new standard for real estate services in Asia Pacific. They are working
faster, better, and smarter, producing solutions that enable clients to capitalize on real
estate as a competitive advantage.
Cushman & Wakefield has been meeting the complex, changing needs of businesses
and institutions in the United States and around the globe for around 90 years.

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_________________________________________
CHAPTER – 2
COMPANY PROFILE
_________________________________________

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OVERVIEW OF THE COMPANY
The company started its operations in India in 1997, being the first real estate service
provider to be granted permission by the government of India to operate as a wholly
owned subsidiary. With Michael Thompson as the CEO, Asia Pacific, and Sanjay
Verma as the Executive Managing Director, South Asia, the company has a long way
to go because of the recent upsurge in the real estate sector in India
C&W extraordinarily talented and creative people deliver results worldwide for
owners, occupiers, and investors. They recruit, retain, and train the most experienced
and talented professionals, then give them the flexibility and global platform needed
to add value. They assist clients in every stage of the real estate process, representing
them in the buying, selling, financing, leasing, managing and valuing of assets, and
providing strategic planning and research, portfolio analysis, site selection and space
location, among many other advisory services. By continually seeing past the
immediate "deal" and instead determining the highest and best use of property in
every situation, in every corner of the world, they provide the greatest maximum
opportunity for owners, occupiers, and investors, as well as our communities and
society as a whole.

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Cushman & Wakefield delivers comprehensive solutions to complex business and real
estate needs locally, nationally and around the world & provides highest quality, most
knowledgeable real estate thinking, advice and service, efficiently coordinated and
delivered through our worldwide offices and global technology platform
SERVICES
The services offered by Cushman & Wakefield India are clearly depicted by the
following figure and are as follows:
 Consultancy Services
 Transaction Services
 Capital Markets
 Client Solutions which includes Project Management & Facilities
Management.

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Fig 2.1 Services of Cushman & Wakefield (India) Pvt. Ltd.
 Consultancy Services
Extensive study and analysis of the real estate sector are prerequisites to making
important business decisions, especially in an unorganized market like India. Serving
each client’s specific needs, the Consultancy team works closely with the senior
management to ensure the achievement of specific real estate objectives, thus making
them the backbone of Cushman & Wakefield India’s operations
Scope of Services:
 Trends & Market Analysis
 Market Entry and Benchmarking Studies
 Financial / Market Feasibility Studies
 Location/ Re-location Analysis

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 Portfolio Analysis & Re-engineering
 Market/ City Reports and Space Audits
 Appraisal & Valuation
 Strategic Accommodation Plans
 Demographic Studies
 Transaction Services
The Transaction Services team assists reputed corporate and local landlords by
optimally positioning and marketing properties and unlocking hidden opportunities
for their clients.
i). Commercial
ii). Tenant Strategies & Solutions (TSS)
iii). Residential
iv). Industrial
v). Retail.
 Capital Markets Group
The Capital Markets Group at Cushman & Wakefield help clients identify
opportunities in the realm of Property Development, Corporate real estate, Finance &
Investment. They assist in the development of unique strategies for re-positioning the
property portfolio so as to positively impact the client’s balance sheet and
demonstrate real economic value-adds.
Scope of Services:
 Capital Placement

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 Investment Sales
 Valuation & Advisory Services
 Strategic Consulting
 Debt Syndication
 Client Solutions
In recognition of the changing demands of major corporations in the South Asian
region, Cushman & Wakefield has designed a unique program that assists its clients in
 Reducing Costs
 Increasing Shareholder Value
 Enhancing the service to its growing business units across the subcontinent
The team is dedicated to achieving the client’s real estate objectives in order to
optimize the utility of their real estate assets.
Scope of Services:
 Strategic Accommodation Planning
 Strategic Advisory
 Financial Planning & Business Care Analysis
 Account Management & Portfolio Analysis
 Client First Program
 Asset Services: Project Management, Facility Management, Property
Management
 Portfolio Administration
Project Management-Client Solutions/Development/Industrial/Infrastructure

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Cushman & Wakefield has established their Project/Facilities Management division to
provide dedicated development consultancy, project management and facilities
management expertise.
 Project Management – This group manages planning and execution of office
and industrial work environments. Their professionals provide expert solutions
to their clients’ right from site evaluation to occupancy.
 Facilities Management – Clients increasingly are outsourcing their Facilities
management. C&W offers complete FM services including maintenance &
engineering solutions, soft services like front office and helpdesk, mail
management, transport management and purchasing management solution
VISION
We are the firm of choice - a real estate advisor and principal - the global standard for
knowledge, service, and execution.
MISSION STATEMENT
Cushman & Wakefield is a global real estate services firm dedicated first and
foremost to our clients, we employ the most talented professionals and invest in
superior resources and technologies to provide our clients with innovative advice and
bottom-line results.
VALUES
These values govern all that Cushman & Wakefield does:
 Our CLIENTS come first

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 Our foremost standard of conduct is INTEGRITY
 Every employee is a TEAM member and contributes to our success
 Individually and collectively striving to achieve EXCELLENCE in
everything we do
 Treating each other and our clients with RESPECT and DIGNITY
 CITIZENSHIP - A commitment to the communities in which we live and
work
 Realize the value in actively recruiting, developing, and mentoring talented
individuals of DIVERSE cultures and backgrounds
 PROFITABILITY - Drives our ability to invest, improve, and succeed
ORGANAISTIONAL STRUCTURE
Sitara Achreja
National Head
Corp. Communication
Singh Snehi
National Head
HR
Pankaj Sharma
Chief Financial Officer
Mukesh Sahni
Senior Manager
Information Technology
Sanjay Verma
Exec. Managing Director
South Asia
Anurag Mathur
Deputy Managing Director
Sanjay Dutt
Deputy Managing Director
Charu Thapar
Exec. Director
Facility & Property Mngmnt .
TRANSACTION SERVICES TRANSACTION SERVICES TRANSACTION SERVICES CONSULTANCY SERVICES
National Head
Corp. Communication
i
National Head
HR
Chief Financial Officer
Senior Manager
Information Technology
Exec. Managing Director
South Asia
Deputy Managing Director Deputy Managing Director
Exec. Director
Facility & Property Mngmnt .
National Head
Client Solutions–
Project Management
PROJECT MANAGEMENT
National Head
Industrial & Infrastructure–
Project Management
PROJECT MANAGEMENT
National Head
Development–
Project Management
PROJECT MANAGEMENT
National Head
Audit & Operations
PROJECT MANAGEMENT
Associate Director
India
FACILITIES MANAGEMENT
Associate Director
India
PROPERTY MANAGEMENT
l
Regional Manager
Client Solutions
India
CLIENT SOLUTIONS

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In India, Cushman & Wakefield operates from 8 branch offices in New Delhi,
Bangalore, Kolkata, Mumbai, Chennai, Hyderabad, with its Head Office at Gurgaon.
MAJOR COMPETITORS
 Jones Lang LaSalle Meghraj

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Jones Lang LaSalle Meghraj is the Indian operations of Jones Lang LaSalle, a real
estate money management and services firm named to FORTUNE magazine's "100
Best Companies to Work For" and Forbes magazine's "400 Best Big Companies".
It is one of the premiere and largest Real Estate Services Company in India, with an
extensive geographic footprint across ten cities (Delhi, Mumbai, Bangalore, Pune,
Chennai, Hyderabad, Kolkata, Kochi, Chandigarh and Coimbatore) and staff strength
of over 2800.
Globally, Jones Lang LaSalle has approximately 160 offices worldwide and operates
in more than 450 cities in over 50 countries. The company provides investors,
developers, local corporate and multinational companies with a comprehensive range
of services including research, consultancy, transactions, project and development
services, integrated facility management, property management, capital markets,
residential, hotels and retail advisory. Jones Lang LaSalle has over 45 years of
experience in Asia Pacific.
With over 12,800 employees operating in more than 60 offices in 13 countries across
the region, the company is positioned to partner with clients to provide the quality
advice needed for making quality decisions.
 Colliers Property Development Services Pvt. Ltd.
Colliers International is one of India’s most sought after Property Services Company.
With our extensive resources and excellent support infrastructure, our approach to our
customers and their projects is based on small teams, simple lines of communication
and a personal touch. In terms of turnover and market share, they are one of the top
three companies in our field, but they like to think the similarities with their

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competitors stop there. As a global affiliation of independently-owned real estate
services firms with 10,092 employees in 267 offices in 57 countries, they are able to
provide expert local real estate advice wherever their clients need them.
One of the first international property consultants to start operations in India in 1995,
with offices in Mumbai, Bangalore, Chennai, New Delhi, Pune and Gurgaon
 Knight Frank India Pvt. Ltd.
Knight Frank India Pvt. Ltd. is a part of the Knight Frank Global Network. Knight
Frank India provides a comprehensive range of real estate relates services covering
residential, commercial, land, investments, hotels & leisure, valuation, advisory
services and facilities management. These services are provided through four offices
in Mumbai, Gurgaon, Bangalore and Pune.
Knight Frank India Pvt. Ltd. provides clients with expert advice on all real estate
related matters including clients who want to own, occupy, invest or sell properties.
Their key clients in India include: Deutsche Bank, HSBC, Maersk, Sony, SKF,
Barclays Bank, British Petroleum/Castrol, Tata Group, Novartis, Ingersoll-Rand,
Fulford, and many high net worth private individuals.
 CB Richard Ellis/Trammel Crow India Pvt. Ltd.
CB Richard Ellis was the first independent international real estate consultancy to set
up offices in the Indian Sub-continent. Since its inception in New Delhi in 1994, the
Indian operations have grown to a network of offices in all major metropolitan cities,
providing services in the core areas of Strategic Consulting, Valuations/ Appraisals,
Agency Services, Asset Services and Project Management. Today, with over 800

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professionals, CB Richard Ellis South Asia is one of the leading real estate
consultants in the Indian subcontinent. .
 Year of Establishment: 1994 (The first Real Estate consulting firm to set up
operations in India )
 Offices in 6 cities and presence in over 30 cities across India (More than any
other real estate agency in India)
 Over 800 dedicated professional staff and over 5000 seconded employees.
 Over 500 Consulting Assignments undertaken in 70 cities in Indian sub
continent.
 Experience with the Public and Private sector spanning industrial and
residential township developments, IT parks, office buildings, retail and
entertainment formats, resorts and hotels.
 Represented Government of India in key disinvestment exercises.
 Transacted more than 16 million sq. ft.
 Over 17 million sq. ft. of projects under management

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______________________________________
CHAPTER -3
OBJECTIVES & SCOPE
OF THE PROJECT
________________________________________
OBJECTIVES OF THE PROJECT

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Every project report is carried out with some specific OBJECTIVE in the mind.
Objective is basically the purpose behind conducting a project and unless the
objective is certain or specifically defined it is not understood what data has to be
collected. Objectives of the project are nothing but what is to be learned out of this
project report.
Specific objectives of this Project Report to understand:
 Introduction to Recruitment and Selection
 To know the present setup of recruitment and selection in Cushman &
Wakefield (India) Pvt. Ltd.
 To know the recruitment and selection process of the organization
 To have exposure to recruitment process
 Whether the recruitment process and selection process are satisfactory
So in this project report I have made every effort to understand the above specified
objectives keeping in mind the present scenario of the Recruitment and Selection of
employees’ process and collect data.
OBJECTIVES OF THE STUDY
 The main objective was to segregate the resumes on the locations basis.
 Latter on, the basis of the designations, like SPM (Senior Project Manager),
SM/ Mng. Engg. Services (Senior Manager/ Manager Engineering Services),
PM (Project Manager), PC (Project Coordinator) and etc.
 To capture the relevant information about the applicants.
 The entire data has to be maintained in an excel file.
 Selecting the pool of candidates for various designations.

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 Scheduling the first face to face discussion.
 Coordinating the interview.
 Updating the master excel file.
SCOPE OF THE STUDY
I was at the initial stage of the recruitment. I was handling the entire pool of resumes.
SAMPLE SIZE
We have received more than 6500 resumes through the advertisement

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___________________________________
CHAPTER – 5
RESEARCH METHODOLOGY
_______________________________________
RESEARCH METHODOLOGY

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Research Methodology is a systematic method of discovering new facts or verifying
old facts, their sequence, inter-relationship, casual explanation and the natural laws
which governs them. Research Methodology explained by Redman and Mory is as
follows systematized effort to gain new knowledge “Research Methodology is
original contribution to the existing stock of knowledge making for its advancement.
It is the purist of truth with the help of study.”
The Research Methodology used in the Resume Management is listed below:
 One to one checking of each and every resume.
 Capturing relevant information about the applicants.
 Segregated more than 6000 resumes.
 Maintaining excel sheets accordingly.
 Updating excel sheets on regular basis.
 Seeking feedback from different locations and updating the data accordingly.
The format of excel file is given below.
S. No Name Position Location
Phone
No
Email
Id Previous Co Previous Position Status

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______________________________________
CHAPTER – 5
THEORETICAL BACKGROUND
___________________________________
THEORETICAL BACKGROUND

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Operative Functions
The operative functions of HRM are related to specific activities of HRM, viz.
employment, development, and compensation and employee relations. Since the
human resource function is unique to each organization, the activities of each
organization differ from one organization to other organization. The various operative
functions are discussed below.
 Employment
Employment is the first operative function of HRM. This involves procuring and
employing individuals with suitable knowledge, skills, experience and aptitude
necessary to perform various jobs. It includes functions such as job analysis,
recruitment, selection, placement and induction.
 Job analysis
To ensure the satisfactory performance of an employee, his skills, ability and
motivation to perform a job must match the requirement of the job. A mismatch will
result in poor performance, absenteeism, turnover and other problems. Job analysis is
the process by which the tasks, which comprise the job, are determined and the skills
and abilities required to perform it successfully are identified. It involves:
i. Preparing job description
ii. Job specification,
iii. Job requirement and
iv. Employee specification so that HR can determine the nature, levels and
quantum of human resources required. Providing the guides, plans, and basis

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for job design and redesign. It also forms the basis for all operative functions
of HRM.
 Recruitment
To a large extent, the effectiveness of an organization depends on the effectiveness of
its employees. Hence recruitment of human resource becomes a significant function
of HR. Recruitment is the process of seeking and attracting prospective candidate
against a vacancy in an organization. It involves:
i. Tapping the existing source of applicants and developing new sources;
ii. Identifying or creating new source of applicant;
iii. Stimulating and attracting the candidates to apply for job in the organization;
iv. Deciding the recruitment procedure.
 Parameters of Recruitment
In recruitment and selection job analysis plays a significant role. Every organization first goes
through job analysis, job description and job specification. Firstly the organization frames its
own job analysis.
Job Analysis is a worker oriented job analytic approach that attempts to
describe the whole person on the job. This includes the functional, specific, content,
and adaptive skills needed by an individual to perform a job satisfactorily. Under the
job analysis process we identify and prepare the job description and job
specifications.
Job analysis includes the following steps:
a. Fundamental job description
b. Functional specification

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a. Fundamental job description
A complete job description should contain job identification information, a job
summary the job duties, accountabilities and job specifications or employment
standards information. Developing a comprehensive, accurate job description gives
the work unit the opportunity to determine if a reorganization of the work is
necessary, Confirm previously enacted changes to the job duties, Develop realistic
requirement for the position, including specific education and experience,
qualification, skills, or professional characteristics.
Fundamental Job description comprises of the information in these areas:
o Title
o Main tasks and key areas.
o Responsibilities.
b. Functional specifications
A functional specification is of equal importance to the job description. the person
specification details the skills, experience, abilities and expertise that are required to
do the job. It should be drawn up after the job description and, with the job
description, should inform the content if the advert.
The person specification should be specific, related to the job, and not unnecessarily
restrictive. The person specification must form part of the future particulars of a
vacancy along with the job description in order that applicants have a full picture of
what the job entails. Personal requirement and specifications for a particular job are
the personal knowledge, skills, aptitudes, and traits that are required for successful
performance. It includes knowledge and skills

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 Selection
The purpose of employment selection is to choose the right candidate for a job. The
process of identifying and establishing the credential of candidate for a job to ensure
success is referred to as selection. This includes predicting the in-job performance of
candidates.
This deals with:
i. Scanning the application forms/CVs;
ii. Identifying and developing suitable and reliable testing techniques;
iii. Involving the line managers or respective departments;
iv. Evaluating the candidates and fixing their compensation and benefits;
v. Intimation to the candidates who could not make it to the process;
vi. Analyzing the candidate on the basis of the references produced by him/her;
vii. Evaluating the candidate through the pre employment medical test;
viii. Issuance of the offer letter.
 Placement
After a selected candidate conveys his acceptance of the offer of employment made
by an organization, his placement has to be decided based on the needs of
organization and the individual. The individual’s location preference is also kept in
mind. The suitable candidate is negotiated upon the grade to the company. This is
based upon the candidate’s previous employment, the candidate’s experience, his / her
expectations and the organization’s budget for the concerned position. After making
all the negotiations, salary is offered to the selected candidate.

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 Induction
Introducing a new employee to the organization, its business, the organization culture,
its values and beliefs and practices and procedures is termed as induction. It also
includes helping the employees to get acquainted with his new job and his task and
responsibilities. The new employee is oriented to all departments and relevant
locations through a scheduled and structured induction plan by the HRD Department.
The candidate is introduced to everybody in the office and his / her job starts from day
one itself.

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RECRUITMENT
STRATEGIC ISSUES IN RECRUITMENT:
A well designed and comprehensive requirement analysis is invaluable to
organizations well-being. Requirement analysis basically ensures the availability of
right resource in the right place to match the future organizational needs. Requirement
analysis can be defined as the process of ensuring the right number of qualifies
people, into right job at the right time to deliver the results in an efficient and
effective manner. The objectives are:
i. To maintain the required quantity and quality of human resources required.
ii. To plan to meet organizational human resources needs at the time of expansion or
diversification.
iii. To make contingent plans to handle sudden requirement and situations of shortfall.
One of the key strategic issues involved in the recruitment process are whether to
make or buy strategy, whether to have centralized or decentralized efforts, outsource
or retain in house. The other key issues involved are allocation of resource to the
recruitment functions, relative focus on internal v/s external sources and to make
choice of common and evaluation technique.
Recruitment Procedure
Recruitment is the process of seeking and attracting the right kind of people to apply
for a job in an organization. Recruitment in any organization is effected by various
internal and external factors. Internal factors include the recruitment policy, time and
cost constraints etc. External factors include the situations in the economy, job

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market, the industry etc. The recruitment policy of an organization effectively defines
and determines the pattern, the sources and the methods of recruitment of the firm.
A good recruitment policy is based on the organizations objectives, complies with the
government policy, and results in successful placement in the organization at the
minimum cost and time. It provides the basic framework in the form of guidelines
procedures and sources of recruitment. A good recruitment policy has to be flexible
and proactively respond to the changing market situation.
There are various sources of recruitment available for an organization. The
organization has to choose the most suitable ones depending on its recruitment needs
and its recruitment policy. The different sources are internal sources (recruitment
from within the organization) and external sources like campus recruitment,
advertisements, employment agencies, etc. the organization has to take into
consideration the relevance and effectiveness of each source before selecting the
sources for its recruitment program.
Recruitment strategies, objectives, policies and the sources and methods need to be
evaluated continuously to ensure their alignment with corporate strategies, objectives,
and policies. The effectiveness and efficiency of the recruitment tools and sources can
also be evaluated from time to time and changes made to match the current and future
recruitment needs of the organization.
Getting Resume
An organization will have a much greater choice in human resource if it
decides to go in for external recruitment. There are various methods of
recruiting from external sources some of which are discussed below.

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A. Internal sources:
Many organizations try and identify employees from within the organization to be
groomed to take on higher responsibilities. Internal recruiting is beneficial, as workers
know the firm culture, managers already know the workers and the internal;
advancement can motivate the employees. In today s technologically advanced world
many organizations depend on their HRIS. Some of the internal sources are discussed
below:
 Job Posting
Openings are published on bulletin board (electronic or hard copy) or in lists available
to all employees. Interested employees must reply within a specified number of days
and they may or may not have to obtain the consent of immediate supervisors. This is
the process used by managers to provide information about job openings to
employees.
 Employees Referrals
Employees working with an organization recommend their friends or acquaintances
for vacant position in the organization. This source is usually one of the most
effective of recruiting because many qualified people are reached at very low cost to
the company. In an organization with the large number if employees, this approach
can provide quite a large pool of potential organizational members. Employees
Referrals are the most reliable source of filling the vacant posts especially for the
lower and middle management.

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 Temporary Talent pools
In Temporary Talent pools are created to meet out the unexpected demand of the
human resource in the organization.
 Ex Employees
Organization can recruit their previous employees as they can prove to be reliable as
they knows about the organization policies and procedures and need not to be trained
and can easily adjust to the environment.
B. External sources:
To meet demands for talent brought about by business growth to seek fresh ideas or to
replace employees who leave organizations periodically turn to the outside labor
market. Managers look outside the firm for people who have not worked at the firm
before. Managers advertise in the news papers, hold open houses, recruit at
universities, and on the internet.
 Newspaper Advertisements
Advertisements are placed in both newspaper and trade journals and three factors
influence the choice of this media- cost, profile of the readership and circulation.
Press advertisements are creative, attractive and contain all the information relating to
the job. Some factors affecting the design of advertisement are:
i. The image of the organization
ii. The nature of the job
iii. The chosen media

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iv. The predilection of the target market.
 Employment agencies
Employment agencies have a popular image as suppliers of temporary office staff but
they too have changed their service in line with changes in the labor market and have
increased the range of occupations they cover. They are broadly classified into public
or state agencies, private agencies and head hunters.
 Job Portals
The professional uses search firms to find suitably qualified candidates for the client
organizations. It relies on the network and relationships. Many recruiting firms now
specialize in targeted recruiting for many jobs. In which one fee provides a list of
candidates whose credential matches the job specifications and for an additional fee
they complete the search process.
 Campus Visit:
Campus especially the reputed one turn into hunting grounds for organization looking
for fresh talent. These institutions offer placement services to their students by trying
to get some of the best companies in the market to their campus for recruitment.
 Recruitment fairs
Recruitment fairs are the most suitable for the establishment of a new store, branch, or
unit inviting interested people to visit the location meet existing staff and talk about
the work as it enables information to be transmitted, questions answered and initial
assessment of potential applicants to be made.

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Short-listing
Short-listing is the transition phase between recruitment and selection. It is the stage
of where the total number of applicants is reduced to select group the employers
wishes to carry on the selection phase.
Short-listing has not been subjected to the came degree of research as some of the
other stages of recruitment and selection. In short- listing some basis are
prejudgments distort the fairness and quality of the decision.
Short- listing may comprise several stages depending on the number of application
received, the complexity of the job requirements and the sophistication of the
selection processes used by the organization.
A. WHO Short-lists
The most common way to educe the number of applications is to examine them in
order to construct a short-list.
a. The line manager
b. A member of personal staff.
c. A recruitment consultant
d. A team of selectors
Short-listing by individual
Short-listing by individual is a system in which the information of the prospective
employees is assed by the individuals so that errors of decision making could be
reduced. Short-listing by individuals system nee to ensure that application of the
criteria is consistent personal basis reduced. For this decision check list should be

39
prepared which can help the human resource manager to examine a lot of application
and be reasonably confident that the same sorts of judgments about the criteria have
been made against predetermined factors.
Group short-listing
In group short-listing the applicants CVs are short-listed by the people working in
groups. In group short-listing some processes and system are needed to reduce the
negative effects of group dynamics and the introduction of side issues to ensure the
individuals involved uses the same explicit and implicit criteria.
Short-listing by several individuals separately
Short-listing by several individual separately is the process in which candidates
information are reviewed by different individuals separately so that the biases and
decision making errors could be reduced. Bit again some mechanism is needed to
ensure consistency but the effects of group pressure are removed this can b done by
integrating the opinion of the shortlist in a group setting or by one individual.
B. Short-listing the Process
 Short-listing must be carried out independently by at least two people and
ideally, as many of the interview panel as possible.
 Any member of staff, who may prejudice the outcome, should be excluded
from the short listing. For example, those with a close personal relationship
with one of the short listed candidates.
 Short listing should always be carried out using the person specification so
that applications can be measured and assessed against criteria.

40
 Each criterion included in the person specification should be appropriate to the
position and measurable enabling short listing decisions to be made on the
basis of fact and not assumptions.
 The use of short listing form is strongly recommended.
 The form can be used by each person on the short listing panel to record their
individual assessment of each candidate and provide feedback to candidates.
 Staff involved in short listing should use the person specification together with
the short listing form to indicate whether the applicants:
i. Fully meet the criteria (Shortlisted)
ii. Partly meet the criteria (Hold)
iii. Don t meet the criteria (Not Suitable)
 If an interview panel have used short listing form, it is advisable to continue
using the form at the interview stage for the purpose of selection.
 Short listing decisions must be based only on the information contained in the
application form that relates to the job description and person specification,
together with any other supporting information supplied by the candidate.
Information contained in the application form not relevant to the job should be
disregarded.
 The attributes in the person specification must be consistently applied to all
candidates irrespective of the gender, ethnic origin , age, socio economic
background, disability, religious or political beliefs, family circumstances, or
other irrelevant factors.

41
 Some information can only be determined at the interview stage. Likewise
some criteria can only be assessed through alternative selection methods such
as group exercise presentations, tests etc. it is important therefore that the staff
involved in short listing should agree which attributes they are assessing, and
which ones they are not.
 After the individual assessment if each application, the short listing panel
should meet with the intention of reaching and agreeing upon of whom to
short list.
Once the short list has been drawn up, candidates should be invited to interview. It is
important at this stage to find out if any candidate has any special needs for
equipment or assistance in reading and participating in the interview.

42
SELECTION
The process of choosing the most suitable candidate for a job from among the
available applicants is called Selection. The selection procedure is concerned with
securing relevant information about an applicant. The information is secured in a
number of stages or steps.
The objective of selection process is to determine whether an applicant meets the
qualification for a specific job and to choose the applicant who is most likely to
perform well on the job.
It is the process of selecting the best candidate out of available and rejecting
unsuitable candidate. It is a negative process or a process of elimination. The principle
of right man for right job will be achieved when the selection process used is
scientific.
In selection mainly they carry three steps.
First there is a preliminary interview based on Resume and skills required. If they find
the candidate suitable they conduct the second round of interview. If he meets all the
specifications of the job than final the panel consisting of HR executive, GM and
other departmental head if required, takes interview. These interviews are conducted
mostly for Management trainees or for high post.
In all other cases to fill up the lower positions only HR Executives takes the interview
and he can select the candidate based on HR decision. Position for apprentice, for
clerical job is selected or filled up by HR executive only.

43
Interviews Phases
Organizations use interview as an essential step in the selection process. An interview
helps in assessing the applicants profile and comparing it with the job profile for
suitability. Interview helps in assessing the candidate and validating the information
provided in his application. The other advantage of an interview is that it forms a part
of recruitment process.
 Preliminary interview
Preliminary interviews are brief, first round interviews that aim to eliminate the
applicant who are obviously unqualified for the job. These interviews are generally
informal and unstructured. In an unstructured interview, the interviewer does not plan
the course of interview; instead the candidate is usually allowed to set the course of
the interview. These interviews gather the more obvious facts and information. They
enable the manager to quickly evaluate the interviewee on the basis of appearance and
the quality of communication.
 Selection Interview
A selection or core interview is normally the interaction between the job applicants
and the line manager or experts, where the applicants job knowledge, skills, talent,
etc, are evaluated and ascertained. The suitability of the candidate for the job is
determined in this interview. A selection interview can be of the following types:
i. Formal/ Structured interview
A structured interview is very rigid in its structure and contents. It is based on
a thorough job analysis, which directs the flow of the interview. The
interviewer selects the questions to be asked and plans the interview in

44
advance, to comprehensively cover all the areas related to the job and the
candidate. The questions are so framed as to cover all the pertinent aspects
ii. Unstructured interview
An unstructured interview, as the name suggests, has no predetermined
framework of questions and takes its own course depending on the responses
of the candidate and the interest of the interviewer. There are more open-
ended questions in an unstructured interview, in such type candidate remains
comfortable during this interview because the interactions tend to proceed
naturally.
 Panel interview
In today’s organization where all functions are interdependent and every job involves
cross-functional reactions, it is imperative that the people from different functions
interview a candidate. In such interview representatives from different departments
get to meet and interview a candidate. This also reduces the subjectivity involved in
the one to one interview. As experts, these interviewers evaluate the candidate and his
suitability for the position.
In-depth interview In-depth interviews are more suitable for selection of candidates
for high end technology and high skill jobs. Experts in the relevant area test the
candidate s knowledge and understanding of the subject and assess his expertise. They
determine the suitability of the candidate for the job in question, based on these
evaluations.

45
 Decision making Interview
After experts including line managers in the organization evaluate the applicant s
knowledge in the core areas of the job, the departmental heads and the HR function
finally interview the applicants. These interviews are usually informal discussion
where the applicant’s interest in the job and the organization, his reaction/adaptability
to the working conditions, career planning and promotional opportunities; work
adjustment and allotment, etc. are evaluated and discussed. The HR manger also tries
to find out the candidates expectations regarding salary, allowances, benefits,
promotions, and career opportunities. The departmental head and the HR manager
together communicate their decision to the chairmen of interview board or decision-
making authority, which takes the final decision selecting the candidate.

46
ELEMENTS IN SELECTION PROCESS
The process of selection starts with a review of the applications. These applications
can be either in a company specified format or in the format submitted by individual
applicants. At this stage, the company checks the basic qualification and experience of
candidate. Applicants who do not match the required basic criteria are rejected at this
stage. Some companies may also go in for an initial screening before accepting
applications from the candidates. The applicants are called for a test or an interview,
as the case may be, after the initial screening. Tests are normally conducted to analyze
JOB SPECIFICATION
COMPETENCY
MODELLING
SELECTION
RECRUITMENT
POLICY
ORGANISATION
JOB DESIGN
JOB DESDESCRIPTION

47
the skill levels of the candidates. These tests have to be in compliance with the law,
validated by the organization and relevant to the job being offered.
STEPS IN THE SELECTION PROCESS
Initial Screening
Analyze the Application
Test and Evaluation
Preliminary Interview
Core & Departmental View
Reference Check
Job Offer
Medical Examination
Placement
Offer to next
suitable
Candidate
Resume

48
Evaluating an applicant during selection involves understanding his emotional
stability, attitude and value system apart from evaluating his knowledge and skill
levels. An individual s inclination to learn, his interpersonal skills or his openness to
suggestions etc. are more difficult to assess, when compared to his knowledge of
machinery or analytical skills. It is however the responsibility of the employer to
assess these traits of the applicant, as accurately as possible, without annoying the
applicant and using legal means. For successful performance on the job, these are as
important as if not more important than the knowledge and skills of the employee.
This assessment has to take into account organizational objectives and the work
culture. The individual characteristics, which are of importance in the context of the
organization, have to be assessed carefully, while those that are irrelevant can be
ignored. The HR manager has to use his direction in assessing the individual as per
the recruitment policy guidelines.
Evaluation of the Interview Process
Interviewing is difficult and by the end of the session the skilled interviewer through
his experience and use of the best techniques will have amassed a good deal of
evidence about the candidate. But the interpretation of his evidence and the ability to
comprehend and evaluate it, make even greater demands on the interviewer than the
interview itself.
Evaluation requires a total comprehension of the job and of the candidate and of their
relationship to each other. It means attempting to predict the future behavior of a
number of comparatively unknown candidates in a work situation.

49
______________________________________
CHAPTER – 6
DATA ANALYSIS & INTERPRETATION
___________________________________

50
STUDY AT Cushman & Wakefield (India) Pvt. Ltd.
Cushman & Wakefield (India) Pvt. Ltd operates from 24 offices located all over India
with its Corporate Head Office at Gurgaon. C & W India has more than 900
employees.
Cushman & Wakefield (India) Pvt. Ltd. has its operations at New Delhi, Bangalore,
Kolkata, Mumbai, Chennai, Hyderabad, Goa (Project Office).
C&W deals with top 1000 fortune clients.
Out of the many sources for attracting resumes Press Advertisement is commonly
used. Press advertisements are creative, attractive and contain all the information
relating to the job which further adds branding to the firm.
In context to this, an advertisement was placed in the Times of India dated 27th
of
June, inviting applications for the various specified positions / verticals, specifying
the job codes for the various positions, a small job description as well as job
specifications. Here in the contact information of the organization is provided. At the
same time, the same advertisement is placed with the online portals like
Timesjob.com.

51
Fig 6.1 Advertisement placed in Times of India

52
The organization gets a new project. Now the choice remains with the organization to
either allot that project to its existing employees or recruit new ones as the need
suggests. The various verticals that might be necessary for carrying out of the project
are jotted down, a job description and the specifications required for that particular
job are thoroughly understood and noted down. And then the following process takes
place till a suitable candidate is met and is selected for the particular position.
An advertisement is placed in all the leading newspapers of the country inviting
applications for the various specified positions / verticals, specifying the job codes for
the various positions, a small job description as well as job specifications. Here in the
contact information of the organization is provided. At the same time, the same
advertisement is placed with the online portals like Naukri.com / Timesjob.com etc.
Also, the third party vendors i.e. the consultants that the Organization is working with
currently, are informed about the openings in the organization and are asked to
provide suitable resumes for the concerned openings. The current employees of the
organization are informed about these openings also and are asked to come up with
suitable referrals.
Applications are received through the following mediums :
 Through Emails
 Through Mail / Post / Couriers
 Through Online Portals like Naukri.com, Timesjob.com, etc.
 Through employee referrals
 Through various collaborating Consultants
 Old applications with the company’s HR Department i.e. the earlier received
applications that were put on hold in absence of suitable projects, can now be

53
utilized depending upon the suitability of the candidate and his / her
experience to the concerned project
The applications are entered into a database that is maintained by the company, in
order to keep track of all the applications that are in response of the advertisement.
The various entries that are recorded might be for example, the name of the candidate,
the position applied for, the candidate’s current location, his / her present employer,
the current position / designation held by the candidate and the candidate’s contact
details. This database is updated as soon as the applications are received, and is
updated on a regular basis as the applications keep coming in.
The applications that have been entered into the database, are now segregated
according to the position applied for and the department to which that vacant position
belongs to.
These applications are now short listed, based upon the experience that the candidate
carries, and his / her suitability to the current position as well as to the organization.
Telephonic interviews are conducted for the short listed candidates, to judge them
upon their communication skills and their basic knowledge. These interview may
involve questions on what the candidate knows about the organization, and how well
he / she understands the business / operations of the organization.
Based upon the results of these telephonic interviews, a scheduling process for the
suitable candidates is started, which involves calling the candidates for interviews
with the organization on times either suitable to them or to the organization. It also
involves giving a general overview of the organization to the candidate, if the

54
candidate asks for it. This also involves giving directions to the candidate about the
location of the offices where he / she has to be interviewed, so that he / she might not
face any kind of a difficulty in reaching the venue of the interview.
Candidate comes in at the scheduled date and time for the interview, and he / she is
interviewed by the HR Department. This signifies the first round of interviews. This
involves judging the candidate based on his / her educational qualifications, cultural
background, communication skills, personality, behavior, mannerism, attitude, self
confidence, maturity, flexibility in order to make sure that the candidate would prove
to be a prefect fit for the organization as well the job for which he is being
interviewed.
Based on the results of this first round, the candidate moves forward to the second
round, which might be scheduled on either the same day or some other day based
upon the organization’s or the candidate’s discretion. This second round of interviews
is technical in nature where in the candidate is judged upon the knowledge gained by
him / her in his / her previous employments. Here the candidate is judged upon his /
knowledge, experience, project handling capabilities, and an assessment is made
whether the candidate would be a job as well as an organizational fit. This does not
necessarily end here. If the organization is not yet satisfied with the candidate, then an
another round of interviews might be held.
Now the suitable candidate is negotiated upon the cost to the company. This is based
upon the candidate’s previous employment, the candidate’s experience, his / her
expectations and the organization’s budget for the concerned position.

55
Based upon this negotiation, a suitable cost to company is reached and an offer is
made to the concerned candidate.
The candidate accepts the offer and is now considered closed. An offer letter is issued
to the candidate. This letter specifies the position that the candidate will now be
holding, the department to which the above mentioned vertical belongs, the place of
appointment, the cost to company and a clause which clearly specifies that the
candidate’s appointment is subject to his / her ‘s passing the pre-employment medical
examination and if the reference checks are found satisfactory. This offer letter also
clearly states the final date of appointment when the candidate should necessarily
join.
The candidate now comes in to join at the specified date; an appointment letter is
issued to him / her which clearly specifies the terms of the candidate’s employment
with the company and consists of the following:
 Date of appointment
 The position for which the candidate is selected
 Grade of that particular position for which the candidate is selected
 The division or the department to which the candidate belongs
 Responsibilities that the candidate is entitled to take up during his / her
employment with the organization.
 Remunerations which include the break up of the cost to company for the
candidate
 Benefits which specify any bonuses, perquisites etc. which the candidate is
entitled to, during his / her employment

56
 Taxation which would be applicable to the candidate’s current salary structure
 A clause for confidentiality which specifies that under no circumstances would
the candidate divulge company affairs and facts to anybody outside the
organization
 Time & Attention clause which states that the candidate would devote as much
time & attention to his / her work as possible
 Choice of Law & Forum clause which specifies that this agreement made is
subjected to Government of India regulations and both parties would submit to
the jurisdiction of all courts at New Delhi
 Entire Agreement which specifies that this is the consolidation of all the
agreements that were formulated between the candidate and the organization
 Policy and Procedure which specifies that the candidate should abide by the
policy and procedural rules mentioned in the policy and integrity manuals
provided at the time of joining
Further, the candidate is asked to fill a joining set of documents which contains forms
such as employment form (which contains the personal details to be filled in by the
candidate), declarations by the candidate, PF Forms, etc. The candidate is provided
the Policy and Procedures Manual and the Integrity Manual which the candidate has
to abide by at all time during his / her employment with the organization. The
candidate is asked to provide the medical examination report also.
An Induction program is arranged for the candidate. Here he / she is made familiar
with the organization by giving detailed information about the organization through a
presentation. Information relating to the company policies is thoroughly explained to

57
the candidate so that it might arise any kind of confusions later on. The candidate is
introduced to everybody in the office and his / her job starts from day one itself.
Six months later, a Confirmation letter is issued to the candidate which confirms the
status of the candidate as a permanent employee of the organization
Personal File Structure
For every employee at Cushman & Wakefield India Pvt. Ltd., a personal file is
maintained which contains all concerned documents relating to the employment of the
person with the company. The following documents are attached in the employee’s
personal file : (In actual order)
 Pre-employment Medical Test reports
 Offer letter issued to the employee when he / she was closed for the particular
position
 Joining mail for the employee of the date when he / she actually joins the
organization at the date specified in the offer letter
 Joining set of documents of the employee which include the following :
 Application for Employment
 Photographs
 Address proof & Identity Proof
 Birth Certificate
 Relieving letter from previous organization
 Policy Manual acknowledgement form
 HSBC New account form
 Employee med claim cover form

58
 Undertaking by the employee that he / she has never been addicted to any
drugs, that he / she does not have any case filed against him / her in any
court of law, that he / she is not suffering from any known medical
ailments which has not been discovered under medical tests and that he /
she has never been involved in a fraud or financial embezzlement in any
company
 Provident Fund forms
 Investment Declaration Form
 Educational Qualification Documents
 Appointment Letter
 Bi-annual Performance Appraisal report
 Confirmation Letter
 And from this onwards various letters, memos, transfer letters, promotion
letters, performance appraisal reports, etc are filed in whenever these papers
come in, i.e. according to the dates at which they are issued to the employee

59
DATA ANALYSIS & INTERPRETATION
Cushman & Wakefield offers quality environment to its employees. It undertakes
workers participation in management to keep the interest of workers. This can be
depicted from the given data.
Number of applications received from different Cities
727
99
6
1161
449
307
145
544
326
614
1144
0
200
400
600
800
1000
1200
1400
CITIES
NO.OFAPPLICATIONS
BANGALORE CHENNAI COCHIN
NCR GUJARAT HYDERABAD
KOLKATA MUMBAI PUNE
JUNK OTHER LOCATIONS
Fig 6.2
Number of applications received through various cities in response to the
advertisement on Times of India, dated 27th
June 07. We have received around 6000
applications in total till date and on the segregated basis
Cities No. of applications
BANGALORE 727
CHENNAI 99
COCHIN 6
NCR 1161
GUJARAT 449
HYDERABAD 307
KOLKATA 145
MUMBAI 544
PUNE 326
JUNK 614
GOA 20
OTHER
LOCATIONS 1144

60
Number of the applications segregated on the basis of Designations
Bangalore
100
80
30
177
37
10
93
27 25
46
27
75
0
20
40
60
80
100
120
140
160
180
200
Designations
No.ofapplicationsrecd.
Area manager Construction manager P C
PE civil Contracts manager PE services
PM QS Safety
SM SPM Misc
Fig 6.3
We have received around 727 applications in total till date and on the segregated basis
Designations No. of Applications
Area manager 100
Construction
manager 80
P C 30
PE civil 177
Contracts manager 37
PE services 10
PM 93
QS 27
Safety 25
SM 46
SPM 27
Misc. 75

61
Chennai
8
6 7
35
5
10
19
6 7
10
6
8
0
5
10
15
20
25
30
35
40
Designations
PM QS Safety
SM SPM Misc
Fig 6.4
We have received around 99 applications in total till date and on the segregated basis
Designations No. of application recd
Area manager 8
Construction
manager 6
P C 7
PE civil 35
Contracts manager 5
PE services 10
PM 19
QS 6
Safety 7
SM 10
SPM 6
Misc. 8

62
Cochin & Goa
We have received around 26 applications in total. On the segregated basis
4
3
1
7
4
0
3
5
3
0
2
6
0
1
2
3
4
5
6
7
8
Designations
Noofapplicationsrecd.
PM QS Safety
SM SPM Misc
Fig 6.5

63
New Delhi/ NCR
100
50 43
275
30 25
140
13
55
100 86
120
0
50
100
150
200
250
300
Designations
No.ofapplcationsrecvd
PM QS Safety
SM SPM Misc
Fig 6.6
We have received 1161 applications in total. On the segregated basis
Area manager 100
Construction
manager 50
P C 43
PE civil 275
PE services 25
PM 140
QS 13
Safety 55
SM 100
SPM 86
Misc. 120

64
Ahemdabad
We have received 449 applications in total. On the segregated basis we can have a
look on
24
51
20
146
15 15
35
11
35
20 20
55
0
20
40
60
80
100
120
140
160
Designations
PM QS Safety
SM SPM Misc
Fig 6.7

65
Hyderabad
30
40
30
65
20
10
30
7
11 10
35
22
0
10
20
30
40
50
60
70
Designations
No.ofapplicationrecd
Area manager Construction manager P C PE civil
Contracts manager PE services PM QS
Safety SM SPM Misc
Fig 6.8
We have received around 307 applications. On the segregated basis we can have a
look on the given table.
Area manager 30
Construction
manager 40
P C 30
PE civil 65
PE services 10
PM 30
QS 7
Safety 11
SM 10
SPM 35
Misc. 22

66
Kolkata
17 18
9
48
5 7
14 14 15 13 10
20
0
10
20
30
40
50
60
Designations
PM QS Safety
SM SPM Misc
Fig 6.9
We have received 145 applications in total. On the segregated basis we can have a
look on the given table.
Area manager 17
Construction
manager 18
P C 9
PE civil 48
Contracts manager 5
PE services 7
PM 14
QS 14
Safety 15
SM 13
SPM 10
Misc. 20

67
Mumbai
We have received 544 applications in total.
110
43
22
132
19
11
65
15
29
18
35
45
0
20
40
60
80
100
120
140
Designations
PM QS Safety
SM SPM Misc
Fig 6.10
Pune
We have received 326 applications in total.
19
43
25
82
23
9
50
9
13
23
15
50
0
10
20
30
40
50
60
70
80
90
Designations
PM QS Safety
SM SPM Misc
Fig 6.11

68
______________________________________
CHAPTER – 7
CONCLUSIONS
________________________________________

69
CONCLUSION
The purpose of effective recruiting is to attract strong candidates who are prepared
both to meet the organizations strategic goals and priorities and to work in the
organizations environment.
Recruitment is the first step in the process of acquiring and retaining human resources
for an organization. In today’s rapidly changing business environment organizations
have to respond quickly to requirement for people.
Bad appointment affects the company, individual and others, though not necessarily
in that order. The wrong person doing the wrong job is harmful to the company’s
health. Bad recruitment can prove very costly and great loss to organization.
But Cushman & Wakefield takes adequate time in recruiting. It realizes the value of
human capital and its role in their development.
In Cushman & Wakefield, recruitment and selection program are effective to people
and the involvement of the officers is also high. Every employee in the company is
trying to make this system more effective in terms of recruitment proper technical
persons with good skills in their own fields which would result in overall performance
of the company and thus one can say Cushman & Wakefield follows a systematic and
scientific method for recruitment & selection of its employees.

70
In context to the advertisement, I would like to conclude that we have received more
than 6000 applications, interviewed more than 400 candidates on an India basis in
which 20 candidates were shortlisted till date and around 150 candidates are kept on
hold in a two months time period and process is still going on.

71
_____________________________________
CHAPTER – 8
SUGGESTIONS
________________________________________

72
sSUGGESTIONS
In today s competitive world because of Globalization & Liberalization, the
organization has to keep their people abbesses with latest information and knowledge
in the field of technology and matter of administration as well.
Taking in to consideration the above mention aspects and after having discussed with
the managers, staff members and employees of Cushman & Wakefield (India) Pvt.
Ltd., the following things are suggested.
 Discipline and proper work atmosphere should be maintained in the
organization.
 There should be good Boss-Subordinates relationship i.e. there should be no
clashes or conflict between them.
 Employees should be dedicated, highly motivated towards their work.
 To reach out more candidates the recruitment process should be ruled by Head
Manager at different locations so that below people can be outsourced.
 There should be prescribed Recruitment schedule.
 There should be speedy response to the resumes.
 There should be a proper system for managing and tracking of resumes.

73
____________________________________
CHAPTER – 9
LIMITATIONS
________________________________________

74
LIMITATIONS OF THE PROJECT
A research is a never-ending process and research work in any field of knowledge
makes the ground for more researches. Therefore all studies have their own
limitations. It is needless to say that while working on this project I faced many
difficulties, which becomes the limitation of this project. The major limitations are:
1. The ratio of incoming applications is very high. Segregating around
400 applications on daily basis is very tedious task..
2. The record keeping cannot be accurate since the sample size is huge in
number.
3. Though every precaution has been taken while analyzing the data yet a
few errors are bound to appear.

75
______________________________________
CHAPTER – 10
BIBLOGRAPHY
________________________________________

76
BIBLOGRAPHY
 Organizational Behavior by S. Taylor
 Personnel Management by C. V Memoroia
 www.management-issues.com
 www.hr.com
 www.greatplacetowork.com
 www.ddiworld.com
 www.cushwake.com
 www.cushwakeasia.com

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