HR recruitment process in RS Employee CONSULTING

1. CHAPTER CONTENTS
Abstract
List of tables
List of Figures
01 INTRODUCTION
1.1 Recruitment and Selection
1.2 Introduction of the company
1.3 Objective of the study
1.4 Need of the study
1.5 Scope of the study
1.6 Limitation of the study
1.7 Deliverables
02 REVIEW OF LITERATURE
2.1 Introduction to recruitment process
2.3 Effective recruitment and selection
2.2 Purpose & Importance of Recruitment
03 ANALYSIS AND RESEARCH METHODOLOGY
3.1 Research Methodology
3.2 Data collection Method
3.3 Sampling Methodology
3.4 Techniques for analysis
04 DATA ANALYSIS AND INTERPRETATON
4.1 Diagrammatic representation and analysis
4.2 Chi’s square test
05 CONCLUSION
5.1 Findings
5.2 Suggestions
5.3 Conclusion
APPENDIX
Questionnaire
LIST OF TABLES
TABLE
NO
TABLE NAME

2. 01 Respondent’s level of stating the percentage of occupation
02 Respondent’s level of stating the percentage of age
03 Respondent’s level of stating the percentage of sex
04 Respondent’s level of stating the percentage of maximum educational
qualification
05 Respondent’s level of stating the percentage of stream of education
06 Respondent’s level of stating the percentage of last institute studied
07 Respondent’s level of stating the percentage of qualification
08 Respondent’s level of stating the percentage of source
09 Respondent’s level of stating the percentage of current employment
10 Respondent’s level of stating the percentage of prior work experience
11 Respondent’s level of stating the percentage of current salary per annum
12 Respondent’s level of stating the percentage of current industry
13 Respondent’s level of stating the percentage of source of current job
14 Respondent’s level of stating the percentage of view on BPO career
15 Respondent’s level of stating the percentage of view on night shifts
16 Respondent’s level of stating the percentage of type of job need
17 Respondent’s level of stating the percentage of joining
18 Respondent’s level of stating the percentage of minimum tenure with the
company
19 Respondent’s level of stating the percentage of consultancy satisfaction
20 Respondent’s level of stating the percentage of comfort with the interview
process
21 Respondent’s level of stating the percentage of match of job description

3. 22 Respondent’s level of stating the percentage of salary satisfaction
23 Respondent’s level of stating the percentage of future approach to RS
Employee Consulting
24 Respondent’s level of stating the percentage of rapport with consultancy
LIST OF FIGURES
Figure
No
FIGURE NAME
01 Respondent’s level of stating the percentage of occupation
02 Respondent’s level of stating the percentage of age

4. 03 Respondent’s level of stating the percentage of sex
04 Respondent’s level of stating the percentage of maximum educational
qualification
05 Respondent’s level of stating the percentage of stream of education
06 Respondent’s level of stating the percentage of last institute studied
07 Respondent’s level of stating the percentage of qualification
08 Respondent’s level of stating the percentage of source
09 Respondent’s level of stating the percentage of current employment
10 Respondent’s level of stating the percentage of prior work experience
11 Respondent’s level of stating the percentage of current salary per annum
12 Respondent’s level of stating the percentage of current industry
13 Respondent’s level of stating the percentage of source of current job
14 Respondent’s level of stating the percentage of view on BPO career
15 Respondent’s level of stating the percentage of view on night shifts
16 Respondent’s level of stating the percentage of type of job need
17 Respondent’s level of stating the percentage of joining
18 Respondent’s level of stating the percentage of minimum tenure with the
company
19 Respondent’s level of stating the percentage of consultancy satisfaction
20 Respondent’s level of stating the percentage of comfort with the interview
process
21 Respondent’s level of stating the percentage of match of job description
22 Respondent’s level of stating the percentage of salary satisfaction
23 Respondent’s level of stating the percentage of future approach to RS
Employee Consulting

5. 24 Respondent’s level of stating the percentage of rapport with consultancy
CHAPTER 1
INTRODUCTION TO THE STUDY:
1.1 BPO INDUSTRY:
BPOs offer top class compensation and faster growth in packages than almost any other industry

6. in India today. BPOs enable youngsters to have fast-track careers, with higher levels of
responsibility being delegated at fairly early stages in their careers. Voice-based real-time
customer support work involves making key lifestyle choices with odd hours thanks to the time
difference with clients in the US/UK. There is high level of accountability in BPOs as everything
gets measured, starting from working hours to key deliverables such as customer satisfaction,
call handle time, etc. Being a process-oriented industry, it involves doing similar things
repeatedly, often leading to monotony as BPOs strive for greater efficiency and effectiveness
through specialization.
BPO is a well-established industry built on solid infrastructure of people, processes and
technology than the marketing hype that drove the dotcom boom. While it is true that salaries in
the BPO industry in India are rising rapidly, the industry is currently confined to the main
metros. As second tier cities emerge, India has enough manpower to retain competitiveness for
many years to come. Also, countries like China and Russia have a long way to go in English
proficiency. BPOs in India are today attracting the best talent from various industries, including
hospitality, financial services, retail, travel, etc. This is largely because of better packages and
benefits being offered by BPOs. Examples: home pick-up and drops, medical insurance,
recreational facilities, range of rewards and recognition schemes.
1.2 Introduction of the company:
About RS Employee CONSULTING
RS Employee is one of the leading Human Resources Operating companies operating in Chennai
with national reputation for service excellence. Our exceptional triumph over the last years is

7. based on longstanding experience, professionalism and the motivation to find and implement
the ideal HR solutions for our clients. Personal dedication, trustworthiness, service orientation
and team spirit are essential values for us and we live them in the association with of our
clients, candidates and our employees.
iRECRUIT
iRecruit, the executive search firm of RS Employee Consulting, specializes in end-to-end man
power solutions, career fairs and training. The company is promoted and managed by HR
professionals who are endowed with rich industry experience. Operating from Chennai, iRecruit
is completely equipped to facilitate recruitment solutions across the expanse of the country.
Their services include staffing across levels (permanent staffing only), executive search, and
reference / credibility checks.
At iRecruit, they are committed to delivering prompt solutions so that their clients save on
precious time and effort.
Their unique selling propositions
• Enterprising team (quality, creativity) - focus on headhunting and networking The
focus on quality is what sets them apart from their competitors. Though the virtual world
facilitates access to myriad candidates, they practice headhunting and networking to reel
in the best in the industry.
• Diversity in industry - Their expertise spreads across industries and therefore we are
always geared to handle any situation that poses a challenge. Their pool of human talent
has handled positions across verticals like manufacturing, banking and finance,
hospitality, media, telecom, retail.
• Talent source - They pride themselves in having a young innovative team with
experience that is always eager for learning experiences. Their team's ingenuity in

8. finding the best possible solution for the clients' requirements makes them our most
prized asset.
iRecruit and IT
At iRecruit, they take time to understand their clients need and map it with the skills and
objectives of potential candidates. Their precise approach to recruitment ensures perfect matches,
both technically and culturally, with their client's organization. iRecruit considers itself as an
extension of clients’ businesses rather than mere vendors.
iRecruit, ensures quality profiles & much reduced turn-around time, takes effort to understand
the company, its vision, goals and culture. They also make sure that the requirements are
understood in terms of qualification, experience, primary skills, compensation and job
responsibilities, shortlists candidates with the relevant skills either through their vast database or
by networking, with the help of their technical recruiting staff.
As for as the Information Technology (IT) field is concerned, the consulting Industry is facing
enormous problems with respect to rejected offers. They eliminate these problems by building a
rapport with the candidates and understanding them. They achieve this with the proficiency of
well-trained Technical recruiters, who are up to date on the emerging trends.
They place candidates across various levels like Software Engineers, Team Lead, Project Lead,
Technical Architects, Business Analysts, Project Manager and other top management positions.
iRecruit and ITES
At the ITeS staffing division of iRecruit, they hire efficient call centre personnel for their
distinguished clients. Their comprehensive and innovative approach to call centre staffing is
being built upon best-practice tools implemented by estabished consultants from the recruitment
industry. They understand that successful call centre staff needs to be highly motivated with a
range of skills. They promise and always provide high-calibre professionals, who are thoroughly
screened for the positions with our top notch BPO and KPO clients.

9. iRESEARCH
iResearch is a full-service marketing research unit of RS Employee Consulting based in India,
with international reputation for service excellence.
They aspire to provide clients with a very high standard of research and consultancy services.
The members of their team have all been involved in the market research industry for some time
and have built up considerable experience of working in a variety of market sectors.
They offer a variety of services to our clients ranging from a one-off paired comparison test, to a
complete new product development strategy. At iResearch they appreciate that
every client has unique requirements, therefore they do not offer set testing packages. Their
preferred approach is to tailor each project to give clients the exact information required. By
working together with clients in this way, they have discovered that they can provide clear,
actionable data in an efficient and cost effective manner.
Services
Market Research
iResearch provides a comprehensive range of qualitative and quantitative market research
services. They mold each and every project to suit the specific needs of our clients, offering
services from traditional one-to-one and central location interviewing, to new online research
methodologies.
Telephone interviews
This is the most cost effective solution for clients who would like information from a large

10. sample size or from a number of geographical locations.
One-to-one
Undoubtedly, one-to-one interviewing can be the most thorough method of obtaining
information from a market sector. A combination of intelligent questionnaire design and an
experienced interviewer can provide a wealth of information or actionable data.
Postal Surveys
Postal surveys are more economical than face-to-face surveys and less intrusive than telephone
surveys. They can be particularly useful when respondents need time to assess various products
or consider their answers before completing a questionnaire.
On-line Surveys
Online surveys provide a fast, economical means of reaching a wide audience. This research
method is particularly useful for projects where low penetration levels are an issue and
traditional recruitment costs would be prohibitive.
Focus Group Study
Focus groups are in-depth group interviews of around 6 – 9 carefully selected people with the
purpose of revealing ideas or attitudes on a specific subject. They can be used at the exploratory
stages of a project to determine the most pressing niche in the market; during the development
process to evaluate existing products or to give a greater insight into why certain opinions are
held, or even after a product has been developed to assess its impact or to generate further
avenues of research. At iResearch, they design, moderate and analyze discussion groups,
providing a recording of each session as well as a detailed report of findings as standard.
Consumer Research
Understanding consumer acceptance of your products is imperative to succeed in the

11. marketplace. Consumer feedback can show which factors influence acceptance, identifying
specific likes or dislikes about your products. The information gained from consumer research
can allow you to carry out any necessary refinements to achieve product optimization.
iResearch provides an array of analysis designed to explore consumer acceptance rapidly and in
detail. Whether in the more controlled environment of a central location test, or under normal
user conditions in home use tests, we have a national network of field executives to guarantee a
population sample of the required demographic. We are also equipped to carry out consumer
testing with children and have good relationships with a number of local schools.
Business Research
Business Research can assist you define your market, analyze your competitors and gain
competitive intelligence. So, whether you wish to launch a new product, extend an established
brand, plan market diversification or simply assess a current situation or trend, iResearch will
provide the solutions.
Their B2B research expertise and in-depth knowledge enables them to supply high quality,
accurate market intelligence. This means we can then implement more profitable business and
marketing plans.
A full range B2B research studies are undertaken, including:
• competitor analysis
• image and awareness
• market studies analysis - sizing and trends
• new market opportunities
• new product development
Business research is potential to cause a twin impact effect. One, it provides the innovator with

12. certain direct benefits, two, it puts the competitors at a disadvantage. Thus provides the innovator
with a major competitive advantage.
Brand Research
Brand Research can guide them to identify elusive motivators among your target cluster that will
motivate them to use your products or services rather than those of your competitors. It can
identify which of your brand attributes are mostly valued and why, and can offer consumer
perceptions of advantages and disadvantages of your own brands and those of competitors.
Their approaches include indices of brand recognition, brand awareness and brand recall, as well
as qualitative analysis of brand image, corporate image, and brand positioning. This provides
objective data to guide decisions relating to competitive brand positioning, image development,
marketing and advertising campaigns.
Quality
At iResearch, Quality is of prime importance. They believe in sustained quality as a crucial
aspect for our prolonged success and growth. Their quest for quality of services is not limited to
just data collection operations but to the point of report delivery. They provide quality services
that don't just satisfy clients, but far exceed their expectations.
Lavoro (Contract Staffing)
Contract staffing, payroll processing and specialties are their core strength. A key factor that
differentiates RS Employee from other companies is their unique unit structure. Each unit
consist of two consultants who are responsible for both client service and candidate selection.
The teams are often dedicated to specific specialties. Our consultants are experts in the local
labor market and become expert in their clients’ businesses, understanding their needs and the
candidate profile that best meets them.
Clients:
IT Practice BFSI & Infrastructure Practice
Renault – Nissan Citibank

13. Optimum Singapore HDFC Bank
Systime Sharekhan
HCL Technologies Emaar MGF
Kryptos Networks DLF
Symantec Matoshree Infra
Broadspire UPS
Bally Technologies
J&B Software
Thomson Corporation
Trenchant Financials
Manufacturing & Engineering Practice
Sidvin Coretech
Mahindra Engineering Services
Schneider Electric
Sona Koyo Steerings
TAFE R&D
Orchid Designs
Fouress Eng
1.3 Objective of the study:
Primary objective:
To analyze the existing recruitment and selection practices at RS Employee Consulting.
Secondary Objectives:
• To study the effectiveness of recruitment policies in RS Employee Consulting.
• To exhibit the process of selection of employees.
• To identify relationship between qualification of candidates and placement offered to
them.
• To aid in future training of employees of RS Employee Consulting employees to
facilitate better recruitment and selection.

14. 1.4 Need of study:
• To study the recruitment scenario in the industry.
• To analyze the potential of the recruitment and staffing.
• To study the industrial standard of recruitment.
• To establish the recruitment process.
• To understand candidate awareness about consultancy and their behavior.
• To increase the efficiency and develop the process.

15. 1.5 Scope of study:
• To recruit the right candidate for the right job.
• To identify potential areas of recruitment.
• To get a clear picture on the growth of recruitment consultancy services.
• To strategize recruitment practices and improve the quality of the manpower recruited.
• To get details about the sustainable factor in the industry.

16. 1.6 Limitation of the study:
• This study is limited to the company’s need.
• Time was one of the constraints in the project study.
• Access to confidential data was restricted therefore, a true picture may not be obtained
for making projection.

17. • This study is limited only to Chennai.
CHAPTER 2
Review of Literature:
2.1 Introduction to recruitment process
2.1.1 Introduction to job analysis and design:
Job Analysis can be used in compensation to identify or determine:

18. • skill levels
• compensable job factors
• work environment (e.g., hazards; attention; physical effort)
• responsibilities (e.g., fiscal; supervisory)
• required level of education (indirectly related to salary level)
Selection Procedures
Job Analysis can be used in selection procedures to identify or develop:
• job duties that should be included in advertisements of vacant positions;
• appropriate salary level for the position to help determine what salary should be offered
to a candidate;
• minimum requirements (education and/or experience) for screening applicants;
• interview questions;
• selection tests/instruments (e.g., written tests; oral tests; job simulations);
• applicant appraisal/evaluation forms;
• orientation materials for applicants/new hires
2. 1.2 Recruitment Policy:
In today’s rapidly changing business environment, a well defined recruitment policy is necessary
for organizations to respond to its human resource requirements in time. Therefore, it is
important to have a clear and concise recruitment policy in place, which can be executed
effectively to recruit the best talent pool for the selection of the right candidate at the right place
quickly. Creating a suitable recruitment policy is the first step in the efficient hiring process. A
clear and concise recruitment policy helps ensure a sound recruitment process.
Different recruitment organizations carry different practices. Recruitment can be centralized or

19. de centralized recruitment.
2. 1.3 Person specification:
The person specification is an extension of the job description. It is a profile of the type of
person needed to do a job and is produced along with a job description following a job analysis.
Elements of a person specification include:
• Attainments (experience and qualifications)
• Specialized aptitudes
• Interests
• Personality etc.
• Previous experience
A person specification is written by the firm but is not seen by the applicants. It outlines the
type of person the firm wants, it might contain the educational qualifications, previous
experience, general intelligence, specialized skills, interests, personality and physical
requirements and how you look. Person specifications have to be prepared and used with great
care. In particular, it is important to ensure that the list of essential or desired competencies does
not lead to unlawful discrimination against potential employees.
2. 1.4 Interview Panel:
• A consistent group assesses presentations against identified and agreed criteria.
• A nominated person should summarize and feedback the views of the group
• Interview panel members can watch presentations but should abstain from feedback
discussion
• Feedback should be factual and not include the groups view of who should get the job
• Questions-All candidates are asked comparable questions, with individually tailored probing

20. questions to follow
• Interview structure and management.
• Decision and discussion
2. 1.5 Short listing:
• Candidates should be assessed against the criteria of the person specification;
• Each candidate must be measured against all the criteria on the form provided;
• A final score and reason must be given for the selection or rejection of each candidate;
• Short listing should be carried out by more than one person and both short listing staff should
sign, and are accountable for their decisions.
When selecting the most appropriate candidates from the candidate pool organizations can use a
variety of approaches. Those target skills or competencies could include:
• Hiring brains or intelligence
• Selecting based primarily on personality
• Selecting based on the technical skills required for this job
• Selecting based on skills (technical and people) required for this and "the next" job
• Selecting primarily based on pre-identified, company-wide competency needs (present and
future)
• Selecting primarily based on the candidate's experience (industry or job)
• Selecting primarily based on the candidate's contacts and network
• Selecting the "best athlete" available at the time (hire and then find the best job for them)
• Selecting primarily based on cultural fit
2. 1.6 Interviewing:
Interviews are particularly useful for getting the story behind a participant's experiences. The

21. interviewer can pursue in-depth information around a topic. Interviews may be useful as
follow-up to certain respondents to questionnaires, e.g., to further investigate their responses.
Usually open-ended questions are asked during interviews.
Types of Interviews
1. Informal, conversational interview - no predetermined questions are asked, in order to
remain as open and adaptable as possible to the interviewee's nature and priorities;
during the interview, the interviewer "goes with the flow".
2. General interview guide approach - the guide approach is intended to ensure that the
same general areas of information are collected from each interviewee; this provides
more focus than the conversational approach, but still allows a degree of freedom and
adaptability in getting information from the interviewee.
3. Standardized, open-ended interview - here, the same open-ended questions are asked
to all interviewees (an open-ended question is where respondents are free to choose
how to answer the question, i.e., they don't select "yes" or "no" or provide a numeric
rating, etc.); this approach facilitates faster interviews that can be more easily analyzed
and compared.
4. Closed, fixed-response interview - where all interviewees are asked the same questions
and asked to choose answers from among the same set of alternatives. This format is
useful for those not practiced in interviewing.
The interview process should be structured. There should be a clear understanding of the need
of the interview and the results expected from it. This would help focus all the questions in a
coherent way.
On the conduct of the interview, the following steps must be done:
1. A welcome by the Chairperson.
2. Introduction to the panel of members.
3. A brief explanation of the interview format

22. 4. A questioning session with reference to the person specification for the post
5. A session where the candidates’ queries are answered.
Interview notes should be taken down. All the answers must be taken into account and the
selection of a candidate must be unbiased and impartial. It is a good practice to offer feedback
to the candidates once the interview is done.
2. 1.7 Making a decision:
In the interview process it is desirable to see as many good applicants as possible to widen the
choice. More time is available for this purpose if unsuitable candidates are eliminated prior to
interview
Good recruitment tries to follow the purposeful, rational process. It is opposed to unplanned
response recruitment, opportunity recruitment, guilt or reward selection. It starts with prior
considerations being thoroughly reviewed to ensure we consider options; for example the
decision to select a salesperson may, of course, be preceded by several other decisions, each
with a different range of alternatives.
A structured approach is needed to make sense of all of the information which has been
gathered. The criteria previously agreed (the person specification) should be used as a basis for
decision-making. The panel should compare the notes they made in the interviews against the
essential criteria and use these to see how the candidates measure up to the
skills/qualifications and experiences necessary. The main issues should be highlighted to ensure
that the professional needs of the post are balanced against the ability of the candidates to do
the job effectively. In making the choice of who should be appointed the successful candidate
usually emerges as a result of consensus and it is hoped that unanimous agreement can be
reached. Where this is not possible, then a vote can be taken. (The Chairperson should be
mindful of the impact of inter-personal power relations amongst the interview panel and the
effect this may have on the selection decisions made.)
The panel needs to be clear about why people were not selected, and must make notes about their

23. decisions. Selectors should not rely on "gut feeling" as there is a danger of unconscious
discriminatory assumptions creeping into the decision-making process. Simply relying on
whether the candidate will "fit in" may lead to discrimination in the decision-making process and
recently several organizations have fallen foul of Employment Tribunals by using this as their
defense.
2.1.8 References:
References are an administrative chore. Letters of request with stamped addressed envelopes,
possibility a job description and possibly a pro forma questionnaire are sent out. A verbal, over
the telephone reference may also be sought out. The ex-employer (or a personal referee) has to
put in the effort to reply. As a tool of information capture the method is cheap - a letter, a stamp,
a Fax, an Email. The referee provides free assessment data on the applicant.
When requesting information or when providing information during this process, information
needs to be gained through crisp and relevant questioning that relates directly to the position. It is
important that we find out specific details of
• Past conduct,
• Behavior,
• Leadership style
• Skill development.
Three references should include at least one current or past leader along with close work
associates, volunteer organization members and/or other pertinent resources. Non work related
references should be used sparingly.
References should be treated as confidential information. This information should be maintained
in a separate file and should be only with the HR team.
2.1.9 Appointment:

24. Once the candidate is selected, he/ she is given the offer letter. The salary negotiation is again a
HR function since the panel just verbally declares the salary. Offer letter is given when you are
negotiating with the candidate & have finalized his salary & other details which he/she may
agreed upon.
It's not a final document as she may or may not join the client .There are instances when the
candidate don't join the organization. Here he/she is supposed to the accept the same by way of
signing the same...here it's important to mention the clause if the candidate doesn't provide the
copy of acceptance of his resignation letter then the offer letter stands null & void.
Offer letter entails the following-
1. Position offered.
2. Reporting structure
3. Date of joining
4. Salary in annual CTC
5. Location.
2.2 Purpose & Importance of Recruitment:
• Attract and encourage more and more candidates to apply in the organization.
• Begin identifying and preparing potential job applicants who will be appropriate
candidates.
• Create a talent pool of candidates to enable the selection of best candidates for the
organization and recycle candidates for other companies that would look out for similar
skill sets.
• Determine present and future requirements of the client in conjunction with its personnel
planning and job analysis activities.
• Recruitment is the process which links the employers with the employees.
• Help increase the success rate of selection process by decreasing number of visibly under

25. qualified or overqualified job applicants.
• Help reduce the probability that job applicants once recruited and selected will leave the
organization only after a short period of time.
• Meet the clients’ legal and social obligations regarding the composition of its workforce.
• Increase organization and individual effectiveness of various recruiting techniques and
sources for all types of job applicants with different strategies.
2.3 Effective recruitment and selection:
The key to successful recruitment is to ensure that the criteria of suitability are overt and relevant
to the job itself. Once these criteria are agreed and shared it is possible to make more rational
decisions about someone's suitability for a job, based on evidence rather than ‘gut feeling’ or
instinct. Effective recruitment and selection should not be about the luck of the draw. Systematic
planning and preparation will increase the likelihood of taking on the right person. The key to
effective recruitment is preparation: knowing the job and what is required of someone to perform
it well. The costs of recruiting the wrong person can be significant. The cost of employing
someone may be at least twice their salary when factors such as training, expenses and
employer's contributions to their pension are added.
Incorrect assumptions about class, gender, ethnic group or physical ability, or any other type of
discrimination, can cloud your objectivity in recruitment and selection. At worst this may
contravene legislation that exists to protect individuals from discrimination. Other prejudices
may be generated by particular organizational traditions regarding the ‘type of person’
considered suitable. However, it is important to ensure that the qualities of the successful
applicant match what the organization requires, perhaps in terms of being forward looking,
customer focused or market orientated. It is easy to discriminate in the recruitment and selection
process through personal responses and reactions to certain types of people. The recruiter's
perception is often influenced by striking characteristics or similarities to themselves. This is
called the ‘halo’ effect and can work in either a positive or negative direction (the latter is
sometimes called the ‘horns’ effect). The halo effect acts as a filter to any information that
contradicts first impressions. For example, someone who attended the same college or university
as the recruiter would be at an advantage, while a person not wearing a suit would not be

26. management material. It is often the case that people judge more favorably those individuals
with whom they have something in common. Ultimately, you are seeking the best person for the
job and any discrimination, intentional or not, may prevent you from achieving that.

27. CHAPTER 3
ANALYSIS AND RESEARCH METHODOLOGY
An analysis of the situation is an informal survey of what information is available in the problem
area. The analysis will help define the problem and ascertain the need for additional
information. This process entails informal talks with informed people. Informed individuals can
be others in the company or outsiders with knowledge about the industry or product. In some
instances, customers are contacted to provide information.
When the marketing manager is unfamiliar with the situation, the analysis step is of primary
importance. It is important to understand the problem area - including the nature of the target
market, competition, the marketing mix and the external environment. Without this
knowledge, costly mistakes may result. An example of this problem would be a retailer who
wants to survey his customers. A research firm is hired to do in-store interviews. However, as
an example, the contracted firm is not aware that many of the stores are in the process of
being renovated. As a result, the information collected reveals the customer's focus on the
appearance, noise level and difficulty finding items due to construction. The information would
be of no value.
The analysis should focus on both primary and secondary research.
Primary and Secondary Market Research:
If you don't have all the answers to the questions listed in the Problem Definition section, you
can find the answers by either conducting primary research or accessing secondary research.

28. Primary research is research that is proactively created for a specific purpose. Primary research
may include focus groups, qualitative surveys and phone interviews. This is information you
collect yourself.
In contrast, secondary research is research that has already been conducted for other purposes.
From it valuable information can be gleaned. Secondary research can be found in libraries,
online, through periodicals, books, etc. The easiest and most efficient way of accessing this type
of data is on the Internet.
3.1 Research Methodology:
In order to plan and carry out research, it is necessary for you to know what we mean by
research-in general, as well as in the specialized fields of language teaching and language
acquisition.
Research is an organized and systematic way of finding answers to questions.
Systematic because there is a definite set of procedures and steps which you will follow. There
are certain things in the research process which are always done in order to get the most
accurate results.
Organized in that there is a structure or method in going about doing research. It is a planned
procedure, not a spontaneous one. It is focused and limited to a specific scope.
Finding answers is the end of all research. Whether it is the answer to a hypothesis or even a
simple question, research is successful when we find answers. Sometimes the answer is no, but
it is still an answer.
Questions are central to research. If there is no question, then the answer is of no use.
Research is focused on relevant, useful, and important questions. Without a question, research
has no focus, drive, or purpose.

29. Types of Research:
Quantitative research - Quantitative research is descriptive and provides hard data on the
numbers of people exhibiting certain behaviors, attitudes, etc. It provides information in
breadth and allows you to sample large numbers of the population. This research is the most
commonly used and the basic reason for carrying out descriptive research is to identify the
cause of something that is happening. For instance, this research could be used in order to find
out what age group is buying a particular brand of cola, whether a company’s market share
differs between geographical regions or to discover how many competitors a company has in
their marketplace. However, if the research is to return useful results, whoever is conducting
the research must comply with strict research requirements in order to obtain the most
accurate figures/results possible
Qualitative research - Qualitative research allows you to explore perceptions, attitudes and
motivations and to understand how they are formed. It provides depth of information which
can be used in its own right or to determine what attributes will subsequently be measured in
quantitative studies.
Secondary or desk research - The collating and analysis of secondary data is called desk
research. Secondary data is data that already exists and may be found within your own
organization or is published by another party and readily available
3.2 Data collection Method:
Primary Data:

30. Primary research entails the use of immediate data in determining the survival of the market.
The popular ways to collect primary data consist of surveys, interviews and focus groups, which
shows that direct relationship between potential customers and the companies. Primary data is
more accommodating as it shows latest information. Primary data is accumulated by the
researcher particularly to meet up the research objective of the subsisting project. Primary data
is completely tailor-made and there is no problem of adjustments. Primary data takes a lot of
time and the unit cost of such data is relatively high.
Secondary data:
Secondary research is a means to reprocess and reuse collected information as an indication for
betterments of the service or product. Information relates to a past period. Hence, it lacks
aptness and therefore, it has unsatisfactory value. Secondary data is obtained from some other
organization than the one instantaneously interested with current research project. Secondary
data was collected and analyzed by the organization to convene the requirements of various
research objectives. For example, survey reports or secret records from original sources.
3.3 Sampling Methodology:
Cluster sampling was used to collect the data. Cluster sampling is a sampling technique used
when "natural" groupings are evident in a statistical population. It is often used in marketing
research. In this technique, the total population is divided into these groups (or clusters) and a
sample of the groups is selected. Then the required information is collected from the elements
within each selected group.
Sample Size:
A sample size of 100 was chosen:
The sample chosen for the survey had all types of respondents.

31. The table below shows the size and categories in the samples.
Categories Occupation
No of
Respondents percent
1 Student 12 12
2 Self Employed 28 28
3 Un employed 52 52
4 Business 8 8
3.4 Techniques for analysis:
3.4.1 Chi Square Test:
A chi-square test (also chi-squared or χ2 test) is a statistical measure used in comparing a
variance to a theoretical variance. As a non parametric test it can be used to make comparisons
between theoretical population and actual data when categories are used.
Properties of the Chi-Square
• Chi-square is non-negative. Is the ratio of two non-negative values, therefore must be
non-negative itself.
• Chi-square is non-symmetric.
• There are many different chi-square distributions, one for each degree of freedom.

32. • The degrees of freedom when working with a single population variance is n-1.
• The distribution is Uni-modal and skewed to the right.
The technique is used to test whether there is significant difference between the “observed”
number of responses in each category and the “expected” number of responses for such category
under the assumption of Null hypothesis.
The random variable whose sampling distribution is approximated by χ2
distribution is given by:
Where Oi = the observed
frequency of responses in a category
Ei = the expected frequency in the same category under the assumption of null hypothesis.
Calculated value of χ2
from the table under an established value of level of significance and
appropriate value of degrees of freedom.
3.4.2 Diagrammatic representation
Bar Diagrams:
Bar Diagram is a better representation of Qualitative data. Bars are vertical lines, where the
lengths of the bars are proportional to their corresponding numerical value.
Pie Diagram:
This type of diagram enables us to show the partitioning of a total into its component parts. The
diagram is in the form of a circle. The entire graph looks like a pie and the components resemble
the proportion of the components out of the total.

33. CHAPTER 4
Data Analysis and Interpretation
4.1 Diagrammatic representation and analysis:
Total Participants:
Table 4.1.1
Number of respondents with various occupation:
Categories Occupation
No of
Respondents percent
1 Student 12 12
2 Self Employed 28 28
3 Un employed 52 52
4 Business 8 8
Chart 4.1.1:
Inference:
12 percent were
12
28
52
8
0
20
40
60
1
No of persons
Respondents Vs Occupation
Student
Self Employed
Un employed
Business

34. students. 28 percent were self employed. 52 percent were un-employed and 8 percent were
into business.
Table 4.1.2
Respondents according to their age
S.No Age
No of
Respondents Percent
1 Below 20 2 2
2 21- 25 70 70
3 26-30 26 26
4 31-35 2 2
5 36- 40 0 0
6 Above 40 0 0
Total 100
Chart 4.1.2:
Inference:
2 percent respondents were below the age of 20. 70 percent were between 21-25 yrs. 26
percent were between 26-30 yrs. 2 percent were between 31-35 yrs. And 1 percent was above
2
70
26
2 0 1
0
20
40
60
80
No of Respondents
Respondent Vs Age
Below 20
21- 25
26-30
31-35
36- 40
Above 40

35. 40yrs of age.
Table 4.1.3
Respondents according to their sex:
S.No Sex
No of
Respondents Percent
1 Male 60 60
2 Female 40 40
Total 100
Chart 4.1.3
:
Inference:
60 percent of the respondents were male and 40 percent were female.
60
40
0
20
40
60
No of Respondents
Respondents Vs Sex
Male
Female

36. Table 4.1.4
Respondents according to their maximum educational qualification:
S.No Educational Qualification
No of
Respondents Percent
1 High School 0 0
2 HSC 0 0
3 UG 76 76
4 PG 24 24
Others 100
Chart 4.1.4:
Inference:
76 percent respondents were candidates who were either pursuing their graduation or held an
0 0
76
24
0
0
20
40
60
80
No of Respondents
Respondents Vs Maximum Qualification
High School
HSC
UG
PG
Others

37. under graduate degree. 24 percent held a Post Graduate degree.
Table 4.1.5
Respondents according to their stream of education:
S.No Stream of Education
No of
Respondents percent
1 Regular 78 78
2 Correspondence 18 18
3 Evening 4 4
4 Part time 0 0
Others 100
Chart 4.1.5
Inference:
78 percent respondents did their graduation through regular college. 18 percent had pursued their
graduation through correspondence. 4 percent had done their graduation through evening
college.
78
18
4 0
0
20
40
60
80
No of Respondents
Respondents Vs Stream of education
Regular
Correspondence
Evening
Part time

38. Table 4.1.6
Respondents according to the institute last studied
S.No Institution last studied
No of
Respondents percent
1 University 32 32
2 IIT 4 4
3 Deemed University 8 8
4 Open University 10 10
5 College 46 46
Total 100
Chart 4.1.6
Inference:
32 percent respondents had done their graduation in a university. 4 percent had done graduation
in IIT.8 percent had done their graduation from Deemed University. Respondents from Open
University were 10 percent. 46 percent had done their graduation from a College.
32
4
8 10
46
0
10
20
30
40
50
No of Respondents
Respondents Vs Last institution studied
University
IIT
Deemed University
Open University
College

39. Table 4.1.7
Respondents according to qualification degree:
Categories Qualification degree
No of
Respondents percent
1 Engineering 40 40
2 Arts 22 22
3 Science 20 20
4 Technology 8 8
5 Others 10 10
Total 100
Chart 4.1.7
Inference:
40
22 20
8 10
0
10
20
30
40
No of Respondents
Respondents Vs Qualification degree
Engineering
Arts
Science
Technology
Others

40. 40 percent had done their graduation in Engineering. 22 percent were Arts graduates. 20 percent
were Science graduates. 8 percent were Technology graduates. 10 percent were graduates in
other streams. This includes Diploma holders.
Table 4.1.8
Respondents according to source:
S.No Source
No of
Respondents Percent
1 Job portal 46 46
2 Reference 18 18
3 Advertisement 4 4
4 Job fair 8 8
5 Friends 24 24
Total 100
Chart 4.1.8:
Inference:
46 percent respondents know about RS Employee Consulting through job portals.18 percent
knew through reference. 4 percent through advertisements. 8 percent through job fairs and 24
46
18
4
8
24
0
0
10
20
30
40
50
No of Respondents
Respondents Vs Source
Job portal
Reference
Advertisement
Job fair
Friends
Others

41. percent through friends
Table 4.1.9
Respondents according to the current employment:
Categories Current Employment
No of
Respondents Percent
1 Yes 40 40
2 No 60 60
Others 100
Chart 4.1.9
Inference:
40 percent were employed currently. 60 percent were unemployed.
40
60
0
20
40
60
No of Respondents
Respondents vs Current employment
Yes
No

42. Table 4.1.10
Respondents according to prior work experience:
S.No Prior work experience
No of
Respondents percent
1 Yes 52 52
2 No 48 48
Total 100
Chart 4.1.10
Inference:
52 percent had prior work experience. 48 percent had no prior work experience.
52
48
46
48
50
52
No of Respondents
Respondents Vs Prior work experience
Yes
No

43. Table 4.1.11
Respondents according to the current salary per annum
Categories Current salary per annum
No of
Respondents Percent
1 Less than 50,000 per annum 8 8
2 50001 to 1, 00,000 24 24
3 100001 and 150000 16 16
4 150001 and above 12 12
Total 100
Chart 4.1.11
Inference:
8 percent had a salary lesser than 50000 p.a. 24 percent had salary between 50,001 and 1,00,000.
16 percent had a salary between 1,00,001 and 1,50,000. 12 percent had a salary between
1,50,001 and above. From this we also come to know 40 percent were not eligible to their current
salary because of students/ unemployment/ business.
8
24
16
12
0
5
10
15
20
25
No of Respondents
Respondents Vs Current salary per annum
Less than 50,000 per
annum
50001 to 1, 00,000
100001 and 150000
150001 and above

44. Table 4.1.12
Respondents according to their current industry:
Categories Current Industry
No of
Respondents percent
1 IT 12 12
2 ITeS 14 14
3 Non IT 14 14
4 Others 14 14
Total 100
Chart 4.1.12
Inference:
12 percent respondents were from the IT industry. 14 percent were from the ITeS industry. 14
percent were from the Non IT industry. And 14 percent were from other industry-including
business, self employment, etc. 46 percent were not from any industry implying that were a mix
of unemployed people and students.
12
14 14 14
11
12
13
14
No of Respondents
Respondents Vs Current industry
IT
ITeS
Non IT
Others

45. Table 4.1.13
Respondents according to the job application as experienced or fresher
S.No Job application
No of
Respondents Percent
1 Experienced 42 42
2 Fresher 58 58
Total 100
Chart 4.1.13
Inference:
42 percent respondents were applying to the current job as experienced. The rest 58 percent were
applying as fresher.
42
58
0
20
40
60
No of Respondents
Respondents Vs Job application
Experienced
Fresher

46. Table 4.1.14
Respondents according to the source of the current job.
S.No Source of current job
No of
Respondents Percent
1 The company 12 12
2 Consultancy 22 22
3 Reference 12 12
4 Campus Interview 2 2
5 News paper 6 6
Total 100
Chart 4.1.14
Inference:
12 percent had the company approaching them for the current job. 22 percent had got their
current job through a consultancy. 12 percent were referred into the company. 2 percent had their
placements through campus placements. 6 percent got their current jobs through newspaper. The
rest 46 percent were currently not employed
12
22
12
2
6
0
5
10
15
20
25
No of Respondents
Respondents Vs source of current job
The company
Consultancy
Reference
Campus Interview
News paper

47. Table 4.1.15
Respondents according to their view of a BPO career:
S.No BPO career good
No of
Respondents Percent
1 Yes 82 82
2 No 18 18
Total 100
Chart 4.1.15
Inference:
82 percent thought that BPO career would be good.18 percent thought that career in BPO would
not be good.
82
18
0
50
100
No of Respondents
Respondents Vs BPO career
Yes
No

48. Table 4.1.16
Respondents according to willingness to work in night shifts.
S.No Night shifts
No of
Respondents Percent
1 Yes 80 80
2 No 20 20
Total 100
Chart 4.1.16
Inference:
80 percent respondents were open to working in night shifts. 20 percent were not open to
working in night shifts.
80
20
0
20
40
60
80
No of Respondents
Respondents Vs Night shifts
Yes
No

49. Table 4.1.17
Respondents according to type of job need
S.No Job Need
No of
Respondents Percent
1 Permanent 100 100
2 Temporary 0 0
Total 100
Chart 4.1.17
Inference
The entire 100 percent respondents were looking for a permanent job only.
100
0
0
50
100
No of Respondents
Respondents Vs Type of job need
Permanent
Temporary

50. Table 4.1.18
Respondents according to their availability to join.
S.No Joining
No of
Respondents Percent
1 Immediately 62 62
2 1-2 weeks 22 22
3 2-3 weeks 8 8
4 3 weeks and above 8 8
Total 100
Chart 4.1.18
Inference:
62 percent respondents were open to joining immediately.22 percent would be able to join in 1-2
weeks. 8 percent were open to joining in 2-3 weeks. 8 percent were open to joining only 3 weeks
and above.
62
22
8 8
0
20
40
60
80
No of Respondents
Respondents Vs Joining
Immediately
1-2 weeks
2-3 weeks
3 weeks and above

51. Table 4.1.19
Respondents according to the minimum tenure with the company
S.No
Minimum tenure with the
company
No of
Respondents Percent
1 Below 6 months 2 2
2 6 months-1 yr 14 14
3 1-2 yrs 32 32
4 2 yrs and above 52 52
Total 100
Chart 4.1.19
Inference
2 percent respondents were ready to stay with the company for below 6 months. 14 percent were
2
14
32
52
0
20
40
60
No of Respondents
Respondents Vs minimum tenure with the company
Below 6 months
6 months-1 yr
1-2 yrs
2 yrs and above

52. open to work for 6 months-1 yr. 32 percent were open to working for 1-2 yrs. And 52 percent
would stay with the company for 2 yrs and above.
Table 4.1.20
Respondents according to their satisfaction with the consultancy services:
S.No Consultancy satisfaction
No of
Respondents Percent
1 Highly satisfied 32 32
2 Satisfied 52 52
3 Neutral 14 14
4 Dissatisfied 0 0
5 Highly dissatisfied 2 2
Total 100
Chart 4.1.20
Inference:
32 percent respondents were highly satisfied with the consultancy services. 52 percent were
satisfied with the services. 14 percent were neutral to the consultancy services. And 2 percent
were highly dissatisfied with the services.
32
52
14
0 2
0
20
40
60
No of Respondents
Respondents Vs Consultancy satisfaction
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied

53. Table 4.1.21
Respondents according to their comfort with the interview process
S.No Simple process
No of
Respondents Percent
1 Yes 82 82
2 To some extent 16 16
3 No 2 2
Total 100
Chart 4.1.21
Inference:
82 percent felt that the interview process was simple and that they were comfortable with it. 16
percent were comfortable about the process to some extent. 2 percent felt that they were not
82
16
2
0
20
40
60
80
100
No of Respondents
Respondents vs simple interview process
Yes
To some extent
No

54. comfortable with the rounds of interview and the process.
Table 4.1.22
Respondents according to the match of the job description given by consultancy and client
S.No Job description match
No of
Respondents Percent
1 Yes 82 82
2 To some extent 18 18
3 No 0 0
Total 100
Chart 4.1.22
Inference:
82 percent respondents agreed that the job description given by the consultancy matched that of
the client. 18 percent felt that they matched only to a certain extent.
82
18
0
0
20
40
60
80
100
No of Respondents
Respondents Vs Job description match
Yes
To some extent
No

55. Table 4.1.23
Respondents according to the satisfaction of candidates to the salary package offered
S.No Salary package
No of
Respondents Percent
1 Highly satisfied 24 24
2 Satisfied 58 58
3 Neutral 18 18
4 Dissatisfied 0 0
5 Highly dissatisfied 0 0
Total 100
Chart 4.1.23
Inference:
24 percent were highly satisfied with the salary package offered. 68 percent were satisfied with
the salary package offered. 18 percent were neutral about the salary package.
24
58
18
0 0
0
20
40
60
No of Respondents
Respondents Vs Salary package
Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied

56. Table 4.1.24
Respondents according to their future contact of RS Employee Consulting in case of
opportunities
S.No
Future approach to RS
Employee
No of
Respondents Percent
1 Yes 100 100
2 No 0 0
Total 100
Chart 4.1.24
Inference:
The entire 100 percent respondents would approach RS Employee Consulting in case of future
opportunities.
0
20
40
60
80
100
No of Respondents
100
0
Respondents Vs Future approach of iVenture
Yes
No

57. Table 4.1.25
Respondents according to their rating of RS Employee Consulting and their rapport.
Categories Rapport
No of
Respondents percent
1 Excellent 24 24
2 V Good 42 42
3 Good 32 32
4 Poor 0 0
5 V poor 0 0
Chart 4.1.25
Inference:
24 percent respondents had excellent rapport with RS Employee Consulting. 42 percent had
V.Good rapport with RS Employee Consulting. 32 percent had a good rapport with RS
Employee Consulting.
0
10
20
30
40
50
No of Respondents
24
42
32
0 0
Respondents Vs rapport with iVenture
Excellent
V Good
Good
Poor
V poor

58. 4.2 Chi’s Square test:
1. Educational qualification Vs Comfort with interview rounds:
H0- Qualification degree affects the respondents comfort with the interview process and rounds
H1- Qualification degree does not affect the respondents comfort.
Observed Frequency:
Simple process Yes
To some
extent No
S.No Qualification degree
1 Engineering 36 4 0 40
2 Arts 16 6 0 22
3 Science 14 2 2 18
4 Technology 6 4 0 10
5 Others 8 2 0 10
80 18 2 100
Expected Frequency:
Simple process Yes
To some
extent No
S.No Qualification degree
1 Engineering 32 7.2 0.8 40
2 Arts 17.6 3.96 0.44 22
3 Science 14.4 3.24 0.36 18
4 Technology 8 1.8 0.2 10
5 Others 8 1.8 0.2 10
80 18 2 100

59. Hypothesis Calculation:
O E (O-E)2
(O-E)2
/E
36 32 16 0.50
16 17.6 2.56 0.15
14 14.4 0.16 0.01
6 8 4 0.50
8 8 0 0.00
4 7.2 10.24 1.42
6 3.96 4.1616 1.05
2 3.24 1.5376 0.47
4 1.8 4.84 2.69
2 1.8 0.04 0.02
0 0.8 0.64 0.80
0 0.44 0.1936 0.44
2 0.36 2.6896 7.47
0 0.2 0.04 0.20
0 0.2 0.04 0.20
Degrees of freedom – 8
∑ (O-E)2
/E= 15.93

60. From the table the value is 15.51.
Hence we reject H0 and accept H1.
2. Sex and comfort of working in night shifts:
H0- Candidates are influenced by gender to work in shifts.
H1-Candiates are comfortable of working in shifts irrespective of gender
Observed Frequency:
Sex Male Female
S No Night shifts
1 Yes 54 26 80
2 No 6 14 20
60 40 100
Expected Frequency:
Sex Male Female
S No Night shifts
1 Yes 48 32 80
2 No 12 8 20
60 40 100
Hypothesis Calculation:
O E (O-E)2
(O-E)2
/E
54 48 36 0.75
6 12 36 3
26 32 36 1.125
14 8 36 4.5
9.375
Degree of freedom-1
Tabulated value at 0.05percent level of significance is 3.84
Calculated value 9.375 is higher implying that null hypothesis is rejected and that candidates are
comfortable working in shifts irrespective of their gender.

61. CHAPTER 5:
FINDINGS:
• 12 percent were students. 28 percent were self employed. 52 percent were un-
employed and 8 percent were into business.
• 2 percent respondents were below the age of 20. 70 percent were between 21-25 yrs.
26 percent were between 26-30 yrs. 2 percent were between 31-35 yrs. And 1 percent
was above 40yrs of age.
• 60 percent of the respondents were male and 40 percent were female and 76 percent
respondents were candidates who were either pursuing their graduation or held an under
graduate degree. 24 percent held a Post Graduate degree.
• 78 percent respondents did their graduation through regular college. 18 percent had
pursued their graduation through correspondence. 4 percent had done their graduation
through evening college.
• 32 percent respondents had done their graduation in a university. 4 percent had done
graduation in IIT.8 percent had done their graduation from Deemed University.
Respondents from Open University were 10 percent. 46 percent had done their
graduation from a College.
• 40 percent had done their graduation in Engineering. 22 percent were Arts graduates. 20
percent were Science graduates. 8 percent were Technology graduates. 10 percent were
graduates in other streams. This includes Diploma holders.
• 46 percent respondents know about RS Employee Consulting through job portals.18
percent knew through reference. 4 percent through advertisements. 8 percent through job

62. fairs and 24 percent through friends.
• 40 percent were employed currently. 60 percent were unemployed.
• 52 percent had prior work experience. 48 percent had no prior work experience.
• 8 percent had a salary lesser than 50000 p.a. 24 percent had salary between 50,001 and
1,00,000. 16 percent had a salary between 1,00,001 and 1,50,000. 12 percent had a salary
between 1,50,001 and above. From this we also come to know 40 percent were not
eligible to their current salary because of students/ unemployment/ business.
• 12 percent respondents were from the IT industry. 14 percent were from the ITeS
industry. 14 percent were from the Non IT industry. And 14 percent were from other
industry-including business, self employment, etc. 46 percent were not from any industry
implying that were a mix of unemployed people and students.
• 42 percent respondents were applying to the current job as experienced. The rest 58
percent were applying as fresher.
• 12 percent had the company approaching them for the current job. 22 percent had got
their current job through a consultancy. 12 percent were referred into the company. 2
percent had their placements through campus placements. 6 percent got their current jobs
through newspaper. The rest 46 percent were currently not employed
• 82 percent thought that BPO career would be good.18 percent thought that career in BPO
would not be good.
• 80 percent respondents were open to working in night shifts. 20 percent were not open to
working in night shifts.
• The entire 100 percent respondents were looking for a permanent job only.
• 62 percent respondents were open to joining immediately.22 percent would be able to
join in 1-2 weeks. 8 percent were open to joining in 2-3 weeks. 8 percent were open to
joining only 3 weeks and above.
• 2 percent respondents were ready to stay with the company for below 6 months. 14
percent were open to work for 6 months-1 yr. 32 percent respondents were open to
working for 1-2 yrs. And 52 percent would stay with the company for 2 yrs and above.
• 32 percent respondents were highly satisfied with the consultancy services. 52 percent
were satisfied with the services. 14 percent were neutral to the consultancy services. And

63. 2 percent were highly dissatisfied with the services.
• 82 percent felt that the interview process was simple and that they were comfortable with
it. 16 percent were comfortable about the process to some extent. 2 percent felt that they
were not comfortable with the rounds of interview and the process.
• 82 percent respondents agreed that the job description given by the consultancy matched
that of the client. 18 percent felt that they matched only to a certain extent.
• 24 percent were highly satisfied with the salary package offered. 68 percent were
satisfied with the salary package offered. 18 percent were neutral about the salary
package.
• The entire 100 percent respondents would approach RS Employee Consulting in case of
future opportunities.
• 24 percent respondents had excellent rapport with RS Employee Consulting. 42 percent
had V.Good rapport with RS Employee Consulting. 32 percent had a good rapport with
RS Employee Consulting.

64. SUGGESTIONS:
• According to the findings, there would be a better turn out if unemployed candidates
were targeted.
• Graduates were most suited for BPO jobs with their age between 21-25 yrs.
• Given the current situation in the job market- candidates who have finished their
Engineering would be open to alternative career choices.
• Candidates with prior work experience would definitely look for a switch and candidates
with experience in IT, ITeS and Non IT could be sourced.
• Consultancies seem to be the source of current industry implying that candidates would
be comfortable to take up the interview once again. Also the rapport the candidates had with the
recruiters of the RS Employee Consulting was Very good implying that they would return to RS
Employee Consulting again for future job opportunities. This has to be further improved. Soft-
skills training should be imparted to enhance the job of the recruiters and to rank better with the
candidate.
• There is also a deviation in terms of job description given by the recruiter to that of the
client. This deviation has to be matched and would mean that candidates would have a better
idea about the job. Process training should be given to the recruiters such that their analysis of
the job and sourcing would match the client requirements exactly.
• In terms of salary satisfaction, candidates can be enlightened on the fitment level in terms
of qualification and industrial standards. This would lead them to be satisfied about the offer
made.
• RS Employee Consulting should advertise more on newspapers. They should also be able
to build a network of candidates and aid in generating references and organize more job fairs.

65. • The interview process must be made more simple and effective. Furthermore candidates
must be made aware of each round of interview and any doubts should be clarified by the
recruiter.
CONCLUSION:
The study has been undertaken to understand the market potential of BPO for the recruitment
consultancy is good. The qualified persons, experienced persons and interest in changeover for a
job, this sign gives a positive report to the consultancies to go in their process. The analysis and
study shows a clear output that this starting up a recruitment division for BPO is lucrative and
there is a good scope for revenue also from the same department.
In our growing service sectors as many new companies emerge fast, retention becomes a major
factor. The Telecom companies find it hard to retain their employees compared to the IT sector.
The average number of years an employee stays in an IT company is between 2 – 3 years. Where
as in an ITES company it is less than a year. This trend has given way to hire contract or
temporary employees.
There are yet other directions that this research could take on. The level of training can be
measured against the performance. Also other factors that influence recruitment for the BPO-
market, work atmosphere, salary, career and future are potential titles that would be worth
pursuing.
In terms of recruitment it is important to consider carrying out a thorough job analysis to
determine the level of skills/ technical abilities, competencies, flexibility of employee required.
At this point it is important to consider both the internal and external factors that can have an
effect on the recruitment of employees. The external factors are those out-with the powers of the
organization and include issues such as current and future trends of the labor market e.g. skills,
education level, government investment into industries etc. On the other hand internal influences
are easier to control, predict and monitor, for example management styles or even the

66. organizational culture.
ANNEXURE:
A Study on recruitment and selection practices of RS Employee Consulting
1. Name:
2. Age:
Below 20 ♦ 21- 25 ♦ 26-30 ♦ 31-35 ♦ 36- 40 ♦ Above 40♦
3. Occupation:
Student ♦ Self Employed ♦ Un employed ♦ Business♦
4. Sex:
Female ♦ Male ♦
5. Educational Qualification:
High School ♦ HSC ♦ UG ♦ PG ♦ Others♦
6. Under what stream did you complete the course?
Regular ♦ Correspondence ♦ Evening ♦ Part time♦
7. Which institution did you last study?
University ♦ IIT ♦ Deemed University ♦ Open University ♦
College ♦
8. What is your qualification degree?
Engineering ♦ Arts ♦ Science ♦ Technology ♦ Others ♦
9. How did you come to know about RS Employee Consulting?
Job portal ♦ Reference ♦ Advertisement ♦ Job fair ♦ Friends ♦ Others
♦___________
10. Are you currently employed?
Yes ♦ No ♦

67. 11. Do you have any prior work experience? If yes state your experience.
Yes ♦ No ♦
Employer Designation Employment period Reason for
relieving
12. What is your current salary per annum?
Less than 50,000 per annum ♦ 50001 to 1, 00,000 ♦ 100001 and 150000 ♦
150001 and above ♦
13. In what industry are you currently employed?
IT ♦ Non IT ♦ ITES ♦ Others ♦
14. You are applying for this job as?
Fresher ♦ Experienced ♦
15. How did you get the present job?
The company ♦ Consultancy ♦ Reference ♦ Campus Interview ♦
News paper♦
16. Do you think the BPO would give a good career?
Yes ♦ No ♦
17. Are you open to night shifts?
Yes ♦ No ♦
18. What type of Job do you need?
Permanent ♦ Temporary ♦
19. How soon can you join the company given an offer?
Immediately ♦ 1-2 weeks ♦ 2-3 weeks ♦ 3 weeks and above ♦
20. What is the minimum period that you would stay with a concern?
Below 6 months ♦ 6 months-1 yr ♦ 1-2 yrs ♦ 2 yrs and above ♦
21. Are you satisfied with the consultancy services?
Highly satisfied ♦ Satisfied ♦ Neutral ♦ Dissatisfied ♦
Highly dissatisfied ♦

68. 22. The interview process is simple and you were comfortable with the rounds?
Yes ♦ To some extent ♦ No ♦
23. The job description given to you by the consultancy matched the job description that the
client gave you?
Yes ♦ to some extent♦ No ♦
24. Are you comfortable with the salary package offered to you?
Highly satisfied♦ Satisfied Neutral ♦ Dissatisfied ♦ Highly dissatisfied♦
25. Would you approach RS Employee Consulting in case of future opportunities?
Yes ♦ No ♦
26. How would you rate the rapport between you and the consultant?
♦ Excellent ♦ V.Good ♦ Good ♦ Poor ♦V.Poor

69. BIBLIOGRAPHY
1. www.wikipedia.com
2. www.naukrihub.com
3. www.nasscom.com
4. www.goodrecruit.com