A DISSERTATION REPORT ON
“AN ANALYTICAL STUDY OF
Recruitment And Selection Process
At
Pragathi consultancy Services (PCS)
Submitted to Periyar University in partial fulfillment of the
Requirement for
MASTER OF BUSINESS ADMINISTRATION
Under the Guidance of
Mr. Santosh
Mr.GG Pai
Branch Manager
Faculty Guide
Pragathi Consultancy Service
Bangalore. Bangalore
By
Karthick S
SSR College of Science , Commerce
&MANAGEMENT
Study Center:Periyar University
BANGALORE
CERTIFICATE
This is to certify that the Dissertation Titled “An analytical
study of Recruitment & Selection at Pragathi Consulatancy
Services.” is based on an Original Project Study conducted
by
Mr.Karthick S of IV semester MBA Programme under the
Guidance of Mr. GG.PAI
This dissertation is based on original Research and has not
formed basis for the award of any other Degree/Diploma By
Periyar University.
(GG Pai)
CERTIFICATE
This is to certify that the Dissertation entitled
“
An analytical study of Recruitment
And Selection Process
Undertaken At
Pragathi Consultancy Services.
Bangalore
Submitted in Partial Fulfillment of the
Requirement for the Award of the Degree of
Master of Business Administration, Is a
bonafide work carried out by
Karthick S
Reg No 05DBIA1047
Under my supervision and guidance and that no part of this report has been submitted for the award of any other Degree and the work has not been published in any scientific or popular magazines.Mr.Giri
Course
Co-ordinator, MBA
STUDENT DECLARATION
I hereby declare that the Project Report or the
DISSERTATION entitled
“An analytical study of Recruitment
And Selection Process
Undertaken at
Pragathi consultancy Services (PCS)
Under the Guidance of
Mr. Santosh Avadhani
Branch Manager
Praghathi consultancy services
Bangalore.
Mr.GG Pai
Faculty Guide
SSRC
Submitted in partial fulfillment of the
Requirement for the award of the Degree of Master of
Business Administration, to Periyar University
Is the result of my own effort and has not been
submitted to any other institution for the award of any
degree
Place
:
Bangalore
SSR College of Science , Commerce
&MANAGEMENT
Study Center:Periyar University
BANGALORE
CERTIFICATE
This is to certify that the Dissertation
entitled “ An analytical study of
Recruitment
And Selection Process
in Praghathi Consultancy Services ” submitted
by Karthick S in fulfillment to requirements for
the Degree of Masters of Business
Administration is based on the results carried out
by her under my guidance and supervision.
Bangalore
Signature
Date:
Faculty MBA
ACKNOWLEDGEMENT
I am pleased to record my gratitude and sincere thanks to my guide
Prof. GG Pai faculty guide, SSRC, Bangalore for his sincere
guidance and valuable assistance for completing this report.
I would like to express my sincere thanks to mr.Giri
Course coordinator SSRC, Bangalore-Periyar
University for giving this opportunity.
I also take this moment to express my gratitude to
Mr.BV Raghunath , , HR & Admin Professional
,Bangalore.
I am also indebted to my parents and friends for their
support for completing this project successfully.
Introduction to HRM Evolution of HRM
Chapter
No.
Particulars
Page
No.
Certificate from the Organization
Certificate from the College
Declaration
Acknowledgement
1
Introduction
2
Company Profile
3
Research Methodology
4
Data Analysis
5
Findings From the Study
6
Suggestions and Recommendations
7
CONCLUSION
8
BIBLIOGRAPHY
9
ANNEXURE
Earlier references: In western countries HRM had its primitive
beginning in 1930s. Not much thought was given on this subject in particular and no written records or documents interesting to note HRM concepts was available, in ancient philosophies of Greek, Indian and Chinese. This is not to suggest that industrial establishment and
factories system, as it is known today, existed in ancient Greece, India or china. The philosophy of managing human being, as a concept was found developed in ancient literatures in general and in Indian
philosophy in particular.
Personnel functions: Till 1930s, it was not felt necessary to have a
separate discipline of management called “Personnel management”. In fact, this job was assigned as part of the factory manager. Adam
Smith’s concept of factory was that it consists of three resources, land, labour and capital. This factory manager is expected to “procure, Process and peddle” labour as one of the resources. The first time
when such a specialist “person” was used; it was to maintain a “buffer” between employer and employee to meet the “legitimate need” of employees. However, it is the employer who decided what is
“legitimate need” of employees. In fact, the specialist “person” was more needed to prevent “unionization” of employees. This was the case before 1930-s all over the world.
Environmental Influences on HRM: Since 1930s, certain
developments took place, which greatly contributed, to the evolution and growth of Human Resources Management (HRM). These
developments are given below: Scientific Management
Labour Movements
Need for the Study :
Shortage of skills.
Skills and knowledge people are always on short supply. Alternatively they are too costly to hire from outside. The best alternative is to improve skill and knowledge of existing employees.
Technological Obsolescence.
Growth of technology takes places very fast. This will render current technology obsolete in the future. There is a great need to upgrade technology. This needs suitable training.
Personal Obsolescence.
At the time recruitment employees possess a certain of knowledge and skill. As time passes knowledge becomes obsolete, unless it is updated by proper training. This happens because of changes taking place in product technology, production methods, procurement of better machines, setting up of modern production lines, introduction of
modern method of supervision and information processing through MIS and EDO..
Organization Obsolescence.
Modern management has introduced a number of innovative steps in functions of management like planning, organizing, controlling,
coordinating and directing. Organization which is impervious to such changes is bound to fail and become obsolete.
Upgrading Ability of Threshold workers.
Public policy provides reservation to disadvantaged sections of the society like handicapped, minorities and dependents of deceased
workers etc. All these are threshold workers having less than minimum prescribed level of knowledge and skill. They require extensive training to bring them up to the minimum level of performance standard.
Coercive training by government.
In order to provide better employability chances of unemployed youth, certain governments taken initiative to mobilize resources available at pubic/government and private sectors to outside candidates. One such example is the “Apprentice Training ” conducted by govt. of India. A part of expenditure incurred for this by private sectors are reimbursed by government.
Human capital
The latest thinking is to treat employees as “human capital”. The expenditure involved is training and developments are now being considered as an investment.
Scope of Human Resource Management
The Scope of HRM is in deed fast. All major activities in the working life of worker from time of his entry in an organization until he / she leaves, come under the preview of HRM. Specifically, the activities included are Human Resource planning, Job analysis and design, Recruitment, Selection, Orientation and placement, Training and development, Performance appraisal and Job evaluation, employee and executive remuneration and communication, employee welfare, safety and health, industrial relations and the like.
HRM is becoming a specialized branch giving rise to a number of specialized areas like :
• Staffing
• Welfare and Safety
• Training and Development
• Labour Relations
Scope of HRM Human Resource Management in PCS :
Personnel/Human Resource of an undertaking is its important constituent.
Efficiency, Profitability and in fact the very existence of the undertaking will depend on this constituents. Co-operation and dedication in performance on the part of its personnel ends in the accomplishment of its objectives. Therefore human resource is of immense importance since it involves matters such as identifying, placing, evaluating, and developing individuals at work and
maintaining effective multilateral communication systems. Human resources along with financial and material resources contribute to production of goods and services in an organization.. In short HRM may
Nature of Human Resource Management Prospects of HRM Industrial Relations Human Resource Management Employee and executive Remuneration Employee hiring
be defined as the art of procuring, developing and maintaining competent workforce to achieve the goals of an organization in an effective and efficient manner.
Objectives of the HRM are to secure the following:
-1. Industrial peace: This is secured by excellent union management relations, healthy inter-personal relationships, and promoting
participative management style and good industrial and labour relations.
2. Achieve High Productivity: The underlying objective brings to
increase the “quantity or volume” of the product or service for a given input, productivity improvement programme is very significant in a competitive environment.
3. Better quality of working life of employees: This involves both intrinsic and extrinsic factors connected with work.
4. Obtain and sustain competitive advantage through empowerment : continuous improvement and innovative steps being the two essential ingredients to achieve and sustain competitive advantage, today’s industries
are “knowledge based” and “skill intensive”.
5. Cordial relationship between the employer and employees. 6. Personnel research functions.
7. Proper orientation and introduction to the new employees.
BACKGROUND SCENARIO
William James of Harvard University estimated that employees could retain their jobs by working at a mere 20-30 percent of their potential. His research led him to believe that if these same employees were properly motivated, they could work at 80-90% of their
capabilities. Behavioral science concepts like motivation and enhanced productivity could well be used for such improvements in employee output. Training could be one of the means used to achieve such
improvements through the effective and efficient use of learning resources.
Training and development has been considered an integral part of any organization since the industrial revolution era. From training
imparted to improve mass production to now training employees on soft skills and attitudinal change, training industry has come a long way today. In fact most training companies are expecting the market to double by the year 2007, which just means that the Indian training industry seems to have come of age.
Organization and individual should develop and progress
simultaneously for the their survival and attainment of mutual goals. So, every modern management has to develop the organization
through human resource development. Employee training is the most important sub-system of human resources development. Training is a specialized function and one of the fundamental operative functions for human resources management.
The market is unofficially estimated to be anywhere between Rs 3000 crores and Rs 6000 crores. What is surprising is that the Indian companies. Perception regarding corporate training seems to have undergone a sea-change in the past two years, with most companies realizing it to be an integral part of enhancing productivity of its
personnel. While MNC.s with their global standards of training are the harbingers of corporate training culture in India, the bug seems to have bitten most companies aiming at increasing their efficiency. According to Ms Pallavi Jha, Managing Director, Walchand Capital and Dale Carnegi Training India, "The Indian training industry is
states that over a third of this is in the area of behavior and soft skills development. With the exponential boom in the services sector and the emergence of a full-fledged consumer-driven market, human resources have become the key assets, which organizations cannot ignore. With soft skills training gaining so much momentum, it.s imperative to understand if it serving the right purpose or not. With this background, I plan to research if training indeed is proving to be effective in the behavioral area.
The following steps must form the basis of any training activity:
• Determine the training needs and objectives.
• Translate them into programs that meet the needs of the selected trainees.
• Evaluate the results.
There are few generalizations about training that can help the practitioner. Training should be seen as a long term investment in human resources using the equation given below:
Performance = ability (x) motivation
Training can have an impact on both these factors. It can heighten the skills and abilities of the employees and their motivation by increasing their sense of commitment and encouraging them to develop and use new skills. It is a powerful tool that can have a major impact on both employee productivity and morale, if properly used.
Introduction
Recruitment
Recruitment refers to the process of finding possible candidates for a job or
function, usually undertaken by recruiters. It also may be undertaken by an
employment agency or a member of staff at the business or organization
looking for recruits. Advertising is commonly part of the recruiting process,
and can occur through several means: through online, newspapers, using
newspaper dedicated to job advertisement, through professional publication,
using advertisements placed in windows, through a job center, through
campus graduate recruitment programs, etc.
Suitability for a job is typically assessed by looking for skills, e.g.
communication skills, typing skills, computer skills. Evidence for skills
required for a job may be provided in the form of qualifications (educational
or professional), experience in a job requiring the relevant skills or the
testimony of references. Employment agencies may also give computerized
tests to assess an individual's "off-hand" knowledge of software packages or
typing skills. At a more basic level written tests may be given to assess
numeric and literacy. A candidate may also be assessed on the basis of an
interview. Sometimes candidates will be requested to provide a résumé (also
known as a CV) or to complete an application form to provide this evidence.
Recruitment Policy
Contents 1 Introduction 2 Objectives 3 Scope 4 Principles4.1 Awareness and training 4.2 Conflict of Interest 4.3 Identifying vacancies 4.4 Authorisation of positions 4.5 Advertisement 4.6 Selection processes 4.7 Feedback 4.8 Confidentiality 4.9 Offers of employment 4.10 Retention of Records 5 Responsibilities 6 Review
7 Associated Policies and Procedures 8 Definitions
1 Introduction
1.1 The School of Oriental and African Studies (the School) is committed to equality of opportunity in recruitment, selection, promotion and all other areas of
employment.
1.2 This Policy is underpinned by Procedures and Good Practice Guidelines which form the basis for its implementation.
1.3 This Policy and associated Procedures aim to attract high calibre staff to the School by ensuring that recruitment and selection processes are effective, systematic, equitable and promote equality of opportunity.
. . . Back to Top 2 Objectives
2.1 To ensure that recruitment and selection exercises meet the School's operational and strategic requirements.
2.2 To ensure that all appointments are made on the basis of suitability for the position by assessment of evidence against the selection criteria for the post.
Recruitment Plan -TABLE OF CONTENTS
I. Commitment to Equal Employment
Opportunity... 1 II. Dissemination of Equal Employment Opportunity Policy... 2
III. Responsibility for Implementation of Equal Employment Opportunity Program... 3
IV. Identification of Areas of Concern and Resolution... 5 V. Establishment of
Goals... 6 VI. Development and Execution of Proactive
Activities... 7
VII. Monitoring Implementation of Equal Employment Opportunity Program... 9
VIII. Design and Implementation of Internal Audit and Reporting Systems ... 10
IX Compliance with Sex Discrimination
Guidelines... 12
X. Guidelines on Discrimination Because of Religion or National Origin ... 14
XI Workforce Analysis by
Department ... 15 XII. Analysis of Major Job
Groups... 49
Page 3
Commitment to Equal Employment Opportunity (EEO)
It has been, and will continue to be, the policy of The University of Texas System Administration (U. T.
System Administration) to be an equal opportunity employer. U. T. System Administration’s official
EEO policy statement is included on page 15. In keeping with this policy, U. T. System Administration
will continue to recruit, hire, train, and promote into all job levels the most qualified persons without
regard to race, color, religion, gender, national origin or sexual orientation. Similarly, U. T. System
Administration will continue to administer all other personnel matters (such as compensation, benefits,
transfers, layoffs, system administration training, education, and social and recreational programs) in
accordance with University policy. See Policy I.150 "Equal Employment Opportunity." U. T. System Administration strives to base employment decisions on objective standards to enhance
equal employment opportunity.
Page 4
Dissemination of Equal Employment Opportunity Policy
U. T. System Administration shall take appropriate steps to internally and externally disseminate its
Equal Employment Opportunity Policy.
INTERNAL DISSEMINATION
U. T. System Administration will continue to make its Equal Employment Opportunity Policy known
internally by:
1. Ensuring that the Chancellor's annual reaffirmation of policy is communicated to all employees by means of an executive memorandum.
2. Including information concerning U. T. System Administration's equal employment opportunity policy in the Regents’ Rules and Regulations and in the U. T. System Administration Office of Human Resources System Policy Memoranda.
3. Disseminating the policy during new employee orientation sessions. 4. Posting required Federal and State Law Posters within the U. T. System Administration
facilities.
5. Including the logo "Equal Opportunity Employer" in all internal recruitment announcements,
job listings, position advertisements, and memorandums.
6. Publishing the Equal Employment Opportunity Policy in the U. T. System Administration
Classified Pay Plan.
EXTERNAL DISSEMINATION
U. T. System Administration will continue to disseminate its policy externally by: 1. Including U. T. System Administration’s Equal Employment Opportunity Policy on the
application for employment forms and other materials provided to prospective employees.
2. Including the logo "Equal Opportunity Employer" in all external recruitment announcements,
job listings, and position advertisements.
3. Informing all recruiting sources in writing of U. T. System Administration's EEO Policy.
Page 5
Responsibility for Implementation
of Equal Employment Opportunity Program
Responsibility for implementation of U. T. System Administration's policy on Equal Employment
Opportunity Program rests with the Chancellor. The Chancellor delegates the responsibility of
coordinating U. T. System Administration's compliance to the Director of the Office of Human
Resources who has the full support of executive management. General responsibility for implementation
of the policy rests with U. T. System Administration officials, as well as its employees. 1. Duties of the Office of Human Resources
The duties of the Office of Human Resources include, but are not limited to:
a. Reviews policies and procedures, and recommends changes as necessary to ensure nondiscriminatory
effect or intent.
b. Develops policy statements and internal and external communication techniques. c. Assists department supervisors in the identification and resolution of areas of concern. d. Ensures compliance with federal, state, and local laws of nondiscrimination in all hiring and
recruitment strategies.
e. Designs and implements audit and reporting systems that measure the effectiveness of U. T. System Administration’s EEO programs through statistics and demographics. f. Serves as liaison between U. T. System Administration and local, federal, and state compliance
and enforcement agencies.
g. Serves as liaison between U. T. System Administration and minority and women's organizations,
and community action groups concerned with employment opportunities of minorities and
women.
h. Informs management of the latest developments in the area of equal opportunity. i. Analyzes employment practices and procedures and reviews documents related to the employment processes, in order to ensure consistency with U. T. System Administration's Equal
Employment Opportunity Policy and Americans with Disabilities Act (ADA) guidelines. j. Maintains and analyzes applicant flow data to ensure equal access to employment opportunities.
k. Prepares all required government reports related to equal employment opportunity.
Page 6
l. Accommodates individuals seeking information on U. T. System Administration's policies and
procedures on equal employment opportunity.
m. Serves as respondent to allegations of employment discrimination brought against U. T. System
Administration.
2. Duties of Department Supervisors
a. Identifies areas of concern and underutilization as it applies to compliance with policies and
procedures, in order to establish departmental goals and objectives to ensure that equal employment opportunity exists.
b. Performs periodic audits of training programs and hiring and promotion patterns in order to
c. Conducts regular discussions with supervisors and employees to be certain that U. T. System
Administration's policies and procedures are being followed.
d. Reviews qualifications of all employees under their supervision to ensure that women and
minorities are given full opportunities for promotions, transfers, and training. e. Ensures that supervisors foster an supportive environment related to recruitment, promotions,
transfers and training.
f. Encourages minority and female employees to participate in all educational, training, recreational, and social activities sponsored by U. T. System Administration.
g. Includes qualified women and minorities in committees, job assignments, and other activities that
might serve to enhance individual potential or professional development.
Page 7
Identification of Areas of Concern and Resolution
In an effort to assist in the identification and resolution of areas of concern, the Office of Human
Resources' on-going audit process includes an analysis and review of the following personnel matters.
1. Analysis of the workforce by ethnicity and gender. 2. Analysis of applicant flow by ethnicity and gender.
3. Review of the hiring and selection processes including job descriptions, job titles, worker
specifications, application for employment forms, pre-employment forms, test administration and
validity, interview procedures, referral procedures, final selection process, and similar factors.
4. Review of transfer and promotion practices. 5. Review of training programs.
6. Review and update, as required, Federal, and State law posters to include review of policy
statements.
7. Equal Employment Opportunity program evaluation system.
8. Participate as a member on the U. T. System Administration Compliance Committee.
Page 8
Establishment of Goals
Our goal will be to ensure objectivity, consistency, uniformity and job relatedness through design and
implementation of appropriate personnel policy and procedural systems that affect the equal
employment opportunities of the U. T. System Administration employees and applicants for
Development and Execution of Proactive Activities
It is the responsibility of U. T. System Administration to identify proactive activities that will assist in the
development of an Equal Employment Opportunity program. U. T. System Administration seeks to
establish a long-range EEO program that will include expanded recruitment efforts and retention of
women and minorities in its workforce, and to eliminate impediments to the attainment of U. T. System
Administration's EEO goals.
1. Selection Process
a. U. T. System Administration reviews job descriptions in order to ensure that they accurately
reflect position functions and are consistent for the same position from one location to another.
b. U. T. System Administration has validated job specifications for each job title in each department using only job performance criteria. These specifications are
non-discriminatory
with respect to race, color, religion, gender and national origin.
c. These validated job specifications are available to all supervisors involved in the recruiting,
screening, selection, and promotion process. Copies of job descriptions for job openings are
available to all recruiting sources.
d. U. T. System Administration provides training in hiring procedures to employees involved in the
recruiting, screening, and selection of employees to ensure equal employment opportunity.
When a vacancy occurs, the hiring supervisor receives training materials to ensure that these
processes remain non-discriminatory.
e. U. T. System Administration hiring officials are given the responsibility to assure compliance and
enforcement of Equal Employment Opportunity through Human Resources Policy and Procedures Memoranda: Equal Employment Opportunity I.150 and Hiring, Promotion and
Transfer Procedures I.010.
f. U. T. System Administration reviews the requirements of the Office of Federal Contract
Compliance Programs (OFCCP) Uniform Guidelines on Employee Selection Procedures.
2. Recruitment
a. U. T. System Administration announces its vacancies nationally and locally with minority and
women's organizations, including, but limited to, the Urban League, NAACP, Local Minority
Education Coordinating Board, Texas Rehabilitation Commission, Texas Commission for Human Rights, and Texas Workforce Commission.
Page 10
b. Senior-level administration job vacancies are disseminated through The University of Texas Job
Network (UTJOBNET). The purpose of UTJOBNET is to inform employees of upward mobility opportunities in particular senior-level administrative positions. In addition, the UTJOBNET maximizes recruitment and retention efforts that foster opportunities for qualified
minorities and women.
c. U. T. System Administration encourages component institutions with student enrollments to
support minorities and provide opportunities that support minority graduation. An increase in
the graduation rates of African American and Hispanic students enhances employment opportunities for such candidates within U. T. System Administration and component institutions.
d. U. T. System Administration programs which improve employment opportunities for minorities
and women are encouraged.
e. U. T. System Administration participates in local and surrounding area “job fairs.” f. U. T. System Administration maintains a World Wide Web job site.
3. Promotions
a. Promotional opportunities are posted or announced. b. Formal employee evaluation programs are provided. c. "Employee evaluations" are based on job related criteria.
4. Welfare
a. U. T. System Administration’s facilities and social and recreation activities are open to all
employees. All employees are encouraged to participate in U. T. System Administration sponsored activities.
Page 11
Monitoring Implementation of
Equal Employment Opportunity Program
U. T. System Administration has developed an on-going internal audit and reporting system to monitor
decisions on employment and personnel action, which includes but is not limited to, recruitment,
promotion, and transfer in order to ensure adherence to the Equal Employment Opportunity Policy. An
assessment of separations from employment will also be conducted to assist with future retention of
women and minority employees.
The following tools have been devised to assist in the assessment of U. T. System Administration's
EQUAL OPPORTUNITY COMPLIANCE (EOC) FORM
Hiring officials are required to complete and sign an Equal Opportunity Compliance (EOC) Form prior
to making a job offer, and for change in status involving promotions and transfers. This document is
reviewed by the Office of Human Resources for compliance to ensure fair hiring and selection processes
and good faith efforts are being made in recruitment.
YEAR-END EEO
A year-end EEO report shall be compiled by the Office of Human Resources. Included in the summary
are applicant activity data, referral information, new hires, promotion, transfer, reclassification, and
separation information by race and gender.
All reports and documentation required in recruitment, hiring and selection processes, promotions,
transfers, reclassifications, and separations will be maintained in accordance with U. T. System Administration's records retention plan.
EXIT INTERVIEW QUESTIONNAIRE
This document is administered to separating employees by the Office of Human Resources. Exit
interviews provide the opportunity to address concerns that may exist in the areas of equal opportunity,
fair treatment, and/or employee retention within U. T. System Administration.
Page 12
Design and Implementation
of Internal Audit and Reporting Systems
It is the responsibility of the Office of Human Resources to implement and monitor an auditing and
reporting system that provides for the following:
1. Maintain accurate up-to-date records on all referrals, applicants, hires, promotions, transfers, and
separations by race and gender to be certain that all employees are treated on a fair and equitable
basis.
a. Data on applicants who apply for vacancies is collected through the administration of the
voluntary Applicant Data Flow form. This voluntary form captures the applicant's race, gender,
veteran status and date of birth. An analysis by such factors is conducted in order to evaluate
the effectiveness of current recruiting efforts. All information voluntarily provided is kept confidential.
b. Annual analysis by race and gender within each department for each EEO-6 category is
conducted in order to evaluate the effectiveness of current recruiting efforts to determine if
stated goals and good faith efforts are being met.
c. Annual analysis by race and gender within each department for each EEO-6 category is conducted in order to review internal promotion and monitor upward mobility
opportunities.
d. Annual analysis by name, race, gender, job title, and reason for separation within each department for each EEO-6 category is conducted in order to identify possible areas of concern
and need for remedial action.
e. All separating employees are requested to complete an exit interview questionnaire administered
by the Office of Human Resources. The exit interviews provide the opportunity to address
areas of concerns that may exist in the areas of equal opportunity, fair treatment, and employee
retention within U. T. System Administration.
2. Review all selection, promotional, and training procedures to ensure that they are nondiscriminatory.
a. Hiring Officials are required to complete and sign an Equal Opportunity Compliance (EOC)
Form prior to making a job offer, and for change in status involving promotions and transfers.
This document is reviewed by the Office of Human Resources for compliance to ensure fair and
equitable hiring and selection processes and that good faith efforts are being made in recruitment.
3. Inform executive management of the effectiveness of the EEO Policy and recommendations for
improvements, if necessary.
Page 13
a. A year-end EEO report shall be compiled by the Office of Human Resources. Included in the
summary are applicant activity data, referral information, new hire, promotion, transfer, reclassification, and separation information by race and gender.
Page 14
Compliance with Sex Discrimination Guidelines
It has and continues to be the policy of U. T. System Administration not to discriminate on the basis of
sex. To this end, we continue to do the following:
1. Recruitment and Advertisement
a. U. T. System Administration actively recruits both men and women for all jobs, unless sex is a
bona fide occupational qualification. Referral sources are informed that U. T. System Administration has no specific sex preference and seeks only qualified applicants without regard
b. U. T. System Administration actively recruits both men and women for all jobs, unless sex is a
bona fide occupational qualification. Advertisements for employment in newspapers and other
media do not express a gender preference. No advertisements will be placed in columns headed "Male" or "Female." All advertisements are followed by "Equal Opportunity Employer."
2. Job Policies and Practices
a. Monitor written personnel policies and procedures to assure that there shall be no discrimination
against applicants for employment or employees on the basis of gender.
b. Employees and applicants for employment of both sexes shall have an equal opportunity to any
available job that he or she is qualified to perform. Gender is currently not a bona fide occupational qualification for any job within U. T. System Administration.
c. When terms and conditions of employment are the same, no distinction is made between the
sexes in regard to opportunity, wages, hours, benefits, or other conditions of employment. In
the area of employer contributions for insurance, pensions, and other fringe benefits, contributions shall be the same for both sexes.
d. Marital status has no basis between the treatment of male and female as it relates to employment
or separation from employment. Also, U. T. System Administration does not deny employment
to women with young children, nor does it terminate employees of one sex in a particular job
classification upon reaching a certain age.
e. U. T. System Administration provides appropriate and comparable physical facilities for both
female and male employees.
f. U. T. System Administration follows federal and state guidelines relative to employment.
g. No difference is made between women and men as to retirement age for a particular job.
Page 15
h. Both women and men are eligible for all training programs and benefits offered by U. T. System
Administration. U. T. System Administration encourages women to participate in management
training programs both internal and external of U. T. System Administration.
3. Seniority System
a. Gender shall not be a factor in the determination of service benefits.
4. Discriminatory Wages
a. No distinction shall be made between male and female in establishment of wage schedules.
b. No restrictions shall be made on one gender regarding certain job classifications. Proactive
steps shall be taken to make jobs available to all qualified employees in all classifications without
regard to gender.
Page 16
Guidelines on Discrimination
Because of Religion or National Origin
1. Equal Employment Policy
U. T. System Administration does the following to ensure that all applicants for employment and
employees are not discriminated against because of religion or national origin:
a. Reviews employment practices to determine whether members of various religious and/or ethnic
groups are given equal employment opportunities.
b. To ensure non-discrimination based on religion or national origin, U. T. System Administration is
involved in the following outreach and recruitment activities:
1. U. T. System Administration communicates its obligation to provide equal employment
opportunity without regard to religion or national origin to all employees and applicants for
employment.
2. Internal procedures exist at U. T. System Administration to implement equal employment
opportunity without regard to religion or national origin.
3. U. T. System Administration informs all employees and applicants for employment of its
commitment to equal employment opportunity without regard to religion or national origin.
4. Recruitment sources are used to provide equal employment opportunity without regard to
religion or national origin.
2. Accommodations to Religious Observations and Practice
U. T. System Administration accommodates the religious observances and practices of employees
except where such accommodation causes undue hardship on the conduct of U. T. System
Administration’s business. The extent of our obligation is determined by considering business
necessity, financial costs and expenses, and resulting human resources problems.
3. Non-discrimination
In implementing its EEO policy regarding non-discrimination because of religion or national origin,
U. T. System Administration does not discriminate against any qualified employee or applicant for
employment because of religion or national origin.
Workforce Analysis by Department
Employee Group Insurance
Medical and Dental Applications Center Office for Community Relations
Office of Academic Affairs Office of Business Affairs
Office of Business Affairs – H.U.B. Development Office of Business and Administrative Services Office of Development and External Relations Office of Estates and Trusts
Office of Facilities Planning and Construction Office of Federal Relations
Office of Finance
Office of General Counsel
Office of Governmental Relations Office of Health Affairs
Office of Human Resources Office of Information Resources Office of Information Technology Office of Public Affairs
Office of Special Services Office of the Board of Regents Office of the Chancellor Office of the Controller Real Estate Office System Audit Office System Police
System Compliance Office System Airplane Operation U.T. TeleCampus
University Lands – Accounting Office University Lands – West Texas Operations Workers/ Compensation Insurance Division
The following workforce analysis display, within each department for each job group, the total number
of incumbents, the total number of make and female incumbents, and the total number of male and
female incumbents by ethnicity.
We have supplied an analysis of all major job groups at U. T. System Administration. Those jobs
having similar content, and opportunities have been grouped into five job categories: 01 Executive/Administrative/Managerial 03 Professional 04 Clerical/Secretarial 05 Technical/Paraprofessional 06 Skilled Crafts 07 Service/Maintenance
The following reflects the analysis of the major job groups by job title, ethnicity and gender.
Company Profile:
Pragathi Consultancy Services
At PCS, we energetically strive to deliver the best employment options for great companies and the associates we place within them. We serve best and respected companies by sending them the highest-quality individuals for temporary, temp-to-hire and full-time positions.
Companies make Pragathi their first choice for full-time, direct hire, temp-to-hire and temporary employment agencies because we're at the forefront of the ever-changing staffing industry. We meet our clients' needs - precisely, quickly and cost-effectively - with the finest talent.
Young and very experienced - that's probably the best way to describe us !
Pragathi helps companies in searching, selecting and managing the ever-valuable human assets. Formed in 2005, PCS enjoys an enviable reputation for delivering
efficient, effective and professional solutions to meet our IT and ITES clients’ diverse recruitment needs. We guide the candidates too about the best
progression.
Pragathi Consulting brings valuable experience to benchmark, revise, implement and preach the best practices of recruiting to our clients. We will conduct business and HR process reviews to assess what works and what doesn't within the client's unique corporate environment.
Pragathi Consulting will implement methods to decrease the joining time, reduce the cost-per-hire, and propose tailored solutions to streamline your recruitment process. Our services give you the opportunity to focus your expertise where it counts - on your unique business endeavors. Our goal is to ensure that our clients succeed in meeting their hiring goals with cost-effectiveness in mind.
Our recruitment performance consulting services are designed to help take your company to the next level of recruitment capability. Our recruitment consultants are all senior level recruiters with years of IT and software experience in recruiting, screening, and hiring techniques that produce lasting results in IT sector.
Adopt a "Do what it takes to get the job done”
Clients:
Skilled, experienced, high-quality professionals are always at a premium and the
competition to acquire such individuals will always be fierce, especially in these booming times. At Pragathi, we believe that by fostering a positive, professional and attractive culture, we are able to attract these candidates on behalf of our clients.
Relationships are at the core of our business. To successfully match candidates to clients, we believe we have to look at more than a resume.
We prefer for our consultants to meet with clients at their offices. This allows us to gain an insight into a client's working culture, as well as taking a detailed brief about their company and the position they wish to fill.
Our candidates are our product and we want our product to be the best. We attract
prospective applicants through advertising, and intensive searching and selection through job portals, and our in-house databases, and will invite only those we judge to be of suitable quality to interact with one of our consultants for private interviews. At this point, our consultants will add a comprehensive report to the candidate's application. We use self developed enterprise recruitment software, enabling us to conduct a
comprehensive search of our candidate database for the criteria specified by our clients. We also have the latest skills testing software to validate the candidate's proficiency and
experience on all the major software technologies. We can assist in managerial aptitude and psychometric tests too.
Only candidates who complete our rigorous selection process will be entered into our records and considered for a specific role or other appropriate appointments. We don't add everyone we meet to our books.
For additional information, prior to interviews, clients are provided with our consultant's initial interview reports. Interviews usually take place at the client's offices, but if required, we are happy for our clients to make use of our offices.
HR Team:
PCS also had on Excellent HR and Development team of 50+ man power Strength across the world.
About HR Team:
Well Trained Staff of Four Professionals, and 2 of Business unit HR Professional, and anather Two for Training and HR operations.
HR Organization Chart Java Quality HR & Admin Finance CEO
Dot net Business
one Testing Resource Manager- TTTechnical Corporate Manager- HR
Assi Mgr-Recruitment Recruitment Assi.Mgr-Contract Assi.Mgr-Documentation Staffing 1 Documents Documents Recruitment Recruitment Staffing 2
Organization Chart of Technical Team
Grade Structure
The grade structure is subject to change depending on the changes in the policy Support 1
Intigrated QC
Java Team Dot net Team Testing Team TSR Group
Support 3 Support 2
VP- Operations
Grade Technical Group Support Group * A Trainee Trainee/Management Trainee B Engineer/Developer/Designer/Analyst/Writers/Editors.. Executive/System Administrator/Assoc iate C Sr. Engineer/Developer/Designer/Analyst/Writers/Editors Sr. Executive/ Administrator /Associate D Team Leader
-E Asst. Manager Asst. Manager
F Technical Manager/Technical Architect Manager/Branch
Manager/Regional Manager
G Sr. Technical Manager/Chief Architect Sr. Manager/National
Sales Manager
H Vice President Operations
I Managing Director
Experience Level : A 0-1 B >1- 3 C >3-5 D >5-7 E >7-10
F > 10 yrs, based on the expertise and managerial capabilities, technical competencies..
G H
Registered Corporate office
Pragathi Consultancy Services,
#331,1st floor, 8th Cross Aavalahalli Extn, BDA Layout Girinagar
Bangalore - 560085. INDIA
Research and Methodology
Statement of Problem:
Human resource has gained a wide acceptance in the industry. The
objective of the study was to access employee satisfaction. This has led to
the need for more experienced and skillful employee where to be trained to
meet the organization requirement.
People in an organization are the most productive resource and also
the most expensive organization spends on this resource in order to extract
the best contribution out of them. A small judgment error in rectifying a non
retainable employee could lead to decal losses in terms of time and money
spend on his training and job socialization as also initial losses in terms of
job held up due to vacancy in position and other related job being postponed
in today’s fast pace corporate world, time management being important,
such errors are not called for therefore more stress is laid on efficient,
effective and potential worker for the organization corporate world today
recruits people directly and prudently rather simply hire and fire people.
The mobilization of money, the construction of factory building, the
purchase and installation of machines and procurement of materials are the
initial measures taken by a management in the establishment of a company.
The recruitment and selection of people to man and machines and auxiliary
services form a part of these initial measures.
Without people to man and plant, the collection of physical resources
by itself will not serve only purpose. The hiring of men and women required
is more important than the marshalling of physical resources in the
establishment of the company and the attainment of its objectives. Note that
the hiring of people is confirmed to the initial stages in the formation of an
enterprise. The employment is continuous one and it ends only when the
enterprise eases to exist.
More important, an enterprise grows and diversifies, and so there is
great need for men and women. Recruitment and selection, therefore
becomes a specialized function and is disclosed by the personnel
department. In act, employments are one of the foremost functions of the
human resource development.
Therefore, it is necessary to know about the employment function i.e.,
recruitment, selection, interviews, placing and orientation of personnel’s.
HR is the major inputs for any organization to achieve its objectives.
Therefore it’s important for any organization to spend time and money till
the right personnel are found.
Field of study:
This project work was carried out at Saptha Business Solution Pvt.
Ltd., Bangalore.
Research samples:
IT industry plays a very important role in the economy. The sample
was therefore chosen as it portrays the needs of the researchers.
Research provides an insight into any study top basically evaluate and
judge the data or to find the solution to any given problem a simple is
representative of a group or population that identifies itself as part of it. The
sample chosen for this report is Saptha Business Solution Pvt. Ltd.,
Bangalore.
Objectives of the study:
Recruitment and Selection are one of major HRM function that helps
manager to keep the skilled members in the organization.
Data Collection:
The data collected contains primary data and secondary data. The
primary data has been collected mainly by interviewing and also observation
and audit. Secondary data has been obtained from published journals,
company broachers, books, internet, etc.
Limitations of the Study:
1.
As the project is prepared for academic purpose only, it suffers
from the limitations of time and money, due to which analytical study
into all the strategies adopted by the organization was not possible.
2.
The study was completed with in short span of time that was
available.
3.
The report also suffers from the limitations of exhaustiveness as
far as the information is concerned.
4.
All this study is limited to Saptha Business Solution Pvt. Ltd.,
Bangalore only.
Data analysis
1 NUMBER OF RESPONDENT ACCORDING TO GENDER
GENDER NUMBER OF RESPONDENT PERCENTAGE
MALE 26 52 FEMALE 24 48 TOTAL 50 100 0 20 40 60 80 100 NUMBER OF RESPONDENT FEMALE MALE
Feed Back
The above chart shows that 52% of respondents
are male
and remaining 48% respondents are female
2 ARE SATISFIED WITH MANAGEMENT POLICIES
MANAGEMENT NUMBER OF PERCENTAGE POLICIES RESPONDENT YES 50 100% NO 0 0 TOTAL 50 100% 0 10 20 30 40 50 60 POLICIES NO PERCENTAGE NUMBER OF
The above chart shows that 100% respondents are satisfied
3 ARE YOU SATISFIED WITH MEDICAL
FACILITIES BY THE COMPANY ?
MEDICAL NUMBER OF PERCENTAGE FACILITIES RESPONDENT YES 50 100% NO 0 0 TOTAL 50 100% 0 10 20 30 40 50 1 2 NO YES
The above chart shows that 100% respondents are satisfied
with the medical facilities given by the company
4 NATURE OF RELATIONSHIP BETWEEN THE
EMPLOYEES IN ORGANISATION
RELATIONSHIP NUMBER OF PERCENTAGE RESPONDENT
EXCELLENT 49 98%
GOOD 1 2%
AVERAGE 0 0
0 10 20 30 40 50 60 EXCELLENT AVERAGE Series2 Series1
The above chart shows 98% of the respondent had
excellent employees in the organization
5 TYPES OF INCENTIVES PREFERRED
INCENTIVES NUMBER OF PERCENTAGE RESPONDENT MONETARY 25 50% NON MONETARY 0 0% BOTH 25 50% TOTAL 50 100% 0 10 20 30 MONETARY NON MONETARY BOTH Series2 Series1
The above chart shows that 50% of respondents prefer monetary type of Incentives and another 5% of respondents
prefer both the types of incentive i.e, monetary and non-monetary
6 DOES AN ORGANISATION GIVE EMPHASIS TO CAREER PLANNING
PLANNING NUMBER OF PERCENTAGE RESPONDENT YES 48 96% NO 2 4% TOTAL 50 100% 0 10 20 30 40 50 1 2 NO YES
The above chart shows 96% of respondents feel the organizational is for career planning
7 DO YOU FEEL THAT YOUR ORGANISATION IS WELL PREPARED TO MEET TODAY'S CHALLENGES
CHALLENGES NUMBER OF PERCENTAGE RESPONDENT
YES 50 100%
NO 0 0%
0 10 20 30 40 50 60 YES NO TOTAL Series2 Series1
The above chart shows all the respondents agree that their organization is well prepared to meet today's challenges
8 DO YOU HAVE FAITH IN COMPANY'S POLICIES?
POLICIES NUMBER OF PERCENTAGE RESPONDENT YES 50 100% NO 0 0% TOTAL 50 100% 0 10 20 30 40 50 60 YES NO TOTAL Series2 Series1
THE ABOVE CHART SHOWS ALL THE RESPONDENTS HAVE FAITH IN THEIR COMPANY'S POLICIES
1. Are you happy with the Recruitment process?
Recruitment No. of Respondents Percentage
Yes 68 90.7 No 7 9.3 Total 75 100 0 20 40 60 80 100 120 Yes No Total No. of Respondents Percentage Feed Back:
2. How do you feel about interview panel?
Recruitment No. of Respondents Percentage
Excellent 30 40 Good 33 44 Satisfactory 10 13.3 Poor 2 2.7 Total 75 100 0 20 40 60 80 100 120 Exce llent Good Satis factor y Poor Tota l No. of Respondents Percentage Feed Back:
3.
Did the Pragathi meet your expectations?
Recruitment No. of Respondents Percentage
Yes 70 93.3 No -- --Cant Tell 5 6.7 Total 75 100 0 20 40 60 80 100 120 Yes No Cant Tell Total No. of Respondents Percentage
Feed Back:
4. Are you happy with the salary what you offered from the company?
Recruitment No. of Respondents Percentage
Yes 24 32 No 51 68 Total 75 100 0 20 40 60 80 100 120 Yes No Total No. of Respondents Percentage Feed Back:
5.
Did Pragathi Managing fulfill the commitments which are given to
you at the time of interview?
Recruitment No. of Respondents Percentage
Yes 42 56 No 13 17.3 Cant Tell 20 26.7 Total 75 100 0 20 40 60 80 100 120 Yes No Cant Tell Total No. of Respondents Percentage
Feed Back:
6.
How do you come to know about openings in PCS?
BG Checks No. of Respondents Percentage
Friends 5 6.7 Internet 23 30.7 News Papers 40 53.3 Others 7 9.3 Total 75 100 0 20 40 60 80 100 120 Frien ds Inte rnet News Pap ers Othe rs Tota l No. of Respondents Percentage
Feed Back:
7.
Do you want to refer more friends to PCS?
BG Checks No. of Respondents Percentage
Yes 58 77.3 No 8 10.7 Not Replied 9 12 Total 75 100 0 20 40 60 80 100 120 Yes No Not Replied Total No. of Respondents Percentage Feed Back:
8. Did you have the right Designations?
BG Checks No. of Respondents Percentage
Yes 34 45.3 No 27 36 Not Replied 14 18.7 Total 75 100 0 20 40 60 80 100 120 Yes No Not Replied Total No. of Respondents Percentage Feed Back:
9.
What should be the company’s main source of BG Check?
BG Checks No. of Respondents Percentage
Employment Bureau
4 5.3Direct Verification
17 22.7Third Party Verification
39 52Placement agency
13 17.3 Others 2 2.7 Total 75 100 0 20 40 60 80 100 120 E m pl oy m en t B ur ea u T hi rd P ar ty V er ifi ca tio n O th er s No. of Respondents PercentageFeed Back:
10.What should be the best recruitment sources according to your
preference?
Recruitment No. of Respondents Percentage
Internal Recruitment
63 84External Recruitment
4 5.3 Both 8 10.7 Total 75 100 0 20 40 60 80 100 120 In te rn al R ec ru itm en t E xt er na l R ec ru itm en t B ot h T ot al No. of Respondents Percentage Feed Back:11.Did you fully know about the company policies before joined in this
company?
Recruitment No. of Respondents Percentage
Yes 10 13.3 No 65 86.7 Total 75 100 0 20 40 60 80 100 120 Yes No Total No. of Respondents Percentage Feed Back:
12.
Did you under gone any Written Test during Recruitment?
Recruitment No. of Respondents Percentage
Yes 75 100 No 0 --Total 75 100 0 20 40 60 80 100 120 Yes No Total No. of Respondents Percentage Feed Back:
13.
How do you think about Recruitment and selection procedure in your
company?
Recruitment No. of Respondents Percentage
Satisfactory 70 93.3 Unsatisfactory 5 6.7 Total 75 100 0 20 40 60 80 100 120 Satis facto ry Unsa tisfa ctory Tota l No. of Respondents Percentage Feed Back:
Questionnaires
a) Yes
b) No
2) How do you feel about interview panel?
a) Excellent
b) Good
c) Satisfactory
d) Poor
3) Did the Saptha meet your expectations?
a) Yes
b) No
4) Are you happy with the salary what you offered from the company?
a) Yes
b) No
5)
Did Saptha Managing commitment which is given to you at the time
of interview?
a) Yes
b) No
6) How do you come to know about openings in Saptha?
a) Friends
b) Internet
c) News Paper
d) Others
7) Do you want to refer more friends to Saptha?
a) Yes
b) No
8) Did you have the right Designations?
a) Yes
b) No
9)
What should be the company’s main source of recruitment?
a) Employment Bureau
b) News Paper ads
c) Direct Recruitment
d) Placement agency
e) Others
10) What should be the best recruitment sources according to your
preference?
a) Internal Recruitment
b) External Recruitment
c) Both
11) Did you fully know about the company policies before joined in this
company?
a) Yes
b) No
12) Did you under gone any Written Test during recruitment?
a) Yes
b) No
13)
How do you think about Recruitment and selection procedure in your
company?
a) Satisfactory
b) Unsatisfactory
14) What are your Guidelines to Saptha Recruitments?
15) How about HR Feed back in Saptha?
The data collected and analyzed and general observation has proven
that M/S Pragathi Consultancy Services. Has done remarkable job in its
Human resource development.
The main findings are as follows:
1. Each and every employee is well prepared to meet today’s
challenges.
2. The organization gives encouragement in career planning for every
employee.
3. There are employees in all experience level in the organization.
4. The internal department of core competencies and continuous process
improvements has made Saptha Business Solution Pvt. Ltd. One of
the most exciting SAP companies to work for.
5. The management showing their full efforts for the growth of Saptha
Business Solution Pvt. Ltd.
6. The company is having skilled employees who can give prime
solutions to the clients more effectively.
7. The management is showing there individual attention to each and
every employees for their betterment and to groom there skills.
1. Create awareness about customer’s requirements among the
employees by maintaining high level of motivation and focus.
2. Increase the competence levels among the employees by giving
suitable Training and Development Program.
3. Identify the competencies and behavior pattern to be developed in
each individual by obtaining there feedback and requirements.
4. Provide training to the employees so that they get better knowledge,
skills and attitude.
5. Convert Saptha Business Solution Pvt. Ltd. into a ‘learning and
development organization’ to make it a “GLOBAL PLAYER AND
LEADER”.
Bibliography Primary Source
1. Principles of Management - By R.N.Gupta. 2. Business Management
- By Reddy and Appanaiah
3. Personal Management and Industrial Relations -By Dr.T.N.Bhagoliwali Secondary source 4. www.Google.com 5. www.KarnatakaHRGroup.com 6. www.HR Community.com 7. www.HRIndia.com 8. Mr.BV Raghunath – (HRD Professional)
