Professional Documents
Culture Documents
iii
ABSTRACT
iv
description for which they were being interviewed and faced confusions over their
eligibility for the interview. They were also not informed about the levels in the
interview process and were not told to come prepared for a tough technical
interview.
Based on the findings, suggestions were made to increase the number of
candidates who attended the interview and simultaneously to increase the
effectiveness of the sourcing process. Overall, the sourcing process at Infosys is
moderately effective and can be further improved if the suggestions are
implemented.
TABLE OF CONTENTS
CHAPTER
TITLE
PAGE NO
vi
NO
Abstract
iii
Acknowledgement
List of Tables
ix
List of Figures
xi
List of Abbreviations
xiii
CHAPTER 1
1
INTRODUCTION
1.1
1.2
1.3
1.4
1.5
Introduction to Topic
Company profile
Need for the Study
Scope of the Study
Research Objectives
1.5.1 Primary Objective
1.5.2 Secondary Objective
1
4
7
7
7
7
7
CHAPTER 2
2
LITERATURE SURVEY
2.1 Review of Literature
CHAPTER 3
3
LIST OF
TABLES
METHODOLOGY
3.1 Research Design
14
14
3.2.1 Population
14
15
3.2.3 Sample
15
16
16
16
16
16
vii
4.1.2
4.1.2
4.1.4
4.1.5
4.1.6
4.1.7
4.1.8
4.1.9
4.1.10
4.1.11
4.1.12
4.1.13
4.1.14
4.1.15
4.1.16
4.1.17
4.1.18
4.1.19
4.1.20
4.1.21
4.1.22
4.2.1
4.2.2
4.2.3
4.3
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
43
44
45
46
viii
LIST OF FIGURES
FIGURE
TITLE
NO
1.1.2
1.2.1
4.1.1
4.1.2
4.1.2
4.1.4
4.1.5
4.1.6
4.1.7
4.1.8
4.1.9
4.1.10
4.1.11
4.1.12
PAGE
NO
3
6
19
20
21
22
23
24
25
26
27
28
29
30
ix
4.1.13
4.1.14
4.1.15
4.1.16
4.1.17
4.1.18
4.1.19
4.1.20
4.1.21
4.2a
4.2 b
4.2.1
4.2.2
4.2.3
4.3
31
32
33
34
35
36
37
38
39
41
42
43
44
45
46
LIST OF ABBREVIATIONS
1. IT
2. BPO
3. ITES
4. FY
5. Y-O-Y
6. INFY
7. HR
8. ANOVA 9. RFT
10. ConnectInfy
11. PV
-
Information Technology
Business Process Outsourcing
Information Technology Enabled services
Financial Year
Year Over Year
INFOSYS
Human resources
Analysis of Variance
Regional Fast-Track Team (Sourcing team at INFY)
- Employee referral program at Infosys
Placement Vendors
xi
CHAPTER 1
INTRODUCTION
RECRUITMENT:
Recruitment is one of the major functions of the human resource
department. The recruitment process is the first step towards creating the competitive
strength and the strategic advantage for the organizations. It is a process of finding and
attracting capable applicants for employment. The process begins when new recruits are
sought and ends when their applications are submitted. The result is a pool of applications
from which new employees are selected.
1.1.2
SOURCING:
Sourcing in HR generally refers to the identification and uncovering
of candidates through proactive recruiting techniques. The actual act of sourcing for
candidates is performed by either a recruiter (be it an internal corporate recruiter or
agency recruiter) or a dedicated recruiter just focused on the sourcing function.
In addition to this, another recruiter might reach out to the names on the list to
initiate a dialogue with them with the intention of pre-screening the candidate against the
job requirements and gauging their interest level in hearing about new job opportunities.
This activity is called "candidate profiling" or "candidate pre-screening".
The actual act to source candidates can usually be split out into two clearly
defined techniques.
REQUIREME
NTS
Task Allocation to
Jobsites
(Monster,
Naukri, Times
RECRUITMENT
SOURCES
SEARCHING
POTENTIAL
CANDIDATES
CANDIDATE
PROFILING
Referrals
and INFY
INTERVIEW
SCHEDULING AND
CONFIRMATION
CANDIDATE
STATUS
ATTENDED
Check Eligibility
(Academics &
Check
Gaps)
Experience
Inform
Venue,
Date, Time,
Inform
Interview
Levels
Send
Confirmation
Mail
DID NOT ATTEND
RESCHED
INFOSYS LIMITED:
Infosys was founded in the year 1981 as one of the software and services
companies in India. Established by N. R. Narayana Murthy who functions as its Emeritus
chairman and Mr. Shibulal who serves as the Chief Executive Officer and Managing
Director, INFY operates in 30 countries with headquarters in Bangalore, India.
Strengths
Weaknesses
global development
Exceptional financial performance
exceeding expectations
High
employee
satisfaction
International development is
very
high
compared
to
domestic.
Most operational markets are
at maturity and this calls for a
markets.
Opportunities
Threats
sciences
Promising
engineering,
outlook
for
infrastructure
global
and
TCS, Wipro
Multinational companies such
as Accenture are making rapid
inroads.
Economic stagnation and slow
growth
across
its
major
conducted every month. More than half of the candidates scheduled by them for
interview between Oct 2011 and Dec 2011 however, did not attend the interview.
This study aims to understand the effectiveness of the sourcing team and to
suggest ways by which the sourcing team can increase the number of candidates who
attend the scheduled interviews.
CHAPTER 2
LITERATURE SURVEY
2.1 REVIEW OF LITERATURE:
2.1.1 STRATEGIES FOR HIRING IT PROFESSIONALS:
The study of empirical analysis of employer and job seeker behavior on
the IT labor market (Tobias Keim and Tim Weitzel, 12-31-2006) separated the job market
into the job seekers and employers and did empirical research to understand their
individual requirements. Using analysis on the basis of major factors, the researchers
have identified four kinds of behaviors exhibited by job seekers, namely, reclusive,
success- oriented, value-oriented and social-oriented with an increased orientation
towards using the worldwide web. The employers on the other hand, use two major
approaches of attracting potential candidates and selecting the ideal ones. Their major
similarity lies in the fact that both prefer a hassle free, paperless and IT based
communication regarding interviews.
10
The author (Allen Demers: 2002) studies the preliminary insights into the
the possibility of agencies and forms of governments not having much relationship with
the use of web recruiting. By considering the number of employees, culture and level of
professionalism and employee demographics they determine that web recruiting is the
best method to recruit people.
This journal helped in focusing on the web-recruiting of employees as the
major source of recruitment. It also helped to understand the numerous benefits of webrecruiting.
2.1.6 NEW DIRECTIONS IN INTERNET RECRUITING:
Internet recruiting these days has evolved into a sophisticated (Joe Dysart: July
2006), interactive engine with the ability to automate virtually every facet of the hiring
process. All the new tools, along with the business world's ever increasing reliance on the
Web, has made Internet recruiting big time and big business and, according to some
surveys, the No. 1 recruitment tool for employers. In fact, a survey of leading U.S.
companies released in February by Booz Allen Hamilton found that 51% of all new hires
in 2005 originated on the Internet.
This study helps to improve the number of candidates to attend the scheduled
interview by providing an easy way of applying for the job via online.
2.1.7 SCREENING RESUMES, RECRUITMENT WORKBOOK:
Employers find inundated with resumes every time they place a job
advertisement. Sifting through these resumes to choose the best candidates is an
extremely daunting and time-consuming task (Lauren Bernadi: 1999). One of the biggest
problems is that a large percentage of applicants are not qualified for the positions for
which they apply. The best way to resolve the problems and obtain the benefits of both
resumes and application forms is by using a Career Profile.
11
This journal helped to understand the difficulty in screening the large number of
resumes and suggests an efficient way for both the applicants and the employer to have
the information that is important.
2.1.8 RECRUITMENT, SELECTION AND RETENTION STRATEGIES:
The author of this article (Jenifer David) signifies that while most organizations
are utilizing some form of technology to enhance their recruitment and selection process,
amongst the many successes, is the caution of knowing which strategy is the best for each
organization. A national survey of the changing workplace asked employees what they
considered to be important in their decision to take an employment offer and the answer
to this was found to be balance, meaningful work and open communication. Balance
refers to the balance between the work and family. Meaningful work means having work
with meaning to make a difference in the work that we do is of paramount importance to
employees today.
12
Treat job candidates more like prospects than applicants. Let them know
you appreciate their time and energy. Keep them informed about how the
process will proceed, where they are in the process, and where they stand
candidate, if possible.
When interviewing communicators, good communication skills really
count. Interviewers should be straight forward and as specific as
p[possible. They can gain points with prospects if they are willing to hold
an initial telephone conversation briefly outlining the job and the hiring
process, and the assessing the prospects interest. Eighty-two percent
(82%) of the respondents felt an initial telephone conversation was
helpful.
Remember that interviewer is selling the company.
13
This article provided an insight of the dos and donts of a telephonic interview
and also the candidates expectations in the telephonic interview. Only if the candidates
are satisfied in the telephonic interview, they will tend to attend the scheduled interview
in person.
14
CHAPTER 3
METHODOLOGY
3.1 RESEARCH DESIGN:
Descriptive research design is used in this project.
Descriptive research describes data and the characteristics about the population or
phenomenon being studied. The term descriptive research refers to the type of
research question, design, and data analysis that will be applied. The description is
used for frequencies, averages and other statistical calculations. Descriptive
statistics utilize data collection and analysis techniques that yield reports
concerning the measures of central tendency, variation, and correlation. The
combination of its characteristic summary and correlational statistics, along with
its focus on specific types of research questions, methods, and outcomes is what
distinguishes descriptive research from other research types.
3.2 SAMPLING DESIGN:
3.2.1 Population:
A population can be defined as including all people or items with the
characteristic one wish to understand. Because there is very rarely enough time or
money to gather information from everyone or everything in a population, the
goal becomes finding a representative sample (or subset) of that population.
The population in this study consisted of the candidates lined up for
interview by the sourcing team at INFOSYS between Oct 2011 and Dec 2011. For
the purpose of the study the population was divided into two. The candidates who
attended the interview and those who failed to attend.
15
1. Total population :
1689
1. Attended
:
1. October 2. November 3. December -
662
105
244
313
2. Not attended
:
1. October 2. November 3. December -
987
119
347
521
14
33
43
100
12
35
53
16
the desired level of confidence and (iii) the acceptable margin of error. The
sample size in this project is one hundred and ninety.
3.2.5 Sampling Technique:
The sampling technique used here is Convenience sampling. It is a type of
nonprobability sampling which involves the sample being drawn from that part of
the population which is close to hand. That is, a population is selected because it is
readily available and convenient. It may be through meeting the person or including
a person in the sample when one meets them or chosen by finding them through
technological means such as the internet or through phone.
Secondary data:
Secondary data are those that are gathered from existing company records
17
for every weekend drive) were used to identify the population and the best
recruitment source.
3.4 DATA COLLECTION TOOLS:
3.4.1 Questionnaire:
A questionnaire is a pre-formulated written set of questions to which
respondents record their answers, usually within rather closely defined
alternatives.
The questionnaire for the study was distributed to the candidates who
attended the interview in order to analyze their satisfaction with interview
scheduling process followed by the sourcing team and to identify the areas for
improvement.
3.4.2 Telephonic structured interview:
Structured interviews are those conducted when it is known at the outset
what information is needed. The same questions will be asked of everybody in the
same manner and in this case it was done over the phone.
The telephonic survey was conducted for the candidates who did not
attend the interview. This was done to identify the major reasons why the
candidates did not attend the interview.
3.5 DATA ANALYSIS TOOLS:
3.5.1 STATISTICAL TOOLS:
3.5.1.1 Frequency distribution:
A frequency distribution is a tabulation of the values that one or
more variables take in a sample. Each entry in the table contains
the frequency or count of the occurrences of values within a particular
group or interval, and in this way the table summarizes the distribution of
values in the sample.
18
19
Valid
Valid
Cumulative
Percent
Percent
65.6
65.6
65.6
31
34.4
34.4
100.0
90
100.0
100.0
Frequency
Percent
male
59
female
Total
Figure 4.1.1
Inference:
From the table it is inferred that 65.6% of the sample was male and 34.4%
of the sample was female
4.1.2 CALLS ARE USEFUL:
20
Valid
Valid
Cumulative
Percent
Percent
88.9
88.9
88.9
10
11.1
11.1
100.0
90
100.0
100.0
Frequency
Percent
yes
80
no
Total
Figure 4.1.2
Inference:
From the table it is inferred that 88.9% of the candidates find the interview
calls from INFY to be useful.
21
Frequency
Valid
Cumulative
Percent
yes
60
66.7
66.7
66.7
no
30
33.3
33.3
100.0
Total
90
100.0
100.0
Figure 4.1.3
Inference:
From the table it is inferred that 66.7% of the candidates find the interview
calls from INFY to be informative.
22
Cumulative
Percent
Percent
95.6
95.6
95.6
4.4
4.4
100.0
90
100.0
100.0
Frequency
Percent
yes
86
no
Total
Valid
Figure 4.1.4
Inference:
From the table it is inferred that 95.6% of the candidates received information
about interview like venue, date, time.
23
Valid
Valid
Cumulative
Percent
Percent
82.2
82.2
82.2
16
17.8
17.8
100.0
90
100.0
100.0
Frequency
Percent
yes
74
no
Total
Figure 4.1.5
Inference:
From the table it is inferred that 82.2% of the candidates feel that the
recruiters checked their eligibility before scheduling the interviews.
24
Valid
Valid
Cumulative
Percent
Percent
38.9
38.9
38.9
55
61.1
61.1
100.0
90
100.0
100.0
Frequency
Percent
yes
35
no
Total
Figure 4.1.6
Inference:
From the table it is inferred that 61.1% of the candidates were not
informed about the job description.
25
Cumulative
Percent
Yes
32
35.6
35.6
35.6
Valid No
58
64.4
64.4
100.0
90
100.0
100.0
Total
Figure 4.1.7
Inference:
From the table it is inferred that 64.4% of the candidates were not
informed about the levels in the interview.
4.1.8 INFORMED TO BE PREPARED FOR INTERVIEWS:
26
Valid
Cumulative
Percent
Yes
37
41.1
41.1
41.1
No
53
58.9
58.9
100.0
Total
90
100.0
100.0
Figure 4.1.8
Inference:
From the table it is inferred that 58.9 % of the candidates were not
informed to come prepared for a technical round of interview.
27
Valid
Cumulative
Percent
Yes
79
87.8
87.8
87.8
No
11
12.2
12.2
100.0
Total
90
100.0
100.0
Figure 4.1.9
Inference:
From the table it is inferred that 87.8% of the candidates received a proper follow
up with email.
28
Valid
Valid
Cumulative
Percent
Percent
36.7
36.7
36.7
57
63.3
63.3
100.0
90
100.0
100.0
Frequency
Percent
Yes
33
No
Total
Figure 4.1.10
Inference:
From the table it can be inferred that 63.3% of the candidates did not
receive bulk mailers.
29
Valid
Valid
Cumulative
Percent
Percent
76.7
79.3
79.3
18
20.0
20.7
100.0
87
3
90
96.7
3.3
100.0
100.0
Frequency
Percent
Yes
69
No
Total
Missing System
Total
Figure 4.1.11
Inference:
From the table it has been inferred that 79.3% of the candidates prefer to
receive personalized mails.
4.1.12 FOUND DATA CONFLICT BETWEEN CALL AND MAIL:
30
Valid
Valid
Cumulative
Percent
Percent
27.8
28.7
28.7
62
68.9
71.3
100.0
87
3
90
96.7
3.3
100.0
100.0
Frequency
Percent
Yes
25
No
Total
Missing System
Total
Figure 4.1.12
Inference:
From the table it is inferred that 71.3 % of the candidates did not find any
conflicts between the data informed over the phone and sent on the mail.
4.1.13 Among the 28.7%, who said that they found conflicts, the content was
analyzed and the following data was obtained.
Table 4.1.13 Data Conflicts Found In the Mail
Comments
Number
31
16
64
36
25
100
Figure 4.1.13
Inference:
From the table it can be inferred that 64% feel that they wanted the job
description to be sent over the mail and 36% was confused with the eligibility
conditions
4.1.14 RECEIVED APPROPRIATE CLARIFICATIONS:
32
Valid
Valid
Cumulative
Frequency
Percent
Percent
Percent
Yes
82
91.1
91.1
91.1
No
8.9
8.9
100.0
Total
90
100.0
100.0
Figure 4.1.14
Inference:
From the table it is inferred that 91.9% of the candidates received
appropriate clarifications over the phone.
4.1.15 ABLE TO CONTACT SAME PERSON:
33
Valid
Valid
Cumulative
Percent
Percent
33.3
33.3
33.3
60
66.7
66.7
100.0
90
100.0
100.0
Frequency
Percent
Yes
30
No
Total
Figure 4.1.15
Inference:
From the table it is inferred that 66.7% of the candidates are unable to
contact the same recruiter who scheduled the interview again in case of queries.
34
Valid
Valid
Cumulative
Frequency
Percent
Percent
Percent
Yes
61
67.8
67.8
67.8
No
29
32.2
32.2
100.0
Total
90
100.0
100.0
Figure 4.1.16
Inference:
From the table it is inferred that 67.8 % of the candidates want to receive a
better response from the recruiters when they call with queries.
4.1.17 SATISFIED WITH THE OVERALL INFORMATION RECEIVED:
35
Valid
Valid
Cumulative
Frequency
Percent
Percent
Percent
Yes
50
55.6
55.6
55.6
No
40
44.4
44.4
100.0
Total
90
100.0
100.0
Figure 4.1.17
Inference:
From the table it is inferred that 55.6 % of the candidates are satisfied with
the information they receive before attending the interview.
36
Valid
Valid
Cumulative
Frequency
Percent
Percent
Percent
Yes
73
81.1
81.1
81.1
No
17
18.9
18.9
100.0
Total
90
100.0
100.0
Figure 4.1.18
Inference:
From the table it is inferred that 81.1 % of the candidates are satisfied with
the reminders they received regarding the interview.
4.1.19 MAJOR REASONS FOR JOB CHANGE:
37
Cumulative
Frequency
Percent
Percent
Percent
48
53.3
53.3
53.3
Increase In Pay
27
30.0
30.0
83.3
Relocation
5.6
5.6
88.9
Others
10
11.1
11.1
100.0
Total
90
100.0
100.0
Valid
Career
Progression
Inference:
From the table it can be inferred that career progression is the major
reason why candidates look for a new job followed by pay hike.
4.1.20
FACTORS
INTERVIEW:
MOTIVATING
PERSON
TO
ATTEND
AN
38
Minimum Maximum
90
4.04
1.244
90
3.79
.893
Reputation Imp
90
4.22
1.178
90
3.49
1.318
Accessible Interview
Location Imp
90
3.62
1.379
90
Inference:
From the table it can be inferred that good reputation of the company is
the first motivating factor to attend an interview followed by a challenging job
description. A quick interview process or an accessible interview location does not
make a difference to candidates who wants to attend an interview.
4.1.21 MOST USED JOB PORTAL:
39
90
90
90
83
Minimum Maximum
1
1
1
1
5
5
5
5
Mean
Std. Deviation
3.34
4.26
2.41
1.87
1.317
1.157
.970
.880
83
Inference:
From the graph it is inferred that Naukri is the most used job portal by the
candidates followed by Monster.
4.1.22 ONE WAY ANOVA-GENDER INFLUENCE:
40
of
Mean
df
Square
3.658
2.399 .125
134.164
88
1.525
Total
137.822
Between .618
89
1
.618
Groups
Within 70.371
88
.800
Groups
Total
70.989
Between .832
89
1
.832
Groups
Within 122.724
88
1.395
Groups
Total
123.556
interview Between 3.849
89
1
3.849
Groups
Within 150.640
88
1.712
Groups
Total
154.489
89
imp
Sig.
Groups
Within
Groups
reputation imp
quick
imp
.773
.382
.596
.442
2.249 .137
41
From the table it is seen that none of the sig values are less than .05.
Therefore we reject the alternate hypothesis and accept the null hypothesis.
Gender does not have any significant influence on the factors that
motivate a person to attend interview.
4.2 CONTENT ANALYSIS:
After a content analysis of the data obtained through the telephonic
interview, the following major factors were identified as the reasons why
candidates do not attend interviews.
42
Inference:
From the above tables, the following can be inferred.
1. 40% of the candidates who did not turn up for the interview gave personal
causes as the reason.
2. 38% of the candidates who did not turn up for the interview gave
organizational causes as the reason.
3. 22% of the candidates who did not turn up for the interview gave official
causes as the reason.
43
COMMENTS
I had to leave out of station due to personal
circumstances
I was not feeling well so I couldnt attend the
interview
I had some personal work which I could not get
out off
I am not interested in attending an interview right
now
Total
NUMBER %
11
27.5
20
11
27.5
10
25
40
100
Inference:
From the table it can be inferred that going out of station and having
personal work are the major personal reasons why candidates do not attend
interviews.
44
COMMENTS
I did not receive any confirmatory mail regarding the
interview so I did not come in.
The confirmatory mail specified a different relevant
NUMBER
13
34.21
18.42
not eligible
I did not receive the job description through the email
and did not want to waste time in the interview 10
without knowing the job profile
I came to the venue but left without attending the
interview because I was not given a proper response.
Total
26.32
21.05
38
100
Inference:
From the table it can be inferred that 34.21% of the candidates, who
specified organizational causes, did not attend interview because they did not get
any confirmatory emails and 26.32 % did not attend interview because of not
receiving a job description.
4.2.3 OFFICIAL CAUSES AND NOT ATTENDING INTERVIEW
45
NUMBER
12
54.55
27.27
18.18
22
100
Inference:
From the above tables it can be inferred that 54.55% of the candidates who
specified official reasons could not attend interview because they had to be in
office on that particular day.
4.3 RATIO ANALYSIS:
46
The secondary data was analyzed to identify the most consistent source of
recruitment.
Table 4.3 Recruitment Sources- Ratio Analysis
TECH
TECH
YIELD
RATIO (%)
SELECTION
RATIO (%)
RFT
662
602
90.94
28.74
CONNECTINFY
341
311
91.20
31.19
PV
743
641
86.30
24.02
DIRECT
211
171
81.05
20.50
Inference:
From the above table it can be inferred that employee referral programs
have the most successful selection ratio of 31.19% and a comparatively better
yield ratio of 91.20%.
47
CHAPTER 5
48
5.1 FINDINGS:
From Frequency distribution:
1. 55.6% of the candidates are satisfied with the information received from
recruiters before attending interview. (Table 4.1.17)
2. 61.1% of the candidates were not informed of the job description.
(Table 4.1.6)
3. 64.4% of the candidates were not informed about the levels in the
interview. (Table 4.1.7)
4. 58.9% were not informed to come prepared for the technical round.
(Table 4.1.8)
5. 66.7% are not able to contact the same person who scheduled the
interview in case of queries. (Table 4.1.15)
6. 67.8% want a better response from the recruiters when they call
regarding doubts in the interview process. (Table 4.1.16)
7. Good reputation of the company is the first motivating factor to attend
an interview followed by a challenging job description. A quick interview process
or an accessible interview location does not make a difference to candidates who
wants to attend an interview. (Figure 4.1.20)
8. The major reason why candidates look for a new job is career growth
with a good job description. (Table 4.1.19)
9. NAUKRI is the most used job portal (Table 4.1.21)
From content analysis:
10. Among the people who did not attend the interview 38% claim that
organizational causes such as not receiving a mail, unclear data on the mail,
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contradictions about eligibility and poor response at the interview location are the
major factors. (Figure 4.2a and Figure 4.2b)
11. 34.21% of the candidates, who specified organizational causes, did not
attend interview because they did not get any confirmatory emails and 26.32 %
did not attend interview because of not receiving a job description. (Table 4.2.2)
12. Among the 25 who attended the interview but found data conflicts
between what was informed over the phone and what was sent over the mail, 64%
feel that they did not receive the job description and 36% was confused with the
eligibility conditions. (Table 4.1.13)
From ratio analysis:
13. Employee referral programs have the most successful selection ratio of
31.19% and a comparatively better yield ratio of 91.20%. (Table 4.3)
From one way anova:
14. Gender does not have any significant influence on the interview
attending factors. (Table 4.1.22)
5.2 SUGGESTIONS
1. Candidates should be informed about their prospective JD while scheduling
interviews so that it will motivate them to attend. Through observation of the calls
made it was indeed found that the job description was not informed to the
candidates. This should be corrected. (Findings 2, 8).
2. Candidates should be encouraged to come prepared for the interview and also
informed of the levels so that they have a better prospect of getting selected. It
was observed in the venue that the candidates felt that they were not adequately
prepared for the technical round of the interview. They wanted a second chance
for the interview after a week but it was not possible as per company policy. This
can be avoided if they were informed to come adequately prepared in advance.
(Findings 3, 4).
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5.3 CONCLUSION
The project was aimed at evaluating the sourcing process of Infosys Ltd
and to suggest ways to improve its effectiveness. The population for the study
consisted of the candidates who were scheduled for the interview process at INFY.
For the purpose of the study the population was split into those who attended the
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interview and those who did not. Sample was chosen through convenience
sampling and the data collection tools were questionnaire and telephonic survey.
The collected data was analyzed with both statistical tools such as
frequency distribution, one way anova, content analysis and graphical tools such
as bar chart, line graph and pie chart and the major factors were identified. The
findings proved that the sourcing process is moderately effective and suggestions
were made to improve it further.
REFERENCES
Journals
1. Allen Demers (2002), Solutions and strategies for IT Recruitment and
Retention, Public Personnel Management, Volume 31 No 1, Page 27-40
2. Andi Gray (May 28, 2007), Hiring? Questions to ask on the phone,
Westchester County Business Journal, Page 8.
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53
15. Uma Sekaran (2010) Research Methods for Business- A Skill building
approach, Wiley India, 450 pages
APPENDIX 1
54
Nirmala Devi .K
1. Name:
2. Gender:
Male
Female
3. Age :
o Less than 25
o Between 25 and 35
o More than 35
4. What is your current designation?
o Software Engineer
o Senior Software Engineer
o Technical Lead
o Project manager
5. Period of service:
o Less than a year
o 1 to 3 years
o 3 to 5 years
o 5 to 8 years
55
Particulars
7.
8.
9.
10.
11.
12.
13.
interview
14. Rate the following job portals individually depending on your level of usage
(1 Very High, 2 High, 3 Moderate, 4 Low, 5 Very Low)
Particulars
Monster
56
Naukri
Times job
Others
If others, please specify the name of the website_____________________
15. Please rate the following with respect to the calls you receive from the
recruiters:
S No
Particulars
YES
NO
Particulars
YES
I received information like, the interview date, venue
NO
and timings.
The
recruiters
checked
my
eligibility
before
technical round
17. Please rate the following depending on the mails you received for
confirmation of the scheduled interview
57
S No
1
Particulars
YES
I received proper follow up with mails after being
NO
a) Some of the information in the mail conflict with what I was informed over the
phone.
o Yes
o No
If yes, please specify the discrepancies you find __________
18. Please rate the following depending on the calls you received for
confirmation of the scheduled interview:
S No
1
Particulars
YES
I received proper call reminder on the day before the
interview
NO
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19. Please rate the following depending on the response you received from the
recruiters:
S No
1
Particulars
YES
NO
Please specify
_______________________
b) I receive sufficient reminders about the interview scheduled.
a. Yes
b. No
c) I would like to receive interview calls from software companies in future.
a. Yes
b. No
If yes, what is your
1. Preferred day for receiving calls Weekday/Weekend
2. Preferred time to receive calls
a. If weekday - _______________
b. If weekend- ________________
3. Preferred day to attend interview- Weekday/Weekend
4. Preferred time to attend interview
a. If weekday - _______________
b. If weekend- ________________
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Thanks a lot for participating in this survey and thereby helping me in doing my project.