A LONG INTERNSHIP REPORT ON

“Analyzing E-Recruitment process of CUTM.”

Submitted in the partial fulfilment of the requirement for qualifying
Bachelor of Commerce in Banking & Accounting

Prepared By
Mr. Ayush Kumar Barik
Registration No: -220415140018
Semester - V
Batch – 2022-25
Under The Guidance and Supervision Of

Dr. Jyotirmayee Sahoo Prof. KVD Prakash

External Guide Dean IIE & HRD

Internal Guide External Guide

For the Academic Year 2024-25
Submitted To

School of Management
CENTURION UNIVERSITY OF TECHNOLOGY & MANAGEMENT
Bhubaneswar Campus, Dist. Khordha, 752050.
Certificate from External Guide Organization
 Certificate from Internal Guide

CERTIFICATE

This is to Certify that the investigation described in this report titled “ Analyzing E-

Recruitment process of CUTM” has been carried out by Mr. Ayush Kumar Barik. During

the Long Internship Project. This study was done in the organization “Centurion University”

in partial fulfillment of the requirement for the degree of Bachelor of Commerce in (Banking

and Accounting) of Centurion University of Technology and Management, Bhubaneswar

Campus. This work is the own work of the candidate, complete in all respects and is of

sufficiently high standard to warrant its submission to the said degree. The assistance and

resources used for this work are duly acknowledged.

Date: - Dr. Jyotirmayee Sahoo

Place: - Assistant Professor

Centurion University of Technology and Management

Bhubaneswar Campus

2
 DECLARATION

This is to declare that the Project Report titled “Analyzing E-Recruitment process of

CUTM” is a Bonafide record which is submitted by Mr. Ayush Kumar Barik, a student of
Centurion University of Technology and Management, Bhubaneswar Campus,
bearing registration no 220415140018, as partial fulfillment of course. A Long Internship
Programme (LIP) in Semester V of B. Com (B.A) Program under the guidance of Dr.
Jyotirmayee Sahoo, Assistant Professor, School of Management. I confirm that this report
truly represents my work undertaken as a part of my Long Internship Programme (LIP). This
work is not a replication of work done previously by any other person. I also confirm that the
contents of the report and the views contained therein have been discussed and deliberated
with the faculty guide.

Signature of the Student

Name of the student: - Ayush Kumar Barik

Regd No – 220415140018
Branch – B. Com (B.A)

3
ACKNOWLEDGEMENT

It is really a great pleasure to have the opportunity to describe the feeling of gratitude imprisoned in

the core of my heart to the "HR Department”. It conveys my sincere gratitude to "Prof. KVD

Prakash, Dean IIE & HRD (External Guide) for giving me the opportunity to prepare my project work

in Analyzing E-Recruitment process of CUTM. I express my sincere thanks to my guide " Mr.

Bijan Kumar Das, HR Executive, CUTM(Internal Guide) and staff members of the university who

have helped me a lot. I am thankful to my course coordinator for his guidance during the project

work,

I am thankful to Centurion University of Technology and Management for providing me an

opportunity to work on this report. I wish to express my sincere gratitude to my parents for supporting

me in every walk of life I would also extend my gratitude to all the people with whom I have worked

and helped me m completion of my report

I am also thankful and indebted to my family members, friends and relatives for their kind

cooperation to prepare the project report.

Name: - Ayush Kumar Barik

Regd No: - 220415140018

4
 TABLE OF

CONTENTS

Chapter One (Introduction)

1.1 Introduction 1

1.2 E-Recruitment 2

1.3 Factors Influencing E-Recruitment 2

1.4 Benefits of E-Recruitment 4

1.5 Modern Trends of E-Recruitment 5

1.6 Company Profile 6

Chapter Two (Literature Review)

2.1 Review of Literature 11

2.2 Need for the Study 13

2.3 Objectives………. 13

2.4 Scope of the Study 13

2.5 Limitation……... 13

Chapter Three (Methodology)

3.1 Research Methodology 15

3.2 Research Design,,, 15

3.3 Methods of Data Collection 15

5
 3.4 Tools for Analysis 15

Chapter Four (Final Discussion)

4.1 Analysis and Interpretation 18

4.2 Finding 37

Chapter Five (Conclusion & Suggestion)

5.1 Conclusion 39
5.2 Suggestion 40

References 41

Annexure 42

6
 EXECUTIVE SUMMARY

E-recruitment involves the integration and use of internet technology to enhance the

efficiency and effectiveness of the recruitment process. It equips HR professionals and

recruiters with the necessary tools and technology to streamline and cost-effectively

manage the hiring process. E-recruitment can significantly contribute to meeting an

organization's staffing requirements by providing valuable insights into potential

candidates.

This report focuses on the significance of e-recruitment concerning its impact on cost,

time, and the quality of recruitment processes in Indian organizations in the current

context. Additionally, the paper concludes by highlighting key global E-Recruitment

service providers and underscores the importance of Indian organizations adopting

such systems.

KEYWORDS

● E-recruitment

● Job Board

● Internet portals

● Talent Pool

● Careers Portal

7
CHAPTER – I

8
1.1 Introduction

Human Resources (HR) consulting is a specialized branch of management consulting focused

on optimizing personnel management to achieve an organization's objectives. A proficient

HR consultant aims to create a tailored HR model that caters to the unique needs of a

business while balancing the interests of the company and its workforce. An effective HR

consultant offers guidance on a wide array of issues, promoting productivity and unity within

the company.

HR consulting requires a diverse skill set. HR consultants may have backgrounds in areas

such as accounting, finance, employment law, employee benefits, and management

education. Some may hold specific HR credentials. This field serves companies of all sizes

and types. Start-ups often seek guidance in establishing HR policies that comply with

employment laws, while smaller companies may benefit from HR consultants in creating an

employee handbook to boost productivity. Larger corporations can engage HR consultants to

set up grievance mediation processes or assess and restructure their HR departments for

optimal performance.

Businesses can hire HR consulting firms or individual consultants for specific projects or to

enhance their overall HR functions. Consultants may tackle a particular issue and stay

engaged until it's resolved, or they might revamp the entire HR department, committing

several months to a year to the project.

The ultimate objective of HR consulting is to leave the client with a well-structured and

highly efficient HR department. This department will have clear guidelines and procedures

for addressing various HR issues, and all employees within the department will fully

understand their roles and responsibilities. When HR consulting successfully achieves these

1
 objectives, the consultant becomes obsolete as the company can competently manage its HR

matters.

1.2 E-Recruitment

Online recruitment is the process of utilizing the Internet to connect individuals with suitable

job opportunities. Typically, this involves posting job openings on job websites and corporate

sites. While this approach can generate a significant volume of responses, attracting a large

pool of potential candidates is just one aspect of online recruitment. The true advantage of

online recruitment becomes evident when recruiters streamline and optimize the hiring

process.

Online recruitment leverages the internet's capabilities not only to advertise job vacancies but

also to efficiently manage the entire recruitment process. It's not solely about attracting

applicants but also about effectively handling them. In this sense, it aims to simplify the

recruitment process, enabling busy HR departments to provide better support to colleagues in

finance, marketing, sales, and manufacturing. This, in turn, allows HR professionals to

allocate more time to value-added tasks.

Specialized software providers like HR Portal can create application programs for recruiters

that save time, effort, and resources. These tools can automate various aspects of the

recruitment process, such as setting "killer questions" that only top candidates can answer

correctly, conducting profiling and scoring, administering psychometric tests, and performing

automatic CV scans to identify essential qualifications and experience based on keywords.

1.3 Factors Influencing E-Recruitment

a. Cost-Effective

Promoting job opportunities on the internet is a far more economical choice compared to

placing advertisements in newspapers, magazines, and other conventional media.

2
 Furthermore, utilizing social media platforms like Facebook and Twitter can turn job

advertising into a nearly cost-free endeavor for businesses, particularly when linked to the

company's website, allowing candidates to access job descriptions, submit their resumes,

apply, and monitor their applications.

b. Effective Communication

Print advertisements in newspapers have constraints in terms of word limits and available

space, which may result in unclear messaging. In contrast, the internet provides ample space

with no word limitations, enabling the clear and unambiguous expression of all pertinent

information. Moreover, the automated application process can promptly offer feedback to

candidates who may not meet the qualifications or suitability for the position.

c. Wider Search, Deeper Talent Pool

The internet's extensive global reach offers companies a distinct advantage in accessing a

more extensive pool of candidates, thereby enhancing the likelihood of finding the ideal

candidate. Candidates can also grant recruiters permission to maintain their CVs on record

and periodically update them. Consequently, recruiters have access to a more extensive talent

pool from which to draw for future job openings.

d. Enhanced Standardization and Compliance

Information provided by candidates is collected in a uniform format on the internet, making it

easier to compare and assess candidates objectively when creating shortlists. This approach

also generates an auditable data trail, aiding in meeting regulatory compliance requirements.

e. Accelerated Time-to-Hire

Automating recruitment tasks, such as promptly posting detailed job openings on the internet,

takes only a few minutes. Response times are immediate, and potential candidates can visit

the company's website, submit their CVs, and anticipate timely email responses. As

3
 previously mentioned, e-recruitment can automatically sift through unsuitable candidates,

yielding a shortlist in a matter of minutes rather than spending days reviewing hundreds of

CVs.

1.4 Benefits of E-Recruitment

a. Efficiency in Saving Time: This method minimizes the time required for delivery and

communication, providing immediate and direct responses without delays. In the past,

traditional postal services were one-way communication, and fax was time-consuming.

While phones enabled two-way communication, they couldn't efficiently handle tasks like

resume management or global communication.

b. Expanding the Search: In the age of globalization, it's crucial to have a reach that isn't

limited to a single location. Online advertising offers a global reach within seconds,

effectively supporting the recruitment process by creating a vast pool of potential

candidates.

c. Enhancing Clarity: Traditional advertisements in employment news, newspapers, and

magazines often have word limits, leading to potential misinterpretations. For instance, an

advertisement announcing a vacancy for a computer-skilled person might be misunderstood

as a job for a computer-skilled receptionist. Online advertising doesn't have these word

limitations, allowing for more detailed and clear expressions of job profiles.

d. Facilitating Better Matching: Online advertising provides detailed information with

clarity, making it easier to find suitable candidate matches. The ability to link with other

websites attracts candidates, and when job profiles match their skills, they apply.

e. Standardization: Online advertising collects candidate information in a standardized

format and consolidates data from various sources.

f. Information Repository: It serves as a reservoir of information, offering access to both job

and candidate profiles, as well as historical applicant data.

4
 g. Reducing Paperwork: Since data collection, filing, and administrative tasks are performed

electronically, online advertising reduces the need for paperwork and documentation.

1.5 Modern Trends of E-Recruitment

a. Enhanced Communication Speed: Companies and potential employees can engage in

rapid communication through blogs, podcasts, and vodcasts, making them valuable tools

in the e-recruitment process. This eliminates the one-way communication limitation of

traditional methods like emails and faxes, thanks to their electronic nature. Podcasts

involve the distribution of digital media files, while vodcasts are video podcasts.

b. Candidate Empowerment: In the past, employers held the upper hand in the hiring

process, especially in the resume screening phase, which wasn't always equitable. Time

constraints made it impossible to review all applications thoroughly. Today, candidates

have the liberty to choose their employers based not only on financial aspects but also on

organizational culture. Applying to a company is no longer solely influenced by its image.

c. Search Engine Advertising: Traditional print advertising is on the decline, primarily due

to the rising popularity of search engine ads. Pay-per-click advertising is not only

convenient but also highly appealing to businesses.

d. RSS Feeds: Job boards are increasingly adopting RSS feeds, with Google's Hot Jobs being

a notable example. Google enables job postings on Google Base, even for those without

their own websites. RSS feeds can be read using specialized software called an "RSS

reader." They are a family of web feed formats used to publish regularly updated content,

such as blog entries and news headlines, in a standardized format.

1.6 About Centurion University

Centurion University of Technology and Management (CUTM) was established in 2005 with

the goal of providing quality education on a national and international level. It began by

5
taking over the struggling Jagannath Institute for Technology and Management (JITM) in a

challenging tribal area of Odisha, which was affected by left-wing extremism. In August

2010, the institution was transformed into Centurion University of Technology and

Management through an act of the Odisha Legislative Assembly, becoming the first Multi-

Sector State Private University in Odisha.

The primary objective of CUTM is to shape lives and empower communities by creating

opportunities and wealth at the grassroots level. This is achieved through education, training,

financial services, and various projects in rural areas, particularly in southern Odisha and

northern coastal Andhra Pradesh. The university is committed to environmental and social

values and oversees a network of educational institutions providing primary, secondary,

tertiary, and vocational education and training.

CUTM has evolved from the merger of institutions like the Jagannath Institute of Technology

and Management (JITM), Centurion School of Rural Enterprise Management (CSREM), and

Centurion Institute of Technology (CIT). The Centurion School of Vocational Education is

an integral part of the university, offering ITI and Diploma education through Centurion

Industrial Training Centers (CITCs) at multiple locations in Odisha and Andhra Pradesh. The

Centurion group also operates Higher Secondary Science Colleges and Public Schools in

Odisha.

To bridge the gap between theory and practice, CUTM collaborates closely with its sister

organizations in the Gram Tarang Group, which are involved in social entrepreneurship

outreach activities. For instance, the Gram Tarang Employability Training Service Pvt. Ltd.

(GTETS) focuses on skill-building initiatives for socially disadvantaged sections of society,

particularly school dropouts in rural Odisha. GTETS has trained over 21,000 students through

industry partnerships and has received recognition from FICCI and the United Nations.

6
The Gram Tarang Inclusive Development Services (GTIDS) provides financial services to

underserved clients at the grassroots level in partnership with various banks. GTIDS operates

in multiple states and aims to expand its reach to 10,000 Gram Panchayats by 2012.

The Gram Tarang Self Help Cooperative (GTSHC) actively engages with local communities,

especially women Self Help Groups (SHGs) in rural Odisha, to source, produce, and market a

range of products, from hygiene items to financial products.

The Centurion Group of Institutions spans over 200 acres across nine locations in Odisha and

Andhra Pradesh, offering various educational programs. It has modern facilities, including

computer labs, NCVT-affiliated ITCs, workshops, and more. CUTM provides a wide range

of academic programs through its School of Management, School of Technology, School of

Agricultural Sciences, and School of Vocational Education and Training.

The university's vision is to become a globally recognized center of excellence in human

resources, catalyzing sustainable livelihoods in less developed markets worldwide. Its

mission is to offer high-quality academic programs, promote an entrepreneurial culture, and

provide employability training for underprivileged populations. Social justice and sustainable

economic development are at the core of the university's mission.

Vision

A globally accredited human resource center of excellence catalyzing “sustainable

livelihoods” in the “less developed markets across the globe”.

Mission

Provision of quality, globally accredited academic programmes in technology and

management . Provision of globally accredited employability training for less endowed

segments of the population. Promotion of entrepreneurial culture and enterprise in the target

7
areas. Facilitating improved market access to goods and financial services to the target

population. Promotion of lighthouse project interventions in the target area.

8
CHAPTER – II

9
2.1 Review of Literature

Schreyer & McCarter (1998) defined e-recruitment as the process encompassing job

advertisement placement, resume reception, and the establishment of a human resource

database containing both candidates and current employees. According to the existing

literature, terms like e-recruitment, online recruitment, cyber recruiting, or Internet recruiting

are interchangeable and all signify the structured acquisition of job-related information

through online means (Ganalaki, 2002).

According to Hogler (1998) and HR Portal (2003), they describe e-recruitment as the ability

for employers to electronically promote job openings, digitally scan and archive resumes,

administer assessments, and communicate with eligible candidates. This is achieved by

harnessing the Internet's capabilities to align individuals with suitable job opportunities.

Vidot (2000) provided a definition for e-recruitment, stating that it involves leveraging the

Internet to draw in top-tier candidates, reaffirm a company's profile and brand, and simplify

the application and selection procedures.

Scholars and professionals acknowledge that the e-recruitment process is intricate, influenced

by organizational, legal, social, and political requirements and expectations (Courtis, 1994;

Hinton et al., 2000). It involves numerous stages, activities, and features (Barber, 1998;

Breaugh, 1992; Carlson, Connerley, and Mecham, 2002; Rynes, 1991). This complexity

has led to criticism of the simplicity of much e-recruitment research in comparison to the

real-world complexities (Rynes & Barber, 1990). This is especially relevant when

considering that the costs associated with recruitment can be estimated to be as high as one-

third of a new hire's annual salary (Spencer, 1984; Taylor et al., 1987).

One significant critique has centered around the endeavor of researchers and professionals to

portray participants, individuals, and organizations as entities that can be controlled and

manipulated using rational and scientific approaches (Hinton et al., 2000).

10
Gatewood et al. (1993) recognized that online recruitment is a multifaceted concept,

influenced by the decision-making process of job seekers as they navigate through the

choices of which jobs and organizations to consider for future employment. Consequently,

conducting thorough and high-quality research on online recruitment is of utmost importance,

with a focus on understanding the decision-making process of applicants.

In Matthews' 2006 study regarding the recruitment of law students by the United States

Internal Revenue Service, it was revealed that advancing the commencement date of its

campus recruitment initiatives enabled the organization to more effectively and successfully

hire high-quality individuals for their job positions.

Connerley, Carlson, and Mecham's 2003 study, which investigated the presence of

disparities in the quality of applicant pools, tackled the research question by evaluating the

competitive outcomes of companies vying for recruits for comparable job roles. The findings

from the analysis indicate that the quality of applicants can significantly differ both within

and across job categories.

According to Kumar and Pandya's findings in 2012, the integration and implementation of

a Human Resource Information System (HRIS) have been demonstrated to lead to substantial

reductions in both the administrative workload and the expenses associated with recruitment

activities. Furthermore, Kumar and Pandya (2012) assert that an HRIS diminishes the

requirement for a large HR staff.

In February 2011, Vinky Sharma from JBS, JIIT, discussed Smith's 1999 research on e-

recruitment, which aimed to conceptualize how the internet facilitates more precise targeting

of potential employees by employers. The author highlighted that even though smaller

companies might find the career web to be relatively expensive, it could still be a more cost-

effective option compared to running multiple newspaper advertisements.

11
2.2 Need for the Study

Effectiveness of Online Recruitment in the perspective of the employees of the company,

Senior managers. A general analysis of how useful e-recruitment is for the appropriate

placement enhancing the productivity of a firm. E-recruitment is a paradigm shift from a

general HR recruitment process. The purpose of the study is to analyse the existing system

and to suggest suitable measures and recommendations for the improvement of the system.

2.3 Objectives

● To study the E-Recruitment process in CUTM.

● To analyze the factor influencing the effectiveness of E-Recruitment.

● To analyze the potential of e- recruitment & the challenges faced by it.

● To study the current e- recruitment activities adopted by the organization.

● To suggest solutions to overcome the problems of e- recruitment.

2.4 Scope of the Study

This study aims at assessing employees’ opinion on e-recruitment, to find out the

effectiveness of e-recruitment at Centurion University of Technology and Management. This

study measures the factors like Cost, time, deeper pool, efficient candidates.

2.5 Limitation

● This study aims at assessing employees’ opinion on e-recruitment, to find out the

effectiveness of e-recruitment at Centurion University of Technology and Management.

● This study measures the factors like Cost, time, deeper pool, efficient candidates.

12
CHAPTER – III

13
 3.1 Research Methodology

A research methodology serves as a structured plan or model for executing a research

endeavor. It outlines the steps and methods essential for gathering the data required to shape

or address a research issue. In this investigation, the chosen approach is the "descriptive

research" design.

3.2 Research Design

Descriptive research is characterized by its conclusive nature. This implies that it collects

quantifiable data that can be employed for statistical analysis to draw inferences about the

target audience. Consequently, this research approach relies on closed-ended questions,

which can restrict its capacity to offer distinctive insights. Its primary purpose is to uncover

and quantify the intensity of a specific group's opinions, attitudes, or behaviors concerning a

particular topic.

Justification

It is adopted to obtain the views, ideas and limiting factors faced by Recruiters

3.3 Methods of Data Collection

There are two sources of data. Primary data collection involves the utilization of surveys,

experiments, or direct observations. On the other hand, secondary data collection involves the

acquisition of information from various sources, including documents or electronically stored

data.

Primary Data

Primary data is the term for information gathered or directly observed through firsthand

experiences. In the context of this study, the essential primary data was obtained by using a

standardized questionnaire.

14
 Secondary Data

Data that is publicly available or gathered from prior sources is categorized as secondary

data. The acquisition of secondary data for this study involved sourcing information from a

range of outlets, including magazines, journals, and the internet.

Census Method

Census and sampling, despite their shared objective of offering data and insights about a

population, employ distinct methodologies. In a census, the complete population is

considered, rendering it the most accurate approach. It is evident that data collection is

termed the Census Method when it encompasses the entire population.

Justification

The data are collected from all the CUTM recruiters in the consultants. The total number of

recruiters in the concern is 30.

3.4 Tools for Analysis

Percentage

Analysis

Percentages are commonly employed in data representation as they streamline numbers,

condensing them into a standardized 0 to 100 range. Through the utilization of percentages,

data is transformed into a standard form with a base of 100, simplifying relative comparisons.

15
CHAPTER – IV

16
 ANALYSIS AND INTERPRETATION

TABLE 4.1

GENDER WISE CLASSIFICATION

Gender No of respondents Frequency

Male 9 30
Female 21 70
Total 30 100

INTERPRETATION

From Table 4.1, it is inferred that out of 30 respondents 30% of the respondents are male, 70

% of the respondents are female.

17
 CHART 4.1

GENDER WISE CLASSIFICATION

No of Respondents

Male
Female

18
 TABLE 4.2

CLASSIFICATION ON THE BASIS OF AGE

Age No of Respondents Frequency

25-30 14 46.6

30-35 12 40

35-40 2 6.7

More than 40 2 6.7

INTERPRETATION

From Table 4.2, it is inferred that out of 30 respondents 46.6% of the respondents are of age

25-30, 40 % of the respondents are 30-35, 6.7% of them are 30-35, and 6.7% of them

belonged to above 40 years of age.

19
 CHART 4.2

CLASSIFICATION ON THE BASIS OF AGE

No of Respondents

25-30
30-35
35-40
More than 40

20
 TABLE 4.3

CLASSIFICATION ON THE BASIS OF EDUCATION

Education No of Respondents Frequency

U.G

P.G 22 73.3

Ph.D 8 26.7

INTERPRETATION

From Table 4.3 it is observed that 26.7% of the respondents has completed their Ph.D,

73.3% are post graduates.

21
 CHART 4.3

CLASSIFICATION ON THE BASIS OF EDUCATION

No of Respondents

U.G
P.G
Ph.D

22
 TABLE 4.4

CLASSIFICATION ON THE BASIS OF DESIGNATION

Occupation No of Respondents Frequency

HR Executive 1 3.3

Admission 6 20

Faculty 8 26.7

Other 15 50

INTERPRETATION

From Table 4.4 it is observed that 3.3% of the respondents are Executive, 20% & 26.6%, are

Admission and Faculty.

23
 CHART 4.4

CLASSIFICATION ON THE BASIS OF DESIGNATION

No of Respondents

HR Executive
Admission
Faculty
Other

24
 TABLE 4.5

CLASSIFICATION ON THE BASIS OF SOURCING OF CANDIDATES

Sourcing of Candidate No of Respondents Frequency

Careers Portal 25 83.3

Advertising 3 10

Employee Referrals 2 6.7

All of the above 0 0

INTERPRETATION

From Table 4.5 it is found that 83.3 % of the candidates are sourced from Careers portals,

10% of the candidates are sourced from Advertising, 6.7% of the candidates sourced by

Employee referrals.

25
 CHART 4.5

CLASSIFICATION ON THE BASIS SOURCING OF CANDIDATES

No of Respondents

Careers Portal
Advertising
Job Ref.
All of the above

26
 TABLE 4.6

DO YOU THINK E-RECRUITMENT IS THE FASTEST MODE

Options No of Respondents Frequency

Yes 23 76.7

No 7 23.3

INTERPRETATION

It is found that 76.7% of the recruiters are saying yes, and the rest are saying no.

27
 CHART 4.6

DO YOU THINK E-RECRUITMENT IS THE FASTEST MODE

No of Respondents

Yes
No

28
 TABLE 4.7

CLASSIFICATION ON THE BASIS OF E-RECRUITMENT COST SAVING

ACTIVITY FOR ORGANISATION

Options No of Respondents Frequency

Agree 18 60

Neutral 7 23.3

Disagree 5 16.7

INTERPRETATION

From Table 4.7 it is found that 23.3% of the recruiters agreed and 60% and 16.7% of them

fairly agreed that e-recruitment is the cost saving activity for the organization.

29
 TABLE 4.7
CLASSIFICATION ON THE BASIS OF JOB PORTALS & SOCIAL NETWORK

MORE ACCESSIBLE

No of Respondents

Yes
No

INTERPRETATION

From Table 4.7 it is found that 100% of the recruiters strongly agreed that job portals and

Social networking sites are more accessible for the candidates.

30
 TABLE 4.8
CLASSIFICATION ON THE BASIS OF QUALIFIED CANDIDATE IN

COMPETITIVE MARKET

Option No. of Respondents Frequency

Strongly Agree 2 7

Agree 8 27

Neutral 14 46

Disagree 2 20

Strongly Disagree 0

Total 30 100

INTERPRETATION

From Table 4.8 it is found that 7% of the recruiter strongly agreed, 27% agreed and 46% of

them neutrally said the e-recruitment gives the quality candidate in the competitive market

and 20% disagreed about the quality candidate.

31
 CHART 4.8
CLASSIFICATION ON THE BASIS OF QUALIFIED CANDIDATE IN

COMPETITIVE MARKET

No of Respondents

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

32
 TABLE 4.9
CLASSIFICATION ON THE BASIS OF IMPACT OF E-RECRUITMENT

Option No of Respondents Frequency

No. of Successful 7 23.3

candidates

Cost per hire

Time taken to close position

Candidate& E'er 9 30
satisfaction

All the above 14 46.7

Total 30 100

INTERPRETATION

From table 4.9 it is found that 46.7% of the recruiters agreed that impact of e-recruitment are

No. Of successful candidates, Cost per hire, time taken to close position, Candidates and

employer satisfaction and 30% of the recruiter said that candidate and Employer satisfaction.

33
 CHART 4.9
CLASSIFICATION ON THE BASIS OF IMPACT OF E-RECRUITMENT

No of Respondents

No. of Successful candidates

Cost/hire
Time taken to close position
Candidate & E'er satisfaction
All the above

34
 TABLE 4.9
CLASSIFICATION ON THE BASIS OF KEY LIMITING FACTOR OF E-
RECRUITMENT

Option No of Respondents Frequency

Cultural Approach 6 20

Lack of Knowledge

Internet Usage 2 6.7

CV over flow 19 63.3

Commitment of senior mgt 3 10

Total 30 100

INTERPRETATION

From Table 4.9 it is found that the Key limiting factor is CV overflow, 20% is due to cultural
approach, 10% said Commitment of senior management and 2% said that due to internet
usage.

35
 CHART 4.9
CLASSIFICATION ON THE BASIS OF KEY LIMITING FACTOR OF E-
RECRUITMENT

No of Respondents

Cultural approach
Lack of Knowledge
Internet Usage
CV over flow

36
FINDINGS
● Out of 30 respondents 30% of the respondents are male, 70 % of the respondents are
female.
● Out of 30 respondents 46.6% of the respondents are of age 25-30, 40 % of the
respondents are 30-35, 6.7% of them are 30-35, and 6.7% of them belonged to above
40 years of age.
● 26.7% of the respondents has completed their Ph.D, 73.3% are post graduates.

● 3.3% of the respondents are Executive, 20% & 26.6%, are Admission and Faculty.

● 83.3 % of the candidates are sourced from Careers portals, 10% of the candidates are

sourced from Advertising, 6.7% of the candidates sourced by Employee referrals.

● 76.7% of the recruiters are saying yes, and the rest are saying no.

● 23.3% of the recruiters agreed and 60% and 16.7% of them fairly agreed that e-

recruitment is the cost saving activity for the organization.

● 7% of the recruiter strongly agreed, 27% agreed and 46% of them neutrally said the e-

recruitment give the quality candidate in the competitive market and 20% disagreed

about the quality candidate.

● 46.7% of the recruiters agreed that impact of e-recruitment are No. Of successful

candidates, Cost per hire, time taken to close position, Candidates and employer

satisfaction and 30% of the recruiter said that candidate and Employer

satisfaction.

● Key limiting factor are CV over flow, 20% is due to cultural approach, 10%
said Commitment of senior management and 2% said that due to internet usage.

37
CHAPTER – V

38
CONCLUSION
.
The study was conducted to know the effectiveness of e-recruitment or online recruitment.
Specifically, the study aimed to determine the extent of recruitment done through the
electronic medium, to identify the services and operation of major job portals. This project
can go for further research on the perception of candidates.

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SUGGESTIONS
Based on the above findings the researcher recommends that:
⮚ Monthly analysis of this process be made like how genuine are the profile, how
many candidates have been placed.

⮚ E-recruitment multiple level of security to avoid duplication, and genuine profiles.

⮚ Very secured online chat is advisable for the recruiters and the candidates for
handling enquiries.

40
REFERENCES
● http://majidmehmood5.blogspot.in/2013/06/questionnaire.html
● http://www.slideshare.net/sandeepmudgal/e-recruitment-and-selection-process-of-
hal-infotech
● http://www.iese.edu/research/pdfs/DI-0439-E.pdf
● https://diuf.unifr.ch/main/is/sites/diuf.unifr.ch.main.is/files/documents/student-
projects/S-2014_Celine_Deillon_0.pdf
● http://www.researchersworld.com/vol3/issue3/vol3_issue3_2/Paper_05.pdf
● http://www.ijaiem.org/Volume3Issue11/IJAIEM-2014-11-07-17.pdf
● https://books.google.co.in/books?id=jVgGAQAAQBAJ&pg=PA401&lpg=PA401&d
q=Applicant+preferences+for+Web-
based+versus+traditional+job+postings&source=bl&ots=hHPRK6fuwz&sig=Pm4ze
Xe5V-
zmLWvXVQaW9WcSsIA&hl=en&sa=X&ved=0ahUKEwi0_6fypfnJAhUBkY4KHT
BWCLAQ6AEIRTAI#v=onepage&q=Applicant%20preferences%20for%20Web-
based%20versus%20traditional%20job%20postings&f=false
● http://www.jiit.ac.in/uploads/Synopsis%20-%20Vinky%20Sharma.pdf

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Annexure

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