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INTRODUCTION

1.1.MANAGEMENT CONSULTING

Management consulting indicates both the industry and practice of helping

organizations improve their performance primarily through the analysis of existing

organisational problems and development of plans for improvement.

Organizations hire the services of management consultants for a number of

reasons, including gaining external (and presumably objective) advice and access to the

consultants' specialized expertise.

History

Management consulting grew with the rise of management as a unique field of

study. The first management consulting firm was Arthur D. Little, founded in 1886 by the

MIT professor of the same name and was incorporated in 1909.[1] Though Arthur D. Little

later became a general management consultancy, it originally specialized in technical

research. Booz Allen Hamilton was founded by Edwin G. Booz, a graduate of the

Kellogg School of Management at Northwestern University, in 1914 as a management

consultancy and the first to serve both industry and government clients.

After World War II, a number of new management consulting firms formed, most

notably Boston Consulting Group, founded in 1963, which brought a rigorous analytical

approach to the study of management and strategy. Work done at Boston Consulting

Group, McKinsey, Booz Allen Hamilton, and the Harvard School during the 1960s and

70s developed the tools and approaches that would define the new field of strategic

management, setting the groundwork for many consulting firms to follow. In 1983,

Harvard Business School's influence on the industry continued with the founding of

Monitor Group by six professors. It was also only after World War II that management

consulting emerged in Europe.

The current trend in the market is towards a clear segmentation of management

consulting firms.

Current state of the industry

Management consulting has grown quickly, with growth rates of the industry

exceeding 20% in the 1980s and 1990s. As a business service, consulting remains highly

cyclical and linked to overall economic conditions. The consulting industry shrank during
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the 2001-2003 period, but grew steadily until the recent economic downturn in 2009.

Since then the market has stabilised.

Currently, there are three main types of consulting firms. Large, diversified

organizations, Medium-sized management consultancies and Boutique firms which have

focused areas of consulting expertise in specific industries, functional areas, or

technologies, or regions of the world.

Government Consultants

The use of management consulting in governments has increased significantly in

recent times. Booz Allen Hamilton (now split from Booz & Company) is particularly

well known now as a consultant that primarily serves the US Federal Government.

Deloitte Consulting LLP applies its industry expertise and decades of experience to

helping government departments and agencies solve their toughest problems. In India,

Agriculture Finance Corporation Limited provides consultancy mainly to governments

and related institutions.

Indian Consultancy Industry

After Independence, the Indian Government had focused on investment in core

industrial sector and infrastructure. The investment in these sectors attracted various

construction and engineering companies to explore the business opportunities and

contribute their expertise in these sectors. Domain experts were required who could

provide their core skill and competence in designing and building the core industry,

dams, roads, buildings etc

.

Over the years, as the Indian industry started maturing, the Indian consulting

industry also started expanding, not only in terms of size, but also in terms of the service

offerings. Over the period, specialist consulting advice was being sought by clients in

India and this opened the opportunity for a number of specialist organizations to draw on

their specialist knowledge base and resources to meet the demand for specialist

consulting services.

Size of the Consultancy sector in India
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The development of consultancy capabilities and business is directly

proportional to growth in economic and industrial development. Due to the nature of the

industry, getting accurate estimates of its size is difficult. It is estimated that the

consultancy business in India engages about 100,000 persons in about 5000 consulting

firms. According to estimates, the current size of the consulting industry in India is about

Rs. 10,000 crores including exports and is expected to grow at a CAGR of approximate

25% in the next few years.

Government Initiatives

In the recent period, the trade policy in India reflects the strategic importance of

Indias comparative advantage of trade in services. The services sector has been

identified as a thrust sector for trade policy. The Foreign Trade Policy, 2004 09 has

announced the setting up of Services Export Promotion Council to map opportunities

for key services in import markets and to develop strategic market access programme.

Some of the key initiatives of the government in promoting exports of

consultancy services are through Market Development Assistance (MDA), Market

Access Initiative (MAI) scheme, proactive EXIM Policy and EXIM Bank schemes.

Government also provides exemption on service tax for export of consultancy

services.

However due to lack of clarity in the provisions in the present notification,

consultancy export may be affected.

The HR consultancies in India are a boom, to our country. Any and all aspect of HR

can be outsourced. The research by Gartner, Inc., shows that around 80 percent of

companies these days are outsourcing at least one HR activity, and the number such

companies and the extent of human resources outsourcing is swiftly increasing.

Companies are now looking at specialized firms in recruitment and placement to

complete various aspects of human resource management. Hence the current project is

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undertaken in the booming industry, to have an exposure towards the field by designing a

module for recruitment purpose.

1.2. COMPANY PROFILE

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SOLVERS INDIA

Solvers India is a vivacious and the modest organization instituted to support

assorted organizations in empowering their man power and build a dominant team in this

aggressive business world.

Event Management is another area where Solvers India is growing as a pioneer in

getting the people and the entrepreneur closer and creating the awareness of the changing

global trends.

With the objective of meeting the needs of industries Solvers India has drawn up

programmes and events to attract talents and skills. Solvers India tends to create an

impact by rendering quality services in the field of event management.

They fulfill the Employment needs of industries and top organization and Solvers

India initiates many implementations to abstract skills and talents.

MISSION:

The mission of Solvers India is to be a solid impetus in the field of Business

management and hold a renowned place in field of Hr and Event Management.

BENCHMARK EVENTS:

MISS COIMBATORE 2006

The main objective of conducting this show was to bring out the hidden talents of

young girls. We are proud to bring to your notice that many participants of this show are

very well placed in big concerns which gave them a bright exposure in up lifting their

career

SHUBHA MUHURTHAM 2006

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Shubha Muhurtham was meant to bring all the wedding needs under one roof.

This fair was unique in every aspect and first of its kind for the Indian Weddings.

Taking into view the growing need of the Marriage market in Coimbatore, we strongly

felt the need to organize this MEGA Wedding fair.

JOB QUEST 2006 & 08 (Coimbatore)

Every year nearly a lakh of Students are pursuing out in search of fruitful careers.

JOB QUEST aims at matching the need of the industry, thereby providing the young

budding students with a bright exposure through several reputed companies &

organizations in a single platform

Solvers India has made a great success since 2006 by conducting Job Quest at

Coimbatore and has also organized Job Quest08 on 29th & 30th of March08 at

Ramakrishna Kalyana Mandapam. The event was a stupendous success with participation

from leading companies. The event was attended by more than 4,500 students and 2,000

experienced professionals. Lots of interviews took place and the companies and

candidates were immensely satisfied with the outcome of Job Quest08.

JOB QUEST08(MADURAI)

After the successful track record in JOB QUEST08 at Coimbatore. Solvers

India had rocked at Madurai, the Temple City, which is becoming the Hub of HR in

Tamil Nadu with more than 50 colleges including both Arts & Science and Engineering

and 150 colleges in and around Madurai. Since Madurai is a large city with incompetence

scope, the next step towards success was on 28th & 29th at T.S Rajam Auditorium

[Lakshmi Sundaram Hall], Madurai. The event was a stupendous success with

participation from leading companies. The event was attended by more than 6,000

students and 3,000 experienced professionals.

MISS COTTON CITY 2007-2010

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Miss Cotton City show was not only a routine Beauty pageant but a show with a

difference where enterprising young girls were given a platform to show their multiple

talents which focused more on attitude and aptitude rather than mere Beauty.

JOB QUEST 09(Coimbatore)

Solvers India had organized the fourth edition ofJob Quest09 on 25th& 26th of

July at Suguna Kalyana Mandapam, Coimbatore.The crowd was more than 5,000

including the Freshers and experienced both IT and non IT from various streams. There

was career counseling, work shop and training programme during the two days of the

event.

JOB QUEST 10 (Coimbatore)

The fifth edition of the Job quest10 was with The Hindusthan College of Arts

& Science, Coimbatore on 3rd & 4thofApril 2010. The event was a stupendous success

with participation from leading companies. The event was attended by more than 15,000

students and 3,000 experienced professionals. Lots of interviews took place and the

companies and candidates were immensely satisfied with the outcome of Job Quest10.

The impacts of the events were great which ultimately speaks about our success.

Moreover our clients list includes reputed companies such as

Infosys HCL Wipro Bajaj Allianz Nehru Institution Allsec Technologies

Frank Finn Air Hostess Institute

Vikram Hospital

Kevin care 365 Media

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Summits Hygronics

Alpha Helical Pump Pvt Ltd

Aviva life Insurance to name a few

They help align and actualize individual and organizational growth

goals and foster performance at a level that ensures maximum contribution in corporate

terms as well as maximum satisfaction in individual terms. Thus it contributes to the

success of the organization. In Solvers India they have web based recruitment application

to attract more clients and candidates, hence the researcher has pursued her project in that

area

1.3. E-RECRUITMENT

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E-Recruitment is the process of personnel recruitment using electronic resources,

in particular the internet. Companies and recruitment agents have moved much of their

recruitment process online so as to improve the speed by which job candidates can be

matched with live vacancies. Using database technologies, and online job advertising

boards and search engines, employers can now fill posts in a fraction of the time

previously possible.

The buzzword and the latest trends in recruitment is the E-Recruitment. Also

known as Online recruitment, it is the use of technology or the web based tools to assist

the recruitment process. The tool can be either a job website like naukri.com, the

organisations corporate web site or its own intranet. Many big and small organizations

are using Internet as a source of recruitment. They advertise job vacancies through

worldwide web. The job seekers send their applications or curriculum vitae (CV) through

an e-mail using the Internet. Alternatively job seekers place their CVs in worldwide

web, which can be drawn by prospective employees depending upon their requirements.

The internet penetration in India is increasing and has tremendous potential. According to

a study by NASSCOM Jobs is among the top reasons why new users will come on to

the internet, besides e-mail. There are more than 18 million resumes floating online

across the world.

The two kinds of e- recruitment that an organisation can use is

Job portals i.e. posting the position with the job description and the job

specification on the job portal and also searching for the suitable resumes

posted on the site corresponding to the opening in the organisation.

Creating a complete online recruitment/application section in the

companies own website. - Companies have added an application system

to its website, where the passive job seekers can submit their resumes

into the database of the organisation for consideration in future, as and

when the roles become available.

The term e-recruitment means using information technology (IT) to speed up or

enhance parts of the recruitment process. It ranges from the applicant interface for
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advertising vacancies and making job applications, to the back office processes, which

allow a liaison between human resources (HR) and line managers to set up a talent pool

or database of potential recruits.

Used correctly e-recruitment can:

enhance the applicant experience

communicate the employer's image and culture better

make the recruitment process faster, more accountable and standardised

increase the diversity of applicants

provide better management information on applicants

find the right candidate for the job

According to one survey, internet postings result in nearly ten times as many hires as

newspaper advertisements.

E-RECRUITING METHODS

Methods of e-recruitment are many, among those the important ones are-

JOB BOARDS: These are the places where the employers post jobs and search for

candidates. Candidates become aware of the vacancies. One of the disadvantages is, it is

generic in nature. Special skill candidates to be searched by certain job boards.

EMPLOYER WEB SITES: These sites can be of the company owned sites, or a site

developed by various employers. For an example, Directemployers.com is the first

cooperative, employer-owned e-recruiting consortium formed by Direct Employers

Association. It is a non profit organization formed by the executives from leading U.S

corporations. Press release by Recruiters Network (February 20, 2003) showed the site

has 98 members approximately 45 percent of which are Fortune 500 companies.

PROFESSIONAL WEBSITES: These are for specific professions, skills and not

general in nature. For an example, for HR jobs Human Resource Management sites to be

visited like www.shrm.org. The professional associations will have their own site or

society.

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FIG. 1: THE E-RECRUITMENT LANDSCAPE

MODERN TRENDS OF E-RECRUITMENT

SPEEDY COMMUNICATION

Company and the prospective employee can communicate with each other via the

blogs. Thus blogs, podcasts, vodcasts are being considered a tool of e-recruitmant.

CANDIDATES PREFERENCE

Candidates can choose their employers as the financial state as well as the culture

followed is known.

SEARCH ENGINE ADVERTISEMENT

Print ad is phasing out due the popularity of search engine ads. Pay-per-click is not

only convenient but also more attractive.

RSS FEED

Job boards are embracing RSS feed. Hotjobs, Google deserves special mention.

Google offers one to upload the jobs on Google Base even when one doesnt have their

own site. RSS can be read using software RSS reader. It is a family of web feed

formats use to publish frequently updated works. Such as blog entries, news headlines in

a standard format.

ONLINE RECRUITMENT TECHNIQUES

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To measure the effectiveness of online recruitment, set up the metrics for

recruitment spending.

A detailed job description should be given while posting jobs to attract candidates

with the right skill sets.

Give a precise and unambiguous questionnaire to reduce time in searching for a

suitable candidate.

Ensure that all the approaches related to recruitment are linked to and centred on

your own recruitment site.

Integrate e-recruitment into your overall recruitment strategy.

Applicant tracking system should be of a high quality and should be integrated

with the back-office.

Develop a comprehensive website to receive and process job applications whether

through direct or online advertising.

E-RECRUITMENT CHECKLIST

This checklist looks at the main questions human resources (HR) managers will

need to ask themselves when developing a business case and a project plan for an e-

recruitment solution. It also provides useful references to case studies that will help you

along the way. Links to the case studies can be found at the bottom of this page.

1.4. OBJECTIVES

To understand the effectiveness of e-recruitment in a consultancy firm.

To understand the intention of the jobseekers to use E-Recruitment.

To identify the factors influencing E-Recruitment.

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1.5. SCOPE

To the organization

This study will help the organization to identify the perception of job seekers

regarding e-recruitment.

It also helps the company to develop strategies to overcome the grey areas based

on the result of the study.

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.The study analyzes and gives suggestions to improve the implementation of the

various sources which in turn will lead to improve the standards of the company.

To the respondents

The study has helped the respondents know whether they are satisfied with the e-

recruitment sites.

The study also helps the candidates to identify their perceived usefulness,

perceived ease of use, social influence,perceived enjoyment and behavioural

intention to use e-recruitment

To the researcher

The study would help the researcher to collect information relating to the views of

job seekers.

The study has helped the researcher in having a industrial exposure and has

helped to identify the various sources of recruitment in the concern.

It has also helped the researcher in making an analysis as to finding the effect of

e-recruitment in the concern

1.6. LIMITATIONS

This study suffers from the following limitations:

This study is restricted to the candidates from Coimbatore and does not includethe candidates from other district.

The sample size is 50 out of a total population of 150 candidates. This works out

to 33 percent of the population only.

The primary data collected from job seekers during their interview, which may

not be accurate.

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This is a descriptive study based only on solvers India , so the results may not be

generalized to other industries which are having different organizational climate

and culture.

CHAPTER II

REVIEW OF LITERATURE

A literature review is an account of what has been published on a topic by

accredited scholars and Researchers. It is part of the introduction to an essay, research

report, or Thesis. The literature review must be defined by a guiding concept. It is not

just descriptive list of the material available, or a set of summaries. Once the problem is

formulated a brief summary of it should be written down. For this purpose, the

abstracting and indexing of journals and published or unpublished bibliographies are the

first place to go.

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The study aims to identify the vital role of E-Recruitment and its impact on

intention of jobseekers. This study helps to reveal the involvement the jobseeker has

towards their organization, so the organization can go for improving overall performance

and productivity of the organization.

Besides enlarging knowledge about the topic, writing a literature

review lets the researcher gain valuable insight about the topic. The fundamental

processes of Human Resources Management are interdependent. Recruitment is one of

the most important of these processes. The manpower that is brought into the company

affects other processes in the organization. Hence, it becomes Vital that the organization

invests time and energy in planning its recruitment process and activities that support the

recruitment process. Nowadays organizations are outsourcing recruitment process so that

they can pool in the best available talents.

"Recruitment1 involves the utilization of organizational practices to

influence the number and types of individuals who are willing to apply for job vacancies.

Recruitment can focus on the internal labor market (i.e., pursuing staff already employed

by the organization) or the external labor market (i.e., pursuing applicants from outside

the organization). Internal candidates can be recruited through internal job postings,

word-of-mouth, or internship programs." (Rynes, 1991; Rynes & Cable, 2003, Casper

2004).

Most employers recognize the fact that their staffs are their greatest

assets, and the right recruitment and induction processes are vital in ensuring that the new

employee becomes effective in the shortest time. The success of an organization depends

on having the right number of staff, with the right skills and abilities. Recruitment is the

process of sourcing individuals and filling up of the existing vacancy in the organization.

This process involves various steps in the completion and is unique to any organization.

To widen the pool of applicants the recruitment process is outsourced to HR consulting

firms, which saves time and cost of any organization.

While human resource (HR) activities have traditionally been

performed internally, the outsourcing of HR practices is a rapidly increasing

phenomenon. Andrea Ordanini and Giacomo Silvestri in their article onRecruitmentand selection services: Efficiency and competitive reasons in the outsourcing of HR

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practices2 discusses that the accelerated rate of HR outsourcing also corresponds to a

sweeping change in which non-transactional activities, such as recruitment, selection and

training, are among the most outsourced HR practices. This article investigates the

outsourcing decisions of recruiting and selection (R&S).

It develops a predictive model based on efficiency drivers, rooted in

transaction cost economy (TCE), and competitive motivations, derived from the resource-

based view. The model has been tested in a sample of 276 medium and large enterprises

in two specific contexts: the outsourcing of administrative R&S practices (job

advertisement and pre-screening) and that of the more strategic R&S practices (colloquia

and selection). Findings confirm the relevance of both categories of predictors, but they

reveal how efficiency motivations are more important for the decisions to outsource

administrative R&S practices while competitive issues matter more for the strategic side

of R&S activity. Theoretical and managerial implications are offered on the basis of such

evidence.

Recruitment and selection process may vary according to the type

and size of the organizations. Jonathan Bergwerk in his study on Recruitment and

Selection for Company Culture3 recommend new methods of recruitment after

analyzing the standard methods of recruitment and based on the authors experience of

four major needs: the needs of the job itself, the current needs of the team that will work

with the jobholder, the needs of the organization and the needs of the future.

In the needs of the future the author emphasize the importance of

developing a recruitment method which will be an automated process and reduces the

effort of screening the applicants in initial stage by the organization. The author also

recommends that whatever new technology is implemented should complement

traditional process of recruitment process.

The use of organizational web sites for recruitment has become

increasingly common. Despite their widespread growth, however, little is known about

how these web sites influence recruitmentoutcomes.Richard T. Cober, Douglas J. Brown

, Lisa M. Keeping and Paul E. Levy in their paper on Recruitment on the Net: How

Do Organizational Web Site Characteristics Influence4, has presented a model that

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explicateshow job seekers interact with and respond to web site characteristicsto predict

various job seeker attitudes and behaviors.

They suggest that the facade of a web site, comprised of the web

sites aesthetic and playfulness features, initially affects job seekers. Coupled with system

features of the web site, theseinitial affective reactions then influence perceptions of the

usability of the web site. Perceptions of usability and affective reactions work through

two key mediating construct, job seeker search behavior and web site attitude, to

ultimately predictapplicant attraction.

Modern organizations struggle with staffing challenges stemming

from increased knowledge work, labor shortages, competition for applicants, and

workforce diversity. Robert E. Ployhart in his study on Staffing in the 21st Century:

New Challenges and Strategic Opportunities5 discusses critical needs for effective

staffing practice and he also throws light that staffing research continuesto be neglected

or misunderstood by many organizational decisionmakers.

Solving these challenges requires staffing scholarsto expand their

focus from individual-level recruitment and selection research to multilevel research

demonstrating thebusiness unit/organizational-level impact of staffing. Toward the end,

this review provides a selective and critical analysis of staffing best practices covering

literature from roughly

2000 to the present. Several research-practice gaps are alsoidentified in this study.

Corporate are posting their requirements in job portals like

naukri.com, rediffjobs.com to widen the pool of applicants. Kristin B. Backhaus on his

article An Exploration of Corporate Recruitment Descriptions on Monster.com6

explores the ways in which corporations describe themselves in recruitment materials.

Specifically, the studyexamines corporate descriptions provided to job seekers by firms

advertising on the Internet site, Monster.com. The study also explores elements of

corporate image presented in the descriptions and the way in which firms market their

employer brands. Thefindings demonstrate how analysis of corporate descriptionsreveals

interesting insights into organizational recruitmenttactics.

Results suggest that firms focus predominantly on firm attributes and

secondarily on employee advancement. Various industries approach recruitment

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advertising differently, with significant differences emerging between high-tech

organizations,service organizations, and consumer product firms in the emphasesof their

corporate descriptions. Few firms present a distinct employer brand but tend to cluster

together in brand types.

Communication and technology plays a vital role in modern

recruitment. Susan G. Straus , Jeffrey A. Miles , Laurie L. Levesque in their study on

The effects of videoconference, telephone, and face-to-face media on interviewer

and applicant judgments in employment interviews7 examines the effects of

communication media on judgments in job interviews. Fifty-nine MBA students

(applicants) hadmock interviews in face-to-face meetings and either by videoconference

or telephone. Results show that interviewers evaluated applicants more favorably in

telephone versus face-to-face interviews.

This difference was stronger for less physically attractive applicants,

which suggests that the telephone filtered negative, visual cues. Although interviewers

reported more difficulty regulating and understanding discussions by videoconference

versus face-to-face, they did not evaluate applicants less favorablyby videoconference. In

contrast to interviewers, applicantshad less favorable reactions in videoconference versus

face-to-face interviews for most measures. Implications for media use in employee

selection and recruiting were discussed in the study.

From the review of literature it is evident that recruitment

process varies according to the organization. Automation of screening the applicants,

candidate database will help the organization in acquiring right talent for the right job.

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References

1. Casper, W. (2004). Recruitment, a Sloan Work and Family Encyclopedia entry.

http://wfnetwork.bc.edu/glossary_entry.php?term=Recruitment,%20Definition(s)

%20of&area=All.

2. Andrea Ordanini and Giacomo Silvestri, Recruitment and selection services:

Efficiency and competitive reasons in the outsourcing of HR practices, The International

Journal of Human Resource Management, Volume 19, Issue 2February 2008 , pp 372 -

391

3. Jonathan Bergwerk, Recruitment and Selection for Company Culture, Journal of

Managerial Psychology, Volume 3, Issue 1 Janaury 1988, pp 9-15

4. Richard T. Cober, Douglas J. Brown , Lisa M. Keeping, Paul E. Levy, Recruitment on

the Net: How Do Organizational Web Site Characteristics Influence, Journal of

Management, Vol. 30,Issue 5 May 2004, pp623-646

5. Robert E. Ployhart, Staffing in the 21st Century: New Challenges and Strategic

Opportunities, Journal of Management, Vol. 32, Issue 6 June 2006, pp 868-897

6. Kristin B. Backhaus, An Exploration of Corporate Recruitment Descriptions on

Monster.com, http://www.emeraldinsights.com/term=corporate recruitment/Kristin

7. Susan G. Straus , Jeffrey A. Miles and Laurie L. Levesque, The effects of

videoconference, telephone, and face-to-face media on interviewer and applicant

judgments in employment interviews, Journal of Management, Vol. 27, Issue 3 March

2001,pp 363-381

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.

CHAPTER III

RESEARCH METHODOLOGY

A research methodology defines what the activity of research is, how to proceed,

how to measure progress, and what constitutes success. Research is a diligent and

systematic inquiry or investigation into a subject in order to discover or revise facts,

theories, applications, etc. Methodology is the system of methods followed by particular

discipline.

The research methodology is used to systematically solve the research

problems. It may be understood as a science of studying how research is done

systematically. It is necessary for the researcher to know not only research but also

methodology.

RESEARCH DESIGN

Research is a systematized effort to gain knowledge. It represents a scientific

approach based research for pertinent information on a scientific topic for solving a

problem. In fact, the research design is the conceptual structure within which research

is conducted; it constitutes the blueprint for the collection, measurement and analysis

of data.

The design used here is Descriptive Research. It is a fact finding method or

the detailed study of the project that is undertaken. DescriptiveResearchStudies arethose studies, which are concerned with describing the characteristics of a particular

individual, or of a group.

SOURCES OF DATA

The two sources through data could be collected were Primary data and

Secondary data.

Primary Data

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The primary data for the research study were collected through structured

questionnaire from the Jobseekers of Solvers India. The questions were structured and

direct as to make the respondents understand it easily. General information related to

the company that has been collected through personal interaction with the authorities

of the company.

Secondary Data

The secondary data are mainly consists of information collected from journals,

articles, books and websites related to the topic.

SAMPLING DESIGN

The study procedure used or adopted for selecting the sample for the present

study is known as convenient sampling. The total population size of the jobseekers is

around 50. Sample size refers to the number of the objected to be selected from the

population. A sample of 50 workers has been taken for the study considering the time

factor of data collection.

TOOLS FOR ANALYSIS

The data collected through questionnaire was analyzed by using Percentage

analysis andMean score value. The scaling techniques used in the research method are

5-point Likert-scales it consisted of the points like strongly disagree, disagree, neutral,

agree, and strongly agree. . The data has been represented using charts and tables.

Mean score value = score value/no of respondents.

Score value = no. of respondents * score.

SCORE GIVEN

Strongly Agree 5

Agree 4

Neutral 3

Disagree 2

Strongly Disagree 1

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ABBREVIATION

SA Strongly Agree

A Agree

N Neutral

D Disagree

SD Strongly Disagree

MSV- Mean Score Value

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CHAPTER IV

ANALYSIS AND INTERPRETATION

Analysis is a systematic approach to problem solving. It refers to the computation

of certain measures along with searching for patterns of relationship that exists among

data collected. Complex problems are made by separating them into more understandable

elements. This involves the identification of purpose and facts, the statement of

defensible assumptions, and the formulation of conclusion.

The study is primarily based on data collected from the primary data collected

from employees. For the analysis, different tables have been prepared and these tables

have been used to prepare the various types of charts. The interpretation of the analysis

has been given just below the tables prepared in each of the analysis. Percentage analysis,

Mean Score Value, Chi Square test, Microsoft Excel tools were used in analyzing the

data.

The researcher has done an analysis and interpreted the results from such analysis

in an efficient manner. The research instrument has been used in an appropriate manner

for the analysis. All such interpreted results are derived from the analysis of the data

collected.

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PERSONAL FACTORS

Gender

Gender also influences the personality and perception of the individuals.

Table 4.1

GENDER

GENDER NO OF RESPONDENTS PERCENTAGE

Male 31 62Female 19 38

Total 50 100

It is inferred that 62% of the respondents were male. Hence it is evident that majority of

the respondents were male.

Chart 4.1

Gender

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AGE

Age indicates the level of maturity in each candidates. As the age increases the

knowledge, abilities and the experience tends to increase.

TABLE 4.2

AGE

AGE NO OF RESPONDENTS PERCENTAGE

20-25 28 56

26-31 17 34

32-37 5 10

38-43 0 0

ABOVE 43 0 0

TOTAL 50 100

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It is inferred that 56% of the respondents were between 20-25 years. Hence it is

evident that majority of the respondents were between 20-25 years.

CHART 4.2

AGE

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EDUCATIONAL QUALIFICATION

The educational qualification helps a person to improve the personal position in thecompany from time to time.

TABLE4.3


EDUCATIONAL

QUALIFICATION

NO OF RESPONDENTS PERCENTAGE

SSLC 0 0

HIG.SEC 0 0

DIPLOMA 3 6

BACHELORDEGREE

31 62

MASTERDEGREE 16 32

TOTAL 50 100

It is inferred that majority (62%) of the respondents were under graduates.

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CHART 4.3


PERIOD OF USAGE OF E-RECRUITMENT SITES

This table shows the period of usage of e-recruitment sites and familiarity to use the sites.

TABLE 4.4

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USAGE NO OF RESPONDENTS PERCENTAGE

LESSTHAN 1 2 4

1 TO 3 YEARS 13 26

3 TO 5 YEARS 29 58

>5 12 24

TOTAL 50 100

Majority (58%) of the respondents have used e-recruitment sites for 3 to 5 years.

CHART 4.4


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TIME OF USAGE

This shows how many times a candidate use e-recruitment sites

TABLE 4.5

TIME OF USAGE

TIME NO OF RESPONDENTS PERCENTAGE

1 TO 2 4 8

3 TO 4 14 28

5 TO 6 28 56

7 OR MORE 4 8

TOTAL 50 100

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Majority (56%) of the respondents have used e-recruitment sites more than 5 times.

CHART 4.5

TIME OF USAGE

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A. PERCEIVED USEFULNESS

Perceived usefulness helps to identify, the usefulness of e-recruitment sites tolook for a job. And increases chance of finding appropriate job.

TABLE 4.6

A. PERCEIVED USEFULNESS

Particulars SA A N D SD TotalScore

MSV

(i) Using E-recruitmentsites help me to get

current careerinformation

21 25 4 0 0 217 4.34

(ii) Using E-recruitmentsites increases mychances of finding anappropriate job

23 23 4 0 0 219 4.38

(iii) Using E-recruitment sites iseffective to look for job

28 18 4 0 0 224 4.48

(iv) Overall using E-recruitment sites isuseful way to look for ajob

30 18 2 0 0 228 4.56

Over all mean score is: 4.44

It is inferred that, the e-recruitment sites is an effective way to look for the job andincreases chance of finding an appropriate job.

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B.PERCEIVED EASE OF USE

Perceived ease of use helps to identify whether E-recruitment sites are clear andunderstandable.

TABLE 4.7



MSV

(i) My interaction withE-recruitment sites isclear andunderstandable.

14 32 4 0 0 210 4.2

(ii) Interacting with theE-recruitment sites does

not require a lot of myMental effort.

22 24 4 0 0 218 4.36

(iii) I find the E-recruitment sites to beeasy to use

22 26 2 0 0220 4.4

(iv) It would be easyfor me to becomeskillful at using E-recruitmentsites.

22 21 7 0 0 215 4.3


It is inferred that, it is easy for job seekers to become skillful at using E-recruitmentsites.

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CHART 4.7


perceived ease of use

0

5

10

15

20

25

30

35

clearand

understandable.

doesnot

requirealotof

mymentaleffort

easytouse

becomeskillful

site

particulars

agreemen

tle

SA A N D SD

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C.SOCIAL INFLUENCE

Social influence helps to identify the influence of e-recruitment sites in thesociety.

TABLE 4.8

C.SOCIAL INFLUENCE


MSV

(i) My decision to useE-recruitment sites willbe influenced by myfamily members.

13 14 11 4 8 170 3.4

(ii) My decision to useE-recruitment sites willbe influenced by myfriends.

17 23 9 1 0 206 4.12

(iii) My decision to use

E-recruitment sites willbe influenced by myPeers/colleagues.

24 20 6 0 0 236 4.72

(iv) Overall, peoplewho are important tome think that I shoulduse theE-recruitment sites.

22 25 2 1 0 218 4.36


It is inferred that, the E-recruitment sites are influenced by Peers/colleagues other than

friends and family members.

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CHART 4.8

SOCIAL INFLUENCE

Social influence

0

510

15

20

25

30

family members. friends. Peers/colleagues. important people

particulars

agree

mentlevel

SA A N D SD

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D.PERCEIVED ENJOYMENT

Perceived enjoyment helps to identify the motivation level of candidates by usinge-recruitment sites due to better services

Table 4.9



MSV

(i)Using E-recruitmentsites is entertaining.

10 22 10 5 3 181 3.62

(ii) Using E-recruitmentsites to look for job is abetter tool.

15 27 7 1 0 206 4.12

(iii)I will use the E-recruitment sites infuture if I feel enjoyedwhen using them.

18 27 3 2 0 211 4.22

(iv) I am motivated touse E-recruitment sitesdue to better services.

22 22 3 2 1 212 4.24


It is inferred that, job seekers are motivated to use e-recruitment sites due to betterservices.

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Table 4.9


perceived enjoyment

05

1015202530

entertaining. better tool

to look forjob

feel

enjoyed

motivated

due tobetter

services.

particulars

agreementlevel

SA A N D SD

E.BEHAVIORAL INTENTION.

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Behavioral intention helps to identify the accessibility of the jobseekers to use e-recruitment sites in future.

Table 4.10

E.BEHAVIORAL INTENTION


MSV

(i)If I want to find ajob, I intend to use E-recruitment sites to finda job.

29 16 3 1 1 221 4.42

(ii) If I want to find ajob, it is likely that Iwill register to becomea member of E-recruitment sites.

32 16 1 1 0 229 4.58

(iii) If I want to find ajob, it is likely that Iwill send a resume toE-recruitment sites.

35 13 1 1 0 232 4.64

(iv) Assume I haveaccess to the sites, I

intend to use them.

35 15 0 0 0 235 4.7


It is inferred that, job seekers are intend to use e-recruitment sites to find a job andbecome a member of e-recruitment sites.

Chart4.10

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E.BEHAVIORAL INTENTION

Behavioural intention

05

10

152025303540

to find a job. become a

member of E-

recruitment

sites.

send a

resume to E-

recruitment

sites.

I intend to

use them.

particulars

agreementlevel

SA A N D SD

CHAPTER V

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5.2. SUGGESTIONS

As the penetration of Internet grows rapidly, the profile of the job seekers will

expand and that will drive the demand from traditional sectors like manufacturing

also.

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Placement agencies will benefit from the growth of jobsites to provide value-

added services to their clients.

Placement consultants can immensely benefit through this mode on account of

faster reach, and also fast-mover advantage.

Most companies blindly go for the largest, most popular website they can find,

But the mere size of a website does not guarantee effective online recruitment.

While size and popularity are of considerable importance, it would be wiser to

advertise in sites that match the requirements in terms of location, target group,

geography and demographics.

If advertising in a large jobsite does not work, try websites run by professional

associations that are frequented by your target audience.

In spite of its wider accessibility and speedy delivery, applications that match

your requirements are often hard to find.

Since applying online is so easy, there is a glut of unsuitable candidates who

apply for every post.

CONCLUSION

Traditional methods should not be replaced by the e-recruitment, it should supplement.

The loopholes of e-recruitment can be covered by the traditional methods and recruitment

process will be faster, global due to e-recruitment. One method should not replace the

other. When two vacancies are there and two candidates are available the companies do

not have much choice, thus they prefer to widen their search and attracts numerous

applications. But when for two vacancies a company receive 2000 application, the in

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depth screening process is not possible. While other methods like campus interview,

internal search has a personal touch. But receiving application in hand, communicating

with candidates becomes time consuming without Internet.

Summer Pjt

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