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CHAPTER 1 INTRODUCTION
1.1 INDUSTRY PROFILE
1.1.1 Indian Recruitment Industry Moves on the Internet
Around the world online recruitment had an ascending raise, from a market of approximately $ 300 millions in 2000 to almost 8 billion in 2005. The highest rate is owned by the United States, where 39% of the companies choose as recruitment method the internet; and "the big boys" (The Fortune 1000 companies) in a 90% proportion. In India it can be observed an ascending trend in using the internet as a recruitment method, in 2005, 10% of the jobs being placed online, "We estimate that 10-12% of the jobs are generated online, from which 75% can also be found in other channels of distribution, like newspapers or recruitment agencies with offline activity. With the growth of internet usage it will be observed a raise of online recruitment rate, with the lost of newspapers and other ways of promoting. We expect this sector to grow and consolidate, going 10-13 percent higher in 2006". From the jobs published on the internet the higher rate, of approximately 25-35%, is found in the IT sector. Slowly but surely, those who seek work will choose the internet, a fast and comfortable environment, which will help them in professional reorientation and development.
The 1990s were a time of dramatic changes in recruitment practices. Growing labour shortages, the rise of more flexible work practices, and the rise in the importance of knowledge workers, all contributed to a new HR environment. While all these changes altered many job-search and recruitment practices, none has the long-term potential to do so as much as the Internet.
2 Before the Internet, employers relied on well established methods to identify and recruit their new employees. Newspaper ads, job fairs, referrals from their own employees, and the use of head-hunters were typical practices in the traditional labour market. The result was a protracted and paper-ridden process as the employer communicated with various job-seekers before a match was made. Today, the cutting edge industries of the ‘new economy’ have abandoned the paper and the plodding as they recruit on-line. They use the Internet-based E-labour market to consider more applicants, from a geographically larger labour pool, and they do it much faster and cheaper than before.
Internet-based recruitment is growing rapidly. Three years ago it was still quite rare. However, by 1999 there were already more than 2000 Internet sites devoted exclusively to information about jobs, with another 100,000 corporate sites that also contain employment related information.
1.1.2 HR Consulting
Consulting for HR is a huge business. Most of the major consulting firms offer service lines related to HR. They give them fancy names, like “Human Performance” (at Accenture), “Organization” (at The Boston Consulting Group), and “Organizations, People & Performance” (at Booz Allen Hamilton). Consultants in these areas work on everything from creating more effective organizations, to managing change, to developing training programs, to managing health-care programs for their clients. The work is often strategic, focusing on the people issues of running a large company. A lot of it is data-driven, too, such as in actuarial consulting, which involves financial planning based on the company’s long-term hiring projections.
3 Consulting firms are traditionally among the largest employers of top MBA and college graduates. But with single-digit growth projected for the industry in 2004 and 2005, expect competition for jobs to be as tough as ever.
More than half the people in top MBA programs and a significant number of college seniors flirt with the idea of becoming a management consultant after graduation. It’s a high-paying, high-profile field that offers students the opportunity to take on a lot of responsibility right out of school and quickly learn a great deal about the business world.
In essence, consultants are hired advisors to corporations. They tackle a wide variety of business problems and provide solutions for their clients. Depending on the size and chosen strategy of the firm, these problems can be as straightforward as researching a new market or as complex as totally rethinking the client’s organization. No matter what the engagement, the power that management consultants wield is hard to scoff at. They can advise a client to acquire a related company worth hundreds of millions of dollars, or reduce the size of its workforce by thousands of employees.
One word of clarification: "Consulting" is a big, one-size-fits-all term that includes virtually any form of advice-giving. This industry overview focuses primarily on the flavor known as management consulting. Often called strategy consulting, this segment of the industry includes firms that specialize in providing advice about strategic and core operational issues. Although some of the highest profile firms populate this segment, they’re not the only ones doing consulting.
In the world of business, management consultants are jacks-of-all-trades. Working through consulting firms or as independent contractors, they advise corporations and other organizations regarding an infinite array of issues related to business strategy— from reengineering to e-commerce, change management to systems integration. From
4 billion-dollar mergers and acquisitions to corporate reorganizations in which thousands of jobs are at stake, they are the directors behind the scenes of nearly every major event in the marketplace.
A career in consulting can encompass a wide variety of industries. One word of clarification: “Consulting” is a big, one-size-fits-all term that includes virtually any form of advice-giving. Pretty much anyone with a specialty in a field can offer consulting service; to keep this profile specific, we’ve focused on management consulting, a broad category in its own right. Often called strategy consulting, this segment of the industry includes firms that specialize in providing advice about strategic and core operational issues.
Most management consultants hold salaried positions at firms that cater to a clientele of mostly large corporations. They are assigned on a project basis to their firm's clients, who are billed by the hour for their services. Depending on the client's needs and the firm's functional specialty (or core competency, as it's often called), consultants conduct objective research and analysis on behalf of their client, and make recommendations based on their findings. Ultimately, management consultants take on the responsibility of improving their clients’ businesses by effecting change through their recommendations.
Although some of the highest-profile firms populate this segment, they’re not the only ones doing consulting. Thousands of other organizations and individuals call themselves consultants, make money by selling their advisory services, and offer plenty of opportunities for employment. If you like the idea of giving advice to other businesses, and you have a particular interest in computers, human resources, corporate communications, mobile communications, health care, financial services, real estate, ecommerce, or some other specialized field, there’s a good chance you can find a position with an organization doing precisely that.
5 1.1.3 GLOBAL RECRUITING
The importance of Human Resource planning to the success of any business enterprise is well recognized and documented. Equally accepted is the fact that certain specific and international skills do not exist in sufficient numbers today.The need to recruit offshore is immediately apparent.
The aim in all recruitment campaigns is to hire competent, motivated professionals who will provide an added value and proven expertise to the company. An advantage with offshore recruiting is that people who are willing to migrate are typically highly motivated, upwardly mobile, and loyal employees.
The number of key reasons why businesses seek out a consultant. These included:
•
Lack of in-house expertise;
•
Need for independent/objective advice;
•
Need to gain additional resources; and
•
Need for the quick resolution of issues.
The five principal-consultant success indicators. These were:
1. Ability to listen and comprehend client; 2. Quality of service; 3. Client-consultant communication; 4. Integrity and honesty; and 5. Technical knowledge.
6 Principal-performance indicators were also identified. They were:
Achieving agreed objectives; Customer/client satisfaction; Timeliness of service delivery; Implementation of recommendations; and Achieving measurable results.
How are HR departments changing?
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Only 30% still do all standard in-house hr functions
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32% have established an in-house “university”
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Only 27% have retained the training area “as is”
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Benefits have been outsourced or moved to shared service centers
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Staffing is being delegated back to line managers
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Ratio of employees served per hr employee has increased
1.1.4 Current trends in HR
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Emphasis on strategic planning & succession
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Emphasis on cost-related issues / cost control
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New specialties emerging in hr
7 1.2 COMPANY PROFILE
ICONIUM CONSULTING GROUP, the innovative recruitment, search, selection and training consulting organization. Set up in 1998 with a vision to “become the most sought after recruitment consulting firm”. With the mix of skill, experience, speed on commitment to delivery and deadlines with a strong culture of ethics; have consistently out performed their competitors and growing at a speed of 300% every year. They provide integrated recruitment solutions for corporates on a platform of business partnership and are not just a service provider.
The vision” Is to become the top five recruitment consulting companies, the most sought after”. The mission “Is to obtain, manage, utilize, and maximize human resource information to provide exceptional executive search and recruitment consulting service to the corporates and the human talent on their specific requirements in a time bound, efficient, systematic and organized process”.
The Service offered by ICG is Executive Search, IT Recruitment, ITES Recruitment, Non-IT Recruitment, BPO and Temp staffing, Corporate Training.
1.2.1 EXECUTIVE SEARCH:
The goal of this method is to reach candidates who are not actively on the job market, but whose professional experience and qualifications match the employer’s requirements.
Their business philosophy is Honest, Ethical approach, Efficient, Innovative, systematic and structured consulting process. Strict adherence to recruitment standards in long term view to relationships.
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The Methodologies they adopt are Internal search of our 100,000 strong databases, Focused networking and head hunting, Network based referencing, Sourcing through strategic regional associates, Web and portal search, Print and media search.
1.2.2 PROCESS
To build the short list of potential incumbents, their research-based process ensures that they understand the business, work culture, the role clarification and the prospective incumbent’s profile, thus they minimize the time involved and eliminate the mismatches.
ICONIUM has made an image among all other consultancies with in a shorter time by means of value proposition, less professional fee, immediate replacement. The evaluation process they adopt to every candidate is based on communication, personality traits, evaluating and analyzing the psychological, cultural, aptitude, attitudinal fitment, technical screening, HR screening, reference checking on personal, professional and social behavioral pattern.This enhances their quality of work which attracts the client towards them.
Iconium has grown to become premiere executive search firm delighting both, the corporate recruiter and the human talent. With the mission of building high-level competencies in Human Resource Recruitment, Iconium has aligned with leading worldwide corporations in scouting top talent.Some of the clients are Accenture, Cognizant technology solutions, GE, HP, Honeywell, Iflex, Infosys, Microsoft, Perot, TCS, Wipro, Mind tree, Mphasis-BFL, Ionedia, Virtusa, AIG, Covansys, Airtel, Sembcorp, Max New York, SPIC, ALLSEC, E-Serve, Cross domain, Scope international, Caterpillar, Asian paints and to name a few.
9 1.3 PROJECT PROFILE
An Organization, whether a business or individual enterprise, needs for its survival and growth. The success and failure of an Organization depends upon these four main factors money, machinery, material, men. So it is the utmost duty of any organizational members to look after these factors with great concern.
1.3.1 HUMAN RESOURCE MANAGEMENT
“Human resource management is the process of acquiring, training, appraising, and compensating employees, and attending to their labor relations, health and safety, and fairness concerns”.
Today, it’s the firm’s workforce-its knowledge, commitment, skills and training that provides the competitive advantage for world-class companies. That means an upgrading of HR’s traditional role is required. In the early 1900s, Personnel people first took over hiring and firing from supervisors, ran the payroll department, and administered benefit plans. The job consisted largely of ensuring that procedures were followed. As new technology in areas like testing and interviewing began to emerge, the personnel department began to play an expanded role in the employee selection, training and promotion.
The emergence of union legislation in the 1930s led to a new HR emphasis on protecting the firm in its interaction with unions. The discrimination legislation of the 1960s and 1970s meant the potential for more lawsuits, and effective Personnel practices became more important. However the emphasis was still on what HR could do to protect the organization rather than the positive contribution it made to the firms effectiveness.
10 Today, HR’s role is shifting from protector and screener to strategic partner and change agent. The metamorphosis of ”Personnel” into Human Resource Management reflects that in today’s flattened, downsized and high performing organizations, trained and committed employees not machines are the firms competitive key.
Human Resource Managers performs the activities as listed below:
Conducting job analysis. Planning the labor needs and recruiting job candidates. Selecting job candidates. Orienting and training new employees. Managing wages and salaries. Providing incentives and benefits Appraising performance. Communicating (interviewing, counseling, disciplining). Training and developing managers. Building employee commitment.
1.3.2 WHY IS HR MANAGEMENT IMPORTANT TO ALL MANAGERS?
It is easier to answer this by listing some of the personnel mistakes you don’t want to make while managing, you don’t want to:
Hire the wrong person for the job Experience high turnover Find your people not doing their best Waste time with useless interviews
11 Have the company taken to court because of discriminatory actions Have the company cited under federal occupational safety laws for unsafe practices Have some employees think their salaries are unfair and inequitable relative to others in the organization Allow a lack of training to undermine the department’s effectiveness Commit any unfair labor practices.
1.3.3 HUMAN RESOURCE PRACTICES
1.3.3.1 RECRUITMENT AND PLACEMENT:
This is the first activity and important, where the managers do the activities like job analysis, HR planning and recruiting, employee testing and selection, and interviewing candidates. Recruiters can be found both in-house and with outside organizations. Many in-house recruiters specialize in one area, such as on-campus interviews. Recruiters who work outside a company may also have areas of specialization, such as technical or executive recruiting. They work with hiring managers to define manager’s employment needs and must therefore be very familiar with every organization they work for.
Recruiters need to know what the best ways are to attract potential employees, such as running ads, searching the Internet, attending job fairs, and interviewing at schools. Recruiters communicate with prospective employees about personnel policies, wages, benefit packages, working conditions, and promotional opportunities. Recruiters also screen, interview, test, and check the references of applicants.
12 1.3.3.2 TRAINING AND DEVELOPMENT:
After selecting the person the next step is to train and develop the employees by providing the necessary training to ensure that employees have the knowledge, and skills, needed to accomplish their tasks. HR techniques such as quality improvement programs and team building that firms use to help them manage quality and productivity. Performance appraisal is carried out and techniques such as career planning and promotion use to help ensure employees can achieve their potential and be treated fairly.
1.3.3.3 COMPENSATION AND BENEFITS:
The job is establishing strategic pay plans, pay for performance plans such as financial incentives, merit pay and incentives that help tie performance to pay and providing benefits that make it clear the firm views its employees as long term investments and is concerned with their welfare.
1.3.3.4 EMPLOYEE SECURITY AND SAFETY;
The important activity to be carried out is the employee’s security and safety measures through labor relations, collective bargaining, employee safety and health.
As organizations recognize more the value of their employees as company assets, the value of human resources is likewise becoming more important. For the more progressive companies, the job of the HR director is not anymore relegated to the department level; he or she now has a more important role to play in the corporate boardroom.
13 Talent management covers functions like leave management, recruitment and training. "Workforce management is about optimizing the capabilities your people. Knowledge management is translating the tacit knowledge of your people into something explicit and allowing them to harness this knowledge through collaboration tools,”
1.3.4 HUMAN RESOURCE MANAGEMENT ACTIVITIES
A. HR Planning and Analysis B. Equal Employment Opportunity Compliance C. Staffing D. HR Development E. Compensation and Benefits F. Health, Safety, and Security G. Employee and Labor/Management Relations
1.3.5 Trends
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Demographic Transformations
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Labor Shortage and High-Skilled Workers
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The Value of HR
1.3.5.1 In-House HR Staff
HR employees deal with all of these issues: staffing (everything from sourcing to orientation to retention), employee relations, compensation and benefits, training, and information systems. In larger organizations, several HR people may work on each of
14 these functions, further subdivided into specialty areas. In smaller organizations, the HR person may wear many hats, but almost every company in the country has somebody on board to handle HR issues.
1.3.5.2 Staffing Firms
These firms replace or supplement in-house HR functions. It also includes the executive-recruitment firms that place higher-level candidates into full-time positions and charge clients a hefty percentage of the candidate's first-year salary. Jobs in these organizations usually require you to be a sharp judge of people and a good salesperson and negotiator.
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CHAPTER 2 OBJECTIVES, SCOPE AND LIMITATIONS OF THE STUDY
2.1
OBJECTIVES OF THE STUDY
Primary objective
To study the effectiveness of search methods that are used by Iconium-a consulting firm.
Secondary objectives
To minimize the time required to process a profile. To create confidence to the client by means of faster response and to avoid failure of candidates for the scheduled interview. To facilitate higher earning by means of quality and quantity of profiles.
16 2.2 SCOPE OF THE STUDY
The different Sourcing methods that are followed by the firm makes the client to stay over a long period. Since more consultants are performing well to make their organization best in the field they follow certain Sourcing methods. The need for the study is to find out which method provides us the better results in order to achieve their objectives.
Against this background, an attempt is made to undertake the comparative study on the effectiveness of search methods, which followed in Iconium Consulting Group-a recruitment consulting firm. This study is useful in order to know their time require to process a profile in different methods, quality of profiles obtained in each methods, quantity of profiles, creativity to obtain profiles. This study also enhances that the maintenance of profiles is important only then they can able to complete their process once they receive an offer and also for specific skill we can able to source profile out of them.
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2.3 LIMITATIONS
The present study is subjected to the following limitations:
The study is based on the opinions expressed where there is a great tendency for fluctuations in response and behaviour, which can lead to certain distortions.
The questionnaire method carries with it certain inherent limitations, which have to be considered.
The respondents were unable or unwilling to give a complete and accurate response to certain questions.
The data collected from the customers may be biased
Due to time constraints a detailed study could not be made
Only limited number of questions were asked
The results are based on survey methods which has its own limitations.
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CHAPTER 3 RESEARCH METHODOLOGY
3.1 INTRODUCTION
A research cannot be conducted abrupt. Researcher has to proceed systematically in an already planned direction with the help of a number of steps in sequences. To make the research systemized the researcher has to adopt certain methods. The method adopted by researcher for completing the project is called Research Methodology.
In other word, Research Methodology is simply the plan of action for a research which explains in detail how data is to be collected, analyzed and interpreted. Data become information only when a proper methodology is adopted. Thus we can say Methodology is a tool which processes the data to reliable information. This chapter attempt to highlight the research methodology adopted in this project.
3.2 RESEARCH DESIGN
A research design is a arrangement of conduction’s for collection for analysis of data in a manner that aims to combine relevance to the success of the research purpose with economy in procedure. Fundamental to the success of any research project is the sound research design. A research design is purely and simply the framework and for the study that guides the collection and analysis of data. It is a blue print that is followed in completing a study.
19 3.2.1 TYPE OF RESEARCH PLAN
There are 3 basic type of research design
Exploratory Research Design Descriptive Research Design Experimental Research Design
Out of the research design said above the research design took for the study was Descriptive Research Design.
3.2.2.1 DESCRIPTIVE RESEARCH DESIGN:
The Descriptive approach attempts in describing the characteristics of a particular individual, or a group. The study concerning whether certain variables are associated, as against this, studies concerned with specific predictions, with narration of facts and characteristics concerning individual, group or situation. In this study , the researcher must be able to define clearly, what he wants to measure and must find adequate methods for measuring it along with a clear cut definition of population he wants to study.
3.3 SOURCES OF DATA COLLECTION
The method of data collection to be used for the study contains two types of data called Primary and Secondary data. The primary data are those which are collected afresh and for the first time and thus happen to be original in character.
20 3.3.1 PRIMARY DATA SOURCES:
The questionnaire so designed is structured one. Keeping in view the objective of the study the questionnaire is designed.
3.3.2 SECONDARY DATA SOURCES:
The secondary data are those which have already been collected by someone else and which have already been passed through the statistical process. The secondary data’s are collected regarding the details of the effectiveness of search methods. It is collected from the existing database which is maintained by the company. The tools used for the secondary data were collected through company profile, organization website and other related library books.
3.3.3 Population Study:
The population refers to the total of items about which information is desired. In the sampling design when the population is concerned the entire population is taken into consideration because the size of the target population is only 35 in number for the purpose of this comparative study. Since the whole population is taken into consideration there are no samples taken.
3.3.4 Tools used:
Tools used for collection of data are the questionnaires. The respondent’s opinions have been analyzed for an understanding of the existing system. Findings from the data collected and further suggestions for betterment of this system have been provided.
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3.3.5 SIMPLE PERCENTAGE
Data analysis plays a major role in any research because ultimately it is an apt analysis, which would be of great use to the organization. A simple percentage analysis was carried out for the major part of the data analysis. Without this percentage, the researcher would face difficulty in interpreting results. Simple percentage method has been followed to examine the proportion of opinion among employees toward the effectiveness of search methods.
no.of respondents for particular option × 100 Total no.of respondents answered that particular option
3.3.6 Ranking Method
This type of analysis is particularly useful when the purpose of the question is to identify the preferences of the sample respondents among different choices. The respondents indicated the importance they assign to different types of policies. The ranking was in the order of “1” for most important and “5” for the least important. While doing the analysis the first rank was given a weightage of 5 and the least rank was given the weightage of 1.
The rank assigned by all the respondents was cumulated using the weightage. Accordingly, the type of policy with the larger cumulative weightage was ranked number 1 and so on.
22 3.4 QUESTIONNAIRE DESIGN
The questionnaire includes both open ended and closed ended questions with multiple choices, Open-ended questions enable wide range of responses, and this enables the respondent to express his views in his own words. However this is difficult to tabulate and analyze.
Close-ended questions offer a limited choice of response .Respondent find these easier to complete. Close-ended questions can also be tabulated and analyzed more easily. The copies of the questionnaire used in the study are at Annexure.
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CHAPTER 4 DATA ANALYSIS AND INTERPRETATION
ANALYSIS
Analysis is the process of placing the data in an ordered form, combining them with the existing information and extracting the meaning from them. In other words, analysis is an answer to the question “what message is conveyed by each group of data “. Which are otherwise raw facts and are unable to give a meaningful information. The raw data become information only when they are analyzed and put in a meaningful form.
INTERPRETATION
Interpretation is the process of relating various bits of information to other existing information. Interpretation attempts to answer, “What relationship exists between the findings to the research objectives and hypothesis framed for the study in the beginning “.
24 4.1
PERCENTAGE ANALYSIS
TABLE NO 4.1.1 AGE OF THE RESPONDENTS S.No. 1. 2.
Age Below 23 years Above 23 years Total
No. of Respondent 15 20 35
Percentage 42.9 57.1 100.0
INFERENCE
It is inferred from the above table that 42.9% of the respondents are below 23 years and 57.1% of the respondents are above 23 years.
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TABLE NO 4.1.2 GENDER OF THE RESPONDENTS S.No. 1. 2.
Gender Male Female Total
No. of Respondent 9 26 35
Percentage 25.7 74.3 100.0
INFERENCE
It is noted from the above table that 25.7% of the respondents are male and 74.3% of the respondents are female.
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TABLE NO 4.1.3 YEARS OF EXPERIENCE IN THIS ORGANIZATION S.No. 1. 2. 3. 4.
Opinion Less than 1 year 1-3 years 3-5 years More than 5 years Total
No.of Respondent 17 16 1 1 35
Percentage 48.6 45.7 2.85 2.85 100.0
INFERENCE
It is observed from the above table that 48.6% of the respondents are working less than 1 year in the organization, 45.7% of the respondents are working 1-3 years in the organization and 2.85% of the respondents are working 3-5 years and more than 5 years in the organization.
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TABLE NO 4.1.4 NATURE OF SOURCING PROFILES S.No.
Opinion
No. of Respondent
Percentage
1.
Advertisement
12
34.3
2.
Referencing
26
74.3
3.
Networking
8
22.9
4.
Head hunting
13
37.1
INFERENCE
It is stated from the above table that 34.3% of the respondents are felt that advertisement is the best describers of sourcing profiles, 74.3% of the respondents are felt that reference is the best describers of sourcing profiles, 22.9% of the respondents are felt that network is the best describers of sourcing profiles and 37.1% of the respondents are felt that head hunting is the best describers of sourcing profiles.
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31 TABLE NO 4.1.5 PROFILES SOURCED THROUGH ADVERTISEMENT S.No. 1. 2. 3. 4. 5.
Opinion 10-20% irrelevant 20-30% irrelevant 30-40% irrelevant 40-50% irrelevant >50% irrelevant Total
No. of Respondent 17 9 9 0 0 35
Percentage 48.6 25.7 25.7 0 0 100.0
INFERENCE
It is stated from the above table that 48.6% of the respondents says that 10-20% irrelevant of the profile sourced through advertisement, 25.7% of the respondents says that 20-30% irrelevant of the profile sourced through advertisement and 25.7% of the respondents says that 30-40% irrelevant of the profile sourced through advertisement.
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TABLE NO 4.1.6 INNOVATIVE OF JOB ADVERTISEMENT
1.
Yes
No. of Respondent 25
2.
No
3
8.6
3.
May be
7
20.0
35
100.0
S.No.
Opinion
Total
Percentage 71.4
INFERENCE
It is found from the above table that 71.4% of the respondents are innovated of job advertisement, 8.6% of the respondents are not innovated of job advertisement and 20.0% of the respondents are may be innovated of job advertisement.
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TABLE NO 4.1.7 QUANTITY OF PROFILES-JOB PORTAL S.No. 1. 2. 3. 4. 5.
Opinion Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Total
No. of Respondent 6 17 9 2 1 35
Percentage 17.1 48.6 25.7 5.7 2.9 100.0
INFERENCE
It is observed from the above table that 17.1% of the respondents are strongly agreed the statement, 48.6% of the respondents are agreed the statement, 25.7% of the respondents are neither agreed nor disagreed the statement, 5.7% of the respondents are disagreed the statement and 2.9% of the respondents are strongly agreed the statement.
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TABLE NO 4.1.8 NICHE SKILL REQUIREMENT S.No. 1. 2. 3. 4. 5.
Opinion Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Total
No. of Respondent 4 14 11 4 2 35
Percentage 11.4 40.0 31.4 11.4 5.8 100
INFERENCE
It is noted from the above table that 11.4% of the respondents are strongly agreed with the niche skill requirement, 40.0% of the respondents are agreed with the niche skill requirement, 31.4% of the respondents are neither agreed nor disagreed with the niche skill requirement, 11.4% of the respondents are disagreed with the niche skill requirement and 5.8% of the respondents are strongly agreed with the niche requirement.
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TABLE NO 4.1.9 PROCESSING OF PROFILES SOURCED FROM PORTALS S.No. 1. 2.
Opinion Yes No Total
No. of Respondent 31 4 35
Percentage 88.6 11.4 100.0
INFERENCE
It is observed from the above table that 88.6% of the respondents are satisfied about the processing of profiles sourced from portals and 11.4% of the respondents are not satisfied about the processing of profiles sourced from portals.
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TABLE NO 4.1.10 PORTAL IS COMPARATIVELY LESSER THAN HEAD HUNTING S.No. 1. 2. 3. 4. 5.
Opinion Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Total
No. of Respondent 4 10 12 8 1 35
Percentage 11.4 28.6 34.3 22.9 2.8 100.0
INFERENCE
It is found from the above table that 11.4% of the respondents are strongly agreed with the statement, 28.6% of the respondents are agreed with the statement, 34.3% of the respondents are neither agreed nor disagreed with the statement, 22.9% of the respondents are disagreed with the statement and 2.8% of the respondents are strongly disagreed with the statement.
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43 TABLE NO 4.1.11 MAINTENANCE OF DATABASE - PORTAL S.No. 1. 2. 3. 4. 5.
Opinion Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Total
No. of Respondent 3 13 5 13 1 35
Percentage 8.6 37.1 14.3 37.1 2.9 100.0
INFERENCE
It is observed from the above table that 8.6% of the respondents are strongly agreed with the maintenance of the profile data base through portal, 37.1% of the respondents are agreed with the maintenance of the profile data base through portal, 14.3% of the respondents are neither agreed nor disagreed with the maintenance of the profile data base through portal, 37.1% of the respondents are disagreed with the maintenance of the profile data base through portal and 2.9% of the respondents are strongly disagreed with the maintenance of the profile data base through portal.
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45 TABLE NO 4.1.12 QUANTITY PROFILES – NETWORKING S.No. 1. 2. 3. 4. 5.
Opinion Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Total
No. of Respondent 7 18 7 3 0 35
Percentage 20.0 51.4 20.0 8.6 0 100.0
INFERENCE
It is found from the above table that 20.0% of the respondents are strongly agreed with the profiles through networking, 51.4% of the respondents are agreed with the profiles through networking, 20.0% of the respondents are neither agreed nor disagreed with the profiles through networking and 8.6% of the respondents are disagreed with the profiles through networking.
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TABLE NO 4.1.13 WAYS TO GET REFERENCES S.No. 1. 2. 3. 4. 5.
Opinion Being informative Being communicator Being an advisor Being friendly All the above
No. of Respondent 2 6 4 12 16
Percentage 5.7 17.1 11.4 34.3 45.7
INFERENCE
It is found from the above table that 5.7% of the respondents are felt informative through references, 17.1% of the respondents are felt communicator through references, 11.4% of the respondents are felt advisor through references, 34.3% of the respondents are felt friendly through references and 45.7% of the respondents are getting the all the references.
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TABLE NO 4.1.14 REFERENCING REQUIRES CREATIVITY S.No. 1. 2. 3. 4. 5.
Opinion Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Total
No. of Respondent 11 18 6 0 0 35
Percentage 31.4 51.4 17.2 0 0 100.0
INFERENCE
It is found from the above table that 31.4% of the respondents are strongly agreed with the statement, 51.4% of the respondents are agreed with the statement and 17.2% of the respondents are neither agreed nor agreed with the statement.
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TABLE NO 4.1.15 AVERAGE LEADS GENERATE PER CALL S.No. 1. 2. 3. 4. 5.
Opinion Only one One- Three Three -Five More than five Nothing Total
No. of Respondent 2 26 7 0 0 35
Percentage 5.7 74.3 20.0 0 0 100.0
INFERENCE
It is found from the above table that 5.7% of the respondents are generated only one call, 74.3% of the respondents are generated one – three call and 20.0% of the respondents are generated three- five call.
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TABLE NO 4.1.16 QUALITY PROFILES – REFERENCE S.No. 1. 2. 3. 4. 5.
Opinion Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Total
No. of Respondents 7 13 12 2 1 35
Percentage 20.0 37.1 34.3 5.7 2.9 100.0
INFERENCE
It is stated from the above table that 20.0% of the respondents are strongly agreed with the quality profiles through reference, 37.1% of the respondents are agreed with the quality profiles through reference, 34.3% of the respondents are neither agreed nor disagreed with the quality profiles through reference, 5.7% of the respondents are disagreed with the quality profiles through reference and 2.9% of the respondents are strongly disagreed with the quality profiles through reference.
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TABLE NO 4.1.17 DETAILS ABOUT EVERY COLD CALL S.No. 1. 2. 3. 4. 5.
Opinion Company details Personal details Project details Organization structure All the above
No. of Respondents 4 9 12 0 19
Percentage 11.4 25.7 34.3 0.0 54.3
INFERENCE
It is found from the above table that 11.4% of the respondents are collected company details in cold call, 25.7% of the respondents are collected personal details in cold call, 34.3% of the respondents are collected project details in cold call and 54.3% of the respondents are collected all the above details in cold call.
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TABLE NO 4.1.18 COLD CALLING MAKES RESUME GENERATION S.No. 1. 2. 3.
Opinion Yes No May be Total
No. of Respondents 27 4 4 35
Percentage 77.2 11.4 11.4 100.0
INFERENCE
It is found from the above table that 77.2% of the respondents are felt more effective in the cold calling of resume generation, 11.4% of the respondents are felt in effective in the cold calling of resume generation and 11.4% of the respondents are felt may be effective in the cold calling of resume generation.
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TABLE NO 4.1.19 RESUME GENERATION THROUGH COLD CALLING IS LESSER THAN TRADITIONAL METHODS S.No. 1. 2. 3. 4. 5.
Opinion Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Total
No. of Respondents 2 12 13 8 0 35
Percentage 5.7 34.3 37.1 22.9 0 100.0
INFERENCE
It is stated from the above table that 5.7% of the respondents are strongly agreed with the statement, 34.3% of the respondents are agreed with the statement, 37.1% of the respondents are neither agreed nor disagreed with the statement and 22.9% of the respondents are disagreed with the statement.
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TABLE NO 4.1.20 WAYS TO HEADHUNT S.No. 1. 2. 3. 4.
Opinion Through references Through cold calling Through old leads Through free incoming calls
No. of Respondents 18 18 10 9
Percentage 51.4 51.4 28.6 25.7
INFERENCE
It is found from the above table that 51.4% of the respondents are headhunt through cold calling, 51.4% of the respondents are headhunt through references, 28.6% of the respondents are headhunt through old leads and 25.7% of the respondents are headhunt through free incoming calls.
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TABLE NO 4.1.21 HELP OF PORTAL TO HEADHUNT S.No. 1. 2. 3. 4. 5.
Opinion Company details Technology search Project details References All the above
No. of Respondents 5 14 12 4 11
Percentage 14.3 40.0 34.3 11.4 31.4
INFERENCE
It is found from the above table that 14.3% of the respondents are taking company details from the portals to Headhunt, 40.0% of the respondents are taking technology search from the portals to Headhunt, 34.3% of the respondents are taking project details from the portals to Headhunt, 11.4% of the respondents are taking references from the portals to Headhunt and 31.4% of the respondents are taking all the above opinion from the portals to Headhunt.
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TABLE NO 4.1.22 RESUME GENERATION HEAD HUNTING IS LESSER THAN TRADITIONAL METHODS S.No. 1. 2. 3. 4. 5.
Opinion Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Total
No. of Respondents 11 8 10 5 1 35
Percentage 31.4 22.9 28.6 14.3 2.8 100.0
INFERENCE
It is inferred from the above table that 31.4% of the respondents are strongly agreed with this statement, 22.9% of the respondents are agreed with this statement, 28.6% of the respondents are neither agreed nor disagreed with this statement, 14.3% of the respondents are disagreed with this statement and 2.8% of the respondents are strongly disagreed with this statement.
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TABLE NO 4.1.23 HEAD HUNTING NEEDS TO BE INNOVATIVE AND CREATIVE S.No. 1. 2. 3. 4. 5.
Opinion Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Total
No. of Respondents 12 17 3 2 1 35
Percentage 34.3 48.6 8.6 5.7 2.8 100.0
INFERENCE
It is stated from the above table that 34.3% of the respondents are strongly agreed with this statement, 48.6% of the respondents are agreed with this statement, 8.6% of the respondents are neither agreed nor disagreed with this statement, 5.7% of the respondents are disagreed with this statement and 2.8% of the respondents are strongly disagreed with this statement.
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TABLE NO 4.1.24 MAINTENANCE OF DATABASE FOR NEW OPPORTUNITIES S.No. 1. 2. 3. 4. 5.
Opinion Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Total
No. of Respondents 10 13 6 5 1 35
Percentage 28.6 37.1 17.1 14.3 2.9 100.0
INFERENCE
It is obtained from the above table that 28.6% of the respondents are strongly agreed with this statement, 37.1% of the respondents are agreed with this statement, 17.1% of the respondents are neither agreed nor disagreed with this statement, 14.3% of the respondents are disagreed with this statement and 2.9%of the respondents are strongly disagreed with this statement.
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TABLE NO 4.1.25 QUALITY - HEAD HUNTING Vs TRADITIONAL CHANNELS S.No. 1. 2. 3. 4. 5.
Opinion Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Total
No. of Respondents 10 13 9 3 0 35
Percentage 28.6 37.1 25.7 8.6 0 100.0
INFERENCE
It is found from the above table that 28.6% of the respondents are strongly agreed with this statement, 37.1% of the respondents are agreed with this statement, 25.7% of the respondents are neither agreed nor disagreed with this statement and 8.6% of the respondents are disagreed with this statement.
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TABLE NO 4.1.26 TIME TO PROCESS - HEAD HUNTED CANDIDATES S.No. 1. 2. 3.
Opinion Yes, always Some times-case to case basis No Total
No. of Respondents 23 11 1 35
Percentage 65.7 31.4 2.9 100.0
INFERENCE
It is inferred from the above table that 65.7% of the respondents are always necessary to quickly complete the process for head hunted candidates, 31.4% of the respondents are some times-case to case basis for the necessary to quickly complete the process for head hunted candidates, 2.9% of the respondents are not necessary to quickly complete the process for head hunted candidates.
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4.2
RANKING METHOD
TABLE NO 4.2.1 DATA BASE MAINTENANCE S.No. 1 2
Method Portal Headhunting
Weightage Score 109 131
Rank II I
INFERENCE It is inferred from the above table that maintenance of data base is more effective and it is ranked first by the employees with score of 131 points.
TABLE NO 4.2.2 TIME TO PROCESS S.No. 1 2
Method Portal Headhunting
Weightage Score 66 68
Rank II I
INFERENCE
It is inferred from the above table that maximum of the respondents opinion that Headhunting method is more effective for time to process and it is ranked first by the employees which got scored by 68 points. TABLE NO 4.2.3
76 INNOVATION / CREATIVITY S.No. 1 2 3
Method Advertisement Referencing Headhunting
Weightage Score 158 145 166
Rank II III I
INFERENCE
It is observed from the above table that maximum of the respondents says that Headhunting method requires more creativity and it is ranked first by the employees which got scored by 166 points followed by advertisement with 158 points.
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CHAPTER 5 SUMMARY OF FINDINGS, SUGGESTIONS AND CONCLUSION
5.1 FINDINGS
It is inferred from the above analysis that most (57.1%) of the respondents are above 23 years It is noted from the above analysis that majority (74.3%) of the respondents are female. It is observed from the above analysis that maximum number (48.6%) of the respondents are working less than 1 year in the organization. It is stated from the above analysis that most (74.3%) of the respondents are felt that referencing best describers nature of Sourcing profiles. It is found from the above analysis (71.4%) of the respondents says innovation is required for job advertisements. It is noted from the above analysis that majority (40.0%) of the respondents are agreed with the niche skill requirement. It is noted from the above analysis that maximum (88.6%) of the respondents are satisfied about the processing of profiles sourced from portals. It is inferred from the above analysis that most (37.1%) of the respondents are agreed with the database maintenance of the profile through portal.
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It is observed from the above analysis that maximum number (45.7%) of the respondents are getting the all the references. It is noted from the above analysis that most (74.3%) of the respondents on an average can able to generate one – three references per call. It is observed from the above analysis that majority (37.1%) of the respondents are agreed with the quality profiles through reference. It is inferred from the above analysis that most (54.3%) of the respondents are collected all the details per every cold call. It is concluded from the above analysis that maximum (77.2%) of the respondents are felt more effective in the cold calling of resume generation. It is found from the above analysis that majority (37.1%) of the respondents are neither agreed nor disagreed with the statement. It is noted from the above analysis that maximum (51.4%) of the respondents headhunt through cold calling and referencing. It is concluded from the above analysis that most (40.0%) of the respondents take help of portal in order to collect details about technology search while Head hunting. It is inferred from the above analysis that (65.7%) of the respondents are always necessary to quickly complete the process for head hunted candidates. It is found from the analysis that maintenance of database is more effective in Head hunting.
79 ď ś It is noted from the analysis that Head hunting method is more effective to process since we targeted. ď ś It is observed from the analysis that Head hunting method requires more creativity.
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5.2 SUGGESTIONS
Though the process of head hunting consumes more time it is more effective when compared to advertisements, referencing and networking.
In portals- best fit profiles will be less so hit ratio will be less when compared to other methods. Though they can able to get 1-3 leads per call it can be only effective if it is processed.
Innovation plays a major role so try to adopt new innovative search methods like
1.
Web search (Search Engines, Free Skill Sites, Free Advertisements Sites, and Matrimonial Websites).
2.
e-Groups (Skill Groups, Alumni e-groups, and corporate e-groups, Associations / Clubs).
3.
Marketing database (Bank Card Agents, Telecom Service Providers, Airline Agencies, Leisure Resorts, Mansions ‘n Hostels, Marriage Bureau).
4.
Creative advertising (Gas Balloons, Local Newspaper, News Paper Inserts, Mobile Recruitment, Recruitment Bike Tags, Car Stickers).
5.
Drop box @ Restaurants, Library’s, Shopping malls, Cinemas Counters.
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5.3. CONCLUSION
The project titled “A comparative study on the effectiveness of search methods in ICONIUM-A recruitment consulting firm, Chennai”. At the end of study it is found that among all the search methods used in ICONIUM head hunting is more effective.
In a consulting firm, the employee’s duty is to source profiles that should always hit only then they can able to survive. The organization has to adopt new innovative search techniques time to time to survive in the market.
The study reveals that the effectiveness about the search methods that they are following gives better results. In order to make the best in the field they have to adopt new search methods. So it is necessary that more creative advertisement should be given in the form of Gas Balloons, Local Newspaper. News Paper Inserts. Mobile Recruitment, Recruitment Bike Tags, Car Stickers. Therefore if the given suggestions put into practice it is easy for them to achieve.
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