1. 1
DISSERTATION REPORT
ON
“STUDY ON E-RECRUITMENT & ITS
IMPACT ON JOB SEEKERS”
MASTERS OF BUSINESS ADMINISTRATION(2017- 2019)
By
RajneeKesharwani
Shambhunath Institute Of Engineering &Technology,Allahabad
Under the guidance of
Dr. Mayank Malviya
(MBA Department)
2. 2
DECLARATION
I hereby declare that this submission is our own work and that, to the best of
our knowledge and belief, it contains no material previously published or
written by another person nor material which to a substantial extent has been
accepted for the award of any other degree or diploma of the university or
other institute of higher learning, except where due acknowledgment has
been made in the text.
Name :- RAJNEE KESHARWANI
Roll No. :- 1772770019
3. 3
ABSTRACT
Recruitment is a function of human resource management by which an
organization can attract the potential candidates and select the most
appropriate employees for the organization. Now-a-days the people are
extensively adaptive to the technology and that’s why e-recruitment has
become a popular practice followed by the organization for hiring employees.
This is an exploratory research with the aim of identifying how e-
recruitment and internet is influencing the overall recruitment process of an
organization in context of Multinational companies of India. In this study,
multinational organizations of India have been taken as population according
to their participation in e- recruitment activities. The sample was drawn from
the renowned companies and data were collected from various levels of
respondents in context of the job seekers. Statistical analysis has been used to
prove that there is a significant statistical analysis of how e-recruitment is
practiced and the relationship between e- recruitment and overall recruitment
process. It also concluded that there is a moderate relationship between these
two variables and the job seekers feel convenient to search potential jobs for
their prosperous career. So it is recommended that the organization should
continue to use e-recruitment and online sources for hiring candidates so that
they can match with the global business world.
4. 4
ACKNOWLEDGEMENT
On the moving wheels of life, occasion comes, but rarely in life. An occasion
came to write a dissertation report on “E-Requirement &its impact on
MNCs in India”.
I am thankful to Dr. Mayank Malviya who not only allotted a project to me
but also gave proper guidance from time to time.
RAJNEE
MBA 4th semester
(2nd year)
SIET, Jhalwa
Allahabhad
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TABLE OF CONTENTS
Declaration 2
Certificate 3
Abstract 4
Acknowledgements 7
CHAPTER 1
INTRODUCTION
Recruitment 10
E-Recruitment 22
Job Analysis 28
Job Postings 34
Impact of job seekers 40
Tracking Report of job seekers 41
Job Portals 49
Social Media for job seekers 72
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The advancement of technology plays an important role in organizations
functioning and overall development of India. As our country is a developing
nation and it has set its mission to be digitalized in every arena, the
organization also has started to use technology in their activities. Before the
technological advancement, organization used various sources to recruit
employees. Those sources are newspaper advertisement, campus recruiting,
different job agencies and so on. Those sources are also recognized as
traditional recruitment sources. But now along with those sources many other
sources have been added to this list because of the technological
development. Various job related websites, recruitment via internet, E- mail,
social media etc. are the sources which added with traditional recruitment
which is known as e- recruitment. E-recruitment is a mode for selecting one
of the companies’ human resources through technological mean. According
to technological acceptance model, the uses of online sources for job
searching have been impressively increased. It is considered to be effective
because it saves time, effort and moreover it can ensure that suitable person is
hired for a particular position. So the main purpose of our study is to identify
about how e-recruitment and internet is influencing the recruitment process of
an organization.
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Recruitment is the process of attracting potential employees to the
organization or company.
It is a systematic means of finding and inducing available candidates to
apply to the company or enterprise for employment.
Recruitment is said to be a positive in its approach as it seeks to attract as
many candidates as possible.
It is generating the applications or applicants for specific postions. It is
linking activity bringing together those with jobs and those seeking jobs.
Potential advantages
Internal:
Worker morale and motivation is enhanced
Organization has a better opportunity to assess knowledge & skills of the
candidate
Candidate has existing knowledge about the organization
RECRUITMENT
FACTORS AFFECTING
RECRUITMENT
11. 11
Less orientation may be needed
May generate unhealthy competitiveness for promotions
Additional training may be required
Pool of candidates may be restricted
Those not selected may feel rejected and discontented
External:
New ideas and insight
New knowledge and experience
Larger pool of talent to recruit from
Recruiting and selecting may be more time-consuming
Longer adjustment period may be needed
Induction costs may be higher
Less opportunity to assess knowledge & skills
Please note that these pros and cons may or may not apply when recruiting
for all positions. Weigh up possible pros and cons for each recruitment
situation before making your decision regarding sources.
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Poor recruitment choices (i.e., poor person-job fit t) can have a range of
undesirable consequences for the organization and the worker including:
• Higher rates of turnover
• Reduced performance effectiveness
• Lowered job satisfaction
• Reduced work motivation.
Lack of qualified applicants
Inadequate salary packages
Lack of resources (including funds)
Limited scope for advancement and promotion
Lack of job security
Remoteness of services
Stigma attached to working in the AOD field.
UNDESIRABLE CONSEQUENCES
OF POOR RECRUITMENT
CHALLENGES TO
RECRUITMENT OF EFFECTIVE
STAFF INCLUDE
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Recruitment and selection is not only about choosing the most suitable
candidate. The recruitment and selection experience can also impact on the
likelihood that a candidate will accept a job offer and on their commitment to
remaining with the organization. Committing time and resources to develop a
comprehensive recruitment strategy is a worthwhile investment. Poor
recruitment choices (i.e., poor person-job fit) can have a range of undesirable
consequences for the organization and the worker including:
Higher rates of turnover
Reduced performance effectiveness
Lowered job satisfaction
Reduced work motivation.
STRATEGIES FOR SUCCESSFUL
RECRUITMENT
STAFF INCLUDE
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The eligible and suitable candidates required for a particular job are available through various sources.
These sources can be divided into two categories.
SOURCES OF RECRUITMENT
STAFF INCLUDE
Sources of Recruitment
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.
1. PROMOTION
The promotion policy is followed as a motivational technique for the
employees who work hard and show good performance. Promotion results in
enhancements in pay, position, responsibility and authority. The important
requirement for implementation of the promotion policy is that the terms,
conditions, rules and regulations should be well-defined.
2. RETIREMENT
The retired employees may be given the extension in their service in case of
non-availability of suitable candidates for the post.
3. FORMER EMPLOYEES
Former employees who had performed well during their tenure may be called
back,and higher wages and incentives can be paid to them.
INTERNAL SOURCES OF
RECRUITMENT
STAFF INCLUDE
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4. TRANSFER
Employees may be transferred from one department to another wherever the
post becomes vacant..
5. INTERNAL ENVIRONMENT
The existing employees may be interested in taking up the vacant jobs. As
they are working in the company since long time, they know about the
specification and description of the vacant job. For their benefit, the
advertisement within the company is circulated so that the employees will be
intimated.
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1.The existing employees get motivated.
2. Cost is saved as there is no need to give advertisements about the
vacancy.
3. It builds loyalty among employees towards the organization.
4. Training cost is saved as the employees already know about the nature
of job to be performed.
5. It is a reliable and easy process.
BENEFITS OF INTERNAL
SOURCES OF RECRUITMENT
STAFF INCLUDE
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1. Young people with the knowledge of modem technology and innovative
ideas do not get the chance.
2. The performance of the existing employees may not be as efficient as
before.
3. It brings the morale down of employees who do not get promotion or
selected.
4. It may leads to encouragement to favouritism.
5. It may not be always in the good interest of the organization.
1. Press advertisement
A wide choice for selecting the appropriate candidate for the post is available
LIMITATIONS OF INTERNAL
SOURCES OF RECRUITMENT
STAFF INCLUDE
EXTERNAL SOURCES OF
RECRUITMENT STAFF INCLUDE
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through this source. It gives publicity to the vacant posts and the details about
the job in the form of job description and job specification are made available
to public in general.
2. Campus interviews
It is the best possible method for companies to select students from various
educational institutions. It is easy and economical. The company officials
personally visit various institutes and select students eligible for a particular
post through interviews. Students get a good opportunity to prove themselves
and get selected for a good job.
3. Placement agencies
A databank of candidates is sent to organizations for their selection purpose
and agencies get commission in return.
4. Employment exchange
People register themselves with government employment exchanges with
their personal details. According to the needs and request of the
organization, the candidates are sent for interviews.
5. Walk in interviews
These interviews are declared by companies on the specific day and time and
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conducted for selection
6. E-recruitment
Various sites such as jobs.com, naukri.com, and monster.com are the
available electronic sites on which candidates upload their resume and seek
the jobs
7. Competitors
By offering better terms and conditions of service, the human resource
manager try to get the employees working in the competitor’s organization.
1. New talents get the opportunity.
2. The best selection is possible as a large number of candidates apply for the
job.
3. In case of unavailability of suitable candidates within the organization, it is
better to select them from outside sources.
BENEFITS OF EXTERNAL
SOURCES OF RECRUITMENT
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1.Skilled and ambitious employees may switch the job more frequently.
2. It gives a sense of insecurity among the existing candidates.
3. It increases the cost as advertisement is to be given through press and
training facilities to be provided for new candidates.
LIMITATIONS OF EXTERNAL
SOURCES OF RECRUITMENT
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E-Recruitment includes the entire process of finding the prospective
candidates, assessing, interviewing and hiring them, as per the job
requirement. Through this, the recruitment is done more effectively and
efficiently.
Generally, the job vacancies are advertised on the world wide web (www),
where the applicants attach their CV or resume, to get recognized by the
potential recruiters or the employers.
The companies undertake their online promotional activities via their official
websites, wherein the complete information about the corporation is
enclosed. Through this information, the prospective candidate could decide
whether to be a part of a firm or not. Thus, the firm’s official website is
considered to be an essential element of E-Recruitment.
E-RECRUITMENT
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Internal Factors
External Factors
1. Internal Factors:
1.ADVERTISEMENTS:
The internal factors also called endogenous factors are the factors within the
organisation that affect recruiting personnel in the organisation. Some of
these are mentioned here.
a. Size of the Organisation:
The size of an organisation affects the recruitment process. Experi-ence
suggests that larger organisations find recruitment less problematic than
organisations with smaller in size.
b. Image of Organisation:
Image of organisation is another internal factor having its influence on the
recruitment process of the organisation. Good image of the organisation
earned by a number of overt and covert actions by management helps attract
potential and competent candidates. Manage-rial actions like good public
relations, rendering public services like building roads, public parks, hospitals
and schools help earn image or goodwill for the organisation. That is why
blue chip compa-nies attract large number of applications.
c. Image of Job:
Just as image of organisation affects recruitment so does the image of a job
also. Better remuneration and working conditions are considered the
characteristics of good image of a job. Besides, promotion and career
development policies of organisation also attract potential candidates.
FACTORS AFFECTING
E-RECRUITMENT
24. 24
2. External Factors:
Like internal factors, there are some factors external to organisation which
has their influence on recruitment process.
Some of these are given below:
a. Demographic Factors:
As demographic factors are intimately related to human beings, i.e.,
employees, these have profound influence on recruitment process.
Demographic factors include sex, age, literacy, economic status etc.
b. Labour Market:
Labour market conditions i.e., supply and demand of labour is of particular
importance in affecting recruitment process. For example, if the demand for a
specific skill is high relative to its supply, recruiting employees will involve
more efforts. On the contrary, if supply is more than demand for a particular
skill, recruitment will be relatively easier.
c. Unemployment Situation:
The rate unemployment is yet another external factor having its influence on
the recruitment process. When the unemployment rate in a given area is high,
the recruitment process tends to be simpler. The reason is not difficult to
seek. The number of applicants is expectedly very high which makes easier to
attract the best qualified applicants. The reverse is also true. With a low rate
of unemployment, recruiting process tends to become difficult.
d. Labour Laws:
There are several labour laws and regulations passed by the Central and State
Governments that govern different types of employment. These cover
working conditions, compen-sation, retirement benefits, and safety and health
of employees in industrial undertakings.
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Child Labour (Prohibition and Regulation) Act, 1986, for example, prohibits
employment of children in certain employments. Similarly, several other acts
such as Employment Exchange (Compulsory Noti-fication of Vacancies) Act,
1959, the Apprentices Act, 1961; die Factory Act, 1948 and the Mines Act,
1952 deal with recruitment.
e. Legal Considerations:
Another external factor is legal considerations with regard to employ-ment.
Reservation of jobs for the scheduled castes, scheduled tribes, and other
backward classes (OBCs) is the popular example of such legal consideration.
The Supreme Court of India has given its verdict in favour of 50 per cent of
jobs and seats. This is so in case of admissions in the educational institutions
also.
Shorter recruitment cycle.
Faster than traditional mode
Lower cost per hire
Convenience and easy accessibility (free of time& place constraint) draws
even passive job seekers.
Clearer job description
No middlemen. Selecting an applicant or not completely depends on the HR
Manager of the Company.
Serves a s a means for advertising and brand building for corporate.
ADVANTAGES OF
E-RECRUITMENT
26. 26
Due to easy availability and convenience large number of unsuitable
candidates may apply hence increasing screening effort.
Limited reach of the medium in some parts of the country.
In order to make their profile attractive, many applicants give fake referrals
with some times fake service certificates which again takes more time for the
HR managers to select a genuine candidates.
As some job portals are coming out with a standardized format for filling the
profile, the applicant cannot highlight his /her skill set.
DISADVANTAGES OF
E-RECRUITMENT
REASON FOR
E-RECRUITMENT
Access to
worldwide
web
opportunities
Convinient,
A click away
from a job
industry
Efficient in
terms of
Accuracy
Cost & Time
Effective
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Post job ads on online job boards.
Seek employee referrals through your Applicant Tracking System (ATS.)
Source candidates on professional social media or portfolio sites.
Administer online pre-employment tests.
Interview candidates using video interviewing software.
Conduct background checks through a provider that your ATS integrates
with.
SOURCES OF
E-RECRUITMENT
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Job analysis is a process to identify and determine in detail about the
particular job duties and requirements and the relative importance of these
duties for a given job.
Job analysis is a process where judgements are made about data collected on
a job.
JOB ANALYSIS
30. 30
Job analysis helps to achieve the following purposes :
• It provides information about what work is to be performed on a job.
• It helps in knowing the type of people to be placed.
• It helps in placing the right person at the right job.
• It helps in training and developing the employees by making them skilled and
competent to perform the specific job.
• It helps in modifying the nature of jobs, if need be.
JOB DESCRIPTION - It describes the duties , responsibilities and
working conditions of a particular/ specific job.
Why job analysis?
ELEMENTS OF JOB ANALYSIS
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Specimen of job description
Job Profile Telecom Engineer
Qualification BE/B.Tech in EC/ Electrical
&Electronics Engineering
Experience Fresher
Location UP East-West
Interview Time 11:00 AM to 5:00 PM
Salary 1.5 lac to 2.2 lac p.a
Vacancy 25+
Interview Date - 19/06/19 to 28/06/19
Job Description - Our Company SIPL focus on the interaction between
computer systems, communication methods, and devices. We design video,
data, and voice communication systems. We also oversee the installation and
maintenance of these systems, including their repair and testing.
Company Profile - Our company was established in 2007, we are having
full-time working partners in Lucknow, Kanpur & Meerut. In addition to
this, we have our associate offices at Delhi, Bhopal, and Chandigarh etc.
SamInfratech Private Limited was established as a Telecom Implementation
and Software Development Company, leading its way towards progress. Now
it is a one of the India's leading IT & Telecom Companies and among the top
Telecom / Software Development & training companies. We provide
complete end-to-end outsourcing solutions for various industries. It has a
comprehensive set of solutions in Telecom & IT Companies.
32. 32
SamInfratech (P) Ltd. has worked with over 550 + Clients worldwide,
Including – Northern Railway , Rural Postal Life Insurance (RPLI,PLI),
Reliance Communication, Radical Security,Aircel, Airtel, Vodafone, BSNL,
ESSAR Telecom, GTL, WTTIL (TATA, Quippo Telecom, Webtech, Mach
Well Tools, S.D Engineers ,etc. and Many More....
Dedicated team of more than 250 technically qualified engineers and
technicians who handles technical support services for entire range of IT &
other Industries.
Started its own Premier Education & Training Division SIPL.
Venue - SIPL, Nilgiri road,Indra nagar, Lucknow
www.saminfratech.com
JOB SPECIFICATION – It describes the skills and knowledge of people
who perform the job.
Specimen of job specification
Job title Sales Girls
Job Number MK/2
Job Department Marketing
Qualification Diploma in sales management
and a graduate degree in any
course.
Personality Pleasing personality with good
communication skills
Age Between 18 to 25 years.
34. 34
A job posting is the way that an organization communicates with the public
about a vacant position that it wishes to fill. The posting gives applicants a
good idea about what qualifications are necessary, what the new hire will do
and how much the job pays..
The general description provides a broad overview of what the position does.
If you were to ask the person who last held the job what they did for a living,
this would be what that person would tell you. The general description does
not delve deeply into what the position does because that information is
provided in greater detail in a subsequent section of the posting.
The duties are the responsibilities or tasks that the position is responsible for.
JOB POSTING
GENERAL DESCRIPTION
DUTIES
35. 35
It varies from posting to posting and organization to organization just how
specific the duties are stated. Postings for higher level jobs tend to have the
duties more broadly outlined. Lower level jobs tend to have more distinctly
defined responsibilities.
Knowledge, Skills, and Abilities
The knowledge, skills and abilities – also known as KSA’s -- for a job are the
attributes that an individual needs to bring into the job to be successful.
KSA’s are the things that an organization does not have the time, resources or
capacity to teach a new hire.
Knowledge in this context is the body of fundamental information the new
hire must know. Skills are demonstrable physical activities required to do the
job. Abilities are behaviors required to perform the work.
Of course, organizations and managers are going to train new hires on the
daily tasks to be performed, but KSA’s are what a person has to have coming
into the door. The job posting does not necessarily list all the KSA’s needed
to do the job well, just the ones that new hires need coming in the first day.
Education and Experience Requirements
Education and experience requirements tell applicants the mix of formal
education and work experience they need in order to be considered for the
job. These requirements help organizations target their postings to entry-
level, mid-career or late-career applicants.
Many times organizations will allow for some flexibility between the amount
of education and experience required. They will often allow applicants to
meet a total number of years between education and experience. For example,
an organization could post a job that requires a bachelor’s degree plus three
years of experience in a related field. To allow for people who did not go to
36. 36
college, the organization could allow experience to substitute for education
on a year-for-year basis. To allow people with additional education and little
experience, the organization might allow a master’s degree substitute for two
of the three years of experience required.
It depends on how flexible the organization wants or needs to be.
Starting Salary Range
The starting salary range lets applicants know what the organization is
willing to pay for the job. Organizations -- particularly government
organizations -- are very reluctant to go outside this range.
The top of the posted range is not necessarily the top of the position’s salary
range. Organizations are reluctant to bring in someone at an absolute
maximum salary. With a successful track record within the organization, an
employee may eventually make more than the posted range.
Sometimes postings will say that the starting salary is “commensurate with
skills and experience” or something similar. This can be frustrating for
applicants because people want to know what they can expect to make.
Posting a salary as commensurate with skills and experience allows
organizations to consider a broad range of candidates and does not lock the
hiring manager into offering a salary within a predetermined range.
Application Instructions
Application instructions tell applicants how and when to apply for the job. It
is absolutely critical that applicants follow these instructions to the letter.
Each directive in the instructions is included for a reason. Applicants may not
know why a specific document such as a college transcript is required, but
each applicant must provide it. Failing to follow application instructions is
37. 37
one of the common mistakes that will get your application thrown away.
JOB POSTING SITES
38. 38
The fundamentals of e-recruitment are as follows:
Tracking: It is helpful in tracking the status of candidate with respect to the
jobs applied by him/her.
Employer’s Website: Provides details of job opportunities and data
collection for same.
Job portals: Like CareerAge, Indeed, Monster, Naukri, timesjobs, etc these
carry job advertisements from employers and agencies.
Online Testing: Evaluation of candidates over internet based on various job
profiles to judge them on various factors.
Social networking: Sites like google +, twitter, facebook, linkedin, etc helps
in building strong networking and finding career opportunities.
40. 40
Recruitmentsources
1. Newspaper
2. Internet
3. Friends/relatives
4. Others
Job seeker’s intention
to pursue the job
Job seeker’s perception
1. Advertisement Placement
2. Advertisement Information
3. Interest in the Job
IMPACT ON JOB SEEKERS
41. 41
What Does An ATS Do?
(Applicant Tracking System)
Not only is the ATS the system of record for applicants, it also offers basic
functionality required to automate, streamline, and manage sourcing,
assessment, and hiring workflows. Features often include:
obrequisition creation and management
Assessment and interview coordination
Reporting and analytics
Candidate relationship management (CRM)
Career site management
Candidate sourcing and tracking
Application processing and resume
TRACKING REPORT
OF JOB SEEKERS
42. 42
Approvals/Requisition Routing
Automating, pre-assigned & default approval process
Hiring Manager access & accountability
Tracking where requisition is in approval process
Direct posting of job upon final approval Qualifiers to sort/rate
candidates
Job Postings via aggregators, distributers and export feeds (XML,RSS)
Candidate Management
Workflow Configuration
• Salary grade
• Divisions
• Location
• Job Level
• Evergreen
Offer Management
• Administration
• Quick approvals
• Internal
43. 43
• Candidate
• Records
Built-In Integrations
• Attached to job profiles
• Associated to candidate status/trigger
• Storing of data
New Hire Onboarding
• Integration with HRIS
• Digital Signatures
• Documents
• Pre-populated W4/I9
Automation of
• Referral tracking
• Assessments
• Notifications
• Routing to Managers
• Rejections
Reporting & Analytics
• Recruiter Scorecards
• Hiring Manager
Scorecards
• OFCCP / AAP / EEO
44. 44
• Diversity
Job Postings
Built-in publishing tools
• Paid for boards
• Aggregators (Free)
• Social Networks
Job Feeds (push vs. pull)
• XML • RSS
Increased exposure,
better targeting
• More candidates
• Better candidates
• Lower cost
Search Engine
Optimization
• More organic traffic
• Better targeting
Channel Performance
• Data on best
performing source
45. 45
Candidate Search
(Single, searchable database)
Automated job matching
Find potential matches before you post a job
Semantic search
Search your existing database using simple keywords
Custom fields
Built-in search operators not cutting it? Set your own
Saved search
Save search results for GFE / AAP Compliance
Simplify Recruiter Workload, Improve Time to Fill
Reduce administrative and personnel costs.
Improve overall quality of hire.
Alleviate compliance concerns. Meet diversity objectives
PROS:BENEFITS OF ATS
46. 46
Length of Application
Technical Issues
Bad candidate experience
Resume “black hole”
Application Volume
Screen out qualified candidates
Cons: Some drawbacks associated
with bad ATS
47. 47
Financial
Improves Revenue
Improves Employee Morale
Customer Satisfaction
Competitive Advantage
Operational
25% Reduction in Time-to-Fill and 30% Reduction in Cost-toFill
EEOC Recommends Recruitment Standardization to Reduce the Risk of
Discrimination in Hiring
Strategic
85% of Job Seekers Rely on Career Portals
Career Portals and Facebook are the Two Most Important Places for Talent
and Employers to Meet
73% of Companies Successfully Hired Using Social Media
Technical
Reporting can Increase Shareholder Value by 10 –20%
Organizations Using Workforce Analytics have 8% Higher Sales Growth and
58% Higher Sales Per Employee
An ATS Can Change Problems to
Opportunities
48. 48
Implementing an Applicant Tracking System and associated job
distribution will provide the company many benefits. These are:
Recruitment Technology Benefits
Significant Return on Investment in All Areas of the Company
Significantly Higher Productivity
Faster Time-to-Fill
Improved Compliance
Standardized, Automated Process
Better Candidate Experience
Higher Quality Candidates
SIGNIFICANCE OF ATS
49. 49
“Job portal” is a web-based application, which helps end user to find a job
with searching criteria like preferred skill and location and work profile.
It also helpful to “post job” and “search candidate” based on jobseeker profile.
Job provider can download resume of job seeker.
Job provider can make discussion with job seeker and also send mail to job
seeker.
It is developed in order to reduce the gap between Industry and
Industry needed resources.
One can post his/her details on this portal with all relative information.
Purpose:-
This system tends to replace the existing manual system for the recruitment
process which is a time consuming, less interactive and highly expensive.
The main features of this system will be creating vacancies, storing
Applicants data, Interview process initiation for the applicant and finally
Hiring of the applicant.
Scope:-
The Online job Portal System that is to be developed provides the members
JOB PORTALS
50. 50
with jobs information, online applying for jobs and many other facilities.
The job seeker can apply for the match jobs and search job as per his/her
requirement.
The website provides both the Job seekers and the Employer his User Id
which is unique.
The main stakeholders of this system are:
1. Job Seekers
2. Employer
3. Administrator
System Description
82. 82
The process of finding and hiring the best-qualified candidate (from within or
outside of an organization) for a job opening is a timely and cost effective
manner. The recruitment process includes analyzing the requirements of a
job, attracting employees to that job, screening and selecting applicants
hiring, and integrating the new employee to the organization. Essentially, the
process involves seeking and attracting a pool of qualified applicants using
various feasible recruitment methods.
The companies cannot risk loosing qualified candidates due to bad
organized workflows leading e.g. to late responses when interacting with
applicants. But how can companies assure that they are able to attract large
quantities of highly qualified candidates?This question can be found in Tong
& Sivanand’s research. According to it, Effective e-recruitment service
providers often support jobseekers with comprehensive job information and
some with career enhancement tools in the web sites, which they can
conveniently assess for their career plan. (Tong & Sivanand, 2005) The
availability of internet connections, good speed and affordable broadband
connections today’s generation is spending a plenty of time on internet. And
therefore, the recruiters are focusing on making social media a tool for
posting job opportunities on popular websites in order to attract a large pool
of candidates without any geographical restrictions. (Rana & Singh, 2015)
(J&S, 2016) discussed, the employer must learn to reach job seekers by
creating profiles on Facebook, Linked In (social networking) along with
REVIEW OF THE LITERATURE
83. 83
using job portals for making recruitment more effective. Also they can
advertise job vacancies with the numerous online recruitment agencies –to
brace the talent hunt process
84. 84
Sources of Data Collection
Primary and secondary sources of data were gathered for the research.
Primary source of data was collected through the use of questionnaires and
survey interviews. The secondary sources of information were collected from
past research work, books, journals, articles, internet search, etc.
Methods for collecting Primary Data:
In collecting data for the study, questionnaire and direct interview methods
were employed. The questionnaire was used to ensure that only relevant
questions were asked and also to ensure that the questions were properly
structured.
RESEARCH METHODOLOGY
85. 85
Data Collection Tool
The questionnaire was the only tool used to collect data. Likert type (close
ended) questionnaire was employed to generate data. The importance of the
use of close ended questions was to avoid delays in responding to the
questionnaire, thus enabling the respondents who had busy schedules to
respond quickly. Another reason for using close ended questions was that
coding of close ended questions did not take much time as compared to open
ended questions/ and also for testing hypothesis.
Sampling
A sample of hundred (100) respondents were drawn from thirty (30)
multinational companies located in our country. Convenience sampling
technique has been used to derive data from different levels of employees.
86. 86
Sampling Technique
Convenient Sampling Technique.
o Best source of recruitment
Particulars Number of respondents Percentage
Job boards 40 40%
Recruitment
agencies
10 10%
Career websites 30 30%
Software 10 10%
Internships 10 10%
Total 100 100%
QUESTIONNAIRE
87. 87
o Online Recruitment provide Opportunity
Particulars Number of
respondents
Percentage
Strongly
agree
35 35%
Agree 30 30%
No
comments
10 30%
Disagree 15 10%
Strongly
disagree
10
10%
Total 100 100%
o Newspaper provide Opportunity for job
Particulars No. of respondents Percentage
Strongly agree 10 10%
Agree 15 15%
No comments 20 20%
Disagree 25 25%
Strongly
disagree
30 30%
Total 100 100%
88. 88
o Where did you see the vacancy advertised?
Particulars Number of
respondents
Percentage
Job portals 45 45%
Career
websites
40 40%
Newspaper
s
15 15%
Total 100 100%
o Primary drivers behind the decision to pursue e-
recruitment
Particulars Number of respondents
Percentage
Better tool for finding suitable job 20 20%
Cost 20 20%
Time taken search a job 30 30%
Volume of Job Openings 15 15%
Wide reach 15 15%
Total 100
100%
89. 89
Table 1: Correlations
Pearson correlation between Average of Traditional Recruitment and
Average E-Recruitment is 0.590 and P-Value is 0.000. This indicate that
there is a moderate uphill (positive) relationship (r = 0.590), and that the
correlation coefficient is moderately different from zero (P < 0.001).
This means that there is a moderate relationship between your two variables
and as one variable increases in value, the second variable also increases in
Average of
traditional
recruitmen
t
Average of E-
recruitment
Average of
traditional
recruitment
Pearso
n
Correl
ation
1 .590**
Sig. (2-
tailed)
- .000
N 110 110
Average of E-
recruitment
Pearso
n
Correl
ation
.590**
1
Sig. (2-
tailed)
.000 -
N 110 110
**. Correlation is significant at the 0.01 level (2-tailed).
ANALYSIS AND INTERPRETATION
90. 90
value. This means that changes in one variable are moderately correlated with
changes in the second variable. For this reason, we can conclude that there is
a moderate relationship between traditional recruitment system and e-
recruitment system. However, we cannot make any other conclusions about
this relationship, based on this number.
Table 1: Reggression Coefficient
The value of Pearson correlation is .635, which that there is a moderate
degree of positive relationship between the two variables. The relationship is
perfect. The e-recruitment system is reducing the usage of traditional
recruitment system but still the traditional recruitment is using to some
extent. Correlation can tell here just how much the e-recruitment is reducing
the usage of traditional recruitment system.
Also this correlation technique works best with linear relationships: as one
variable gets larger, the other gets larger (or smaller) in direct proportion. It
does not work well with curvilinear relationships (in which the relationship
does not follow a straight line). Above is an example of a linear relationship.
They are related, and follow a straight line.
R-squared is a statistical measure of how close the data are to the fitted
regression line. It is also known as the coefficient of determination. R square
represents the proportion of variability accounted for by the independent
Mo
del
R R
Square
Adjusted R
Square
Std. Error of
the Estimate
1 .635a
.403 .362 .47788
a. Predictors:(Constant), E-recruitment system
91. 91
variable. Approximately 40.3% of the variability exists in this model which
indicates that the model explains a substantial proportion of the variability of
the response data around its mean. In general, the higher the R-squared, the
better the model fits the data.
Table 3: ANOVA
(The ANOVA Table shows the significance
level at .000)
The hypothesis of the study was to ascertain that E-recruitment is reducing
the practice of regular or traditional recruiting system. The view was further
supported by the result of the Analysis of Variance (ANOVA) which yielded
an F value of 9.827, and P Value of 0.000, significant at 0.000%. Hence, this
implies that the e-recruitment system is reducing the practices of regular or
traditional recruiting system.
Model Sum of
Squares
df Mean
Squar
e
F Sig.
Regression 15.710 7 2.244 9.8
27
.00
0
Residual 23.294 102 .228
Total 39.003 109
a. Predictors:(Constant), E-recruitment system
b. Dependent Variable: Average of traditional recruitment
92. 92
Job seekers can find the advertisement easily on websites, job boards
& portals. It is a time saving & cost effective method for job seekers.
Some job portals offer resume building facilities also so that job
seekers can get advantage of this. In conclusion we can say that the
internet has been accepted as a most convenient & better tool to find
the jobs
CONCLUSION
93. 93
Recruitment process is very much crucial to every organization, because
it’s the people who can contribute strategically and make difference in the
workplace. Today this process has become mostly digitalized because of
advancement of technology. In the developed countries, e-recruitment has
been used widely from a long period of time. But, as we are a developing
country and many people do not possess technological expertise that’s why
this scenario is somehow different here. It could be concluded by the result
of the analysis and interpretations that, although e-recruitment system is
reducing the usage of traditional recruitment system but still the traditional
recruitment is using to some extent in our context. In private organizations,
banks and multinationals has been using e-recruitment but they also use the
traditional process side by side. It is highly recommended that, the
managers of these companies should continue to use these two methods at
a time as long as the society becomes fully digitalized. Moreover, through
the data collection process, it was also identified that, there are some
loopholes present in the e-recruitment system, so these loopholes could be
covered by using traditional methods. As an initial step of improvement,
the management also should train the recruiters adequately for building an
effective system for online recruitment system in these organizations. This
study will further help the human resource managers to identify the
relevant factors which may be taken into consideration in the process of
overall recruitment.
RECOMMENDATIONS
94. 94
Various questions asked to the respondents were comparison of traditional and
E-recruitment, problems they are facing in E-recruitment, cost for recruitment,
number of portals they are using, checking the authenticity of resumes, etc.
Traditional Vs E-recruitment: Most of the respondents agreed upon that
E-recruitment have provided better way for recruitment. Though it is having
some drawbacks but it is time saving and effective process
Problems in E-recruitment: One of the problems that E-recruiters are
facing using job portals is duplication of work. If accurate delegation of
responsibilities is not there same candidate will be scanned and called by 2-3
employees and wastage of time and resources will be there. Many a times it
happens, for particularly job portal users, that the exact required job
description is not available in the job portal option, hence for such situation
personalized option is required. It is generally occurring for technical
designation.
Cost for recruitment: Cost of recruitment varies from organization to
organization and the type of organization as well as objective of the training.
Number of portals in use: It is varying from 3-5 job portals.
Checking the authenticity of the resumes It is one of the major issues faced by
E-recruiters. Online resumes are not that authentic as the person applying
online may write exaggerated data and checking its authenticity is very
FINDINGS AND LIMITATIONS
95. 95
difficult. But E-recruiters accepted that over a period of time with experience
just by talking with the person on telephone they come to know about the
probable authenticity of the person
It was found from that E-recruitment strategies has improved recruitment
efficiency and it is widely accepted by the MNCs as well but at the same time
major limitation is to check the authenticity of the resumes and it does not
allow face-to-face communication as well.
96. 96
It will be useful for the E-recruiters to focus on the limitation of it and problems
associated, with the aim of eliminating the discrepancies and effectively
implementing E-recruitment.
FUTURE / SCOPE
97. 97
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by HR Professionals.
International Journal of Applied Research , 410-413.
2. Breaugh, J. a. (2000). Research on employee recruitment: so many studies,
so. Journal of Management, 26(3), 405-34.
3. J, A., & S, C. D. (2016). The Impact of E-Recruitment and challenges
faced by HR Professionals.
International Journal of Applied Research, 410-413.
4. Joyce, E. (2002). Bill Warren, E-recruiting Association. Retrieved July 26,
2002, from http://atnewyork.com/news/rticle.php/1433771
5. Kaur, P. (2015). E-recruitment: A conceptual study. International Journal
of Applied Research, 78- 82.
6. Malinowski, J., Keim, T., & Weitzel, T. (2005). Analyzing the Impact of
IS Support on Recruitment Processes: An E-Recruitment Phase Model.
PACIS 2005 Proceedings, 977-988.
7. Rana, T., & Singh, N. (2015, May). SOCIAL MEDIA AS A TOOL FOR
RECRUITMENT-A CRITICAL STUDY. International Journal of Science
Technology and Management, 5(5), 203-210.
8. S.L, L. (n.d.). E-RECRUITMENT: A BOOM TO
THE ORGANIZATIONS IN THE COMPETITIVE WORLD.
IOSR Journal of Business and Management, 25-28.
REFERENCES
98. 98
9. Sills, M. (2014). E-recruitment: A comparison with traditional recruitment
and the influences of social media. Helsinki Metropolia University of
Applied Sciences, European Management.
10. Tong, D. Y. (2008). A study of e-recruitment technology adoption in
Malaysia. Industrial Management & Data Systems, 109(2), 281-300.
11. Tong, D. Y., & Sivanand, C. (2005). Service providers review:
international and Malaysian.
Employee Realtion, 27(1), 103-17.
99. 99
1. C.R. Kothari , “Research Methodology : Methods and Techniques”,
Second (revised) edition, New age publications, India.
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of Internet Recruitment: A UK Study into Employers’ Perceptions”,
International Review of Business Research Papers,Vol.4 No. 4. Mohammad
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